Whether you’re keeping up with family members or growing your company’s brand, social media has become integral to many aspects of our lives. And it’s getting harder to keep up. Here are some ebooks that can get you started on your path towards social media success or help you kick things up a notch if you’re already active on the social Web.

(via Pamorama)

  • Building a Social Media Team by Amber Naslund (PDF 650KB). If you’re considering deploying a team to tackle your social media efforts, this is a great read. It discusses why you might need a team, how to assemble one, roles and responsibilities, and more. It includes a look inside Humana’s social media “Chamber Of Commerce” and how their interdisciplinary team is driving social media efforts at their company.
  • Content by Cory Doctorow (PDF 4.2MB). Doctorow, one of the voices behind the blog Boing-Boing, is well-known for his opinions on technology, DRM, and the future of content. His ebook is a collection of some of his best work and is an insightful read.
  • Customer Service — The Art of Listening and Engagement Through Social Media by Brian Solis (PDF 780KB). Engaging with and empowering your customers as an extension of your marketing efforts isn’t new. However, in the era of social media, there are new tools and philosophies to more effectively listen and engage with customers and cultivate a more significant community, enhance your brand, build relationships, and hopefully create evangelists along the way.
  • Fish Where the Fish Are – Mapping Social Media to the Buying Cycle by Chris Brogan (PDF 5.4MB). This ebook is meant to get you thinking about how social media ties to the more traditional buying cycle. It’s a quick read that can help introduce you and your team to social media.
  • Getting a Foothold in Social Media by Amber Naslund (PDF 1.3MB). A rundown of some of the basic, fundamental elements of building a social media plan, especially directed at smaller and medium-sized businesses, but certainly consistent for companies of any size.
  • Let’s Talk — Social Media for Small Business by John Jantsch (PDF 2.2MB). The latest version of Jantsch’s great book includes a lot more information about Facebook, LinkedIn, and Twitter. He also offers some thoughts on managing the social media beast.
  • Social Media and Network Starting Points by Chris Brogan (PDF 150KB). Organisations have a lot to consider once they decide they want to jump into social networks and social media. There are many opportunities to slide off the rails, or worse, to let the effort fall into disarray. Brogan offers some thoughts based on a question he received about guidelines, a toolbox, and how to grow a community.
  • Social Media Time Management by Amber Naslund (PDF 500KB). If you’re struggling with information overload and how to sort your priorities in social media, this ebook will give you some practical, actionable ideas for managing the firehose. It includes some thoughts on resource allocation and time commitments for social media strategies inside a business, as well as 9 strategies for keeping the social media monster manageable.
  • Social Media Tips — Sharing Lessons Learned to Help Your Business Grow by Jeff Hayzlett from Kodak (PDF 3.5MB). Hayzlett and his team put this book together to share some of their thoughts and firsthand experiences using social media for their business. Hayzlett takes the time to use social media like Twitter and Facebook because in today’s media landscape it’s vitally important to be where your customers are. Kodak has always embraced this marketing philosophy, and today that means being active in social media.
  • The Art of Community by Jono Bacon (PDF 2.2MB). Bacon is the Community Manager for Ubuntu, one of the largest open source software projects. In this book he talks about the ins and outs of building, cultivating, and managing a community from the ground up. This is a must-read for anyone interested in community development.
  • The Essential Guide to Social Media by Brian Solis (PDF 450KB). An executive outline of social media tools and resources needed to listen and participate, guiding PR, customer service, product development, and marketing.
  • The New Rules of Viral Marketing by David Meerman Scott (PDF 1.6MB). The smart marketers profiled in this ebook tell you exactly how they used viral marketing and provide advice in their own words.
  • The Simple Web — A Philosophy for Getting What You Want by Skelliewag (PDF 400KB). As bloggers and Webmasters, we want most or all of these things: more visitors, more subscribers, more comments, more money, more inbound links, and more people saying good things about us. Our wants aren’t in question. It’s the how that gets us. It’s the how that has us reading a dozen blogs a day, trying to find the answer (or at least a little piece of it).
  • The Social Media Starter Kit by Amber Naslund (PDF 560KB). This great book covers some of the most popular social media tools and technologies, including Twitter, LinkedIn, Facebook, and blogging, as well as some productivity and supporting tools to make social media task management easier and more fluid.
  • What is Social Media? by Antony Mayfield (PDF 2.6MB). This book answers one simple question: What is social media? From iCrossing, this book runs down all the basics, from how social media is being used to providing definitions of the ever-changing jargon that personifies social media.

