My recent post, How I Failed, drew a huge amount of reader interest, and I wasn’t surprised. In fact, as we’ve been organizing the first Cultivate event—our new conference on how to build and sustain great companies by building a great culture—we’ve realized that people can learn more from what leaders have done wrong, and learned from, than from their successes. (In fact, what inspired me to frame my talk around failure was the series of successful sessions on that subject that Joshua Schachter has led at Foo Camp over the past few years. They are always a great hit.)
We asked some of Cultivate’s speakers if they had their own failure stories they’d be willing to share. Not surprisingly, their answers were widely varied. It’s clear that even the people we see as most successful have lessons to learn. And these stories show that wisdom often comes from mistakes, not necessarily the vision that sets you on fire or the goals you’re aiming for.
Here are a few of their stories.
Yeah, I Had a Lot to Learn
Elaine Wherry, Meebo
At 24, I assumed I would be a good manager. I was smart, hard-working, creative, and had lots of leadership bullet points on my high school and college resume. But I quickly discovered that I had a ton to learn. Read more…
I recently posted a long thought piece entitled “How I Failed” on LinkedIn, and then a few days later, republished it here on my own Radar blog. (I published it on LinkedIn first because I wanted to reach the more business-oriented audience on LinkedIn, and not just the technical audience that we reach here with Radar.)
This morning, I decided to check on the resharing stats that are published at the top of posts on both LinkedIn and here on Radar (a WordPress based blog). I normally look at these stats to see the relative impact of Twitter, Facebook, Google+, and LinkedIn on the readership of my posts. But this time, I realized I had another data point available – the differences in the use of these services by my Radar readers and my LinkedIn readers.
When I compared the stats this morning, a couple of things surprised me.
As you can see, there was a lot more Twitter activity resulting from the Radar post than from the LinkedIn post, and as expected, a lot more LinkedIn resharing on LinkedIn itself. That wasn’t surprising (although I suspect the amount of engagement LinkedIn has achieved through its Influencer program is a surprise to many people.)
As is usually the case for my posts, I find that Twitter tops Facebook and Google+ for resharing, and that Google+ is a significant fraction of both Twitter and Facebook – showing far more engagement than many critics allow. That is interesting, but wasn’t surprising either.
But what did surprise me a bit is that the share count is identical for both Google+ and Facebook. They both seem to have detected that the two posts were the same, despite the different URLs. Twitter and LinkedIn did not. I expected that of Google. I didn’t expect it of Facebook.
Six lessons learned.
This post originally appeared on LinkedIn.
When you start out as an entrepreneur, it’s just you and your idea, or you and your co-founder’s and your idea. Then you add customers, and they shape and mold you and that idea until you achieve the fabled “product-market fit.” If you are lucky and diligent, you achieve that fit more than once, reinventing yourself with multiple products and multiple customer segments.
But if you are to succeed in building an enduring company, it has to be about far more than that: it has to be about the team and the institution you create together. As a management team, you aren’t just working for the company; you have to work on the company, shaping it, tuning it, setting the rules that it will live by. And it’s way too easy to give that latter work short shrift.
At O’Reilly Media, we’ve built a successful business and have had a big impact on our industry, but looking back at our history, it’s also clear to me how often we’ve failed, and what some of the things are that kept me, my employees, and our company from achieving our full potential. Some of these were failures of vision, some of them were failures of nerve, but most of them were failures in building and cultivating the company culture. Read more…
I used to read two print newspapers every morning. Now, I get most of my news online, but I still treasure my Sunday New York Times in print. This week, due to travel, I didn’t get a chance to catch up with it till a plane flight on Friday. The news was dated, and I’d seen some of it online, but there was still so much of interest that I would otherwise have missed. The Sunday Times is a gathering of fascinating minds reflecting on the issues of the moment; it’s a conversation well worth being a part of.
Normally, you see a flood of tweets from me on Sunday as I share my favorite articles. This week, on a plane without wifi and nearly a week late, I still have the impulse to share, but this time, I’m going to gang up the list of my favorite articles into a single post.
Here are some of the things from last week’s Sunday Times that I think you too might enjoy reading. (Note that the titles online don’t necessarily match the titles from the print edition, which I use below.)
The Joy of Old Age. This is a lovely reflection by neurologist and author Oliver Sacks on life as he looks toward his eightieth birthday. The last paragraphs are particularly moving. I’m 59, not 79, but even now I can see many of the changes – both positive and negative – that Sacks talks about so eloquently.
