The Innovation Mentor

Making Wikis Work - Part 2 - The Scary Scary Wiki

nospam@example.com (Robert Rath) — Wed, 23 Sep 2009 23:00:56 +0930

Preposterous you say. There's nothing scary about a Wiki. It's just another way to present information via a browser. Oh how people miss the point. In my previous article, Making Wikis Work - Part 1, I discussed how a Wiki can be a powerful tool to both document and communicate tacit knowledge.

Fear, The Great Inhibitor

Despite the most enthusiastic IT management or the tireless efforts of champion contributors, it seems that Wikis are just too scary for mere mortals. My own first-hand experience when people are actually asked to contribute has seen a barrage of reasons such as:

What if I break it?
What if I lose everything?
What if I do something wrong?
What if I get some facts wrong?
What if I upset someone?
What if I can't write?
What if I am seen to be wasting time and not doing my job?
What if, what if, what if!? It's way too scary for me. I am sure that someone else will do it instead!

Addressing and alleviating these fears is not a simple problem. New contributors can be further intimidated by seasoned contributors adding to their fear.

Knowledge Community and Trust

All of the issues raised in my 'What if?' points can be managed through Wiki tools and procedural guidelines. On an intellectual level you can argue away any fear a new contributor chooses to announce, yet still the fear remains. In order to make the significant shift from being an information consumer to being a knowledge sharer, the following seven ideas must be impressed intellectually, emotionally and culturally.

1. I do have something valuable to share.
2. I will put my contributions where I think they should be based on others' work.
3. I do trust my peers to fix any mistakes I make and offer constructive suggestions.
4. I will not take personally any changes made by others to my contributions.
5. When making changes to the contributions of others I will always be respectful, and ensure the value of the original contribution is not diminished.
6. The knowledge shared by others is valuable to me.
7. The knowledge shared in the Wiki belongs to all of my knowledge community.

A plan to educate and encourage new contributors must take on board these seven ideas and get them really entrenched. This will give you the best chance to build a solid knowledge community. The tools and guidelines will then be seen as facilitators, not just business rules.

Finally, a community based on sharing and trust will be one in which no one ever allows 'What if' to get in the way of contributing.

Robert Rath - http://www.innovation-mentor.com

Trusting Information and Managing Risk

nospam@example.com (Robert Rath) — Tue, 18 Aug 2009 18:44:39 +0930

Every day we read information that we are expected to trust as being truthful, correct and appropriate for what we need. How we choose to trust this information is a complex mix of personal experience, peer scrutiny, intuitive feel and legal consequence.

As a designer I am constantly working with information about materials, components or systems that I need to trust in order to make decisions. Being able to trust working information is pivotal to being efficient.

Often I am faced with having to make a decision based on some information that I do not trust completely.

When this happens, I have to undertake independent verification, which stymies productivity.

Here is my short-list of questions that I use to help me make a decision about how much I should trust information.

1. Is the information published by a manufacturer or author whom I know and trust from my own experience?
2. Is the information published by a manufacturer or author whom I trust by reputation, or the advice of peers I respect?
3. Is the information missing any key points?
4. Is the information rigorously consistent?
5. Is the information believable based on my own experience?
6. Is the use of language and style consistent?

Here's a recent example of inconsistency: I requested and received a specification document from a manufacturer for an infra-red LED (Light Emitting Diode) that would operate outside the visible spectrum and therefore invisible to the human eye. The data provided looked very favourable for my project; however, one key section caused me some concern. The document stated that the product was suitable for applications involving indicator panels, mobile phone displays and decorative lighting - completely at odds with the technical specs and my requirements!

I'm guessing that this document had been crafted from another document as a template with poor or zero checking of the final document. A simple error like this casts doubt not only on the trustworthiness of all information in the document, but on all documentation from that manufacturer.

I will explore some of the other warning signs in my list in future posts.

When you cannot trust information or when data does not seem quite right, then you must make decisions that are based on risk and consequence rather than on trust.

Sometimes the risk that you are being misled or that the information is ambiguous/incomplete may be high, but the consequence low. In other cases, the risk may be low but the consequence very high. In either case, a decision about managing the risk is usually quite simple. Managing the risk when risk and consequence are less well defined, however, becomes more problematic. In any case productivity suffers.

When speed and efficiency are vital, I will pay more for information, components or systems where I have a high level of trust and I know that I can deliver quickly with low risk.