(via Pamorama)

How to Learn from Failure

Too often we assume that a failed experiment is a wasted effort. But not all anomalies are useless.

  • Check your assumptions
    Ask yourself why this result feels like a failure. What theory does this contradict? Maybe the hypothesis failed, not the experiment.
  • Seek out the ignorant
    Talk to people who are unfamiliar with your experiment. Explaining your work in simple terms may help you see it in a new light.
  • Beware of failure blindness
    It’s normal to filter out information that contradicts our preconceptions. The only way to avoid that bias is to be aware of it.
  • Encourage diversity
    If everyone working on a problem speaks the same language, then everyone has the same set of assumptions.

Excerpt from February’s UK edition of Wired.

Customer wooing styles: People often ask the difference between how a public relation expert goes about wooing customers versus an ad agency, a designer, etc. In his top-selling book Zag: The No. 1 Strategy of High-Performance Brands, Marty Neumeier summarizes the differences in this tongue-in-cheek visualisation.

Customer Wooing Styles

The Tragedy of the Commons

The tragedy of the commons refers to a dilemma described in an influential article by that name written by Garrett Hardin and first published in the journal Science in 1968. The article describes a situation in which multiple individuals, acting independently, and solely and rationally consulting their own self-interest, will ultimately destroy a shared limited resource even when it is clear that it is not in anyone’s long-term interest for this to happen.

Central to Hardin’s article is an example, of a hypothetical and simplified situation from medieval land tenure in Europe, of herders sharing a common parcel of land, on which they are each entitled to let their cows graze. In Hardin’s example, it is in each herder’s interest to put the next (and succeeding) cows he acquires onto the land, even if the carrying capacity of the common is exceeded and it is temporarily or permanently damaged for all as a result. The herder receives all of the benefits from an additional cow, while the damage to the common is shared by the entire group. If all herders make this individually rational economic decision, the common will be depleted or even destroyed to the detriment of all.

Meaning

The metaphor illustrates the argument that free access and unrestricted demand for a finite resource ultimately reduces the resource through over-exploitation, temporarily or permanently. This occurs because the benefits of exploitation accrue to individuals or groups, each of whom is motivated to maximize use of the resource to the point in which they become reliant on it, while the costs of the exploitation are borne by all those to whom the resource is available (which may be a wider class of individuals than those who are exploiting it). This, in turn, causes demand for the resource to increase, which causes the problem to snowball to the point that the resource is depleted (even if it retains a capacity to recover). The rate at which exhaustion of the resource is realized depends primarily on three factors: the number of users wanting to consume the common in question, the consumptiveness of their uses, and the relative robustness of the common.

Modern Commons

The tragedy of the commons can be applied to environmental issues such as sustainability. The commons dilemma stands as a model for a great variety of resource problems in society today, such as water, land, fish, and non-renewable energy sources like oil and coal. When water is used at a higher rate than the reservoirs are replenished, fish consumption exceeds its reproductive capacity, or oil supplies are exhausted, then we face a tragedy of the commons.

However, the commons that is likely to have the greatest impact on our lives in the new century is the digital commons, the information available on the Internet through the companies that provide access. The problem with digital information is the mirror image of the original grazing commons: Information is no longer costly to generate and organise. However, the information that is provided is inadequately catalogued and organised, whilst its value to individual consumers is too dispersed and small to establish an effective market. Furthermore, the Internet tends to fill with low-value information: The products that have high commercial value are marketed through revenue-producing channels, and the Internet becomes inundated with products that cannot command these values. Self-published books and music are good examples of this.

It is suggested that management of the digital commons is the most critical issue of market design that our market faces with several business models, all based around charging for content or access to content, being muted. This raises the issue of Network Neutrality. The free-spirited Internet user may balk at the market models in which consumers pay for content either through an ISP or monopoly control of information.

Controversy

Historical studies have shown that Hardin’s account of the breakdown of common grazing land was inaccurate, and that such commons were effectively managed to prevent overgrazing.

More significantly, controversy has been fueled by the application of Hardin’s ideas to current policy issues. In particular, some authorities have read Hardin’s work as specifically advocating the privatisation of commonly owned resources. Consequently, resources that have traditionally been managed communally by local organisations have been enclosed or privatised. Ostensibly, this serves to protect such resources, but it ignores the pre-existing management, often appropriating resources and alienating indigenous (and frequently poor) populations. In effect, private or state use may result in worse outcomes than the previous commons management.

