For the first time, AMI-Partners releases its Business ICT Adoption (BIA) index to measure the ICT adoption level of small and medium businesses (SMBs, companies with less than 1000 employees) around the world. While the top range of BIA index is dominated by European countries, 12 markets with highest SMB ICT spending are spread across the world. Among these top 12 large markets, Brazil, China, and India have the lowest BIA indexes; while Germany, United States, Japan, and United Kingdom not only have highest BIA index values but also considerable SMB ICT spending.
Based on its long-standing research on SMB markets across the world, AMI-Partners developed its 3-wave model to help vendors understand and segment their SMB customers based on their ICT adoption. In particular, SMBs in Wave-1 are classified as those mostly concerned about building basic IT infrastructure with PCs and basic software; while SMBs in Wave-2 have more advanced needs, for example, connecting their businesses with LAN, server and protecting them with network firewall and intrusion detection. At Wave-3, SMBs are more systematic and proactive in their ICT investment, actively extend their enterprises with Intranet, WAN, SAN, IP PBX, and sophisticated software solutions like CRM, ERP.
“Building upon our 3-wave model and using data from our worldwide biannual research, we developed the Business ICT Adoption (BIA) index to measure the level of ICT adoption of SMBs in different markets. Qualitatively, it is a common understanding that SMBs in developed countries like US and Germany have higher and more sophisticated level of ICT adoption than SMBs in emerging markets like China and India. However, we have no quantitative index to measure and compare their ICT adoption levels until now,” says Dr. Vu-Thanh Nguyen, who drives the BIA index research in AMI-Partners.
“When looking at the number of businesses using PCs, the BIA index, and ICT spending of different countries, we can also roughly see how different markets are developing and their potentials. For example, China and India markets have similar number of SMBs with PCs, similar BIA index, but China’s SMB ICT spending is more than double that of India. It means that if SMBs in both countries maintain the same ICT adoption paces in the next few years, the relativity of SMB ICT spending between two countries will probably not change significantly. Meanwhile, Germany has a higher number of PC SMBs and nearly 3 times higher BIA index (62 vs. 24) than China, but its SMB ICT spending is only 35% higher than China’s number (US$ 66 billion vs. US$ 49 billion). That means Germany SMB market has become matured and stable in size, while there is still a lot of room to growth in China SMB market,” Vu-Thanh added.
In Asia Pacific region, SMBs in Australia, New Zealand, Japan, Singapore, and Hong Kong are leading in ICT adoption with highest BIA index values (63, 58, 55, 48, and 40, respectively). These markets not only have high penetration of PCs among SMBs but also have a sophisticated ICT usage among their SMBs. While China, Korea, and India do not belong to the top 5 markets in terms of BIA index, they are among the biggest markets in terms of ICT spending in 2011, only after Japan. Meanwhile, Vietnam is still the smallest SMB market in terms of ICT spending (US$ 3 billion) and also the least development market in terms of BIA index (10 out of 100).
“The BIA index offers another dimension for vendor to analyze business ICT market. Instead of focusing only on ICT spending numbers, vendors could use BIA index to understand the ICT adoption in each country in order to provide suitable services and products to each particular market,” added Venu Reddy, Vice President of AMI-Partners, Asia Pacific. “Tracking BIA index over a preriod of time in a specific country also allows vendors to observe the development of business IT in that market and adapt their business plan accordingly.”
Well, they’ll stone ya when you’re trying to be so good
They’ll stone ya just a-like they said they would
They’ll stone ya when you’re tryin’ to go home
Then they’ll stone ya when you’re there all alone
But I would not feel so all alone
Everybody must get stoned
Well, they’ll stone ya when you’re walkin’ ’long the street
They’ll stone ya when you’re tryin’ to keep your seat
They’ll stone ya when you’re walkin’ on the floor
They’ll stone ya when you’re walkin’ to the door
But I would not feel so all alone
Everybody must get stoned
They’ll stone ya when you’re at the breakfast table
They’ll stone ya when you are young and able
They’ll stone ya when you’re tryin’ to make a buck
They’ll stone ya and then they’ll say, “good luck”
Tell ya what, I would not feel so all alone
Everybody must get stoned
Well, they’ll stone you and say that it’s the end
Then they’ll stone you and then they’ll come back again
They’ll stone you when you’re riding in your car
They’ll stone you when you’re playing your guitar
Yes, but I would not feel so all alone
Everybody must get stoned
Well, they’ll stone you when you walk all alone
They’ll stone you when you are walking home
They’ll stone you and then say you are brave
They’ll stone you when you are set down in your grave
But I would not feel so all alone
Everybody must get stoned
NB: According to Kenzie on songfacts, “I have a pretty reliable account of many of Dylan’s sessions because my dad was studio drummer Kenny Buttrey, and played on many of Dylan’s largest hits. I’ve even heard that Dylan started recording in Nashville just so he could get my dad, Charlie McCoy and a few others to play on his records. According to my dad, the song had nothing to do with drugs, was a reference to being executed by stoning and the title “Rainy Day Women” was completely random on purpose in reflection of the randomness of its recording. The song was actually never meant to be released as it was just the band’s way of screwing around. Everyone swapped instruments, except my dad who set his drums up backwards. Afterward, they decided to release it. I was told that the only time my dad ever heard Dylan laugh ( and he played on twelve albums with Dylan) was during the recording of this song.”
A rare inside look at Google and Amazon’s cultures and products written by Steve Yegge yesterday (2011-10-12). Long but very interesting. He accidentally published it, deleted, but the full article is still available here at Rip Rowan’s Google+ page. This is a must read if you’re interested in computing and company culture.
