past work

Observations on Strategy, Technology & Positioning

missing the target but changing perception

Canonical and the Ubuntu Edge Gambit

Prior to the announcement of their intention to raise $32 Million through indiegogo.com for the development of Ubuntu Edge, Canonical was the parent company of Ubuntu, a leading desktop Linux distribution.  Post-Announcement, Canonical is a thought/ technology leader squarely positioned at the apex of innovation.  They are mentioned in a variety of discussions ranging from their novel approach to funding enterprise software, the amount of the ask (the largest in the short history of crowdfunding), the viability of their proposed phone platform, their vision of a unified operating system, or simply as a branded Linux distribution that is discussed outside of their previously narrower sphere of influence.

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bigger changes than you might guess

The Software Industry and SaaS

A new coat of paint or a real Transformation?

Ideas may bring a business to life, but software is the engine that keeps it moving forward.  Enterprises large and small depend on software of one guise or another, though the underlying technology that this software utilizes has gone through a series of technology transformations starting out as Mainframe, Mini-Computer and Client-Server and then PC-network based solutions and evolving to Web accessible and now pure cloud-based solutions.  In each instance, quick-to-market native solutions started as simple applications requiring significant functional modifications or narrow functional solutions that became more robust over time.

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more alike than you think

Baseball and Early Stage Technology

Baseball and Early Stage Technology: More alike than you think?
I have always liked baseball. Whether that is generational, because my father liked baseball or because of the memories that it evokes is hard to say, but the fact remains, I have always liked baseball. And having spent years both working in and studying the early stage technology world, I am intrigued by the similarities between batting and creating new technology product offerings. Both fail more than they succeed. Both demand a great deal of expertise. Both offer rewards that are uncertain and that vary in ways that are not directly correlated to how well struck a ball is or to how clever or complex a solution is solving a particular problem. Let me explain. (more)

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