Net neutrality advocates argue that allowing companies, or what is termed content gatekeepers, to demand a toll to guarantee quality or premium delivery would create and unfair business model. Advocates warn that by charging every Web site, from the smallest blogger to Google, network owners may be able to block competitor Web sites and services, as well as refuse access to those unable to pay.

One of the enchanting features of the Internet is its ability to harness free-wheeling innovation. ignoring network neutrality in favour of market models is bad news for innovation.

The web’s extreme openness, its capacity to allow anyone to connect to virtually anyone else, generates untold possibilities for collaboration. The more connected we are, the richer we should become (not just monetarily). This is because we will be able to connect to a diverse number of people, across continents, to combine their ideas, talents and resources in a way that should benefit everyone.

As Charles Leadbeater suggests in his book, We Think, the Web’s potential for good stems from the open, collaborative culture it inherited from its birthplace in the counter-culture of the 1960s, combined with folk culture and the commons as a shared basis for productive endeavour.

The Web allows for a massive expansion in individual participation in culture and the economy, all working towards solving issues such as the tradegy of the commons.

The Pareto principle (also known as the 80/20 rule, the law of the vital few, and the principle of factor sparsity) states that, for many events, roughly 80% of the effects come from 20% of the causes.

The original observation was in connection with income and wealth. Pareto noticed that 80% of Italy’s wealth was owned by 20% of the population. He then carried out surveys on a variety of other countries and found to his surprise that a similar distribution applied.

The principle has become a common rule of thumb in business; e.g. 80% of your sales come from 20% of your clients.

The principle is also an illustration of a Power law relationship, which occurs often in natural phenomena such as brush-fires and earthquakes. Because it is holds true over a wide range of magnitudes, it produces outcomes completely different traditional prediction schemes. It has been claimed, for example, that it explains the frequent breakdowns of sophisticated financial instruments. This is also likely true of any complex system, including social ones, and increasingly social and community dynamics are seen as falling under this rule in numerous ways, from participation pyramids to abandonment rates.

The September 2009 UK edition of Wired ran an interesting article, carrying the same title as this post, by futurist Peter Schwartz. In the article, Schwartz proposed a 5 step plan to predicting and therefore safe guarding your future. Below are the five steps.

Schwartz starts by defining a test case. This is in essence a question; How can I future-proof my career? Once you know the question, you can then set about identifying key influences on your question–e.g. technological change–scenarios that may bring about the change–e.g. new competing technologies, lack of technological development in your sector, or the collapse of a key stakeholder–and finally, future implications.

Here is what Schwartz says in more detail:

1. List driving forces

What variables, trends and events will affect your mission? The first step is to list them. Next, divide them into uncertainties (such as economic, political and social conditions) and relative certainties (such as global population growth and climate change). Finally, rank the items according to their importance, from most to least significant. The result: a catalogue of factors that will determine the future of your area.

If I take web development as an example:

  • Pace of technological change.
  • Number of companies using the chosen technology.
  • Number of people available in the industry (permanent and contract).
  • State of the [digital] economy.
  • Competing technologies, e.g. Ruby on Rails vs ColdFusion, AJAX vs Flash, offline vs online, desktop vs mobile.
  • Support of the community, e.g. open-source software, tutorials and application servers.
  • Support of key stakeholders, e.g. Adobe’s support of Flash, Flex and ColdFusion.

2. Make a scenario grid

Now it’s time to map out possible futures. The two most important uncertainties from the top of your list form the axes of the grid, with each of the quatdrants representing a potential future. Some may be more likely than others–and some may seem downright improbable–but they all depict the interplay of key forces. Thus, they’re within the range of possibility and deserve attention. They help you prepare for a range of possibilities and bolster core actions with those related to the future you deem most likely.

3. Imagine the possible futures

Sketched as a grid, these 4 possible scenarios are so abstract that it would be hard to recognise them if they merged. Make them more concrete by fleshing them out into imaginery, but plausible, news stories of the forces at play.