When minimising the cost or other drivers such as volume/count manufacturing come into play, however, I often find myself using information, components and systems where my level of trust is low. When this happens, I have to manage the risks accordingly.

Finding The J-Spot On The Nokia N97

nospam@example.com (Robert Rath) — Wed, 08 Jul 2009 15:47:26 +0930

Every now and then I get to treat myself to a cool new toy and more often than not I am delighted with some new found utility. Ok, being more specific, the super cool match-up of JoikuSpot on my Nokia n97.

The Nokia n97 is the proclaimed flagship of the Nokia fleet and I have waited more than eight months to get my hands on one to play with. Just like any new mobile phone owner, when I finally got my Nokia n97 I systematically navigated through every application, option, connectivity facility and feature just to get familiar (doesn't everyone?). This post is not a review of the phone. You will find plenty of those elsewhere. This post is about one of the coolest ideas in a mobile phone that I have seen for a long time. I discovered JoikuSpot!

Imagine you are meeting an associate for a working lunch at your favourite Wi-Fi cafe. Both equipped with laptops, you boot up and start looking for the hotspot. To your dismay you discover the Wi-Fi hotspot is down. The cafe staff apologises but as the problem is with their ISP, there is nothing they can do. For a moment you consider your options. Should you pack up and head back to the office or abandon your favourite cafe for the Wi-Fi certainty of MacDonald’s? Then you remember JoikuSpot.

With a wry smile, out comes your Nokia n97 and you launch the JoikuSpot application. You both search again on your laptops and there it is, the JoikuSpot Wi-Fi hotspot! Moments later you are both on your own private LAN with Internet access. The working lunch has been saved and you both have been spared the indignity of McDonald’s. Let the on-line gaming commence...

JoikuSpot by Joikusoft gives you freedom not only to have broadband access anywhere you go, but to share it without all the complications of trying to configure your phone as a broadband modem. A word of warning though: you’d better make sure that you have a good data plan with your mobile carrier and that you have disabled all your peer sharing because you will have burned megabytes before you realise it.

I love my new Nokia n97 for all its very cool features and applications. JoikuSpot was a wonderful surprise and a powerful new utility to have on the road or at my favourite cafe.

Sweet Tweets Or Misplaced Cackle From e-Evangelists

nospam@example.com (Robert Rath) — Mon, 04 May 2009 23:57:36 +0930

Like many of us emabracing social media forums such as blogs, Facebook and Twitter we try and find that fine line between involvment which adds value and being overwhelmed. Of these forums, I think that Twitter is one of the most interesting.

Twitter is like a global stream of concious snippets. You give your thoughts (or tweets) to the world and essentially have access to everyone elses.

Jennifer Liston, in her blog article 'Blogs, Facebook and Twitter: the new e-pulpits?', gives an interesting perspective on a new breed of evangelists and their prolific tweets of wisdom.

What do you think when you read one of their 140 character tweets of wisdom: the sweet tweet of birdsong or misplaced cackle?!

What Does Risk Management Mean to Your Business?

nospam@example.com (Robert Rath) — Fri, 20 Mar 2009 14:00:00 +1030

In his article 'Reasonable approach to risk management', Zern Liew draws our attention to the issue of managing business risk from a governance perspective. He asks the question; what does doing a good job at risk management actually mean?

In my opinion, if a business only ever managed risk with respect to governance it puts its future existence at risk. Now that's risky!

Risky Business

Doing business is risky, commercial relationships are risky, developing new products and services is risky, suppliers are risky, supply channels are risky. In other words risk is an intrinsic aspect of our business environment. How such risks are managed comes down to such things as culture , values, personalities and style. In some cases business have a well defined protocol and procedures for managing risk but these are in the minority and usually associated will businesses who deal in risk as a commodity. Is it any wonder that risk management is such a grey topic.

A Past Risk Experience

I have one experience where I watched the managing director of a company ‘risk manage’ a once creative, innovative company into a timid, reactionary former shell of itself. By all observed accounts this manager was fiscally diligent, managed corporate governance issues without fault and would probably make the claim that they had done everything reasonable that can be expected to protect the business. To this manager a ‘risk’ was something to be avoided rather than managed. Risks were seen as the things which could go wrong with the ’status-quo’ and these were indeed managed well. Innovation was seen as simply too risky.

Innovation, Risk and Reward

Innovation and risk go hand in hand. A new idea which flies in the face of convention carries a risk so great that any responsible manager would drop it like a hot potato. These ideas begin their lives as huge uphill battles with individuals being willing to risk their reputations, careers, businesses or fortune. These very same ideas have brought us such life changing products as convenience foods, air travel and personal computers. Even a modest new product development program is risky to a business in terms of cash, time and resources.

