I own and run a software company building enterprise content management solutions (RecFind 6) and I have a love/hate relationship with Microsoft Windows.

I love Windows because it is a universal platform I can develop for that provides me access to ninety-percent plus of the business and government organizations in the world.  I only need one set of source code and one set of development skills and I can leverage off this to offer my solutions to virtually any organization in any location. We may say that Microsoft Windows is ubiquitous.

I hate Windows because it is overly complex, unnecessarily difficult to build software for, buggy and causes me to have to spend far more money on software development than I ought to. There are many times each year when all I really want to do is assemble all the Microsoft programmers in one place and then bang their heads together and shout at them, “for heaven’s sake, why don’t you guys just talk to each other!”

Linux on the other hand, even in its many manifestations (one of its main problems), is not ubiquitous and it does not provide me with an entry point to ninety-percent of the world’s businesses and government agencies. This is why I don’t develop software for Linux.

Because I don’t develop application software for Linux I am not an expert in Linux but I have installed and run Ubuntu as a desktop operating system and I really like it. It is simple, clean and easy to use; more ‘Apple-like’ than ‘Windows-like’ to my eyes and all the better for it. It is also a great software development platform for programmers especially using the Eclipse IDE. It is also free and most of the office software you need (like OpenOffice) is also free. It also runs happily on virtually any PC or notebook and seems to be a lot faster than Windows.

So, Ubuntu (a flavour of Linux but a very good one) is free, most of the office software you need is also free, it looks good, runs on your hardware and is easy to use and uncomplicated. So why isn’t it ubiquitous? Why are people and organizations all over the world paying for (and struggling with – who remembers Vista?) inferior Windows when Linux varieties like Ubuntu are both free and better? Why are users and organizations now planning to pay to upgrade to Windows 7 or Windows 8 when alternative operating systems like Ubuntu will do the job and are free?

I read a lot of technical papers and IT blogs and I notice that the Linux community has been having similar discussions for years. As an ‘outsider’ (i.e., not a Linux zealot) it is pretty obvious to me that the Linux community is the main reason Linux is not ubiquitous. Please read the following ZDNet link and then tell me what you think.

http://www.zdnet.com/linus-torvalds-on-the-linux-desktops-popularity-problems-7000003641/

When I read an article like this two terms come immediately to mind, internecine bickering or sibling rivalry. How many versions of Linux do we need? The Linux fraternity calls these distributions or ‘distros’ to the insiders.  At last count there are around 600 ‘distros’ of which 300 are actively maintained.  Ubuntu is just one of these distros. How would the business world fare if there were 300 versions of Windows? Admittedly, most of the 300 have been built for a specialised use and the real list of general use versions of Linux is much smaller and includes product names such as Ubuntu, Kubuntu, Fedora, Mint, Debian, Arch, openSUSE, Red hat and about a dozen more.

But, it gets worse. On Ubuntu alone there are there main desktop environments to choose from, GNOME, KDE and Xfce.  Are you confused yet? Is it now obvious why Linux is not the default desktop operating system? It probably isn’t obvious to the squabbling Linux insider community but it is patently obvious to everyone else.

Linux isn’t the default desktop operating system because there is not a single standard and there is never likely to be a single standard. No software developer is going to invest millions of dollars in building commercial applications for Linux because of this. Without a huge library of software applications there is no commercial market for Linux. Windows reigns supreme despite its painful problems because it provides a single platform and because software developers do invest in building millions of commercial applications for the windows operating system.

Until such time as the Linux community stops its in-fighting and produces a single robust, supported version of Linux (when hell freezes over I hear you say) the situation will not change. The inferior desktop operating system Windows will continue to dominate and Linux will remain the plaything of propeller-heads and techies and old guys like me who really like it (well, the Ubuntu version that is, there are too many distros for me to become an expert in all of them and that is the core of the problem).

I run a software company and I design and build an enterprise strength content management system called RecFind 6 which among other things, handles all the needs of physical records management.

This is fine if I have a big corporate or government customer because the cost is appropriate to the scale of the task at hand. However it isn’t fine when we receive lots of inquiries from much smaller organizations like small law forms that need a records management solution but only have a very small budget.

A very recent inquiry from a small but successful engineering company was also a problem because they didn’t have any IT infrastructure. They had no servers and used Google email. However, they still had a physical records management problem as well as an electronic document management problem but our solution was way outside of the ballpark.

Like any businessman I don’t like to see business walk away especially after we have spent valuable consultancy time helping the customer to understand the problem and define the need.

We have had a lot of similar inquiries lately and it has started me thinking about the need for a new type of product for small business, one that doesn’t require the overhead and expense of an enterprise-grade solution. It should also be one that doesn’t require in-house servers and a high overhead and maintenance cost.

Given our recent experience building a couple of iOS (for the iPhone and iPad) and Android (for any Android phone or tablet) apps I am of the opinion that any low cost but technically clever and easy-to-use solution should be based around a mobile device like a smart phone or tablet.

