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Relevant Real-Time

March 7th, 2010 shawnwelch No comments

Search is an interesting problem to explore.  Fifteen years ago, Clifford Stoll wrote an article for Newsweek entitled, “The Internet? Bah! Hype alert: Why cyberspace isn’t, and will never be, nirvana”.  Stoll’s article is often referenced as an example of getting it completely wrong. Today, even Stoll can look back and admit, “Wrong? Yep.

It is easy to play Monday morning quarterback, but reading Stoll’s article, “Search” seems to be one of the central arguments.

What the Internet hucksters won’t tell you is tht the Internet is one big ocean of unedited data, without any pretense of completeness. Lacking editors, reviewers or critics, the Internet has become a wasteland of unfiltered data. You don’t know what to ignore and what’s worth reading. Logged onto the World Wide Web, I hunt for the date of the Battle of Trafalgar. Hundreds of files show up, and it takes 15 minutes to unravel them—one’s a biography written by an eighth grader, the second is a computer game that doesn’t work and the third is an image of a London monument. None answers my question…

About a year later two PhD students at Stanford, Larry Page and Sergey Brin, would change the world forever by solving Stoll’s problem with the idea of PageRank — an idea that later became the backbone of Google. Google describes PageRank as:

… [a] uniquely democratic nature of the web by using its vast link structure as an indicator of an individual page’s value. In essence, Google interprets a link from page A to page B as a vote, by page A, for page B. But, Google looks at more than the sheer volume of votes, or links a page receives; it also analyzes the page that casts the vote. Votes cast by pages that are themselves “important” weigh more heavily and help to make other pages “important”.

Stoll’s critical misstep was the assumption that the Internet would never be organized.

Real-Time Search

Flash forward 15 years and we find the Internet is still evolving. With this evolution, however, we have a new problem — PageRank is too slow. PageRank works really well on websites that are updated two or three times a week. It takes a long time for Google to index the entire Internet. On average, Google will only index a website once a week. Higher profile websites such as CNN, NY Times, and other major news outlets will be crawled more regularly and sometimes even in realtime, but most websites are much less frequent.

Twitter recently had breakout success as a real-time search engine.  Unlike Google’s PageRank (which needs to seek out and find stories to index), Twitter is supplied with content by its users. Because Twitter users tell Twitter what is going on at that moment in time, Twitter is able to instantly calculate what is trending and provide real-time results.

Both Facebook and Google have recognized this potential and started creating competing products. Facebook’s new privacy settings and API allows users to discover content within Facebook’s real-time network. Similarily, Google recently announced Buzz, a product designed to allow Google users to share information within a network of friends.

What’s next?

So where are we going? We face a similar problem today as Stoll did in 1995.  How do you separate out unwanted information provided through Twitter, Facebook and Google Buzz from information that is truly valuable.  The most important thing to learn from Stoll is to avoid the assumption that we will never be able to filter this information — instead of abandoning real-time search, let’s figure out how to way to make it work.

There are many possible solutions. The first is to build upon the idea of PageRank and inverse the content flow. Google could build out a public API that allows content providers to easily submit content into Google’s system. Instead of forcing Google to seek out new pages, content providers can tell Google when their pages are updated.

Reversing the PageRank workflow, however, is not a silver bullet. Systems like Google need to rethink the idea of PageRank. Instead of ingesting “pages”, these systems need to ingest an idea or concept from those pages. Future systems of search need to be able to figure out what a story is talking about and assign that idea a ranking, not the webpage or article itself.

By assigning topics a ranking, instead of pages, search systems would be able to rank real-time information by observing similar topics, summaries, and stories from multiple sources.  Essentially, when website A, B and C all start talking about the same story, that story becomes a trending topic. PageRank then becomes a method of weighting individual sources.  If website A has a higher PageRank than website B, it would matter more when they start talking about a specific story.