There are plenty of very good articles about managing risk and reward. Some of the best are written aimed at the trading industry where risks are a necessary part of the process. Innovation should be treated just the same, as a risk taken for a potential reward. Like trading, the certainty does not come from picking the right company, backing the right horse or coming up with that killer innovation, but rather comes from being consistent at taking well considered risks. The risks in developing innovative new products, risks in creating new business relationships, risks in exploring new supply chain models are the kinds or risk businesses actually need. Avoiding these risks is truly risky business.

My Take

I believe that good risk management will not only look at the negative consequences of not being prepared for something which might happen (traditional risk management) but also the rewards to be gained by actively taking risks. By managing negative consequence risk diligently and sensibly taking on the high reward risks, a business manager can confidently say that they are doing everything possible to protect their business.

Robert Rath - http://innovation-mentor.com

Sharing Your Aha Moment

nospam@example.com (Robert Rath) — Tue, 24 Feb 2009 20:20:27 +1030

A recurring theme in conversations with successful individuals is some defining moment, an 'aha' moment often prompted by a saying or a quote. Suddenly veils and obstructions vanish and what needs to be done becomes clear to achieve your gaols.

Jennifer Liston in her post 'Revelationary Statements', shares one of those moments. Read about Jennifer's 'Aha' moment at http://www.wordsworx.com and share your own experience.

Robert Rath - http://www.innovation-mentor.com

Communicating With Clients On Their Terms

nospam@example.com (Robert Rath) — Wed, 18 Feb 2009 12:07:00 +1030

I am a strong proponent of using systems to plan and manage process. This is not because I am a control person; it's simply because without these systems, I would not be able to cope with the complexity of the work I do. In the design and manufacturing world, one small error in a line of source code or one missed letter in a supplier's order code on a bill of materials containing hundreds of entires can (and often does) translate into a very expensive recovery exercise.

For this reason, managing communications with clients is vital to a successful project.

Using A Communication System

When I begin working with a new client, the first thing I do is to put a layer of management around our communication. As I have discussed in a previous post, I am particularly wary of email. This wariness is especially true where a team is involved. I create an on-line collaborative project team space which any team member can interact with using a web browser. All relevant communications and documents are placed into this space as a collaborative workspace in addition to sending and receiving associated email.

By providing a collaborative workspace comprising wiki, document versioning, issue tracking and light-weight project management, I can add significant value to a project. This value exists in keeping all team members informed and capturing tacit knowledge which would otherwise be lost at the completion of a project. This value is not always obvious to a client, and needs to be marketed well to be appreciated.

Reality Check - A Real Client

All this is wonderful for a client who has poor internal systems, recognises the value in mine and participates enthusiastically. Although I have such clients, they are not the usual situation. A new client of mine was very quick to come back to me and say, "oh, we use Product-X to manage all this stuff" and made it quite clear they were not interested in participating with my system. Moreover, they immediately became concerned that important information about our project would be lost if I continued to use my system for their work.

My first reaction was to be 'put out' by this. They made no effort to even look at how my system would benefit our project! Of course I did not challenge my client on this point, I agreed politely that their existing system was important (more on that later), and then hunkered down to my own internal project of proving them wrong!

Venting Steam Productively

So I procured a copy of Product-X amd implemented an internal installation matching my client's installation. I explored different installation and deployment strategies and after a significant amount of internal work, I was happy I had found a way to provide a scalable, hosted, multiple instance web service of Product-X (which I now intend offering to new clients as an adjunct to my existing system).

Now I had learned Product-X inside and out, its pros and cons and the value it creates. I had burned off my initial frustration of being 'put out' with a solid look at my client's internal systems, and I now saw the immense value that Product-X already provided them. Of course their system was very important!

So how did it compare with mine? Sorry, but it does not even come close in terms of functionality. But that is not important to them.

Communicating On The Client's Terms

So now we communicate on my client's terms using their systems (which I now understand). Although their systems are inelegant, limited in functionality and require a lot of human intervention, their systems are their own. They know them, they have invested heavily in them, they use them and they value them. Moreover, they value me using them!

Lesson Learned

By taking time to understand the existing systems within an organisation and the mechanisms - both formal and informal - by which communications occur, by becoming knowledgeable in their use and participating in them (if appropriate), I add so much more value than I ever could by imposing my own requirements.

