There needs to be a better way of handling group conversations. IRC uses the constant scroll mentality. Email has reply-at-top, reply-at-bottom, and reply-inline.
Forums, reddit, Google+, Facebook, Twitter, and the like have a scroll-like view – every new post is merely sequentially listed after the last.
This can all lead to highly confusing digital conversations.
Somebody should make a parallel (maybe columnar) discussion/chat/email system where every participant can get their own space to reply, they can reply to specific things from different people, and everything can be viewed in an identified manner. Similar to how Track Changes works in Microsoft Word.
Surely it should be That Difficult™ to do this, should it?
If you were going to create a support ticketing systemÂ from scratch – what would you put in it?
- “long” title support (HP truncates at 80 characters – give me at least 255)
- “long” field update support (HP truncates at 4k characters – that’s not enough for some stack traces)
- clear contact fields for both filer and support case owner
- allow updates to be made via email or web ui
- allow attachments (for log files, screenshots, etc)
- have “private” updates visible only to support personnel
- clear date/time stamps for updates
- ability to turn case “result” into a KB article
- clear resolution field
- web ui should be highly responsive – and run usably on any modern browser (mobile, desktop, tablet, etc)
- ability to cross-link to other cases filed by same customer
- clear indication of who has made updates (maybe alternating colors for customer vs support updates?)
- as few hoops as possible to open new cases & to update existing ones
- simple way to close a case if you’re the opener
- easy means to transfer ownership of a case – both for the customer and for the support technician
- ability to search previous cases – both for customers and engineers
What else would you add? What would you change?
Robert Cringely has written myriad times on IBM. His most recentÂ post was titled, “How to fix IBM”.
His solution is simple and easy: “Go back to customers being a corporate priority.”
But IBM, as it stands today, will never get there.
And all the “leadership” they’ve brought in over the years has only compounded their errors faster – they’ve never done anything to even try to fix them. Why? Because they keep bringing-in stodgy old-thinking people who have no concept about what customer service means.
Ginni Rometty, and the rest of the senior leadership at IBM, needs to go. Absolutely. But when IBM brings-in new leadership, it truly needs to be, well, “new”. You need the same kind of leadership sea change Jack Ryan championed in Tom Clancy’s Executive Orders – you don’t need career managers and “senior” leadership: you need people with ideas who are will to try something new. Who are willing to fail, but to fail fast. Who will learn from failure, and keep iterating until there’s something that works.
So, IBM, I have a simple solution for you: hire me as your CEO. Give me 36 months to fix your problems. If I haven’t, let me go back to whence I came. But when I have, Wall Street will love you, and you’ll be on track to stay relevant for the next hundred years. Or, at least the next 30 (since I’ll want to retire some day). I’ve got a team of people already in mind who can do more for you in 18 months than the entire executive team has done in the last 180.
By taking a shape, by having a visible plan, you open yourself to attack. Instead of taking a form for your enemy to grasp, keep yourself adaptable and on the move. Accept the fact that nothing is certain and no law is fixed. The best way to protect yourself is to be as fluid and formless as water; never bet on stability or lasting order. Everything changes. –Robert Greene, The 48 Laws of Power (review)
Provoke him, to know his patterns of movement. Determine his position, to know the ground of death and of life. Probe him, to know where he is strong and where he is weak. The ultimate skill is to take up a position where you are formless.
If you are formless, the most penetrating spies will not be able to discern you, or the wisest counsels will not be able to do calculations against you. With formation, the army achieves victories yet they do not understand how. Everyone knows the formation by which you achieved victory, yet no one knows the formations by which you were able to create victory. Therefore, your strategy for victories in battle is not repetitious, and your formations in response to the enemy are endless.
The army’s formation is like water. The water’s formation avoids the high and rushes to the low. So an army’s formation avoids the strong and rushes to the weak. Water’s formation adapts to the ground when flowing. So then an army’s formation adapts to the enemy to achieve victory. Therefore, an army does not have constant force, or have constant formation.
Those who are able to adapt and change in accord with the enemy and achieve victory are called divine.