Additionally, sources can be ranked within each topic or story. For example, as I mentioned in my previous post, I recently developed the Photoshop World iPhone app.  My PageRank is likely not as high as some of the people who recently wrote about the app on their blogs, however, if I were to make an announcement about the app these new systems should recognize me as the highly ranked “source” on the subject — since I am the developer. Similarly, real-time sources should be ranked within their given area’s of expertise.

Fifteen Years Later

Who knows, fifteen years from now we might be laughing at articles that talked about how ridiculous tools like Twitter, Facebook and Google Buzz really are. Articles complaining about random tweets from someone’s cat and complaints about how loud a stranger’s dog barks. Articles that put too much emphasis on the noise of real-time search and did not place enough value in the information provided when that noise is filtered out. Looking forward, I believe when we find a way to cancel out the noise, real-time search will become vital to all forms of business.

As the Internet and its uses evolve, so will search.  As search evolves, so will the Internet.  It is an endless cycle, but one that continues to allow new innovation.

Categories: Project Rethink Tags:

Photoshop World? There’s an app for that.

February 22nd, 2010 shawnwelch No comments

I try to make every effort to stay on top of technology trends. I love learning new skills and strongly believe that it can be vital in understanding the breadth of a technology.

To that end I began learning how to develop applications for the iPhone.  In a little “self cross-promotion”, I wanted to link you to my latest creation: Photoshop World for the iPhone/iPod Touch.

The app went live last Friday and has already received rave reviews from Tech/Design legends such as Scott Kelby, and Terry White. Terry had this to say:

If you have an iPhone or iPod touch and you’re going to Photoshop World there is simply NO reason not to have this App! This is a great example on how a conference App should be designed. It’s a must download.

Features

The Photoshop World iPhone app features 5 main sections: MyPSW, News, Schedule, Expo and Instructors. When the app launches it will automatically check with an online database to see if it has the most recent content. If there are changes to schedules, rooms, times, instructors, exhibitors, featured content, or NAPP simply needs to send a message to all users, the app will automatically download and update the resources on your iPhone or iPod Touch.

This process is completely seamless to the user (but can be easily canceled if necessary). Just by launching the application you can be sure you have the latest schedule and room information. This feature has already come in handy

MyPSW

This is the best part.  When the app first launches, “My Schedule” is pre-filled with all of the conference events (opening keynote, Art of Digital Photography, etc). Simply tap the plus button to add a class or an entire track to your schedule from the PSW or Expo class schedules. Classes can be removed with a simple swipe to delete. All classes can be filtered by Date and Time, Session Track, Instructor, and Class Name. Have an empty time slot in your schedule? Tapping on the empty slot will pull up all the events taking place at that time. Best of all, never worry about getting lost or missing a class again. The PSW iPhone app will highlight where each class is located within the conference center and it will launch Google Maps for any event located outside the conference center.

Your home screen will show the start time of each event in the green band leading up to the event. One hour prior to the start of the event, the green band will change red and the start time will change over to a countdown timer.  Classes in session will be indicated by “Class in Session”

I will be posting a video walkthrough and more content relating to this application over at photoshopworld.com later this week.  As always, feel free to follow me (and now the app) at twitter.com/shawnwelch for all the latest news.

Thanks!

-Shawn

Categories: Project Rethink Tags:

Where does the iPad fit?

February 1st, 2010 shawnwelch 1 comment

A lot of people are talking about the “revolutionary new iPad” but even more people are talking about where this device fits in the world — why is it so revolutionary?  Is the iPad attacking the netbook market or the eBook market?  Where does this new device fit?

In my mind there are 4 major computer markets:

  1. Computers that fit in your pocket
  2. Computers that are held
  3. Portable computers designed for desk work
  4. Non-portable computers designed for desk work

The first category contains your iPhones, iPod Touches, Nexus One, Palm Pre, etc.  Apple innovated this category by introducing a platform, something that allowed applications — something that took advantage of third-party developers.