Communicating with clients on their terms may not be consistent with how you might want to operate. It might be inefficient and tedious. Unless you do so, however, neither of you will derive the true value from the relationship.

Robert Rath - http://www.innovation-mentor.com

Business Process Innovation: jump in or be left behind

nospam@example.com (Robert Rath) — Tue, 30 Dec 2008 13:11:00 +1030

Information technology has made incredible leaps forward for business processes bringing efficiency, leverage of information, B2B transactions, management, reporting and much, much more.

Consider this, however: maybe we’re still on a plateau where the current IT toolbox is only appearing to meet most businesses' needs.

Unfulfilled need drives innovation. The more desperate the need, the greater the desire to innovate. I believe that only this kind of desire brings about adoption from a sea of bubbling IT and business process innovations happening all around us.

I believe that the current fiscal climate will indeed expose unfulfilled needs even in already well-run businesses.

As a product designer/developer, I tend to focus on product innovations. However, I see many parallels between product innovation and business process innovation.

In my recent article, Thoughts On Early Adoption, I listed the three Ts of an early adopter:

The Toy. Playing with our new toy just for the purpose of discovering everything it does.
The Tool. Integrating our gadget into our everyday life.
The Trash. Discarding the gadget in favour of something better.

Those businesses that are prepared to play with innovations around new IT and business process technologies, and that are willing to dump the ones that don’t work, will be the leaders.

We can either wait and see or jump in with a passion!

Robert Rath - http://www.innovation-mentor.com

Continuing Education - Just Do It

nospam@example.com (Robert Rath) — Sat, 22 Nov 2008 18:45:33 +1030

Some employers support it.
Some employers give lip service to it.
Professional bodies and associations demand it.
We all know we should be doing it.

Regularly!

But how many of us do?
How many of us further our education in a consistent and habitual way?

In my opinion, learning on the job does not constitute continuing education for the very reason that the skills learned or knowledge gained is intrinsic to the work you are presently doing. This does not mean that on the job learning is not important, just limiting. I believe that continuing education should be outside of the immediate scope of what you do in your work. Continuing education should be about preparing your self for new roles you aspire to or for exploring other interests which excite your enthusiasm.

How Much Is Enough?

This is really up to you but I can not imaging anything less than 4 hours a week is really of benefit. Somewhere between 4 and 16 hours per week is quite manageable even with work and family commitments. You'd be surprised where you are able to find those 16 hours from when you actually want to.

Structured Or Not?

For most of us the easiest way to continue our education is through formal courses of study. The benefits not only include having a structured learning environment pre-packaged for us but usually lead to formally recognised qualifications. Structured continuing education also has the most credibility in the eyes of our peers, employers and our family. Going it alone on the other hand might very well be far more rewarding and lead to skills and knowledge not easily acquired though formal courses. This kind of continuing education is not for everyone though. Its undisciplined nature requires a special focus and enthusiasm for it to really stick and become a valuable part of your learning.

A True Story

Some time back I hired a university graduate who took me by surprise. As a condition of his employment he requested a four day working week. He was clear he wanted one full day a week for continuing education. He was also very clear that this was not to be linked to any formal study but be used as he saw fit. Over the years of his employment there were times when his 'day off' was treated with contempt by his peers and by some management. However, in those years he brought new skills and capabilities to the organisation raising both the efficiency and the professionalism of the design group he worked in. Since then I have watched him grow from strength to strength in his career.

Just Do It

Decide how important continuing education really is to you and find a way to make it a habitual part of your week. Once you have decided, just do it!

Robert Rath - http://www.innovation-mentor.com

Customer Support, Lessons Learned

nospam@example.com (Robert Rath) — Tue, 11 Nov 2008 13:51:29 +1030

I have just experienced an example of customer support that highlights a few important lessons. This is not in the category of 'support stories from hell', there are plenty of those around. This story had a good ending but the lessons to be learned were obvious.

Customer Support

For some time I have lived with a VPN problem on my modem/router and regularly visited the manufacturer's website looking for a firmware upgrade which specifically addressed the issue. While navigating the site I found the firmware page which indicated an update was available with links to both the firmware and the installation instructions. The instructions were there but no link to the firmware!

So begins the fun! I rang the manufacturer's support line and waited about 30 minutes on hold before being answered by a real person. I explained the problem with the website. The support person was very helpful and offered to send a copy of the firmware via email. The email promptly arrived. At this stage I was reasonable happy with the service.