Airlines over the past several years have begun charging for all kinds of things that used to be “free” (they weren’t ever “free”, they just hid the cost in your ticket price).
One of the worst offenders to this list of fees, though, is the inane charge for your first checked bag whereas carry-on baggage is free. Southwest doesn’t charge for your first two checked bags – and other airlines won’t if you have status or book your flight with their branded credit card – which is the model all airlines should use. But they need to add charging for anything for than your FAA-recognized “personal item”.
Why? Because finding overhead bin space for bulky carry-on bags is what slows most boardings to a crawl. And it is what makes most travelers most frustrated when getting on the plane – not in the first or second boarding groups? They’re going to check your bag(s) for you anyway because all the bin space is taken. (Add-in the ridiculous seat pitch, and you can hardly put anything but a small backpack or purse down by your feet anyway.)
My solution: give the first (and maybe second) checked bags away for free. But chargeÂ heavily for carry-on baggage that is more than a personal item (ie your laptop case or purse). (I’d allow an exception for items purchased in-airport from the duty-free shops – they can be carried-on free, too.) By “heavily”, I mean atÂ least $50.
And I would eliminate that crazy practice of gate-checking your bag when getting onto a commuter flight: just check the bag and don’t bottleneck the jetway getting on and off for the rest of us who weren’t as narcissistic as to think bringing our roll-aboards onboard was a good idea.
With the TSA Â suggesting everyone arrive at least 2 hours before their flight, there is no reason you wouldn’t have time to check your bags. And with the hassle of trying to navigate a crowded terminal dragging your wheelie duffel behind you, everyone should love the idea of just getting it at baggage claim.
“But what about lost bags?” I hear you ask. Lost and misdirected baggage happens. But it’s pretty rare. It’s somethingÂ that has happened to me the sum total of 3 times in my flying life (the last 18 years, several of which included flying frequently for work). And of thoseÂ 3 instances, only 1 ended up with the bag going to the wrong airport – each of the other two ended up with the bag arrivingÂ beforeÂ I did.
Frontier Airlines gets it right (almost – on the carry-on aspect they do, but they still charge for checked bags). Mash Southwest’s checked policy with Frontier’s charging for carry-ons, and you would have a worlds-better flight experience.
The other major benefit to this plan: your time going through TSA will be shorter – the fewer bags that have to be scanned, the less time it will take to get through.
do not go past the mark you aimed for; in victory, learn when to stop – law 47 – #48laws by robert greene
The moment of victory is often the moment of greatest peril. In the heat of victory, arrogance and overconfidence can push you past the goal you had aimed for, and by going too far, you make more enemies than you defeat. Do not allow success to go to your head. There is no substitute for strategy and careful planning. Set a goal, and when you reach it, stop. –Robert Greene, The 48 Laws of Power (review)
Appearing better than others is always dangerous, but most dangerous of all is to appear to have no faults or weaknesses. Envy creates silent enemies. It is smart to occasionally display defects, and admit to harmless vices, in order to deflect envy and appear more human and approachable. Only gods and the dead can seem perfect with impunity. –Robert Greene, The 48 Laws of Power (review)
And while not as good as When The Game Stands Tall, still a very good movie.
The parents’ guide warnings from IMDB may be helpful – there’s more language than needed for the story-telling, though I guess that’s what brought it into the PG13 range instead of PG.
I’m not a huge fan of sports movies in general, but some are good (especially the ones that aren’tÂ really sports movies (like For Love of the Game, another Kevin Costner film)). I’m happy to be able to add this one to my list of enjoyable stories.
I would heartilyÂ NOT recommend you read it if you are at all offended by foul language, as it is rife with it. But it is also a gritty story told from the perspective of someone who was living it every day.
Everyone understands the need for change in the abstract, but on the day-to-day level people are creatures of habit. Too much innovation is traumatic, and will lead to revolt. If you are new to a position of power, or an outsider trying to build a power base, make a show of respecting the old way of doing things. If change is necessary, make it feel like a gentle improvement on the past. –Robert Greene, The 48 Laws of Power (review)