AMI Partners recently reported that the greatest growth in Cloud/SaaS for SMBs would be in email/messaging, online storage and backup, and document management/collaboration solutions. They made the point that the Cloud plus on-premise vendors are best placed to take advantage of this shift, and in fact to help accelerate the shift.

“SMBs have their doubts, particularly around the security of a 3rd party hosting confidential numbers. But companies like Microsoft and IBM who provide a convergence of on-premise and SaaS are clearing these concerns for interested SMBs who are trying to maximize the combination of cloud and on-premise issues,” said AMI Senior Associate Yedda Chew.

AMI believes that SMBs are easing into the concept of local plus cloud-based computing rather than leapfrogging into a pure-play platform, allowing companies like Microsoft, who not only provide hosted solutions like exchange online in its BPOS bundle, but also its ubiquitous “exchange on premise”, to live in co-existence.

This on-premise plus Cloud flexibility provides visibility of the Cloud opportunity to SMBs while assuaging their security concerns. And then, in time, as the realization of the TCO of on-premise becomes more visible in comparison to Cloud, SMBs then have the potential to migrate from their on-premise Windows and .NET-based applications to the cloud.

Although AMI mentions both IBM and Microsoft to be well placed in having Cloud plus on-premise, I’m struggling to think how IBM fits here execpt for Lotus Live, which has little market penetration. In a comparison between the two Microsoft would have to be not only a country mile ahead but also an organisational generation ahead in transforming to this business model.

In another related cloud study AMI confirmed that CRM, payroll, accounting/financials and web-conferencing tend to be the leading applications currently used in the Cloud. Adoption intentions remain strong for CRM, Business Intelligence (BI) and web/video conferencing for the next 12 months.

So if we again compare the IBM and Microsoft cloud portfolios then, in fact, there is no comparison since IBM is barely on the map in all those cloud applications whereas Microsoft has a strong position in several. Of course IBM does have the on-premise applications, a monstrous suite of them, but not Cloud, not cheap and not simplified. And it’s those last two points which accelerate Cloud adoption in the SMB space.

How should resellers and channel partners respond to this shift?

The first necessity is to go with the flow - the Cloud shift is not going to go away, and even if you deny it your customers will not.

1. So first step is to make sure that their current solutions are working well, and are as cost-effective as possible (I’m thinking on-premise here), and that you are familiar as you can afford to be with which features they are using, and which they don’t need.
2. Second step is to work with them to understand which Cloud applications they are using and how they sourced them and how they feel about them, and how they link or do not link to their on-premis suite. Also note their wish-list for their potential integration of these services - between Cloud or between Cloud and on-premise.
3. Third step, and this might seem counter-intuitive, is to work with them over time to help them understand the proper TCO of their on-premise. This can be easier said than done because of all the hidden costs - a rough rule of thumb - take what they say are the costs and double them.
4. Fourth step, be pro-active in migrating them to an online suite, like Microsoft’s BPOS, which cuts their costs and builds your goodwill. This may seem counter-intuitive since it will also cut your revenue, but that’s not necessarily true. It will be done over time, and if you initiate it you will guide that timeframe and can plan for it. You will also have the opportunity to now know where to add other higher value on-premise and Cloud applications which will add value and grow your income e.g. Remote Managed IT Services.
5. Fifth step, having worked with your customer you’ll be able to find additional applications which will suit their business needs and are Cloud and where you can provide services. Notably, there is growing interest in using cloud-based productivity suites, along with bundling additional value-added components such as security, storage and wireless broadband access.

Following these steps will bring you closer to the customer’s issues and place you in a position to close the knowledge gap on Cloud and SaaS, and help them migrate to SaaS applications where you can add value.

As a channel partner how would you help your customers move into Cloud?

How do you think Microsoft and IBM compare in their Cloud plus on-premise offerings?

http://xeesm.com/walter

IBM is often ranked in the top 50 of US companies in terms of social media savviness, but like most companies which sell indirect that savviness does not necessarily translate down through the channel.

This means that channel partners are actually missing the opportunity to leverage the investment that IBM is making in social media to help grow their business. In fact IBM found in their 2010 IBM Business Partner Social Media Survey that 75% of their partners were unsure of how to apply social media as an effective sales tool.