After inspecting the firmware in more detail I realised that it was not correct. In fact it was more than 18 months old with at least two revisions since. I responded to the email and the email bounced back as having no recipient. So back to calling customer support again.

Another 30 minutes on hold later I fortunately got the same support person who was genuinely concerned about what had happened. I was put on hold again while they would look into what had happened. The call then dropped and I was left disconnected.

Calling now for the third time and another 30 minutes on hold later I got someone different. I explained to this new person what had happened and he proceeded to tell me that the firmware I had received was indeed the current and correct one. Only after I challenged him on this did he put me on hold again while he checked with his manager. While on hold for about 10 minutes this time I heard my incoming email and sure enough, there was the correct firmware. I waited for him to return, thanked him and ended the call.

New firmware now installed and tested I pondered on how a 5 minute task had turned itself into an 80 minute ordeal, involved maybe 5 individuals and diminished productivity all round. All from a single little mistake on a web support page.

Lessons Learned 1. - Get Someone to 'Play Customer'

Companies usually have a formal release process which checks that all steps in the release of some content to the customer have been followed. In this case either no such process existed or someone simply forgot a step. This is an example of a fragile process. One in which the consequence of a mistake is not initially obvious. The simple addition of a 'Play Customer' step would have turned a fragile process into a robust one. That final test of someone going through the experience of being a customer. Better yet, get a real customer to test it! You'd be surprised what customers notice or find that everyone else has missed.

Lessons Learned 2. - Get Your Story Right

There is nothing more frustrating than calling an organisation for support and getting conflicting or misleading information. The website showed one thing, the support people said another and had to be challenged on the issue to actualy discover the problem. Had I not pushed my story I would have gotten nowhere. Worse, had I blindly installed the firmware I had received I may have had bigger recovery problems to deal with.

Lessons Learned 3. - Get Feedback

I wonder how often a customer has a bad experience with customer support and simply drops the issue or even the product because it is too much effort. A quick follow up call or email (with a real email address I can respond to) is all it would take to ascertain the success of a support incident. I certainly will not bother to give any feedback if I have to wait 30 minutes on hold just to say "yes, all is fine now".

So in summary, customer support has to be friendly, efficient, accurate and consistent. This might sound expensive but without it those hidden costs of flapping around and losing product confidence will be significantly more costly.

Robert Rath - http://www.innovation-mentor.com

Is 'Best Practice' Really Best?

nospam@example.com (Robert Rath) — Tue, 04 Nov 2008 19:48:05 +1030

During my early years as a practising engineer I remember being preached to about 'best practice'. Later as an engineering manager I was the one doing the preaching. "To be a world class engineering team we need to do what world class engineering teams do, implement best practice". But what does best practice really mean and is it really the best thing to do?

The 'myth' is that for any operation there is a best combination of processes to yield the best outcome for the minimum effort or cost. For example, if you need to track and manage software issues you'd look at how the best software companies in the world track and manage software issues. You'd automatically label their process as best practice and implement the same. You'd be forgiven for assuming this means best outcome for minimum effort, ... or would you?

As I see it there are two main problems with the idea of 'best practice'. They are suitability and mediocrity.

suitability

Is an industry best practice really the best solution for your operation? Would taking on a best practice impose process and rules counter productive to your unique operation? Would this so called best practice actually put you at a disadvantage?

mediocrity

As an advocate of innovation this issue is one of my favourites. How can you really shine if all you do is the same as everyone else? Sure it is important to know what best practice is, not to copy but to benchmark outcome against effort. This is what is really important to understand as it allows you to be innovative and craft new ways of doing things.

innovate

So next time you’re preached to about best practice or find yourself in the best practice pulpit, stop and think about what you are really trying to achieve. Look at industry best practice to benchmark outcome against effort then innovative and design your own exceptional operation.

Robert Rath - http://www.innovation-mentor.com

Ideas - Get Rid of Them as Fast as You Can

nospam@example.com (Robert Rath) — Fri, 31 Oct 2008 14:43:00 +1030

Have you ever found yourself in a business meeting and from nowhere comes an idea which may have some value but is not in keeping with the current conversation? How often have you simply made a mental note to yourself to remember it for later? Did you!?

Making a mental note of an idea is a bad idea for more reasons than just the risk of forgetting it.

Consider these three points:

1. Making mental notes to remember ideas risks them being forgotten.
2. Making mental notes to remember ideas blocks your creativity for new ideas.
3. Making mental notes to remember ideas engenders a 'scarcity' mentality.