To continue the web development example:

  • Global financial crisis prevents companies investing in technology. They cannot raise the adequate funding to push through key development projects, even if it means increasing efficiencies within the company.
  • Adobe drops support for ColdFusion causing turmoil in the community. Railo picks up a lot of business, but can’t scale to fill the demand. Far-sighted companies migrate to other suitable platforms.
  • Ruby on Rails booms under the paradigms: Convention over Configuration and Don’t Repeat Yourself, eating into ColdFusion’s key mantra: Rapid Application Development.
  • Key advances in technology on the desktop and mobile continue at pace. Micro-payments allow people to create relatively cheap applications that appeal to a mass audience. Development frameworks allow developers to transfer their skills between technologies without the need for significant retraining.

4. Brainstorm implications and actions

Now it’s time to develop strategies for coping with each of the four possible futures you’ve imagined. Start by listing all the implications of each of the scenarios and then come up with actions that would enable you to prosper under any of the new conditions. Some actions would apply to almost any scenario: these should form the basis of your plan, since they help you to prepare for a range of possibilities. Bolster these core actions with those related to the future you deem most likely.

Examples of possible implications:

  • Scarce funding.
  • Limited demand for new technologies.
  • Few companies to work for.
  • Few new projects to work on.
  • Increased competition for places.
  • Increased demand for people with key skills, e.g. mobile.

and possible actions:

  • Concentrate on existing technologies.
  • Develop and exit strategy, e.g. cross-train into a new technology.
  • Cultivate your network, make new contacts at major development houses.
  • Polish skills in areas of uncertainty.
  • Start your own cutting-edge business.

5. Track the indicators

The main value of the scenarios is that they sensitise you to the way the future is unfolding. Over time, the world is likely to gravitate toward one of your four quadrants. The trick is to recognise the shif in progress. As you monitor the news, look for signals that a particular possibility is becoming a concrete reality. Keep a file of news relevant to your scenarios, jotting down a quick note, along with the date, whenever you come across a significant story. Evaluate these developments on a quarterly basis so you can track the trends. Keep adjusting your action strategy to anticipate the future as it emerges.

Of course it is possible that none of your four quadrants becomes true. If this is so, you will need to go back and re-evaluate your scenario grid. Keeping a critical eye on your grid and apace of industry developments, you can be assured that the future will not change so quickly that you’ll miss an opportunity.

The Open Cloud Manifesto

Extracts from the Open Cloud Manifesto

The buzz around cloud computing has reached a fever pitch. Some believe it is a disruptive trend representing the next stage in the evolution of the Internet. Others believe it is hype, as it uses long established computing technologies. As with any new trend in the IT world, organisations must figure out the benefits and risks of cloud computing and the best way to use this technology.

What is Cloud Computing and Why is it Important?

In order to understand the core principles of an open cloud, we need to first agree on some basic definitions and concepts of cloud computing itself. First, what is the cloud? The architecture and terminology of cloud computing is as clearly and precisely defined as, well, a cloud. Since cloud computing is really a culmination of many technologies such as grid computing, utility computing, SOA, Web 2.0, and other technologies, a precise definition is often debated.

The key characteristics of the cloud are:

  • Scalability on Demand
  • Streamlining the data Centre
  • Improving Business Processes
  • Minimising Startup Costs

Challenges and Barriers to Adoption

Although the cloud presents tremendous opportunity and value for organisations, the usual IT requirements (security, integration, and so forth) still apply. In addition, some new issues come about because of the multi-tenant nature (information from multiple companies may reside on the same physical hardware) of cloud computing, the merger of applications and data, and the fact that a company’s workloads might reside outside of their physical on-premise datacenter.

  • Data and Application Interoperability
  • data and Application Portability
  • Governance and Management
  • Metering and Monitering

The Goals of an Open Cloud

Customers expect that the cloud services they use will be as open as the rest of their IT choices. As an open cloud becomes a reality, business leaders will benefit in several ways.

  • Choice
  • Flexibility
  • Speed and Agility
  • Skills

Principles of the Open Cloud

Many clouds will continue to be different in a number of important ways, providing unique value for organisations. As cloud computing matures, there are several key principles that must be followed to ensure the cloud is open and delivers the choice, flexibility and agility organisations demand:

  1. Cloud providers must work together to ensure that the challenges to cloud adoption (security, integration, portability, interoperability, governance/management, metering/monitoring) are addressed.
  2. Cloud providers must not use their market position to lock customers into their particular platforms and limit their choice of providers.
  3. Cloud providers must use and adopt existing standards wherever appropriate.
  4. When new standards (or adjustments to existing standards) are needed, we must be judicious and pragmatic to avoid creating too many standards.
  5. Any community effort around the open cloud should be driven by customer needs, not merely the technical needs of cloud providers, and should be tested or verified against real customer requirements.
  6. Cloud computing standards organisations, advocacy groups, and communities should work together and stay coordinated, making sure that efforts do not conflict or overlap.