The lack of an in-house server wouldn’t be a problem because we would host the solution servers at a data centre in each country we operate in. Programming it wouldn’t be a problem because that is what we do and we already have a web services API as the foundation.

The only challenge I see is the need to get really creative about the functionality and the user interface. There is no way I can implement all the advanced functionality of the full RecFind 6 product on a mobile device and there is no way I can re-use the user interface from either the RecFind 6 smart-client or web-client. Even scaled down the user interface would be unsuitable for a mobile device; it needs a complete redesign. It isn’t just a matter of adapting to different form factors (screen sizes), it is about using the mobile device in the most appropriate way. It is about designing a product that leverages off the unique capabilities of a mobile device, not trying to force fit an application designed for Windows.

The good news is that there is some amazing technology now available for mobile devices that could easily be put to use for commercial business purposes even though a lot of it was designed for light weight applications and games. Three examples of very clever new software for mobile devices are Gimbal Context Aware, Titanium Mobile SDK and Vuforia Augmented Reality. But, these three development products are just the tip of the iceberg; there is literally a plethora of clever development tools and new products both in the market and coming to market in the near future.

As a developer, right now the Android platform looks to be my target. This is mainly because of the amount of software being developed for Android and because of the open nature of Android. It allows me to do far more than Apple allows me to do on its sandboxed iOS operating system.

Android also makes it far easier for me to distribute and support my solutions. I love iOS but Apple is just a little too anal and controlling to suit my needs. For example, I require free access to the file system and Apple doesn’t allow that. Nor does it give me the freedom I need to be able to attach devices my customers will need; no standard USB port is a huge pain for application developers.

I am sorry that I don’t have a solution for my smaller customers yet but I have made the decision to do the research and build some prototypes. RecFind 6 will be the back-end residing on a hosted server (in the ‘Cloud’) because it has a superset of the functionality required for my new mobile app. It is also the perfect development environment because the RecFind 6 Web Services SDK makes it easy for me to build apps for any mobile operating system.

So, I already have the backend functionality, the industrial-strength and scalable relational database and the Web Services API plus expertise in Android development using Eclipse and Java. Now all I have to do to produce my innovative new mobile app is find the most appropriate software and development platforms and then get creative.

It is the getting creative bit that is the real challenge. Wish me luck and watch this space.

I own and run a software company that builds, sells, installs and supports an enterprise content management solution called RecFind 6. As such, I employ programmers, support specialists, accountants, consultants, trainers, pre-sales people and sales people to name but a few categories. This means I am always hiring and always reviewing applications from candidates.

Basically, most of the applications I receive are rubbish. They are badly written, badly formatted, not ‘selling’ documents and almost never focussed on the position I am advertising.  This is very sad but it does make vetting an avalanche of resumes pretty easy. I would probably spend no more than a minute or two reading each resume in the first pass to separate the real candidates from the flotsam. I move the results into two folders, one called possible and the other called ‘No way’.

This may sound a little impersonal but I have no patience with people who waste my time by firstly not reading the advertised job description properly and then by sending in a non-selling document. In fact, most resumes I see are great big red flags saying, “Please don’t hire me, I am a dope who didn’t read your ad properly and then couldn’t be bothered even getting the spelling and grammar correct or trying to sell myself in any way”.

So my first advice is if you are too lazy to allocate the time and effort required or can’t simply be bothered to sell yourself in the most professional manner possible then don’t bother because all you are doing is wasting your time and the time of any prospective employer. Prospective employers also have long memories so rest assured your next application to the same firm will be instantly relegated to the waste bin.

I only hire professionals and professionals do not send in a non-professional job application.

I only hire people who respect my time and I only hire people who manage to convince me that they really want the job I am advertising and are the best person for that role.

I figure that the effort you are prepared to expend on what should be your most important task at this time (i.e., finding employment) is indicative of the quality of work I can expect from you as an employee. If you send me a poor quality application then I assume everything you would do for me as an employee will be of a similar poor standard. If you are too lazy or too careless to submit a winning application then I can only assume you would also behave in this manner after employment so I have zero interest in you.

This is the bit I struggle to understand. How come the applicant doesn’t understand the obvious correlation any prospective employer makes between the quality of the job application and the quality of the person?

Please allow me to give you some simple common-sense advice that comes from a very experienced employer of people.

Always:

• Read the job ad very carefully. Note the prerequisites and requirements; the employer put them in for a reason and he/she would really appreciate it if you didn’t waste his/her time by applying for a position you do not qualify for.

• Always include a cover letter personalized for each and every job application. Your objective should be to convince the prospective employer that the job advertised is perfect for you and that you are in turn a perfect fit for the job.  If your past experience or skillset isn’t a perfect fit, use the cover letter to explain why it isn’t a problem and why you are still the right person for the job being advertised. All potential employers are impressed by someone who takes the time and trouble to align their skills and experience to the job on offer. Most importantly, use words and phrases from the job ad in your cover letter. This helps convince the potential employer that you have really thought about the position and have put intelligent time into your application.