Skipping category 2 (because that is where I believe our iPad lives), we’ll go to category 3.  This is where we find laptops and netbooks.  Yes, I believe both of these belong in the same category because I believe the netbook is a sustaining innovation in the laptop market.  Both are designed to give you portability and both are designed for desk oriented workflows (physical keyboard, etc).  The Macbook Air is a response to the netbook in this category — the only metric it missed was cost.

Category 4 is where we find our desktop computers.  Traditional desktop computers have a separate tower and monitor.  The iMac is another example of sustaining innovation in this market.  By combining the tower and monitor into one device you are able to accomplish the same task more efficiently and effectively. In both devices, the target market does not change.

So what devices are in category 2 and why does the iPad innovate this category?  Right now, category 2 includes the Kindle, the Nook, and now the iPad.  Before the iPad, this category — computers designed to be held — was limited to manufacturer designed functionality.  These devices were not platforms.  The iPad, in addition to bringing touch and color capabilities, challenged this market by creating a platform.

Likely in anticipation of this “platform” innovation, a few weeks ago Amazon announced a public beta for an Amazon Kindle SDK.  This will give third-party developers a chance to build on the Kindle, improving the Kindle’s effectiveness in this changing market.

What does this mean?

So is the iPad a crippled netbook with a touch screen, or is it just an oversized iPod Touch? Is the iPad a revolutionary device?  I don’t think it is fair to compare the iPad to the iPhone/Nexus One market, and I don’t think it is fair to compare it to the netbook/laptop market.  In its market, I believe the iPad has changed the rules.  Compared to the Kindle and Nook, the iPad has emphasized the need for a platform in this market.

That being said, as a product the iPad has left us wanting more.  Now that we have a handheld “platform” we expect things like multitasking and external peripherals.  Because the iPad has changed the rules, our expectations of these devices have now changed.

The iPad is not the perfect product, but it is the foundation of disruptive innovation in the handheld computer market.

Categories: Project Rethink Tags:

Your Dilemma

January 19th, 2010 shawnwelch No comments

Every couple of years I try to make a point to read “The Innovator’s Dilemma” by Clayton M. Christensen.  Having just received a Kindle for Christmas, I thought what better way to break in an eBook device than with a book highlighting the problems with mismanagement of disruptive technology.  As someone who works in publishing, I can tell you eBooks are disruptive technologies.

I love my Kindle.  As a Boston commuter, it really is a remarkable device — but that is another post for another time.  One of the reasons I frequent Christensen’s “The Innovators Dilemma” is to be reminded that:

“Good management is often the cause of failure when managing disruptive technologies” Clayton Christensen, The Innovators Dilemma

The central thesis of the book outlines the idea that the decisions and behaviors of management for sustaining technologies — technologies that are simply advancements within the same value network — are often the reasons for failure in emerging markets.

Take the eBook for example, but specifically the textbook market.  Presently, the ease of use, convenience, and cost of these technologies do not meet customer standards.  Additionally, the profit margins for producing these eBooks do not meet management standards.  So, “Good Management” would say,

  1. EBooks don’t make enough money to be profitable
  2. Our customers don’t think eBooks are better than traditional books

These two conditions would lead traditional management to ignore eBook technologies. However, Christensen’s book suggests management should look outside of the traditional market for textbooks (educational institutions, learning centers, etc) and explore the need in emerging markets.  Historically, this is best achieved when a smaller company is branched off or acquired to handle the emerging market.  This prevents competition from resources with traditional product models with larger profits.  It also keeps managers and developers of these new products excited with small gains.  A $20 million market can hardly compete with a larger business’ $40 billion market.

The problem with emerging markets is that they are hard to find — they are emerging.  A company should not invest all of its resources into what they “think” the next emerging market is for a disruptive technology.  The initial goals surrounding the entrance into emerging markets should be to learn, not to succeed.  If you enter a market with the preconceived idea that you know what it should be, you will likely fail.  Emerging markets evolve as disruptive technologies mature.