“They sense it could be an effective sales tool, but they don’t know how to get started,” said Sandy Carter, vice president, IBM software business partners and social media evangelist, in an interview (follow her @sandy_carter).

The online survey of 1,000 channel partners, the results of which IBM also unveiled last Thursday, found that 45% are experimenting with social media to drive new revenue streams. But 74% said they need more education and direction, Carter said. They were overwhelmed by the number of social media outlets and asked for training on specific tools like RSS, wikis, Facebook and Twitter. They also weren’t sure how to measure the effectiveness of such efforts.

So IBM has just launched a “skills initiative” to bridge this knowledge gap. Some of the offerings, including online training sessions and a social media guide, are available immediately through IBM PartnerWorld Communities. Others will follow shortly, including a live session called “Leveraging Social Media for your Business” at the IBM Information On Demand Conference in Las Vegas in late October.

The initiative will also include online training sessions, podcasts, and Web events. Sandy Carter gives some immediate tips here on her YouTube update.

IBM is also offering partners a free one-year Lotus Live license to help set up communities with their customers. It is hoping partners will emulate its own PartnerWorld Communities, launched in June 2009, which has grown to a collection of social networking community spaces specifically designed to help its partners more easily connect and collaborate online.

The community, with members in 30 countries, extends beyond PartnerWorld with 10,000 partners tapping into 250 LinkedIn groups, 400 Facebook groups, and over 500 blogs on industry-specific topics ranging from SOA implementations and green IT to virtualization and cloud computing (and including the IBM Business Partner blog).

• IBM Business Partners on LinkedIn can join networking groups “IBM Software Business Partners” and “IBM Business Partners.”
• IBM Business Partner updates can be followed on Twitter with @ibmpartners, @ibmsoftware and @lotusknows.
• It seems the survey was commissioned by Shaun Jones, IBM Vice President, WW Business Partner, Midmarket and RLM Marketing @IBMPartnerPlan.
• You can also check this list of “official” IBM twitter accounts on Listorious.

The 250 LinkedIn groups, 400 Facebook groups, and over 500 blogs are impressive statistics, an impressive social web footprint backing up IBM’s ranking as a social media savvy corporation. In fact the Partner survey also showed that 97% of respondents described IBM’s social computing capabilities as moderately to much better than other competing large IT vendors. Partners cited the expertise of IBM employees, support and responsiveness, and “ease of use” as reasons IBM is ahead of other technology and services companies.

This is all a good news story, for partners in particular. I’m still left wondering if the roadblock is the “how” and in the most simple way. Partners typically focus short-term and on sales, and they don’t want to dig through a lot of material, as they indicated in their survey responses. The general education is all fine, but how do you get into it quickly, indepth, and in relation to sales. I know how we do it, because we use the XeeSM tool, but it is this aspect which might make or break the early success of this IBM effort with their partners.

What do you think of the IBM initiative?

Are you an IBM partner and agree with the survey findings?

What’s the thing you most need from IBM social media as a partner?

http://xeesm.com/walter

The Cloud is the biggest disruptive force to hit the IT industry for the last 20 years; and by the way that’s why it’s not “the same” as using AMS as an online service bureau 20 years ago although for some bizarre reason people feel compelled to say that the Cloud is “nothing new”.

There are a whole lot of astounding things about the technology which is making Cloud such a force, but the reasons people are buying, and will do so in increasing numbers, can be boiled down to two basics:

1. reduced cost;
2. reduced complexity.

Of course those same two forces are the cause of fear and denial in the traditional channels of supply of IT services to business. Complexity is the friend of the service company, and simplicity and reduced price the enemy, or so it might seem. In any case that’s a story for another day.

AMI Partners has undertaken a number of Cloud surveys recently, and the momentum of the two forces shows out in those results. (I don’t know AMI I just found them during a Google search.)

Their studies confirm CRM, payroll, accounting/financials and web-conferencing tend to be the leading applications currently used in the Cloud. Adoption intentions remain strong for CRM, Business Intelligence (BI) and web/video conferencing for the next 12 months. Their research showed that

1. Remote Managed IT services (RMITS);
2. SaaS; and,
3. web/video conferencing; 

are the highest-growth components within the Cloud, with a 20%+ CAGR, each. On the other hand total Cloud-related spending will grow at a CAGR of 13% to exceed $95 billion by 2014, about 11% of total WW SMB ICT spending.