• Clean up your resume, spell and grammar check it and convert it to a PDF for a much better and more professional looking presentation effect. All potential employers can’t help but appreciate a well presented and professional looking resume; it sets you apart.

In the end it is all about the initial impression you convey to the prospective employer. You have one shot so make sure it is a good one.

You need to convince your prospective employer that you selected their advertised job to respond to because it really interests and excites you and that you have the attitude, aptitude, character, experience and skillset required to make the most of this position. You have to convince them that you would be an asset to their organization.

It doesn’t take long to write a personalised cover letter, maybe an hour or two at the most and it should never be more than one page long. My final advice is that if you don’t think the advertised position is worth an hour or two of your time then don’t respond because you will be wasting your time. Don’t ‘shotgun’ job opportunities with multiple low-quality and non-selling applications. Instead focus on just the jobs you really like and then submit a smaller number of high-quality and personalised applications. I guarantee that your success rate will be much higher and that you will be asked to more interviews and that you will eventually get the job of your dreams.

The simple message is that you will get out of the process precisely what you put into the process. It is a tough world but in my experience effort is always rewarded. For your sake, please make the effort.

We are a software company building, selling and supporting our product RecFind 6 as an information management system and enterprise content management system. We have an in-house support department (we don’t outsource anything) and thousands of customers that contact it with questions and reports of problems they are having.

However, like I suspect happens at most software vendors, it is often very difficult for my support people to initially diagnose the real problem. Obviously, if there is an error message then it is easier to resolve but in most cases there is no error message, just an explanation of what a user thinks is the product not working properly.

If we can connect in to the user’s workstation using GoToAssist then we can usually ‘see’ firsthand what the problem is and then help the customer. However, this is not always possible and in a lot of cases my people are working ‘blind’ via phone or email and the only recourse is a question and answer dialog until we get to the point where we can define what the user thinks is going wrong and we can get the history of the problem. That is “When did it start to happen? What changed? Does it happen with everyone or just some users?” Etc., etc.

My people are pretty good at this process but even they get caught occasionally when the customer describes what he/she thinks the solution is rather than what the problem is. This usually takes the form of the customers telling us the ‘fix’ we need to make to the product to solve his/her ‘problem’. The wise support person will always ask, “What were you trying to do?” Once you can determine what the customer was trying to do, you then understand why they are asking for the particular ‘fix’. In most cases, the real problem is that the customer isn’t using the right functionality and once shown how to use the right functionality the need for a ‘fix’ goes away.

Problems also arise when my support people start mistakenly addressing the symptoms instead of the problem. In all fairness, it is often hard to differentiate the two but you can’t fix a problem by addressing the symptoms; you have to go back further and first define and then fix the root problem. Once the root problem is fixed the symptoms magically disappear.

For example, a customer reports multiple documents being created with the same auto number (i.e., duplicate numbers) as a problem. This isn’t really the problem though that is how the customer sees it. It is in fact a symptom and a clue to the identification of the real problem. In the above example, the root problem will be either an auto-number algorithm not working properly or an auto-number configuration with a flawed design. The former is what we call a ‘bug’ and the latter is what we call ‘finger trouble’; the configured auto number configuration was working precisely as designed but not as the customer intended.

Bugs we fix in code but finger trouble we fix by first clearly understanding what the customer wants to achieve and then by helping them to configure the functionality so its works as expected.

All experienced support people get to know the difference between:

What the customer thinks is the solution versus the problem; and

The symptoms versus the problem.

In my experience these are the two most common challenges faced when handling support calls. Recognizing both as early as possible is critical to achieving a speedy resolution and minimizing frustration. Not recognizing both as early as possible leads to longer resolution times and unhappy customers.

If we extend our support experience to real life we realize that these same two challenges face us in everyday life and in all of our social interactions. It why we often argue at cross-purposes; each party seeing the problem differently because of different perceptions of what the real problem is.

The challenges of misunderstanding are also often harder to overcome in real life because unlike a support call which has form and structure, our social interactions are mostly unstructured and opportunistic. We don’t start with a problem, we start with a casual dialog and don’t realize we are about to enter a conflict zone until it sneaks up upon us.

So if you find yourself in an argument please take pause and take the time to ask yourself and the other party, “Just what is it exactly we are arguing about?”  Which upon reflection, is exactly how we should handle each and every support call.

If we take the time to properly define the real problem we would spend far less time arguing and making people unhappy and far more time enjoying the company of our customers and friends. It is a no-brainer really, who wants to go through life in constant conflict?

For my part, I will just continue to ask to ask, “Before I address your request for a change would you mind please explaining what you were you actually trying to achieve; can you please show me?” And “What were you doing when you first saw that problem? Please start from the beginning and walk me through the process.” These two questions have worked for me for a very long time and I certainly hope that they work for you.

