Following the disclosure of financial transactions by a disgruntled former employee, Jon Stewart, star of The Daily Show, has been forced to admit to making clandestine payments to far-right evangelist M. G. "Pat" Robertson, in exchange for making ludicrous comments in public.
Faced with copies of bank statements as evidence, Stewart reluctantly admitted to the payments. When contacted by telephone, he justified his actions: "Hey, really good wing-nut material is hard to come by these days, and Pat has a natural talent for it." He later added "considering the ratings boost we get when lampooning this guy, a few hundred grand is peanuts."
The disclosure is unlikely to affect Stewart’s scheduled appearance as host of the Academy Awards. Anonymous sources in the Academy said that they briefly considered replacing Stewart with Robertson himself, but soon discounted the idea. "Our people talked to his people," the source said, "but apparently he’s not ready to ‘come out’ as a natural comic talent just yet." A spokesperson for Robertson denied any contact, saying "Dr. Robertson has no intention of ‘coming out’ of anything for any reason. We just don’t use that phrase around here!"
Shared Space is a term coined by Gordon Thompson, long time chief of scientific staff at what is now Nortel. I had the good fortune of getting to know Gord very early in my career in the late 1970’s. Gord’s claim to fame was that his name was on the patent for the "Stored Program Electronic Telephone Exchange", in other words the modern phone switch. For this, he should have been as famous as Alexander Graham Bell himself. At the time, he was known as the "Private Sector’s Marshall MacLuhan" But now there’s almost no mention of him on the Web, save for some blog notes from a conference where visionary Don Tapscott credits his influence. And what an influence it was. (more…)
The odds are that Paul Martin, leader of the Liberal Party of Canada, will never read this but here goes. I’m sure nobody in the heat of the election will read all of this, so here’s the executive summary:
1) Start telling Canadians that this is the "new" Liberal Party, that you’re the new CEO, so to speak, and that you’ll continue to find and purge people who can’t respect the public trust. Here’s the trick: you’re running against Cretien’s Liberal Party, not the other guys on the ballot!
2) Please stop doing this indirect "hidden agenda" crap when talking about Steven Harper. Come right out and call him a Western Separatist. Put the cards on the table or get ready to sit in opposition.
3) Use Harper’s proposal to cut the GST to illustrate that he’s willing to do anything, to say anything, to get into power. A GST cut runs completely against Conservative fiscal policy. The last guy who pulled this kind of stunt during an election campaign was Cretien, and Cretien the cretin has to be the most loathed living politician in the country… so link them together. Say "hey, you want a guy who will compromise his principles just like Cretien, vote for Harper." If you do a good job at distancing the Martin Liberals from the Cretien Liberals, this will stick. Harper’s rising in the polls because he’s pulling planks from the Liberal platform and you’re sitting on your hands letting him do it. He’s lying through is teeth and the majority of the population is so desperate for an alternative to the "old" Liberals that they can’t see that. (more…)
Making the transition from thinking “hey, I can do a blog” to actually doing it is a bigger jump than one might expect. It’s much like maintaining a paper journal at a level that wouldn’t bore all but the most self-obsessed, except the potential audience isn’t a fiction anymore. Who wants to read a bunch of poorly written posts about nothing? For that matter, who wants to read well written posts about nothing?
So now the requirement to write posts that actually say something is a little daunting. The hundreds of allegedly interesting things I wanted to say have evaporated.
Apologies and rationalizations aside, there’s some content to this post. First off, I find it interesting that the “Blogger Profile” section lists a number of instant messaging networks, but Google Talk isn’t one of them. Considering blogger.com is a Google property, this is quite the oversight. Also there’s this assumption that people use just one IM network. With several cross-network products like Gaim available, and with Gaim’s lead developer now a Google employee, this is also surprising. These are good indicators that Google has grown beyond its capacity to effectively integrate all of its initiatives. It’s also a good sign that Google isn’t (or soon won’t be) a “cool” place to work anymore; organizations that have grown too fast tend to compensate by putting systems in place with the intent of ensuring that everything works as a great monolithic whole. Of course those are the very systems that stifle innovation and creativity. The best way to get a nice uniform public face is to change as little as possible. If I had shares in Google, I’d be selling them off sometime in the next year or so.
This reminds me of a much smaller company that I once did some contract work for. The company rode a wave of innovation in small telephone systems (PBXs in telecom parlance) and grew from zero to annual revenues over $100M in a few short years. But as they moved into larger systems, they stumbled pretty badly. Partially this was simply because larger projects need a different management approach, and the corporate culture was deeply opposed to that.
A large portion of the staff had been recruited from a much larger organization, tempted by the opportunity to work for a more flexible, more innovative company. Implementing the controls and checks that a large project required was just not in their conceptual plan, and they paid a great price for that. I came very close to convincing them to hire me in a role that I think every rapidly growing company should have: Executive Vice President of Everything Else (although these days it would have to be “Chief Everything Else Officer” — gag). The idea was that someone with a fair bit of authority should be mandated to go stick their nose into everything that was going on in the organization, looking for redundancies, opportunities, and innovations that might otherwise be overlooked. In the case of the telecom company, I had talked to two independent groups that each had teams of about five engineers working on two board-level components that were about 90% identical. Despite the fact that the boards were going into a standardized chassis, and that it was early in the development cycle, neither manager was willing to knock several person-years off their project by sharing the work. What they really needed was someone to come in, gather requirements, develop a specification that met the needs of both groups, and then have them coordinate development. And it needed to be driven by someone with sufficient authority that it would have taken an appeal to the company’s President to overrule them. Of course the flip side to that is the person in the VPEE role had better be pretty good at making the right decisions.
I think this is something Google needs. Rather than building systems to track all the loose ends at the cost of organizational inflexibility, charge a few really bright people with finding the points where things can work better, and then give them the power to make it happen.
Another interesting blogger quirk is that if you want to provide a profile picture, you need to provide an external URL, yet you can add images to posts. There’s a simple solution to this little contradiction:
Perhaps it’s somehow appropriate, considering the title of this journal, to start with a “release version” that isn’t. The latest hypewave running through technology circles is “Web 2.0”. It’s caught on to the point where it’s a venture capitalist buzzword and every hip business plan claims to be an integral part of it, whatever it is. (more…)
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