Cloud a replacement mechanism for current higher priced services

In the case of fairly simple bread-and-butter solutions and processes, including a variety of managed IT services, the Cloud essentially acts as a replacement mechanism driving costs lower, says Deepinder Sahni, AMI’s Senior VP for Global Sizing and Segmentation. In fact in the US in particular where these smaller businesses are still under financial pressure the move to Cloud and SaaS is seen to have greater momentum, for these cost-saving reasons, then elsewhere in the world.

Small business wants to migrate, but needs education

AMI report that the biggest impediment to even faster Cloud growth in small businesses (SBs - up to 99 employees) is not the willingness but the how-to.

According to Michael McDonald, a Senior Associate with AMI, “small businesses have been laggards in adopting new technologies that fall outside their comfort zone, often looking to larger firms as test cases”.

“The larger issue is the lack of knowledge regarding Cloud,” according to McDonald. “Even though some budget has been allocated for SaaS products, we see a gap between planned and actual spending. Small businesses have the capital available to make significant advances in the Cloud; however, they are still uncertain as to how a Cloud solution will benefit firms of their size.”

Cloud service providers targeting SBs should understand that educating the decision-makers of these companies on the ease and simplicity of migrating to SaaS applications is essential.

Further, channel partners should be armed with simple case studies demonstrating these benefits, according to AMI. This is a pointer to how vendors should be responding, and also engaging with both partners and SBs through social media, for example. Why social media? Well, it’s the most cost-effective for reaching out to this market segment, and to leveraging word of mouth between these business owners.

Despite the pressure on current channels and service providers, there is an upside. It’s related to the opportunities that arise from the same factors they fear most - simplicity and lower cost. I’ll talk about those in my next post.

Right now Cloud is here, it is not going away, and it will disrupt the IT industry as we know it. Now is the time to get ahead of the wave, because Cloud also presents great opportunities for the industry.

http://xeesm.com/walter

Connie Burke, Communications Manager of Social Media at GM, gave a good interview in CIO Zone and explained something of GM’s commitment to social media and the impact it’s having on staff and customers.

In a nutshell my take was that there were two main themes, one about monitoring, and one about reaching out to help people and place GM in a favourable front-of-mind when it came to a purchasing decision. That “meeting people” aspect wasn’t focused on just those interested in an immediate transaction but in building the relationship in advance. Social media is allowing an “amazing exponential growth of meeting people,” said Connie.

Regarding social media at GM other than sales & marketing Connie said that “some months ago”, their customer service dept began scouring Twitter, Facebook and some targeted blogs to look for questions, concerns, etc.

In fact, we have at least 6 reps dedicated to doing just that (you can follow them on Twitter: @GMCustomerSvc).

While not every issue can be solved, I believe they are moving the needle and making every effort to ensure that our customers are in the GM family for life.

She described this social media activity as “most certainly a new day and a ‘new GM’ in many respects, and the power of social media is recognized by senior leaders“.

For example you can follow the president of North America, Mark Reuss, on Twitter: @GMDudeinNA

Connie also said that their various brand Facebook fan pages are also another good source to go to with common issues or questions since “We monitor that very closely“.

Probably nothing earth-shattering here but a good example of grass roots and also deep corporate engagement with social business.

By the way Connie describes herself in her Twitter bio as “Proud GMer, Part-time Chicagoan, Mom of two fabulous chefs, Travel junkie, Fitness expert, Just kidding, I’m lazy and full of excuses.” That’s giving things a human face!

http://xeesm.com/walter

Have you had any direct experience of GM’s social media efforts?

How do you think that they rate compared to Ford?

It’s astounding that when Starbucks asked on Facebook “How long is your drink order?” they had nearly 2,000 answers per hour for the first 5 hours, and about the same number of “Likes”. It only represents about 0.1% of their amazing fan base of 12 million on Facebook, but even so what a instant and huge resource for research.

You’d have to say (as we have been saying for a while) that the days of most “market research” groups are severely numbered. It’s a bit like the disruptive shift of cloud into the computing landscape, social media is a disruptive shift for market research. It has to be this way - bad news for all but the most agile MR firms - because while Starbucks has a relationship with its customers through social media any marketing agency can only have a transaction.

I don’t know what Starbucks would make out of the answers, perhaps some ideas of improving service or product selection. Or perhaps they just did it for fun to engage with their fan base.