A Hidden Consensus on Health Care. Ross Douthat makes the case that there are two types of consensus on health care reform – the political consensus, which resulted in Obamacare’s preservation of the broken system of employer-provided healthcare, and the policy consensus, that “the status quo is actually the problem.” While I think there is a lot to like in Obamacare, I totally agree that we could do way better if we scrapped the current system in favor of more profound change. Too bad politicians are so lacking in courage, and have such a hard time actually enacting sensible policies! But what I found most useful in this article is the very notion of the “political consensus” vs. the “policy consensus” as a way to understand what is most broken about Washington. Read more…
I’m increasingly realizing that many of my gripes about applications these days are triggered by their failure to understand my context in the way that they can and should. For example:
- Unruly apps on my Android phone, like gmail or twitter, update messages in the background as soon as I wake up my phone, slowing the phone to a crawl and making me wait to get to the app I really want. This is particularly irritating when I’m trying to place a phone call or write a text, but it can get in the way in the most surprising places. (It’s not clear to me if this is the application writers’ fault, or due to a fundamental flaw in the Android OS.)
- Accuweather for Android, otherwise a great app, lets you set up multiple locations, which seems like it would be very handy for frequent travelers, but it inexplicably defaults to whichever location you set up first, regardless of where you are. Not only does it ignore the location sensor in the phone, it doesn’t even bother to remember the last location I chose.
- The WMATA app (Washington Metro transit app) I just downloaded lets you specify and save up to twelve bus stops for which it will report next bus arrival times. Why on earth doesn’t it just detect what bus stop you are actually standing at?
- And it’s not just mobile apps. Tweetdeck for Mac lets you schedule tweets for later in the day or on future dates, yet it defaults to the date that you last used the feature rather than today’s date! How frustrating is it to set the time of the tweet for the afternoon, only to be told “Cannot schedule a tweet for the past”, because you didn’t manually update the date to today!
In each of these cases, programmers seemingly have failed to understand that devices have senses, and that consulting those senses is the first step in making the application more intelligent. It’s as if a human, on awaking, blundered down to breakfast without opening his or her eyes!
By contrast, consider how some modern apps have used context awareness to create brilliant, transformative user experiences:
- Uber, recognizing both where you are and where the nearest driver is, gives you an estimated time of pickup, connects the two of you, and lets you track progress towards that pickup.
- Square Register notices anyone running Square Wallet entering the store, and pops up their name, face, and stored payment credentials on the register, creating a delightful in-store checkout experience.
- Apps like FourSquare and Yelp are like an augmentation that adds GPS as a human sixth sense, letting you find restaurants and other attractions nearby. Google Maps does all that and more. (Even Google Maps sometimes loses the plot, though. For example, yesterday afternoon, I was on my way to Mount Vernon. Despite the fact that I was in Virginia, a search unadorned with the state name gave me as a first result Mount Vernon WA, rather than Mount Vernon VA. I’ve never understood how an app that can, and does, suggest the correct street name nearby before I’ve finished typing the building number can sometimes go so wrong.)
- Google Now, while still a work in progress, does an ambitious job of intuiting things you might want to know about your environment. It understands your schedule, your location, the weather, the time, and things you have asked Google to remember on your behalf. It sometimes suggests things that you don’t care about, but I’d far rather than than an idiot application that requires me to use keystrokes or screen taps to tell the app things that my phone already knows.
Just as the switch from the command line to the GUI required new UI skills and sensibilities, mobile and sensor-based programming creates new opportunities to innovate, to surprise and delight the user, or, in failing to use the new capabilities, the opportunity to create frustration and anger. The bar has been raised. Developers who fail to embrace context-aware programming will eventually be left behind.
Back in 2006, Debra Chrapaty, then VP of Operations for Windows Live (later CIO at Zynga, and now CEO of Nirvanix) made a prescient comment to me: “In the future, being a developer on someone’s platform will mean being hosted on their infrastructure.” As it often turns out, things don’t work out quite as planned. A few months later, Amazon announced EC2, and it was Amazon, not Microsoft, that became the platform whose infrastructure startups chose to host their applications on. But Debra certainly nailed the big idea!
I wrote a blog post about that conversation, entitled Operations: The New Secret Sauce, which included the statement “Operations used to be thought of as boring. It’s now ground zero in the computing wars.” Jesse Robbins, then “Master of Disaster” at Amazon and later co-founder and CEO of Opscode, told me that everyone in operations at Amazon printed out that blog post and posted it in their cubicles. Operations had been a relatively low-status job. Jesse told me that was the first time anyone had made a strong public statement about how important it was becoming.