Conclusion

Although this is a time of great innovation for the cloud computing community, that innovation should be guided by the principles of openness. Industry participants must work together to ensure that the cloud remains as open as all other IT technologies.

The Open Cloud Manifesto can be viewed in full and downloaded from http://www.opencloudmanifesto.org.

One of Google’s mantras is to never settle for the best. The perfect search engine, says Google co-founder Larry Page, would understand exactly what you mean and give back exactly what you want. Given the state of search technology today, that’s a far-reaching vision requiring research, development and innovation to realize. Google is committed to blazing that trail. Though acknowledged as the world’s leading search technology company, Google’s goal is to provide a much higher level of service to all those who seek information, whether they’re at a desk in Boston, driving through Bonn, or strolling in Bangkok.

To that end, Google has persistently pursued innovation and pushed the limits of existing technology to provide a fast, accurate and easy-to-use search service that can be accessed from anywhere. To fully understand Google, it’s helpful to understand all the ways in which the company has helped to redefine how individuals, businesses and technologists view the Internet.

Ten things Google has found to be true

  1. Focus on the user and all else will follow.
  2. It’s best to do one thing really, really well.
  3. Fast is better than slow.
  4. Democracy on the web works.
  5. You don’t need to be at your desk to need an answer.
  6. You can make money without doing evil.
  7. There’s always more information out there.
  8. The need for information crosses all borders.
  9. You can be serious without a suit.
  10. Great just isn’t good enough.

The full article can be found on Google’s corporate website.

My Work Philosophy

Okay, so many of the points below aren’t purely my philosophy, but ideas and principles I have picked up along the way throughout my [development] career. Some relate to the UNIX philosophy, or even the Zen of Python, but wherever they’re from, they can be applied to many other domains.

  • Don’t reinvent the wheel unless you really have to. Borrow code and ideas from elsewhere whenever it makes sense. The web community it great at sharing, just look at the various JavaScript libraries, the huge quantities of APIs or indeed the major players’ developer areas: Google Code, Yahoo! Developer Network, Mozilla Developer Center, Adobe Developer Connection and Dev Opera to name five I regularly refer to.
  • Things should be as simple as possible, but no simpler (Einstein). This idea is really born out of and emphasised by 37Signals’ Getting Real book. Commonly, 90% of people using an application only use 10% of it’s functionality. The key therefore is to find what people use most often and only build that functionality. If there is a requirement to add more, then sobeit. This can also apply to the code-level, the essence here being a balance between over- and under-engineering something.
  • Do one thing well (The UNIX philosophy). It is better to do one thing well, than several second-rate. This could be at the code level — think encapsulation, coupling and cohesion — or indeed at the application level — you’re never going to beat Microsoft Word, but Google and Zoho have developed compelling alternatives, but with far less features.
  • Don’t fret too much about performance — understand how to write efficient code and plan to optimise later if or when needed.
  • Don’t try for perfection because good enough is often just that. This of course is a matter for conjecture. If I were working on a personal project, I may be more stringent on perfection than say, for a client’s application. This doesn’t mean to say the client’s application would be any worse, but rather it is a question of dotting-the-is and crossing-the-ts. It also depends on your perspective and what gains can be made by aiming for perfection.
  • (Hence) it’s okay to cut corners sometimes, only if you can do it right later. I rarely adhere to this! It makes sense to do it right the first time, since bodge-jobs often come back to haunt you and result in double the effort!
  • Don’t fight it; go with the flow. This is somewhat clichéd, but the essence behind this is try to avoid getting stressed out. This isn’t always easy to achieve, but taking a step back from a situation and avoiding politics is important.

I often strive for perfection, which isn’t an entirely clever pursuit since it is almost impossible to achieve. However, in a realm of imperfection, the principles above have helped me to achieve a modicum of decent code throughout the years. They may also resonate and provide inspiration for you.

Embarking on a New Project?

Four resources to consider when embarking on a new project:

  1. Precedent (who’s done it already and how?);
  2. External data;
  3. Internal data and knowledge; and,
  4. Educated guesses

No. 4 is most valuable. After all, all the research in the world won’t tell you how to design it.

(Source: Cameron Moll)

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