I’m a bit dull, I just order a “latte”, others ordered ” double chocolate chip mocha frappucino, double blended.. EXTRA chocolate!”,”A grande, soy, decaf, sugar-free vanilla, no-foam latte”, “venti caramel frap with mocha and whip cream and extra extra caramel on top and on the bottom and all over”, “White chocolate carmel frappachino extra shot with whip cream”… !!!

While I was skimming the comments a few impressions formed in my mind. The first was people don’t go to Starbucks for coffee!! The second, and a powerful image, was that Starbucks is one big diabetes-generating machine relentlessly doling out sugar and calories. And the third, a peripheral one, is that while working in a good coffee shop would be something that I would do if needed, I certainly wouldn’t want to work at Starbucks, because of the previous point.

What impressions come to you when you read the comments?

What do you think people go to Starbucks for if it is not the coffee?

http://xeesm.com/walter

Virtual Ark Executive CEO & President Marty Gauvin recently described Cloud Computing as the 3rd Generation of outsourcing, and it’s a useful way of looking at it.

Marty called the 1st generation “your mess for less” which is an apt description and pinpoints how service providers made their money.

The 2nd generation was “selective sourcing”, sometimes called “strategic sourcing” although it was anything but - more on this below.

And “cloud” is the 3rd generation, and it’s potential, in part, will be shaped by the previous generations of outsourcing and the previous generations of people on both sides of the deals.

Here’s my take on the big picture evolution of outsourcing.

1st Generation - Your mess for less

This is the period 1970 to 1990. Marty’s description exactly fits the perfect qualified opportunity for a service provider seeking a 1st generation outsourcing contract. The more complexity and the more mess the more the service provider can truly save, and hence better margins, and hence the desire for as long a contract as possible.

This was a golden era for both EDS and IBM in particular. IBM had a huge amount of government business and the Space Program, and EDS led in large-scale outsourcing for the commercial sector. Both had fabulous methodologies and top gun project directors and managers. In the US CSC was strong and DIGITAL had a strong core SI group with sound methodologies (later destroyed by Compaq), Accenture built a global presence around BPO, and ICL had some general outsourcing business in the UK (which formed the nucleus of Fujitsu’s later move into the sector), while current day players such as HP, Fujitsu, DiData had no material presence nor capability.

The successes were many, although the failures attracted the media attention because it has to be remembered that the Outsourcers were the enemy of the techos at all levels, from CIO down. The IT media wrote for the IT folk and stories about outsourcing failures caused a lot of glee in the IT sewing circles. The reality was that companies that had a mess got less of a mess for a lower price, they got better service levels, and in most cases benefited from economies of scale.

The failures were legend and well known, if not over-reported. The tenure of these reports was universally “IBM / EDS / CSC screwed up” whereas the truth is that the headlines should have universally read “Company managers fail to manage - again”, with one major exception which I will discuss. The fundamental issue in the failures was that companies abrogated their management responsibilities, they threw out the baby with the bathwater. Through poor judgement, lack of understanding, and an obsession with cost-reduction as the principle goal they willingly destroyed their own abilities in IT strategy, architecture, performance management and didn’t enhance their contracting and commercial skills.

Some outsourcing firms played up to this, to their discredit, with the full knowledge that the customer was destroying their ability to manage the contract and wanting to take advantage of this. I think that it is an unfortunate fact that EDS was worst in this regard, the UK Internal Revenue Service contract being their ultimate Waterloo.

Customers also often complained about lack of innovation from the outsourcers, but hey suck it up! If you understand anything about commercial reality then you can’t back people into a financial corner and expect spontaneous investment during the tail end of a contract cycle. It’s easy to build in an intelligent business innovation contract component, but you have to have an intelligent customer!

2nd Generation - Revenge of the geeks

This is the period 1990 to 2010, and here’s the setting of the time around 1990 - firstly bad news is bigger than good news and 1st generation outsourcing had a groundswell of bad news, and I won’t argue that there were lots of candidates, even though I assert it was overall a generally successful era for those clients that had competent management skills.

Secondly, outsourcing wasn’t going away, which in itself became even more threatening to the geek IT managers, and public service IT managers, and who then fueled the fire of the horror stories. Thirdly, the fatal flaw that many of the 1st generation deals were led by the clients’ CFOs or accountants who took an uninformed cost-cutting approach provided the platform for the revenge of the geeks.