I was at Amazon for about six and a half years, and now I’ve been at Google for that long. One thing that struck me immediately about the two companies — an impression that has been reinforced almost daily — is that Amazon does everything wrong, and Google does everything right. Sure, it’s a sweeping generalization, but a surprisingly accurate one. It’s pretty crazy. There are probably a hundred or even two hundred different ways you can compare the two companies, and Google is superior in all but three of them, if I recall correctly. I actually did a spreadsheet at one point but Legal wouldn’t let me show it to anyone, even though recruiting loved it.
I mean, just to give you a very brief taste: Amazon’s recruiting process is fundamentally flawed by having teams hire for themselves, so their hiring bar is incredibly inconsistent across teams, despite various efforts they’ve made to level it out. And their operations are a mess; they don’t really have SREs and they make engineers pretty much do everything, which leaves almost no time for coding – though again this varies by group, so it’s luck of the draw. They don’t give a single shit about charity or helping the needy or community contributions or anything like that. Never comes up there, except maybe to laugh about it. Their facilities are dirt-smeared cube farms without a dime spent on decor or common meeting areas. Their pay and benefits suck, although much less so lately due to local competition from Google and Facebook. But they don’t have any of our perks or extras — they just try to match the offer-letter numbers, and that’s the end of it. Their code base is a disaster, with no engineering standards whatsoever except what individual teams choose to put in place.
To be fair, they do have a nice versioned-library system that we really ought to emulate, and a nice publish-subscribe system that we also have no equivalent for. But for the most part they just have a bunch of crappy tools that read and write state machine information into relational databases. We wouldn’t take most of it even if it were free.
I think the pubsub system and their library-shelf system were two out of the grand total of three things Amazon does better than google.
I guess you could make an argument that their bias for launching early and iterating like mad is also something they do well, but you can argue it either way. They prioritize launching early over everything else, including retention and engineering discipline and a bunch of other stuff that turns out to matter in the long run. So even though it’s given them some competitive advantages in the marketplace, it’s created enough other problems to make it something less than a slam-dunk.
But there’s one thing they do really really well that pretty much makes up for ALL of their political, philosophical and technical screw-ups.
Jeff Bezos is an infamous micro-manager. He micro-manages every single pixel of Amazon’s retail site. He hired Larry Tesler, Apple’s Chief Scientist and probably the very most famous and respected human-computer interaction expert in the entire world, and then ignored every goddamn thing Larry said for three years until Larry finally — wisely — left the company. Larry would do these big usability studies and demonstrate beyond any shred of doubt that nobody can understand that frigging website, but Bezos just couldn’t let go of those pixels, all those millions of semantics-packed pixels on the landing page. They were like millions of his own precious children. So they’re all still there, and Larry is not.
Micro-managing isn’t that third thing that Amazon does better than us, by the way. I mean, yeah, they micro-manage really well, but I wouldn’t list it as a strength or anything. I’m just trying to set the context here, to help you understand what happened. We’re talking about a guy who in all seriousness has said on many public occasions that people should be paying him to work at Amazon. He hands out little yellow stickies with his name on them, reminding people “who runs the company” when they disagree with him. The guy is a regular… well, Steve Jobs, I guess. Except without the fashion or design sense. Bezos is super smart; don’t get me wrong. He just makes ordinary control freaks look like stoned hippies.
So one day Jeff Bezos issued a mandate. He’s doing that all the time, of course, and people scramble like ants being pounded with a rubber mallet whenever it happens. But on one occasion — back around 2002 I think, plus or minus a year — he issued a mandate that was so out there, so huge and eye-bulgingly ponderous, that it made all of his other mandates look like unsolicited peer bonuses.
His Big Mandate went something along these lines:
1) All teams will henceforth expose their data and functionality through service interfaces.
2) Teams must communicate with each other through these interfaces.
3) There will be no other form of interprocess communication allowed: no direct linking, no direct reads of another team’s data store, no shared-memory model, no back-doors whatsoever. The only communication allowed is via service interface calls over the network.
4) It doesn’t matter what technology they use. HTTP, Corba, Pubsub, custom protocols — doesn’t matter. Bezos doesn’t care.
5) All service interfaces, without exception, must be designed from the ground up to be externalizable. That is to say, the team must plan and design to be able to expose the interface to developers in the outside world. No exceptions.
6) Anyone who doesn’t do this will be fired.
7) Thank you; have a nice day!
Ha, ha! You 150-odd ex-Amazon folks here will of course realize immediately that #7 was a little joke I threw in, because Bezos most definitely does not give a shit about your day.
#6, however, was quite real, so people went to work. Bezos assigned a couple of Chief Bulldogs to oversee the effort and ensure forward progress, headed up by Uber-Chief Bear Bulldog Rick Dalzell. Rick is an ex-Armgy Ranger, West Point Academy graduate, ex-boxer, ex-Chief Torturer slash CIO at Wal*Mart, and is a big genial scary man who used the word “hardened interface” a lot. Rick was a walking, talking hardened interface himself, so needless to say, everyone made LOTS of forward progress and made sure Rick knew about it.
Over the next couple of years, Amazon transformed internally into a service-oriented architecture. They learned a tremendous amount while effecting this transformation. There was lots of existing documentation and lore about SOAs, but at Amazon’s vast scale it was about as useful as telling Indiana Jones to look both ways before crossing the street. Amazon’s dev staff made a lot of discoveries along the way. A teeny tiny sampling of these discoveries included:
- pager escalation gets way harder, because a ticket might bounce through 20 service calls before the real owner is identified. If each bounce goes through a team with a 15-minute response time, it can be hours before the right team finally finds out, unless you build a lot of scaffolding and metrics and reporting.