I am a firm believer in the abundance of ideas and the need to get them out there, get them written down or give them away as fast as possible.

Verbalise

In meetings try and verbalise ideas as fast as possible. Get them out into the open. If an idea is out of context then write is down instead so as to not disrupt the conversation.

Write

There will be times where you simply can't verbalise your ideas so write them down. Write them the moment they enter your thoughts then put your attention back to the conversation again. At the end of the meeting, tear out the page and offer what you have written.

Abundance vs Scarcity

When you share an idea you create a space for the next to follow. The more you share the more ideas come along and the more chance you give yourself to have those truly breakthrough ideas. When you sit on an idea, brood over it and keep it secret out of fear the effect is the complete opposite. Ideas become scarce and mediocre and creativity withers. This paradigm is every much as true for companies as it is for individuals.

Being sharing and abundant with your ideas must of course be tempered with corporate responsibilities. Legal instruments such as non-disclosure will help here but the more you can share ‘off the cuff’ the more abundant your ideas and creativity will become.

Robert Rath - http://www.innovation-mentor.com

Do People Play Solitaire At Your Work?

nospam@example.com (Robert Rath) — Fri, 17 Oct 2008 21:46:28 +1030

While recently watching someone playing solitaire during their lunch break I found myself wondering if this was a healthy break from the job, a sign of problematic undercurrents or just a mindless addiction.

From these thoughts came a novel idea you might like to consider.

Solitaire as a Management Metric

Could you actually use solitaire playing as a management metric? You could record the number of times solitaire is played during designated breaks and normal work periods, and whether games were played over until a win occurred or the player gave up.

The true value of solitaire as a metric is to not let people know it is being monitored. This ensures it remains a valid indicator of the player and his/her environment. You could then introduce other changes to the workplace and see how solitaire playing behaviour changes.

Of course, using solitaire as a management metric must be done with care and not taken too seriously. But who knows what you might learn! At least it would be fun to try out. If you do, please let me know what you discover.

Robert Rath - http://www.innovation-mentor.com

Making Wikis Work - Part 1

nospam@example.com (Robert Rath) — Tue, 14 Oct 2008 22:38:00 +1030

The problem with wikis is that they are only as good as the content created and the use made of that content. Of course this sounds obvious, but it must be understood that a good wiki does not happen by simply putting it into an organisation and seeing what happens.

Here's the rub... A truly powerful wiki comes from enthusiastic participation of all the users in a wiki community. The diverse nature of that community, however, means that participation by all almost never happens! At best, a handful of contributors populate and manage the wiki content. If you are lucky, the rest of the community uses it. Even if a wiki is seen as a useful forum for information sharing, it will probably fall short of the potential value it can deliver.

A friend of mine who is a talented software engineer used a wonderful little trick to solve the problem in a beautifully simple way. Whenever he was asked to explain something, or to provide help or advice, he would trade that advice for the other person's participation in creating wiki content. In other words, "I'll help you if you write it up in the wiki".

An organisation is full of tacit knowledge which exists in the minds of its people. This know-how has been traditionally shared through asking, through conversation, through mimicry and other forms of on-the-job training - all very inefficient and highly risky to an organisation where key individuals are concerned. By creating a genuine reason to capture this information, by making it valuable enough for someone to put into a wiki, everyone will participate for their own self interest and the greater good of the entire wiki community.

My software engineering friend found a simple way to engage an entire wiki community in his organisation. Before long, their wiki become a treasure trove of tacit know-how and a significant asset to both productivity and to managing the business risk of key people's knowledge.

Robert Rath - http://www.innovation-mentor.com

SD Card Trivia

nospam@example.com (Robert Rath) — Sun, 12 Oct 2008 23:51:00 +1030

My sincere apologies for an article that will add absolutely no value. However, I came across a wonderful little piece of trivia I just could not help but share.

Anyone who has had anything to do with digital media devices, especially digital cameras, would be well acquainted with the ubiquitous SD memory card.

They seem like they have been around forever even though we first saw them in 2000.

Now look carefully at the logo.

Notice that the 'D' resembles one half of an optical disk such as a CD-ROM or DVD-ROM. The 'SD' logo actually stood for 'Super Density Disc', Toshiba's failed DVD format.

I guess someone could not see the point in employing a graphic designer when they could borrow an old piece of work that already looked the part!

My thanks to Wikipedia for that wonderful piece of enlightenment!

Robert Rath – http://www.innovation-mentor.com