That revenge was so-called “selective sourcing”. The geek CIOs and IT managers got control back, the 1st generation Fear Uncertainly and Doubt worked, without doubt! The financial guys lost their role in outsourcing precisely because most were out of their depth.

Having wrested control back the geek teams announced “selective sourcing”. Selective sourcing was simply bundling up slices of technology and getting bids from small guys as well as the large outsourcers and parceling things out in technical packages which the geeks understood. I’m talking about “the help desk” or “the servers” or “the network” etc. It has little bad press, because why would the IT press promote bad things about the geeks being in control?

It’s certainly generated huge growth for the smaller and mid-tier outsourcing firms - the reason being that it’s all commodity stuff and while the big guys should have been able to compete on scale often the geek terms and control conditions meant that the big guys just had too much overhead and high costs to be able to win the small commodity chunks of work. Smaller players were “more flexible” which was really just a feint for “I’ll replace your people with my cheaper people”.

This period is sometimes called “strategic sourcing” which is only a sick joke as it is anything but strategic. It is completely tactical, and mostly lacking in accountability and almost always lacking in any connection to business KPIs. The Pharmaceutical industry is an industry where outsourcing is widely practiced across many activities. They have global benchmarks which show that the top performing companies incur management costs of about 5% of an outsourcing contract’s value, and the poor performers about 25%. An IT group with multiple sourcing contracts incurs these overheads but in the IT world they are almost universally hidden, just one of the hidden secrets of the geeks revenge!

The post-2000 boom in commodity hosting services has been a positive outcome of the long journey of outsourcing, however overall I’d characterise this 2nd Generation as the lost generation for business in gaining the business benefits of outsourcing.

Note: there was a version of this 2nd Generation called “Out-Tasking” a term coined by John Chambers CEO of Cisco in about 2001. That was really a very business-based selective approach to a kind of BPO, and it had a lot of merit, and still has a lot of merit as an outsourcing option. Unfortunately in the big scheme of things it is rarely adopted.

3rd Generation - Cloud - Like the misty rain that falls softly, but floods the river

This is the period 2010 to potentially 2030! Without going into what cloud is and isn’t and whether it is the same old thing relabeled (which it isn’t!) this generation of outsourcing varies from the past in a few key ways. Before I note them I’ll just say that I am not talking about “private cloud” here, which besides being an oxymoron is just a sales ploy to capture the last retreat of the geek CIOs of 2nd generation outsourcing. That’s the subject of another post. I’m talking about cloud as access to resources that a customer does not own - what is sometimes called public cloud.

The three differentiators which I see, in contrast to previous models, are:

1. Technical and service agility - more rapid provisioning and less commitment to infrastructure;
2. Business agility - less constrained by contracts, by IT, and by capital;
3. Logistics agility - one manifestation being instant geographic coverage.

So in a nutshell cloud is much less in terms of contracts, constraints and capital, and much more in terms of speed, scale and service levels.

How does the past effect the future?

The 3rd Generation is going to ride on the back of a collapsing 2nd Generation, and in fact be propelled by it. In one of the great ironies the fact that the geek CIOs won control of the 2nd Generation will accelerate their undoing by the 3rd Generation.

There will be a last gasp Fear Uncertainty and Doubt FUD campaign, aided and abetted by the “private cloud” sales teams who will be desperate to make their last sales and will back the geek CIOs to the corporate hilt. However I predict that over the first 5 years of this potential 20 year 3rd Generation phase we will see a general collapse of these efforts. There are a number of reasons:

• Cloud economics are undeniable and unobtainable by 98% of inhouse operations;
• 2nd Generation “selective sourcing” has sliced and diced outsourcing into commodities which are easily compared to cloud pricing and service levels on that basis alone 2nd Generation cannot win;
• As cloud moves up the platform stack and interoperability, integration and migration options open up then it becomes even harder to resist;
• The competitive edge of firms who adopt cloud will expose those CIOs who are resisting, and in particular the fallacy of the “private cloud”.

What’s the greatest constraint to all this - the FUD of privacy and security. Always the first question and the greatest friend of the geek CIOs. It’s the same question that’s been around since the 1st Generation, and will take the same time, pain, and frustration to move through the issues with those customers who are worth the effort.