So what are the emerging markets for eBooks?  I’m not entirely sure, but I can tell you that eBook technologies for textbooks are a hot ticket in new startups focusing on open access technology and “free” learning.  These startups are still developing, and their quality of education still falls behind that of traditional institutions.  However, as technology progresses, these open access environments could either become absorbed by traditional institutions (to help facilitate distance education) or become a direct competitor of these traditional institutions.  In either case, unless publishers continue to explore these technologies, they could eventually be replaced as the “primary” source for text and education.

Categories: Innovation Tags:

The Circle of Google and User Experience

December 14th, 2009 shawnwelch No comments

Google has evolved beyond a single web application. Google has capitalized on establishing a consistent user experience across the web. One of the key factors to Google’s success, besides their dedication to innovative solutions, is found in their application workflows.  Recently I clicked through the links in the top left corner of every major Google web app and was surprised to find “The Circle of Google”.

I don’t know if Google planned their application workflow this way, but the apps are cyclical. This circle is broken into two primary groups: Search and GTD. These two groups are the focus of the “Google Experience”.

The Circle of Google
[Search]

The Circle of Google
[Getting Things Done]

This is a key element of design that is often missed; design a user experience.

Apple learned this early on with the first iPod. They created a user experience which they then applied to iLife, and finally to their entire OS X workflow. Apple realized that they could not focus on an individual application or a piece of hardware. It became increasingly important to address the user experience and how the applications work together.

Too much emphasis is placed on individual aspects of a program, not enough time is spent on the transitions between them. To often we forget that:

User experience design is just as important as user interface design.

These services are cleverly designed to work with each other, giving the user [you] a unified experience. Lets look at the “Circle of Google”:

The Circle of Google

Taking this diagram one step further, I think there is something we can learn from how the “Google Experience” is structured. Consider this second diagram illustrating how the circle is cross connected.

The Circle of Google Connections

Google Web Search and Gmail are the primary entry points for “The Circle of Google”. They are the bridge applications between Search and GTD.

Search

First, the things Google did well. You’ll notice that Google Web Search is strongly connected to the other search applications. Google Web Search is smart enough to return results from web sites, images, maps, news, or shopping–depending on your search criteria. This is a great lesson in usability, and one of the primary reasons why these applications are used. Google does the work for you. Google doesn’t make you retype your query or prompt you to “Click Here to check for shopping results”. If you search for “sony tv” in Google Web Search it will return both web sites and shopping results. To the users, these apps feel as one; they contribute to the “Google Experience”.

GTD

Now the things Google did not do well, or rather the areas in which Google can improve. Gmail is a great web app, I use it every day, but its integration with the other GTD apps is not as strong as Google Web Search. For example, if someone emails me an event, Gmail is smart enough to give me links to put that event in my Calendar. The same thing is true for Google Docs. If someone emails me an attachment I can choose to download it or open it in Google Docs. However, there is not a connection to PicasaWeb (Google Photos) or Google Reader.

To improve this workflow Google should do two things. First, if someone emails me a photo Gmail should give me the option to open it in PicasaWeb. Second, If someone sends me an email with a link, and that web page contains an RSS feed, Gmail should show me a preview of that feed and “Add to Google Reader” buttons.

They are simple workflow changes, but these changes would solidify Gmail as an entry point to the GTD side of Google.

So you should ask yourself,

  • Are you giving your users an experience?
  • Is it the experience you intended?
  • Are your users going to talk about the experience?

I often hear the question asked, “How can I make my product go viral?”

The answer is frustrating but simple.  Social media works because people talk; it’s social.  If you want your product to work in a social marketing environment your product must be remarkable.  By remarkable I don’t mean the buzzword; I mean your product must be “worthy of being remarked or noticed”.

If your product is good, people will talk about it. Make it good by providing a user experience worthy of talking about.