Alphabet Soup & Cookies

Perhaps one of the most important things that came out of the conversation with Peter Stilson from Godengo was the definition of two acronyms that haunted me all summer...
CMS = content management system
CDN = content distribution network

The cookies were also REALLY good! I love cookies that are soft like that... Thanks, Peter!

Peter's other tips for success in business:

• Manage a P&L
• Recognize that people are the greatest asset
• Know your customers
• Stay close to sales
• Leverage technology

I'm going to leverage some of that aerospace technology. See y'all in March!

Holly vs. Technology -- the rematch

Another day of not getting along with technology. Can SOMEone PLEASE fix the frikkin' wireless connection at school???????

I think I understand the whole service-oriented architecture thing, at least conceptually. And I also understand the importance of knowledge management and knowledge exchange. Heck, I'm going to be working at a consulting company, so I get it. We need to talk to each other, we need to share knowledge, and it needs to be a seamless transaction in order to work well.

The part that I still really don't get, though, is HOW this all happens. Over the summer with Deloitte, we tried to compile a comprehensive service delivery model, and the client (the IT department, for the record) couldn't do it. There were just so many different services housed so many different places that it became an exercise in futility. Obviously, this is part of the problem, but I still don't understand what I'm supposed to DO about it.

N may be for knowledge, but at this point N is also for no clue.

Technology sucks

Technology and I did not get along very well today. First, my alarm didn't go off and I over slept. Then, I couldn't get a wireless connection at school. And finally, class confused me.



I get the whole thing about service-oriented architecture and breaking things up into components. The stereo analogy is a good one. It seems to me that another advantage of the separate service components is that if something "breaks" (like when my receiver stopped working), you can just fix or replace that component without having to overhaul the whole system. Also, you can target your resources (i.e., I put a lot more money into my speakers than I did each individual component).

But then when we had to do that whole modular analysis thing, I got confused. I think part of my confusion stems from the use of the terms "competency." Supposedly, the competencies are the column headers, but isn't competency (by the business school definition) supposed to be something that differentiates you -- something you do better than (at least most) others? So, how exactly is "Treasury" a competency of the Finance department? Doesn't EVERY Finance department have to do those functions?? I think that, in this case, these competencies are really just functional areas.

Anyway, it will be fascinating to see what I manage to come up with for this assignment...

Luckily technology and I will end the day on a good note. I'm going to go turn on my TV -- it's time for Burn Notice!

Come on baby, let's do the twist....

Contrary to popular belief, the sole purpose of today's class was NOT to put Holly in compromising positions...

The discussion about a need for integrated enterprise solutions made a lot of sense. In the last decade or so, the need to integrate databases has been a big topic among performing arts organizations. Normally, a symphony (or ballet, or opera company) has one database that tracks ticket purchases (housed in the Marketing department) and another that tracks donations (in the Development department). This is a big issue when you're trying to look at the customer in a holistic way or gauge loyalty. So the Metropolitan Opera developed a software called Tessitura that integrates ticketing and donation history. What makes it even more interesting is that the Tessitura Network is actually owned and operated by the member organizations, and they meet periodically to talk about upgrades, best practices, etc. Member organizations are charged a fee based on the budget size, so Tessitura is affordable even for small theatres.

Obviously, when you're talking about a multi-national, multi-billion dollar organization, the need for integration and everyone to speak the same language becomes even more important!

The Twister game was a nice illustration of the need to be nimble. You're very funny, Doug!

If you build it....

Cole Orndorff from Mortenson Construction spoke to us today about how that company is utilizing technology. I really appreciate what he was saying about not using new technology just for the sake of technology. I think that sometimes any of us can get dazzled by bells and whistles and forget that a true "solution" needs to solve a problem (or drive efficiency, or drive value, or improve the customer experience...). Perhaps the best example of this was technology enabling Mort to be more nimble, regardless of the location or environment. (Yeah, being able to hook up to a satellite at the drop of a hat is pretty cool.)

But I have to say that the COOLEST and most impressive thing to come out of Cole's talk was that Mort did Disney Hall in LA! That is an incredibly neat building, inside and out.

I wonder if there's a technology that would have warned them about all the reflection issues??? Maybe they then wouldn't have had all the complaints from neighboring buildings requiring them to go back and sandblast the building to make it reflect less sunlight. I wonder what THAT ended up costing them...