Twttr: One Truly Annoying Idea

Twttr is a service that lets you broadcast SMS messages to all your friends (although I think it’s probably useful for annoying your enemies as well).

twttr is a text messaging service based on the idea that everyone and everything has a status. Your status right now is “reading about twttr”. twttr keeps you connected to your friends by subscribing to their status. twttr works best from your cell phone when you are out and about in the world, but you can follow along on the web too.

So the idea is that someone adds you to their twttr friends list (or that aforementioned enemies list) and then they send messages throughout the day covering whatever inane bullshit they are doing and then twttr broadcasts that out to the whole list. Brilliant, isn’t it?

Here’s a timeline of the most recent messages that have been spammed sent through the twttr network. In reading through the messages I am struck by how disappointingly boring most people are, which reinforces my belief that I just don’t need to know what people are doing no matter how frequently they may feel the need to update me on their progress.

I accept the idea that I am probably not in their target market, which probably does find this a fascinating and mildly addictive pursuit, but at the same time I have to wonder how a business like this makes money.

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Putting Capital in Human Capital Management

Fellow SAP’er blogger Thomas Otter posts a guest post over at The Human Capitalist on the need for integration of finance and HR disciplines.

The Human Capitalist: Guest Post: Thomas Otter – Putting Capital in Human Capital Management:

I’d like to see the HR people and the Accounting people sit down together and see what they can come up with, rather than a siloed approach. If the value people bring to organisations can be more effectively represented in financial instruments, then it would do us all a lot of good. If HR sits in the corner and mumbles and grumbles about “people aren’t numbers” then I think they will soon be shown the door. I think if we are to talk about Human Capital, as a function we need to get a lot stronger at the Capital bit.

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The Phone Companies Still Don’t Get It

Telcos not “getting it”. Shocking, I know. This BW piece is actually really good on a couple of points. First and foremost, it’s been my observation in anything related to the technology industry that large companies who empower marketing organizations with the responsibility for new product and technology conception do a disservice to the entire company and tragically suboptimize their future prospects. Marketing organizations won’t cannibalize an existing revenue stream to get a new one, nor will they innovate in any way other than a linear fashion… taking what already exists and evolving it. Telcos long ago gave up the title of R&D powerhouses, it’s really that simple, so their (AT&T and Verizon) claims about innovation are more than suspect.

The second point that was interesting is how ingrained the notion that these technologies have to be complex, as evidenced by the fact that the one thing the reporter found himself wanting was the thing they didn’t talk about yet actually already had developed, integration of satellite and DSL. “One feature of the set-top box AT&T has developed for Homezone is the ability to get music files easily from a PC and play them on a television or home entertainment system.”

BTW, thank God for Clearwire! Maybe the combination of a telco insider who is a maverick, a serious amount of capital, and a fundamentally disruptive technology (Wimax) will break the stranglehold that telcos have on the communications marketplace.

The Phone Companies Still Don’t Get It:

It’s a classic moment, an illustration of where the power lies in telecom. It is tough — no, make that impossible — to think of another ostensibly technology-focused industry where the chief technical architect of a planned multibillion-dollar, company-changing project does not merit so much as an introduction. In fact, in San Antonio, that architect, John Kirby, neatly managed to dispel any confusion about the status of engineering at the company when, after clarifying what it is he does, he explained that when it came to big new projects, “marketing dreams it up, and then I have to design it.”

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