- every single one of your peer teams suddenly becomes a potential DOS attacker. Nobody can make any real forward progress until very serious quotas and throttling are put in place in every single service.
- monitoring and QA are the same thing. You’d never think so until you try doing a big SOA. But when your service says “oh yes, I’m fine”, it may well be the case that the only thing still functioning in the server is the little component that knows how to say “I’m fine, roger roger, over and out” in a cheery droid voice. In order to tell whether the service is actually responding, you have to make individual calls. The problem continues recursively until your monitoring is doing comprehensive semantics checking of your entire range of services and data, at which point it’s indistinguishable from automated QA. So they’re a continuum.
- if you have hundreds of services, and your code MUST communicate with other groups’ code via these services, then you won’t be able to find any of them without a service-discovery mechanism. And you can’t have that without a service registration mechanism, which itself is another service. So Amazon has a universal service registry where you can find out reflectively (programmatically) about every service, what its APIs are, and also whether it is currently up, and where.
- debugging problems with someone else’s code gets a LOT harder, and is basically impossible unless there is a universal standard way to run every service in a debuggable sandbox.
That’s just a very small sample. There are dozens, maybe hundreds of individual learnings like these that Amazon had to discover organically. There were a lot of wacky ones around externalizing services, but not as many as you might think. Organizing into services taught teams not to trust each other in most of the same ways they’re not supposed to trust external developers.
This effort was still underway when I left to join Google in mid-2005, but it was pretty far advanced. From the time Bezos issued his edict through the time I left, Amazon had transformed culturally into a company that thinks about everything in a services-first fashion. It is now fundamental to how they approach all designs, including internal designs for stuff that might never see the light of day externally.
At this point they don’t even do it out of fear of being fired. I mean, they’re still afraid of that; it’s pretty much part of daily life there, working for the Dread Pirate Bezos and all. But they do services because they’ve come to understand that it’s the Right Thing. There are without question pros and cons to the SOA approach, and some of the cons are pretty long. But overall it’s the right thing because SOA-driven design enables Platforms.
That’s what Bezos was up to with his edict, of course. He didn’t (and doesn’t) care even a tiny bit about the well-being of the teams, nor about what technologies they use, nor in fact any detail whatsoever about how they go about their business unless they happen to be screwing up. But Bezos realized long before the vast majority of Amazonians that Amazon needs to be a platform.
You wouldn’t really think that an online bookstore needs to be an extensible, programmable platform. Would you?
Well, the first big thing Bezos realized is that the infrastructure they’d built for selling and shipping books and sundry could be transformed an excellent repurposable computing platform. So now they have the Amazon Elastic Compute Cloud, and the Amazon Elastic MapReduce, and the Amazon Relational Database Service, and a whole passel’ o’ other services browsable at aws.amazon.com. These services host the backends for some pretty successful companies, reddit being my personal favorite of the bunch.
The other big realization he had was that he can’t always build the right thing. I think Larry Tesler might have struck some kind of chord in Bezos when he said his mom couldn’t use the goddamn website. It’s not even super clear whose mom he was talking about, and doesn’t really matter, because nobody’s mom can use the goddamn website. In fact I myself find the website disturbingly daunting, and I worked there for over half a decade. I’ve just learned to kinda defocus my eyes and concentrate on the million or so pixels near the center of the page above the fold.
I’m not really sure how Bezos came to this realization — the insight that he can’t build one product and have it be right for everyone. But it doesn’t matter, because he gets it. There’s actually a formal name for this phenomenon. It’s called Accessibility, and it’s the most important thing in the computing world.
The. Most. Important. Thing.
If you’re sorta thinking, “huh? You mean like, blind and deaf people Accessibility?” then you’re not alone, because I’ve come to understand that there are lots and LOTS of people just like you: people for whom this idea does not have the right Accessibility, so it hasn’t been able to get through to you yet. It’s not your fault for not understanding, any more than it would be your fault for being blind or deaf or motion-restricted or living with any other disability. When software — or idea-ware for that matter — fails to be accessible to anyone for any reason, it is the fault of the software or of the messaging of the idea. It is an Accessibility failure.
Like anything else big and important in life, Accessibility has an evil twin who, jilted by the unbalanced affection displayed by their parents in their youth, has grown into an equally powerful Arch-Nemesis (yes, there’s more than one nemesis to accessibility) named Security. And boy howdy are the two ever at odds.
But I’ll argue that Accessibility is actually more important than Security because dialing Accessibility to zero means you have no product at all, whereas dialing Security to zero can still get you a reasonably successful product such as the Playstation Network.
So yeah. In case you hadn’t noticed, I could actually write a book on this topic. A fat one, filled with amusing anecdotes about ants and rubber mallets at companies I’ve worked at. But I will never get this little rant published, and you’ll never get it read, unless I start to wrap up.
That one last thing that Google doesn’t do well is Platforms. We don’t understand platforms. We don’t “get” platforms. Some of you do, but you are the minority. This has become painfully clear to me over the past six years. I was kind of hoping that competitive pressure from Microsoft and Amazon and more recently Facebook would make us wake up collectively and start doing universal services. Not in some sort of ad-hoc, half-assed way, but in more or less the same way Amazon did it: all at once, for real, no cheating, and treating it as our top priority from now on.