When we were all learning about what used to be called Data Processing we also learned about the hierarchy or transformation of information. That is, “data to information to knowledge to wisdom.”

Unfortunately, as information management is part of what we call the Information Technology industry (IT) we as a group are never satisfied with simple self-explanatory terms. Because of this age-old flaw we continue to invent and hype new terms like Knowledge Management and Enterprise Content Management most of which are so vague and ill-defined as to be virtually meaningless but nevertheless, provide great scope for marketing hype and consultants’ income.

Because of the ongoing creation of new terminology and the accompanying acronyms we have managed to confuse almost everyone. Personally I have always favoured the term ‘information management’ because it tells it like it is and it needs little further explanation. In the parlance of the common man it is an “old un, but a good un.”

The thing I most disliked about the muddy knowledge management term was the claim that computers and software could produce knowledge. That may well come in the age of cyborgs and true artificial intelligence but I haven’t seen it yet. At best, computers and software produce information which human beings can convert to knowledge via a unique human cognitive process.

I am fortunate in that I have been designing and programming information management solutions for a very long time so I have witnessed first-hand the enormous improvements in technology and tools that have occurred over time. Basically this means I am able to design and build an infinitely better information management solution today that I could have twenty-nine years ago when I started this business.  For example, the current product RecFind 6 is a much better, more flexible, more feature rich and more scalable product than the previous K1 product and it in turn was an infinitely better product than the previous one called RecFind 5.

One of the main factors in them being better products than their predecessors is that each time we started afresh with the latest technology; we didn’t build on the old product, we discarded it completely and started anew. As a general rule of thumb I believe that software developers need to do this around a five year cycle. Going past the five year life cycle inevitably means you end up compromising the design because of the need to support old technology. You are carrying ‘baggage’ and it is synonymous with trying to run the marathon with a hundred pound (45 Kg) backpack.

I recently re-read an old 1995 white paper I wrote on the future of information management software which I titled “Document Management, Records Management, Image Management Workflow Management...What? – The I.D.E.A”. I realised after reading this old paper that it is only now that I am getting close to achieving my lofty ambitions as espoused in the early paper. It is only now that I have access to the technology required to achieve my design ambitions. In fact I now believe that despite its 1995 heritage this is a paper every aspiring information management solution creator should reference because we are all still trying to achieve the ideal ‘It Does Everything Application’ (but remember that it was my I.D.E.A. first).

Of course, if you are involved in software development then you realise that your job is never done. There are always new features to add and there are always new releases of products like Windows and SQL server to test and certify against and there are always new releases of development tools like Visual Studio and HTML5 to learn and start using.

You also realise that software development is probably the dumbest business in the world to be part of with the exception of drug development, the only other business I can think of which has a longer timeframe between beginning R&D and earning a dollar. We typically spend millions of dollars and two to three years to bring a brand new product to market. Luckily, we still have the existing product to sell and fund the R&D. Start-ups however, don’t have this option and must rely on mortgaging the house or generous friends and relatives or venture capital companies to fund the initial development cycle.

Whatever the source of funding, from my experience it takes a brave man or woman to enter into a process where the first few years are all cost and no revenue. You have to believe in your vision, your dream and you have to be prepared for hard times and compromises and failed partnerships. Software development is not for the faint hearted.

When I wrote that white paper on the I.D.E.A. (the It Does Every Thing Application or, my ‘idea’ or vision at that time) I really thought that I was going to build it in the next few years, I didn’t think it would take another fifteen years. Of course, I am now working on the next release of RecFind so it is actually more than fifteen years.

Happily, I now market RecFind 6 as an information management solution because information management is definitely back in vogue. Hopefully, everyone understands what it means. If they don’t, I guess that I will just have to write more white papers and Blogs.

It was a long time ago that we all realized that emails were about eighty-percent plus of business correspondence and little has changed today. Hopefully, we also realised that most of us weren’t managing emails and that this left a potentially lethal compliance and legal hole to plug.

I wrote some white papers on the need to manage emails back in 2004 and 2005 (“The need to manage emails” and “Six reasons why organizations don’t manage emails effectively”) and when I review them today they are just as relevant as they were eight years ago. That is to say, despite the plethora of email management tools now available most organizations I deal with still do not manage their emails effectively or completely.

As an recent example  we had an inquiry from the records manager at a US law firm who said she needed an email management solution but it had to be a ‘manual’ one where each worker would decide if and when and how to capture and save important emails into the records management system.  She went on to state emphatically that under no circumstances would she consider any kind of automatic email management solution.

This is the most common request we get. Luckily, we have several ways to capture and manage emails including a ‘manual’ one as requested as well as a fully automatic one called GEM that analyses all incoming and outgoing emails according to business rules and then automatically captures and classifies them within our electronic records and document management system RecFind 6.