As a result of that post, Jesse, Steve Souders, and a group of others came to me the following year and said “We need a gathering place for our tribe.” That gathering place became the Velocity Conference, now in its sixth year. We chose to include not just web operations, but also web performance and the emerging field of “DevOps” – the development model for applications hosted in the cloud.
This seems to be part of the secret sauce of some of our most successful events: the recognition that it’s not just about technology but the people who put it into practice. At the heart of conferences like Velocity and Strata are new job descriptions, new skills, and new opportunities to grow careers and companies. That’s also why we increasingly think of these events not as conferences but as gathering places for communities. Technology matters. The people who put it into practice matter more.
The Velocity Conference starts tomorrow in Santa Clara. There is still time to attend.
The Maker movement, like all enthusiast movements, is a harbinger of deeper change.
Today, O’Reilly Media announced that we have spun out Maker Media into a separate company. I want to give a bit of background on why we did this, and what we think the opportunity is for the new Maker Media company.
The arc from enthusiast to entrepreneur
Many of the most interesting technologies of the next decade will involve innovations in hardware, not just software. The Maker movement, like all enthusiast movements, is a harbinger of deeper change.
What Dale Dougherty first recognized in 2005 when he published Make: Magazine and began Maker Faire was that there was a new upwelling of interest in making things, embracing everything from new technologies like 3D printing and other forms of advanced manufacturing, robotics, sensor platforms, to crafting and older hands-on technologies. The early projects in the magazine — aerial photography with kites, a programmable cat feeder made out of an old VCR, hacked robot dogs sniffing out environmental toxins — may have seemed trivial at the time, but they were a sign of things to come. Read more…
RFP-EZ is a small step towards making it easier for new businesses to sell to government.
A few years ago, when I was doing the research that led to my work in open government, I had a conversation with Aneesh Chopra, later the first Federal CTO but at the time, the Secretary of Technology for the Commonwealth of Virginia. I remember him telling me about the frustration of being in government, knowing that you could go to someone down the street to build a website in a week, but still having to put the job through procurement, a process taking nine months and resulting in a website costing ten times or more what it could have cost if he’d just been able to hire someone on the open market.
Much of the difficulty stems from stringent legal regulations that make it difficult for companies to compete and do business with government. (Like so many government regulations, these rules were designed with good intentions after scandals involving government officials steering contracts to their friends, but need to be simplified and updated for current circumstances.) The regulations are so complex that often, the people who do business with the federal government are more specialized in understanding that regulation than they are in the technology they’re providing. As a result, there are specialized intermediaries whose sole business is bidding on government jobs, and then subcontracting them to people who can actually do the work.
The problem has been compounded by the fact that many things that were once hard and expensive are now easy and cheap. But government rules make it hard to adopt cutting edge technology.
That’s why I’m excited to see the Small Business Administration launch RFP-EZ as part of the White House’s Presidential Innovation Fellows program. It’s a small step towards getting the door open — towards making it easier for new businesses to sell to government. RFP-EZ simplifies both the process for small companies to bid on government jobs and the process for government officials to post their requests. Hopefully it will increase government’s access to technology, increase competition in the federal space, and lower prices. Read more…
A joint effort by New York City, San Francisco, and Yelp brings government health data into Yelp reviews.
One of the key notions in my “Government as a Platform” advocacy has been that there are other ways to partner with the private sector besides hiring contractors and buying technology. One of the best of these is to provide data that can be used by the private sector to build or enrich their own citizen-facing services. Yes, the government runs a weather website but it’s more important that data from government weather satellites shows up on the Weather Channel, your local TV and radio stations, Google and Bing weather feeds, and so on. They already have more eyeballs and ears combined than the government could or should possibly acquire for its own website.
That’s why I’m so excited to see a joint effort by New York City, San Francisco, and Yelp to incorporate government health inspection data into Yelp reviews. I was involved in some early discussions and made some introductions, and have been delighted to see the project take shape.
My biggest contribution was to point to GTFS as a model. Bibiana McHugh at the city of Portland’s TriMet transit agency reached out to Google, Bing, and others with the question: “If we came up with a standard format for transit schedules, could you use it?” Google Transit was the result — a service that has spread to many other U.S. cities. When you rejoice in the convenience of getting transit timetables on your phone, remember to thank Portland officials as well as Google. Read more…