But no. No, it’s like our tenth or eleventh priority. Or fifteenth, I don’t know. It’s pretty low. There are a few teams who treat the idea very seriously, but most teams either don’t think about it all, ever, or only a small percentage of them think about it in a very small way.
It’s a big stretch even to get most teams to offer a stubby service to get programmatic access to their data and computations. Most of them think they’re building products. And a stubby service is a pretty pathetic service. Go back and look at that partial list of learnings from Amazon, and tell me which ones Stubby gives you out of the box. As far as I’m concerned, it’s none of them. Stubby’s great, but it’s like parts when you need a car.
A product is useless without a platform, or more precisely and accurately, a platform-less product will always be replaced by an equivalent platform-ized product.
Google+ is a prime example of our complete failure to understand platforms from the very highest levels of executive leadership (hi Larry, Sergey, Eric, Vic, howdy howdy) down to the very lowest leaf workers (hey yo). We all don’t get it. The Golden Rule of platforms is that you Eat Your Own Dogfood. The Google+ platform is a pathetic afterthought. We had no API at all at launch, and last I checked, we had one measly API call. One of the team members marched in and told me about it when they launched, and I asked: “So is it the Stalker API?” She got all glum and said “Yeah.” I mean, I was joking, but no… the only API call we offer is to get someone’s stream. So I guess the joke was on me.
Microsoft has known about the Dogfood rule for at least twenty years. It’s been part of their culture for a whole generation now. You don’t eat People Food and give your developers Dog Food. Doing that is simply robbing your long-term platform value for short-term successes. Platforms are all about long-term thinking.
Google+ is a knee-jerk reaction, a study in short-term thinking, predicated on the incorrect notion that Facebook is successful because they built a great product. But that’s not why they are successful. Facebook is successful because they built an entire constellation of products by allowing other people to do the work. So Facebook is different for everyone. Some people spend all their time on Mafia Wars. Some spend all their time on Farmville. There are hundreds or maybe thousands of different high-quality time sinks available, so there’s something there for everyone.
Our Google+ team took a look at the aftermarket and said: “Gosh, it looks like we need some games. Let’s go contract someone to, um, write some games for us.” Do you begin to see how incredibly wrong that thinking is now? The problem is that we are trying to predict what people want and deliver it for them.
You can’t do that. Not really. Not reliably. There have been precious few people in the world, over the entire history of computing, who have been able to do it reliably. Steve Jobs was one of them. We don’t have a Steve Jobs here. I’m sorry, but we don’t.
Larry Tesler may have convinced Bezos that he was no Steve Jobs, but Bezos realized that he didn’t need to be a Steve Jobs in order to provide everyone with the right products: interfaces and workflows that they liked and felt at ease with. He just needed to enable third-party developers to do it, and it would happen automatically.
I apologize to those (many) of you for whom all this stuff I’m saying is incredibly obvious, because yeah. It’s incredibly frigging obvious. Except we’re not doing it. We don’t get Platforms, and we don’t get Accessibility. The two are basically the same thing, because platforms solve accessibility. A platform is accessibility.
So yeah, Microsoft gets it. And you know as well as I do how surprising that is, because they don’t “get” much of anything, really. But they understand platforms as a purely accidental outgrowth of having started life in the business of providing platforms. So they have thirty-plus years of learning in this space. And if you go to msdn.com, and spend some time browsing, and you’ve never seen it before, prepare to be amazed. Because it’s staggeringly huge. They have thousands, and thousands, and THOUSANDS of API calls. They have a HUGE platform. Too big in fact, because they can’t design for squat, but at least they’re doing it.
Amazon gets it. Amazon’s AWS (aws.amazon.com) is incredible. Just go look at it. Click around. It’s embarrassing. We don’t have any of that stuff.
Apple gets it, obviously. They’ve made some fundamentally non-open choices, particularly around their mobile platform. But they understand accessibility and they understand the power of third-party development and they eat their dogfood. And you know what? They make pretty good dogfood. Their APIs are a hell of a lot cleaner than Microsoft’s, and have been since time immemorial.
Facebook gets it. That’s what really worries me. That’s what got me off my lazy butt to write this thing. I hate blogging. I hate… plussing, or whatever it’s called when you do a massive rant in Google+ even though it’s a terrible venue for it but you do it anyway because in the end you really do want Google to be successful. And I do! I mean, Facebook wants me there, and it’d be pretty easy to just go. But Google is home, so I’m insisting that we have this little family intervention, uncomfortable as it might be.
After you’ve marveled at the platform offerings of Microsoft and Amazon, and Facebook I guess (I didn’t look because I didn’t want to get too depressed), head over to developers.google.com and browse a little. Pretty big difference, eh? It’s like what your fifth-grade nephew might mock up if he were doing an assignment to demonstrate what a big powerful platform company might be building if all they had, resource-wise, was one fifth grader.
Please don’t get me wrong here — I know for a fact that the dev-rel team has had to FIGHT to get even this much available externally. They’re kicking ass as far as I’m concerned, because they DO get platforms, and they are struggling heroically to try to create one in an environment that is at best platform-apathetic, and at worst often openly hostile to the idea.
I’m just frankly describing what developers.google.com looks like to an outsider. It looks childish. Where’s the Maps APIs in there for Christ’s sake? Some of the things in there are labs projects. And the APIs for everything I clicked were… they were paltry. They were obviously dog food. Not even good organic stuff. Compared to our internal APIs it’s all snouts and horse hooves.
And also don’t get me wrong about Google+. They’re far from the only offenders. This is a cultural thing. What we have going on internally is basically a war, with the underdog minority Platformers fighting a more or less losing battle against the Mighty Funded Confident Producters.