The 2nd Generation CIOs and IT Managers have trained their business owners to believe that they have to live with all the “enabling IT” and to put up with a host of cumbersome necessities. Cloud, over time, will wipe those fallacies away.

On our side are people, and the fact that the line between consumer and corporate IT is blurring, perhaps with lightening speed due to social media, but with perhaps a 5 year lag generally in terms of reshaping expectations of IT and IT management within firms. The private experience is universally dominated by cloud, take out Outlook, which means that in the end the FUD won’t work! The result will be that IT Governance will continue to evolve in a natural way to embrace specific cloud issues - it’s no drama!!

My conclusion is that while the 1st Generation captured a small business base, and the second a wider base albeit with fewer business benefits, the 3rd Generation is set to capture a massive business base and in the process will rewrite the IT Management/CIO world not to mention the channels and distribution world.

Gartner projected in March 2009 that sales of cloud computing services would almost triple over five years, from $56 billion in revenues in 2009 to $150 billion in revenues in 2013. I don’t know the exact number but that’s probably about 10% of the available market, and I can see it really taking off from about 2015.

Those business which get there first, and those ISVs and service providers which adopt the quickest will be the winners. This IS the biggest revolution in 20 years. As Dr Strangelove said, stop worrying and learn to love it!

http://xeesm.com/walter

In their report The path to successful new products McKinsey found that the businesses with the best product-development track records do three things better than their less-successful peers:

1. They create a clear sense of project goals early on;
2. They nurture a strong project culture in their workplace; and,
3. They maintain close contact with customers throughout a project’s duration.

Doing these things created real advantage - “The teams in our study that embraced these tactics were 17 times as likely as the laggards to have projects come in on time, five times as likely to be on budget, and twice as likely to meet their company’s return-on-investment targets“.

With respect to project goals, the main finding was that clarity of scope was the main differentiator between high and low performing companies. That hardly qualifies as an insight, but it obviously requires ongoing attention in every project.

With regard to scope, requirements, and communication Wendy Soucie has a really good presentation Project Management, Social Media, and Productivity and there is also The Social Media Project Manager. Social media can play a strong role here in making sure that everyone is on the same page, and that changes and variations are totally understood across the team, and thus help manage risk and cost.

Customer development

McKinsey reports that the successful innovators “kept in close contact with customers throughout the development process. More than 80 percent of the top performers said they periodically tested and validated customer preferences during the development process, compared with just 43 percent of bottom performers. They were also twice as likely as the laggards to research what, exactly, customers wanted“.

Social media not only plays a key role in this traditional sense of keeping in contact with customers, but also in two new dimensions. Firstly it speeds the customer development path compared to more traditional contact-feedback methods e.g. focus groups and “market research”. There are many examples such as IBM sMash and Starbucks and my own presentation From Innovation to Wealth Creation - Getting Closer to Customers Faster.

Secondly it more naturally enables the opportunity, oft promoted by Axel Scultze, to bring customers right into the product development process. Right in starting from the strategy, the clarity of goals, then the development cycle, the trials, and the promotion and launch.

Doing this requires some courage, but it’s success becomes a self-fulfilling prophecy as those customers become advocates. They are clearly in the process because they are potential users of the product/service, and they will therefore have their own influence and networks among similar clients. That’s where WOM comes in and builds upon the success of the lifecycle engagement of such customers in the product development.

And money can’t buy that, no matter how many focus groups and how much “market research” you do!!

How do you use social media to improve product development, and what’s the impact?

http://xeesm.com/walter

I don’t think I’ll be buying any more desktops going forward.  I don’t think I’ll even be buying any more laptops going forward. 

They’ve all been largely obsoleted (at least at my home) by a sleek $499 device that doesn’t really have any right to be called a “computer” in the traditional sense. 

Sure, there’s a handful of tasks that I still would prefer a real computer, but — amazingly — that list has now shrunk dramatically.  In less than a week.

The members of my family immediately gravitated to the new shiny thing — no prompting, no encouragement, no migration, etc.  They are drawn to it like a moth to flame.

I now have this strange love/hate relationship with Apple.  And I think it won’t be long before I’m forced to make another trip back to the Apple store.

via chucksblog.emc.com

Apple’s love/hate relationships are intriguing because they don’t seem to really care yet it is such a common discussion point among people. Great post by Chuck Hollis.