We have to provide multiple options because that is what the market demands but it is common sense that any manual system cannot be a complete solution. That is, if you leave it up to the discretion of the operator to decide which emails to capture and how to capture them then you will inevitably have an incomplete and inconsistent solution.  Worse still, you will have no safeguards against fraudulent or dishonest behaviour.

Human beings are, by definition, ‘human’ and not perfect. We are by nature inconsistent in our behaviour on a day to day basis. We also forget things and sometimes make mistakes. We are not robots or cyborgs and consistent, perfect behaviour all controlled by Asimov’s three laws of robotics is a long, long way off for most of us.

This means dear reader that we cannot be trusted to always analyse, capture and classify emails in a one-hundred percent consistent manner. Our excuse is that we are in fact, just human.

The problem is exacerbated when we have hundreds or even thousands of inconsistent humans (your staff) all being relied upon to behave in an entirely uniform and consistent manner. It is in fact ludicrous to expect entirely uniform and consistent behaviour from your staff and it is bad practice and just plain foolish to roll out an email management system based on this false premise. It will never meet expectations. It will never plug all the compliance and legal holes and you will remain exposed no matter how much money you throw at the problem (e.g., training, training and re-training).

The only complete solution is one based on a fully-automatic model whereby all incoming and outgoing emails are analysed according to a set of business rules tailored to your specific needs. This is the only way to ensure that nothing gets missed. It is the only way to ensure that you are in fact plugging all the compliance and legal holes and removing exposure.

The fully automatic option is also the most cost-effective by a huge margin.

The manual approach requires each and every staff member to spend (waste?) valuable time every single day trying to decide which emails to capture and then actually going through the process time and time again. It also requires some form of a licence per employee or per desktop. This licence has a cost and it also has to be maintained, again at a cost.

The automatic approach doesn’t require the employee to do anything. It also doesn’t require a licence per employee or desktop because the software runs in the background talking directly to your email server. It is what we call a low cost, low impact and asynchronous solution.

The automatic model increases productivity and lowers costs. It therefore provides a complete and entirely consistent email management solution and at a significantly lower cost than any ‘manual’ model. So, why is it so hard to convince records managers to go with the fully automatic solution? This is the million dollar question though in some large organizations, it is a multi-million dollar question.

My response is that you should not be leaving this decision up to the records manager. Emails are the business of all parts of any organization; they don’t just ‘belong’ to the records management department. Emails are an important part of most business processes particularly those involving clients and suppliers and regulators. That is, the most sensitive parts of your business. The duty to manage emails transects all vertical boundaries within any organization. The need is there in accounts and marketing and engineering and in support and in every department.

The decision on how to manage emails should be taken by the CEO or at the very least, the CIO with full cognizance of the risks to the enterprise of not managing emails in a one-hundred percent consistent and complete manner.

In the end email management isn’t in fact about email management, it is about risk management. If you don’t understand that and if you don’t make the necessary decisions at the top of your organization you are bound to suffer the consequences in the future.

Are you going to wait for the first law suit or punitive fine before taking action?

The greatest knowledge-loss disaster I can think of was the destruction of the great library of Alexandria by fire around 642 AD. This was the world’s largest and most complete store of knowledge at the time and it was almost totally destroyed. It would take over a thousand years for mankind to rediscover and regain the knowledge that went up in smoke and to this day we still don’t think we have recovered or re-discovered a lot of what was lost. It was an unmitigated disaster for mankind because nearly all of Alexandria’s records were flammable and most were irreplaceable.

By contrast, we still have far older records from ancient peoples like the Egyptians of five-thousand years ago because they carved their records in stone, a far more durable material.

How durable and protected are your vital records?

I mentioned vital records because disaster recovery is really all about protecting your vital records.  If you are a business a vital record is any record without which your business could not run. For the rest of us a vital record is irreplaceable knowledge or memories. I bet the first thing you grab when fire or flood threatens your home is the family photo album or, in this day and age, the home computer or iPad or backup drive.

In 1996 I presented a paper to the records management society titled “Using technology as a surrogate for managing and capturing vital paper based records.” The technology references are now both quaint and out-of-date but the message is still valid. You need to use the most appropriate technology and processes to protect your vital records.

Interestingly, the challenges today are far greater than they were in 1996 because of the ubiquitous ‘Cloud’.  If you are using Google Docs or Office 365 or even Apple iCloud who do you think is protecting your vital records? Have you heard the term ‘outage’? Would you leave your children with a stranger, especially a stranger who doesn’t even tell you the physical location of your children? A stranger who is liable to say, “Sorry, it appears that your children are missing but under our agreement I accept no liability.” Have you ever read the standard terms and conditions of your Cloud provider? What are your rights if your vital records just disappear? Where are your children right now?

Some challenges are surprisingly no different because we are still producing a large proportion of our vital records in paper. Apart from its major flaws of being highly flammable and subject to water damage paper is in fact an excellent medium for the long term preservation of vital records because we don’t need technology to read it; we may say paper is technology agnostic.