Any teams that have successfully internalized the notion that they should be externally programmable platforms from the ground up are underdogs — Maps and Docs come to mind, and I know GMail is making overtures in that direction. But it’s hard for them to get funding for it because it’s not part of our culture. Maestro’s funding is a feeble thing compared to the gargantuan Microsoft Office programming platform: it’s a fluffy rabbit versus a T-Rex. The Docs team knows they’ll never be competitive with Office until they can match its scripting facilities, but they’re not getting any resource love. I mean, I assume they’re not, given that Apps Script only works in Spreadsheet right now, and it doesn’t even have keyboard shortcuts as part of its API. That team looks pretty unloved to me.
Ironically enough, Wave was a great platform, may they rest in peace. But making something a platform is not going to make you an instant success. A platform needs a killer app. Facebook — that is, the stock service they offer with walls and friends and such — is the killer app for the Facebook Platform. And it is a very serious mistake to conclude that the Facebook App could have been anywhere near as successful without the Facebook Platform.
You know how people are always saying Google is arrogant? I’m a Googler, so I get as irritated as you do when people say that. We’re not arrogant, by and large. We’re, like, 99% Arrogance-Free. I did start this post — if you’ll reach back into distant memory — by describing Google as “doing everything right”. We do mean well, and for the most part when people say we’re arrogant it’s because we didn’t hire them, or they’re unhappy with our policies, or something along those lines. They’re inferring arrogance because it makes them feel better.
But when we take the stance that we know how to design the perfect product for everyone, and believe you me, I hear that a lot, then we’re being fools. You can attribute it to arrogance, or naivete, or whatever — it doesn’t matter in the end, because it’s foolishness. There IS no perfect product for everyone.
And so we wind up with a browser that doesn’t let you set the default font size. Talk about an affront to Accessibility. I mean, as I get older I’m actually going blind. For real. I’ve been nearsighted all my life, and once you hit 40 years old you stop being able to see things up close. So font selection becomes this life-or-death thing: it can lock you out of the product completely. But the Chrome team is flat-out arrogant here: they want to build a zero-configuration product, and they’re quite brazen about it, and Fuck You if you’re blind or deaf or whatever. Hit Ctrl-+ on every single page visit for the rest of your life.
It’s not just them. It’s everyone. The problem is that we’re a Product Company through and through. We built a successful product with broad appeal — our search, that is — and that wild success has biased us.
Amazon was a product company too, so it took an out-of-band force to make Bezos understand the need for a platform. That force was their evaporating margins; he was cornered and had to think of a way out. But all he had was a bunch of engineers and all these computers… if only they could be monetized somehow… you can see how he arrived at AWS, in hindsight.
Microsoft started out as a platform, so they’ve just had lots of practice at it.
Facebook, though: they worry me. I’m no expert, but I’m pretty sure they started off as a Product and they rode that success pretty far. So I’m not sure exactly how they made the transition to a platform. It was a relatively long time ago, since they had to be a platform before (now very old) things like Mafia Wars could come along.
Maybe they just looked at us and asked: “How can we beat Google? What are they missing?”
The problem we face is pretty huge, because it will take a dramatic cultural change in order for us to start catching up. We don’t do internal service-oriented platforms, and we just as equally don’t do external ones. This means that the “not getting it” is endemic across the company: the PMs don’t get it, the engineers don’t get it, the product teams don’t get it, nobody gets it. Even if individuals do, even if YOU do, it doesn’t matter one bit unless we’re treating it as an all-hands-on-deck emergency. We can’t keep launching products and pretending we’ll turn them into magical beautiful extensible platforms later. We’ve tried that and it’s not working.
The Golden Rule of Platforms, “Eat Your Own Dogfood”, can be rephrased as “Start with a Platform, and Then Use it for Everything.” You can’t just bolt it on later. Certainly not easily at any rate — ask anyone who worked on platformizing MS Office. Or anyone who worked on platformizing Amazon. If you delay it, it’ll be ten times as much work as just doing it correctly up front. You can’t cheat. You can’t have secret back doors for internal apps to get special priority access, not for ANY reason. You need to solve the hard problems up front.
I’m not saying it’s too late for us, but the longer we wait, the closer we get to being Too Late.
I honestly don’t know how to wrap this up. I’ve said pretty much everything I came here to say today. This post has been six years in the making. I’m sorry if I wasn’t gentle enough, or if I misrepresented some product or team or person, or if we’re actually doing LOTS of platform stuff and it just so happens that I and everyone I ever talk to has just never heard about it. I’m sorry.
I posted a long opinionated rant tonight about how I think Google could be doing a much better job of thinking from the ground up in terms of services rather than products. Sadly, it was intended to be an internal post, visible to everybody at Google, but not externally…
I contacted our internal PR folks and asked what to do, and they were also nice and supportive. But they didn’t want me to think that they were even hinting at censoring me — they went out of their way to help me understand that we’re an opinionated company, and not one of the kinds of companies that censors their employees. That was cool and all, but I still didn’t know what to do…
The other reason I deleted it is that it’s really a private conversation between me and my peers and co-workers at Google. I love working at Google, and I especially love the fact that I’m comfortable posting something as inflammatory as my post may have been. The company is super open internally, and as I said several times in my post, they really try hard to do everything right. That includes being open to strongly differing opinions, and that has certainly not been true at every company I’ve worked at…
I am honored to be with you today at your commencement from one of the finest universities in the world. I never graduated from college. Truth be told, this is the closest I’ve ever gotten to a college graduation. Today I want to tell you three stories from my life. That’s it. No big deal. Just three stories.
The first story is about connecting the dots.
I dropped out of Reed College after the first 6 months, but then stayed around as a drop-in for another 18 months or so before I really quit. So why did I drop out?
It started before I was born. My biological mother was a young, unwed college graduate student, and she decided to put me up for adoption. She felt very strongly that I should be adopted by college graduates, so everything was all set for me to be adopted at birth by a lawyer and his wife. Except that when I popped out they decided at the last minute that they really wanted a girl. So my parents, who were on a waiting list, got a call in the middle of the night asking: “We have an unexpected baby boy; do you want him?” They said: “Of course.” My biological mother later found out that my mother had never graduated from college and that my father had never graduated from high school. She refused to sign the final adoption papers. She only relented a few months later when my parents promised that I would someday go to college.
And 17 years later I did go to college. But I naively chose a college that was almost as expensive as Stanford, and all of my working-class parents’ savings were being spent on my college tuition. After six months, I couldn’t see the value in it. I had no idea what I wanted to do with my life and no idea how college was going to help me figure it out. And here I was spending all of the money my parents had saved their entire life. So I decided to drop out and trust that it would all work out OK. It was pretty scary at the time, but looking back it was one of the best decisions I ever made. The minute I dropped out I could stop taking the required classes that didn’t interest me, and begin dropping in on the ones that looked interesting.
It wasn’t all romantic. I didn’t have a dorm room, so I slept on the floor in friends’ rooms, I returned coke bottles for the 5¢ deposits to buy food with, and I would walk the 7 miles across town every Sunday night to get one good meal a week at the Hare Krishna temple. I loved it. And much of what I stumbled into by following my curiosity and intuition turned out to be priceless later on. Let me give you one example:
Reed College at that time offered perhaps the best calligraphy instruction in the country. Throughout the campus every poster, every label on every drawer, was beautifully hand calligraphed. Because I had dropped out and didn’t have to take the normal classes, I decided to take a calligraphy class to learn how to do this. I learned about serif and san serif typefaces, about varying the amount of space between different letter combinations, about what makes great typography great. It was beautiful, historical, artistically subtle in a way that science can’t capture, and I found it fascinating.
None of this had even a hope of any practical application in my life. But ten years later, when we were designing the first Macintosh computer, it all came back to me. And we designed it all into the Mac. It was the first computer with beautiful typography. If I had never dropped in on that single course in college, the Mac would have never had multiple typefaces or proportionally spaced fonts. And since Windows just copied the Mac, it’s likely that no personal computer would have them. If I had never dropped out, I would have never dropped in on this calligraphy class, and personal computers might not have the wonderful typography that they do. Of course it was impossible to connect the dots looking forward when I was in college. But it was very, very clear looking backwards ten years later.
Again, you can’t connect the dots looking forward; you can only connect them looking backwards. So you have to trust that the dots will somehow connect in your future. You have to trust in something — your gut, destiny, life, karma, whatever. This approach has never let me down, and it has made all the difference in my life.
My second story is about love and loss.
I was lucky — I found what I loved to do early in life. Woz and I started Apple in my parents garage when I was 20. We worked hard, and in 10 years Apple had grown from just the two of us in a garage into a $2 billion company with over 4000 employees. We had just released our finest creation — the Macintosh — a year earlier, and I had just turned 30. And then I got fired. How can you get fired from a company you started? Well, as Apple grew we hired someone who I thought was very talented to run the company with me, and for the first year or so things went well. But then our visions of the future began to diverge and eventually we had a falling out. When we did, our Board of Directors sided with him. So at 30 I was out. And very publicly out. What had been the focus of my entire adult life was gone, and it was devastating.
I really didn’t know what to do for a few months. I felt that I had let the previous generation of entrepreneurs down – that I had dropped the baton as it was being passed to me. I met with David Packard and Bob Noyce and tried to apologize for screwing up so badly. I was a very public failure, and I even thought about running away from the valley. But something slowly began to dawn on me — I still loved what I did. The turn of events at Apple had not changed that one bit. I had been rejected, but I was still in love. And so I decided to start over.
I didn’t see it then, but it turned out that getting fired from Apple was the best thing that could have ever happened to me. The heaviness of being successful was replaced by the lightness of being a beginner again, less sure about everything. It freed me to enter one of the most creative periods of my life.
During the next five years, I started a company named NeXT, another company named Pixar, and fell in love with an amazing woman who would become my wife. Pixar went on to create the worlds first computer animated feature film, Toy Story, and is now the most successful animation studio in the world. In a remarkable turn of events, Apple bought NeXT, I returned to Apple, and the technology we developed at NeXT is at the heart of Apple’s current renaissance. And Laurene and I have a wonderful family together.
I’m pretty sure none of this would have happened if I hadn’t been fired from Apple. It was awful tasting medicine, but I guess the patient needed it. Sometimes life hits you in the head with a brick. Don’t lose faith. I’m convinced that the only thing that kept me going was that I loved what I did. You’ve got to find what you love. And that is as true for your work as it is for your lovers. Your work is going to fill a large part of your life, and the only way to be truly satisfied is to do what you believe is great work. And the only way to do great work is to love what you do. If you haven’t found it yet, keep looking. Don’t settle. As with all matters of the heart, you’ll know when you find it. And, like any great relationship, it just gets better and better as the years roll on. So keep looking until you find it. Don’t settle.
My third story is about death.