By contrast, all forms of electronic or optical storage are strictly technology dependent. What good is that ten year old DAT tape if you no longer have the Pentium compute, SCSI card, cable and Windows 95 drivers to read it? Have you moved your vital records to new technology lately?

And now to the old bugbear (a persistent problem or source of annoyance), a backup is not disaster recovery. If your IT manager tells you that you are OK because he takes backups you should smack him with your heaviest notebook, (not the iPad, the iPad is too light and definitely not with the Samsung tablet, it is too fragile).

I have written about what disaster recovery really involves and described our disaster recovery services so I won’t repeat it here, I have just provided the link so you can read at your leisure.

Suffice to say, the objective of any disaster recovery process is to ensure that you can keep running your business or life with only a minimal disruption regardless of the type or scale of the disaster.

I am willing to bet that ninety-percent of homes and businesses are unprepared and cannot in any way guarantee that they could continue to run their business or home after a major disaster.

We don’t need to look as far back as 642 AD and the Alexandria Library fire for pertinent examples. How about the tsunami in Japan in 2011? Over 200,000 homes totally destroyed and countless business premises wiped from the face of the earth. Tsunamis, earthquakes, floods, fire and wars are all very real dangers no matter where you live.

However, it isn’t just natural disasters you need to be wary of. A recent study published by EMC Corporation offers a look at how companies in Japan and Asia Pacific deal with disaster recovery. According to the study, the top three causes of data loss and downtime are hardware failure (60%), data corruption (47%), and loss of power (44%).

The study also goes on to analyse how companies are managing backups and concludes, “For all the differences inherent to how countries in the Asia Pacific region deal with their data, there is at least one similarity with the rest of the world: Companies are faced with an increasing amount of data to move within the same backup windows. Many businesses in the region, though, still rely on tape backup systems (38%) or CD-ROMs (38%). On this front, the study found that many businesses (53%) have plans to migrate from tape to a faster medium in order to improve the efficiencies of their data backup and recovery.”

It concludes by estimating where backups are actually stored, “The predominant response is to store offsite data at another company-owned location within the same country (58%), which is followed by at a “third-party site” within the same country.”

I certainly wouldn’t be relying on tape as my only recovery medium and neither would I be relying on data and systems stored at the same site or at an employee’s house. Duplication and separation are the two key principles together with proven and regularly tested processes.

I recently spoke to an IT manager who wasn’t sure what his backup (we didn’t get to disaster recovery) processes were. That was bad enough but when he found out it seemed that they took a full backup once a month and then incremental backups every day and he had not tested the recovery process in years. I sincerely hope that he has somewhere to run and hide when and if his company ever suffers a disaster.

In a nutshell, disaster recovery is all about being able to get up and running again in as short a time as possible even if your building burns to the ground. That in fact is the acid test of any disaster recovery plan. That is, ask your IT manager, “If this building burns down Thursday explain to me how we will be up and operating again on Friday morning.”

If his answer doesn’t fill you with confidence then you do not have a disaster recovery plan.

Twenty years ago our main way of competing for business was to respond to Request For Quotes (RFQ) and Request For Proposals (RFP). Our sales people and technical people spend months on end laboriously responding to detailed questionnaires and spread sheets with only a small chance of winning because of the number of vendors invited to respond. Luckily, this is no longer the main way we compete for business and we now complete only a fraction of the RFQ/RFPs we used to; much to the relief of my hard working sales and pre-sales staff.

Now we only respond to RFQs and RFPs if we have prior engagement plus the opportunity for questions and engagement during the process together with a good fit for our software and services (we sell information management software and services). We also heavily qualify every opportunity and the first step is to initially speed read and scan all proposal documents for what we call ‘road blocks’.

Road blocks are contractual conditions, usually mandatory ones, which would automatically disqualify us from responding. Sometimes these are totally unfair, one-sided and non-commercial contractual conditions and sometimes they are mandatory features we don’t have and often, the road block is simply the prescriptive nature of the request document.

By prescriptive I mean that the request document is spelling out in detail exactly how the solution should work down to the level of screen design, architecture and keystrokes. In most cases prescriptive requests are the result of the author’s experience with or preference for another product.

As we produce a ‘shrink-wrapped’ or ‘off-the-shelf’ product, the RecFind 6 suite, we aren’t able to change the way it looks and works and nor can we change the architecture. In almost every case we could solve the business problem but not in the exact way specified by the author. Because our product RecFind 6 is highly configurable and very flexible we can solve almost any information management or business process management problem but in our particular way with our unique architecture and our unique look and feel.

In the old days we may have tried to enter into a dialog with the client to see if our solution, although working differently to the way the author envisioned a solution working, would be acceptable.  The usual answer was, “Why don’t you propose your solution and then we will decide.” Sometimes we did respond and then learned to our chagrin that our response was rejected because it didn’t meet some of the prescriptive requirements. Basically, a big waste of time and money. So, we no longer respond to prescriptive RFQs/RFPs.