When I was 17, I read a quote that went something like: “If you live each day as if it was your last, someday you’ll most certainly be right.” It made an impression on me, and since then, for the past 33 years, I have looked in the mirror every morning and asked myself: “If today were the last day of my life, would I want to do what I am about to do today?” And whenever the answer has been “No” for too many days in a row, I know I need to change something.
Remembering that I’ll be dead soon is the most important tool I’ve ever encountered to help me make the big choices in life. Because almost everything — all external expectations, all pride, all fear of embarrassment or failure – these things just fall away in the face of death, leaving only what is truly important. Remembering that you are going to die is the best way I know to avoid the trap of thinking you have something to lose. You are already naked. There is no reason not to follow your heart.
About a year ago I was diagnosed with cancer. I had a scan at 7:30 in the morning, and it clearly showed a tumor on my pancreas. I didn’t even know what a pancreas was. The doctors told me this was almost certainly a type of cancer that is incurable, and that I should expect to live no longer than three to six months. My doctor advised me to go home and get my affairs in order, which is doctor’s code for prepare to die. It means to try to tell your kids everything you thought you’d have the next 10 years to tell them in just a few months. It means to make sure everything is buttoned up so that it will be as easy as possible for your family. It means to say your goodbyes.
I lived with that diagnosis all day. Later that evening I had a biopsy, where they stuck an endoscope down my throat, through my stomach and into my intestines, put a needle into my pancreas and got a few cells from the tumor. I was sedated, but my wife, who was there, told me that when they viewed the cells under a microscope the doctors started crying because it turned out to be a very rare form of pancreatic cancer that is curable with surgery. I had the surgery and I’m fine now.
This was the closest I’ve been to facing death, and I hope it’s the closest I get for a few more decades. Having lived through it, I can now say this to you with a bit more certainty than when death was a useful but purely intellectual concept:
No one wants to die. Even people who want to go to heaven don’t want to die to get there. And yet death is the destination we all share. No one has ever escaped it. And that is as it should be, because Death is very likely the single best invention of Life. It is Life’s change agent. It clears out the old to make way for the new. Right now the new is you, but someday not too long from now, you will gradually become the old and be cleared away. Sorry to be so dramatic, but it is quite true.
Your time is limited, so don’t waste it living someone else’s life. Don’t be trapped by dogma — which is living with the results of other people’s thinking. Don’t let the noise of others’ opinions drown out your own inner voice. And most important, have the courage to follow your heart and intuition. They somehow already know what you truly want to become. Everything else is secondary.
When I was young, there was an amazing publication called The Whole Earth Catalog, which was one of the bibles of my generation. It was created by a fellow named Stewart Brand not far from here in Menlo Park, and he brought it to life with his poetic touch. This was in the late 1960′s, before personal computers and desktop publishing, so it was all made with typewriters, scissors, and polaroid cameras. It was sort of like Google in paperback form, 35 years before Google came along: it was idealistic, and overflowing with neat tools and great notions.
Stewart and his team put out several issues of The Whole Earth Catalog, and then when it had run its course, they put out a final issue. It was the mid-1970s, and I was your age. On the back cover of their final issue was a photograph of an early morning country road, the kind you might find yourself hitchhiking on if you were so adventurous. Beneath it were the words: “Stay Hungry. Stay Foolish.” It was their farewell message as they signed off. Stay Hungry. Stay Foolish. And I have always wished that for myself. And now, as you graduate to begin anew, I wish that for you.
Steve Jobs passed away on Wednesday, October 5, 2011, one day after the introduction of iPhone 4S, the first iPhone was introduced without him on stage. For me, this speech summarizes the essences of his life and spirit. It also triggered a new phase of mine. ‘You’ve got to find what you love’.
As President Obama and Apple’s Tim Cook said, “Steve was among the greatest of American innovators – brave enough to think differently, bold enough to believe he could change the world, and talented enough to do it…”, and “Apple has lost a visionary and creative genius, and the world has lost an amazing human being.” It’s all because he had been always finding and doing what he loved.
I haven’t been always skeptical about Google’s ability to create a good social network. It’s not because they don’t have engineering ability to do that. It’s just that their engineer, geek culture normally favors independent and sometimes anti-social tendencies, so it may not be suitable with the current social network moods and their associated herd-syndromes. Google Buzz and Wave failed because for Google engineers, it’s probably difficult to comprehend why many people love to share every tiny little things about their lives, online. Therefore, Google+ is the third and probably the final chance for Google to join the herds. For now, it seems to get the right balance between privacy and social needs.
As i’m moving away from Facebook and Flickr to Google+, these are some main reasons:
Google makes money out of search, while Facebook make money out of its users’ information. Google displays ads based on immediate information, e.g., search keywords, email content, last visit pages. Meanwhile, Facebook display ads based on its observation of users’ published information and interests. It means it’s essential for Facebook to observe and collect users’ information for a long time, while it’s not essential for Google to do so. That’s why Facebook has been tried to and will continue to encourage users to publish more information about them to public, so that its clients can do more data mining and push targeted ads to its users.
Consequently, Google+ current privacy policy is better for users than Facebook’s current privacy policy: The first policy is short and easy to understand. The second policy is longer, more complicated, and frequently changed. In Google+, the only public information you need to share is “the name you choose” for your Google Profile. In Facebook, your Name, Profile Pictures, Network, Username and User ID “are always publicly available, and are treated just like information you decided to make public”. Of course with Facebook, “if you are uncomfortable sharing your real name, you can always deactivate or delete your account”, and “if you are uncomfortable making your network public, you can leave the network“.