But, why is a prescriptive RFQ/RFP a bad thing for the client? Why is it a bad practice to be avoided at all costs?

It is a bad thing because it reduces the client’s options and severely narrows the search for the best solution. In our experience, a prescriptive RFQ/RFQ is simply the result of someone either asking for the product they first thought of someone who is so inflexible that he/she isn’t able to think outside the box and isn’t open to innovative solutions.

The end result of a prescriptive RFP/RFQ is always that the client ends up with a poor choice; with a third best or worse solution to the problem.

The message is very simple. If you want to find the best possible solution don’t tell the vendors what the solution is. Rather tell the vendors what the problem is and give them the opportunity to come up with the most innovative and cost-effective solution possible.  Give them the opportunity to be innovative and creative; don’t take away these so very important options.

Please do yourself, and your organization, a favour. If you want the best possible solution clearly explain what the problem is and then challenge the vendors to come up with their best shot. Prescriptive requirements always deny you the best solution.

Like me I am sure that you have been inundated with ads, articles, white papers and proposals for something called BPM or BPO, Business Process Management, Business Process Outsourcing and Business Process Optimisation.

Do you really understand what it all means?

BPM and BPO certainly aren’t new, there have been many companies offering innovative and often cutting-edge technology solutions for many years. The pioneering days were probably the early 1980’s. One early innovator I can recall (and admired) was Tower Technology because their office was just across from our old offices in Lane Cove.

In the early days BPM was all about imaging and workflow and forms. Vendors like Tower Technology used early version of workflow products like Staffware and a whole assortment of different imaging and forms products to solve customer processing problems. It involved a lot of inventing and a lot of creative genius to make all those disparate products work and actually do what the sales person promised. More often than not the final solution didn’t quite work as promised and it always seemed to cost a lot more than quoted.

Like all new technologies everyone had to go through a learning process and like most new technologies, for many years the promises were far ahead of what was actually delivered.

So, is it any different today? Is BPM a proven, reliable and feature-rich and mature technology?

The answer dear friends is yes and no; just as it was twenty-five or more years ago.

There is a wonderful Latin phrase ‘Caveat Emptor’ which means “Let the buyer beware”. Caveat Emptor applies just as much today as it did in the early days because despite the enormous technological progress we have all witnessed and experienced we are still pushing the envelope. We are still being asked to do things the current software and hardware can’t quite yet handle. The behind the scenes technicians are still trying to make the product do what the sales person promised in good faith (we hope) because he didn’t really understand his product set.

Caveat Emptor means it is up to the buyer to evaluate the offering and decide if it can do the job. Of course, if the vendor lies or makes blatant false claims then Caveat Emptor no longer applies and you can hit them with a lawsuit.  However, in reality it is rarely as black and white as that. The technology is complex and the proposals and explanations are full of proprietary terminology, ambiguities, acronyms and weaselly words.

Like most agreements in life you shouldn’t enter into a BPM contract unless you know exactly what you are getting into. This is especially true with BPM or BPO because you are talking about handing over part of your core business processes to someone else to ‘improve’. If you don’t understand what is being proposed then please hire someone who does; I guarantee it will be worth the investment. This is especially true if you are outsourcing customer or supplier facing processes like accounts payable and accounts receivable. Better to spend a little more up front than suffer cost overruns, failed processes and an inbox full of complaints.

My advice is to always begin with some form of a consultancy to ‘examine’ your processes and produce a report containing conclusions and recommendations. The vendor may (should) offer this as part of its sales process and it may be free or it may be chargeable.  Personally, I believe in the old adage that you get what you pay for so I would prefer to pay to have a qualified and experienced professional consultant do the study. The advantage of paying for the study is that you then ‘own’ the report and can then legally provide it to other vendors to obtain competitive quotes.

You should also have a pretty good idea of what the current processing is costing you in both direct and indirect costs (e.g., lost sales, dissatisfied customers, unhappy staff, etc.) before beginning the evaluation exercise. Otherwise, how are you going to be able to judge the added value of the vendor’s proposal?

In my experience the most common set of processes to be ‘outsourced’ are those to do with accounts payable processing. This is the automation of all processes beginning with your purchase order (and its line items), the delivery docket (proof of receipt), invoices (and line items) and statements. The automation should reconcile invoices to delivery dockets and purchase orders and should throw up any discrepancies such as items invoiced but not delivered, variations in price, etc. Vendors will usually propose what is commonly called an automatic matching engine; the software that reads all the documents and does its best to make sure you only pay for delivered goods that are exactly as ordered.

If the vendor’s proposal is to be attractive it must replace your manual processing with an automated model that is faster and more accurate. Ideally, it would also be more cost-effective but even if it is more costly than your manual direct cost estimate it should still solve most of your indirect cost problems like unhappy suppliers and late payment fees.

In essence, there is nothing magical about BPM and BPO; it is all about replacing inefficient manual processes with much more efficient automated ones using clever computer software. The magic, if that is the word to use, is about getting it right. You need to know what the current manual processing is costing you. You need to be absolutely sure that you fully understand the vendor’s proposal and you need to build in metrics so you can accurately evaluate the finished product and clearly determine if it is meeting its stated objectives.

Please don’t enter into negotiations thinking that if it doesn’t work you can just blame the vendor. That would be akin to cutting off your nose to spite your face. Remember Caveat Emptor; success or failure really depends upon how well you do your job as the customer.

We are in the enterprise content management business or more explicitly in the information management business and we provide a range of solutions including contract management, records management, document management, asset management, HR management, policy management, etc. We are a software company that designs and develops its own products. We also develop and provide all the services required to make our products work once installed at the customer’s site.

However, we aren’t in the ‘creating innovative software’ business even though that is what we do; we are really in the ‘selling our innovative software’ business because without sales there would be no business and no products and no services (and no employees).

We have been in business for nearly 30 years and have watched and participated as both technology and practices have evolved over that time. Some changes are easy to see. For example, we no longer product paper marketing collateral, we produce all of our marketing collateral in HTML or PDF form for delivery via our website and email. We also now market to the world via our website and the Internet, not just to our ‘local’ area.

Another major area of change has been the interface between the customer and the vendor. Many companies today no longer provide a human-face interface. Most big companies and government agencies no longer maintain a shopfront; they require you to deal with them via a website. Some don’t even allow a phone call or email; your only contact is via a web form.

Sometimes the website interface works but mostly it is a bit hit and miss and a very frustrating experience as the website fails or doesn’t offer the option you need. My pet hate is being forced to fill in a web form and then never hearing back from the vendor. Support is often non-existent or very expensive. From my viewpoint, a major failing of the modern paradigm is that I more often than not cannot get the information I need to evaluate a product from the website. This is when I try to find a way to ask them to please have a sales person contact me as I need to know more about their product or service.

I look forward to a sales person contacting me because I know what I want and I know what questions I need answers to. However, the sad truth is that I am rarely contacted by a sales person (and I refuse to speak to anyone from an Indian call centre because I have no wish to waste my time). However, experience with my customers and prospects tells me that not everyone is as enamoured with sales people as I am. In fact, many of the people I have contact with are very nervous of sales people, some are even afraid of them.

Unfortunately for me, we aren’t in a business where we can sell our products and services via a webpage and cart checkout. We need to understand the customer’s business needs before we can provide a solution so we need to employ high quality sales people who are business savvy and really understand business processes. It is not until I know enough to be able to restate the customer’s requirement in detail that I am in a position to make a sale. Conversely, the customer isn’t going to buy anything from me until he/she is absolutely sure I understand the problem and can articulate the solution.

So, in my industry I rely on a human interface and that usually means a sales person. But, do I really need a sales person and do my customers and prospective customers really want to speak to a sales person? Is there a more modern alternative? Please trust me when I say I have pondered this question many, many times.

Those in my business (selling information management solutions) will know how hard it is to find a good sales person and how hard it is to keep them. The good ones are less than ten-percent of the available pool and even after you hire them they are still besieged by offers from recruiters. Finding and retaining good sales people is in my opinion the biggest problem facing all the companies in our industry. They are also the most expensive of human resources and after paying a recruitment fee and a big salary you are then faced with the 80:20 rule; that is, 20% of the sales force produces 80% of your revenues.

Believe me, if I could find a way to meet my sales targets without expensive and difficult to manage sales people I would. However, as our solutions are all about adapting our technology to the customer’s often very complex business processes this is not a solution that can be sold via a website or automated questionnaire; it requires a great deal of skill and experience.

So for now dear customer, please deal with my sales person; he or she is your best chance of solving that vexing problem that is costing your organization money and productivity. All you really need to do is be very clear about what you want and very focussed on the questions you want answered. There is nothing to be afraid of because if you do your homework you will quickly be able to differentiate the good sales person from the bad sales person and then take the appropriate action. I never deal with a bad sales person and nor should you. I also really enjoy dealing with a professional sales person who knows his/her business and knows how to research and qualify my needs.

A good sales person uses my time wisely and saves me money. A bad sales person doesn’t get the chance to waste my time. This should be your approach too; be happy and willing to deal with a sales person but only if he/she is a professional and can add value to your business.

Sales people call this the value proposition. More explicitly; if the sales person is not able to articulate a value proposition to the customer that resonates with the customer then he/she shouldn’t be there. Look for the value proposition; if it isn’t apparent, close the meeting. Make each and every sales person understand, if they aren’t able to articulate a value proposition for your business then there is no point in continuing the conversation.

Dealing with a sales person isn’t difficult; it is all up to you to know what you want (the value proposition) and what questions to ask. Do your preparation and you will never fear a sales person again.