Google privacy policy will be implemented and scrutinized under FTC’s watch, since it has to carry a comprehensive privacy program to protect consumer privacy and its privacy practice will be audited for the next 20 years after Google Buzz program. It means in the next 20 years, we have someone to watch over Google’s practices regarding our data privacy.
For contacts, Google Contact is a great place to consolidate your contacts across Android phones, iOS devices, Google products (e.g., Gmail, Picasa, Docs, Readers), Outlook (with Google Sync), etc. If Google buy LinkedIn someday, it means all of our contacts could be consolidated at one place instead of spreading and duplicating across different places.
For photos, Google Picasa integration with Google+ makes it better than current Facebook (in terms of photo managements, upload quality, etc.) and Flickr (in terms of free unlimited storage, social connections). While Picasa is not as great as Flickr in terms of communities, it provides Google+ users unlimited storage for images up to 2048 x 2048 pixels and videos up to 15 minutes, compared to Flickr limits of 200 photos view for free account and max 90-second videos for paid accounts. As Yahoo is still in financial difficulties, it’ll be difficult for Flickr to change these limits, and Picasa may attract more users and communities.
For videos, YouTube will probably be integrated with Google+ services soon, as YouTube is gradually becoming our TV channels and Hangout will eventually become our virtual TV room. Similar integration will eventually be done for Google Readers, Docs, Maps, Sites, Local, etc.
For security, Google 2-step verification allows us to protect our accounts with normal password and sign-in code (via SMS or Google Authenticator app on iPhone, Android, BlackBerry devices). Those who lost their email accounts once will know how valuable it is to have this tool.
The art of losing isn’t hard to master;
so many things seem filled with the intent
to be lost that their loss is no disaster.
Lose something every day. Accept the fluster
of lost door keys, the hour badly spent.
The art of losing isn’t hard to master.
Then practice losing farther, losing faster:
places, and names, and where it was you meant
to travel. None of these will bring disaster.
I lost my mother’s watch. And look! my last, or
next-to-last, of three loved houses went.
The art of losing isn’t hard to master.
I lost two cities, lovely ones. And, vaster,
some realms I owned, two rivers, a continent.
I miss them, but it wasn’t a disaster.
–Even losing you (the joking voice, a gesture
I love) I shan’t have lied. It’s evident
the art of losing’s not too hard to master
though it may look like (Write it!) like disaster.
Elizabeth Bishop, “The Complete Poems 1927-1979″
In China, losing access to my email, various websites, and Facebook. Even Tor doesn’t work. It’s great that there’re still other ways ;).
Khảo luận này bước đầu đặt vấn đề nghiên cứu có hệ thống các sách Phương chí, một loại hình trứ tác quan trọng trong thư tịch cổ Trung Hoa, bao gồm Nhất thống chí, Tỉnh chí và Địa phương chí. Phương chí nói chung là loại sách lịch sử địa lý tự nhiên và nhân văn chứa đựng những thông tin bách khoa, biên chép rõ và cụ thể về núi sông, biển cả, hải đảo, thiên văn khí hậu, đường sá thuỷ bộ, thành trì, các đơn vị hành chính, quá trình thay đổi tên gọi, tách nhập đất đai, các dữ liệu về kinh tế, văn hoá, xã hội và nhân vật…
Các thống kê trong và ngoài Trung Hoa cho thấy Phương chí cổ hiện còn khoảng nửa triệu quyển, ngành Phương chí học đã hình thành vài mươi năm. Khảo luận này căn cứ vào các biên chép thuộc không gian cực nam Trung Hoa để khảo sát cương vực địa lý và sự quản lý hành chính phía các nơi phía đông nam tỉnh Quảng Đông và vùng biển đảo phía nam Quỳnh Châu (Hải Nam).
Kết quả khảo sát nguồn tư liệu phương chí cho thấy, trong khoảng hơn ngàn năm, các nhà nước quân chủ từ thời Đường đến Thanh chỉ giới hạn cương vực biển phía nam đến khoảng 18 độ vĩ bắc, thuộc địa bàn châu Nhai, việc quản lý hành chính và quân sự đến các đảo ngoài khơi cách trị sở châu Nhai khoảng 10 km.
Stop all the clocks, cut off the telephone,
Prevent the dog from barking with a juicy bone,
Silence the pianos and with muffled drum
Bring out the coffin, let the mourners come.
Let aeroplanes circle moaning overhead
Scribbling on the sky the message He is Dead.
Put crepe bows round the white necks of the public doves,
Let the traffic policemen wear black cotton gloves.
He was my North, my South, my East and West,
My working week and my Sunday rest,
My noon, my midnight, my talk, my song;
I thought that love would last forever: I was wrong.
The stars are not wanted now; put out every one,
Pack up the moon and dismantle the sun,
Pour away the ocean and sweep up the woods;
For nothing now can ever come to any good.
According to this source, it’s first published in 1936 in “Twelve songs”, under the title “Song IX”, then reprinted in “Tell me the truth about love”(1976) under the new title “Funeral blues”. Wikipedia seems provide better information: the first version was written in 1936, the current and final version was first published in 1938 (London), then published with the name “Funeral blues” in Auden’s book “Another time” in 1940 (New York). I first heard this in “Four weddings and a funeral”, post here for a boy passed away yesterday, came home without much of a journey.
So I’d like to just say that what the world needs now is a sense of being able to look at ourselves in this much larger condition now and a much larger sense of what home is. Because our home is the universe, and we are the universe, essentially. We carry that in us. And to be able to see our context in this larger sense at all scales helps us all, I think, in understanding where we are and who we are in the universe.
Carter Emmart, TED2010, 2010.02
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