Please don’t make this mistake in your business. It will RUIN you.

This is so true…lest we forget the importance of feedback, especially from our customer.

Please don’t make this mistake in your business. It will RUIN you.

by Derek Halpern | Follow Him on Twitter Here

Every now and then, you stumble on something that makes you want to hit your head against the wall.

And it’s often when people make a large, glaring mistake. A mistake that should be self explanatory, but they make it anyway.

Here’s the full story…

Over on Facebook, I republished my video about why I think discounting is for idiots. And someone shared their opinion of my video:

bob

Now this is remarkable.

First, let’s talk about the big elephant in the room. They tell me I’m an idiot, and that they suggest businesses LIE to their customers.

But that’s not even the main point.

Instead, they’re not paying any mind to what I’m sharing because they don’t agree with it.

I’m not surprised by this though. There’s something known as selective exposure theory in psychology, and the long and short of it is: people look for information that affirms their pre-existing beliefs instead of contradicts them.

Now here’s the thing:

The mistake I’m sharing with you today has nothing to do with discounting. And it has nothing to do with lying.

Instead…

When you’re running your business, you should NEVER – and I mean NEVER – shoot down the advice of other people. Even if you think it doesn’t apply to you. Even if you think the other person is wrong.

Now this doesn’t mean you should believe everything you read.

Far from it.

I’m cynical. And skeptical. And everything I read, I take with a grain of salt. However, no matter how smart or dumb people sound, I always approach every scenario with the mindset of, “What can I learn from this?”

That’s why I read books about art history, copywriting, memoirs of fashion executives, and more.

Even if something doesn’t apply to me, I make it apply.

And that’s the secret.

If someone presents something to you that contracts what you know, you don’t have to change your mind and believe them. But you should ask yourself, “What do they know that I don’t?”

Even in this example, maybe they know something about discounting that I don’t. And even if they don’t, I still used their comments as a teachable moment for you.

So from this point forward, I implore you to never make the mistake this person made. I want you to use every experience as an opportunity to learn something new. Because in my experience, the best ideas comes from the dumbest things.

And I don’t want you to miss out on any of it.

Now here’s what I want you to do…

What’s one comment or critique you’ve received in your business (or life) that you didn’t agree with. How can you turn that into a teachable moment or a lesson? Leave a comment.

You can read the original article here.

Best Regards,

Robert Hughet
Quality Assurance Mgr.
ImageSource, Inc.

Steve Jobs and Promoting Insanely Great Software Quality

“You can’t just ask customers what they want and then try to give that to them. By the time you get it built, they’ll want something new.” (Steve Jobs, 1989)

“You‘ve got to start with the customer experience and work back toward the technology – not the other way around.” (Steve Jobs, 1997)

“[If you’re lucky, when you grow up you’ll discover one simple fact: Everything around you that you call life was made up by people that were no smarter than you and you can change it, you can influence it, you can build your own things that other people can use.” (Steve Jobs, 1994)

steve-jobs-12-970x0

Few people in recent history have made the impression Steve Jobs did. He was a thunderous, hypersonic force in a world of (relatively speaking) slow-motion quiet, leaving behind a vibrant legacy of astonishing dimensions and changing not only the way people communicate, but the very way people think about communicating in the world of information interchange.

The first two quotes highlight the difficulty of transforming a process/idea into mass-marketable software. Further, they show that for the past twenty years or so, the process of building software has not changed appreciably. One can search the Internet, scanning for the one definitive article that outlines the perfect strategy and methodology for software development, marketing and deployment. With the millions of people working diligently the past twenty-plus years in the tech world to codify any and all matters, it seems that would be doable. OK. Go ahead and look. I’ll wait. And, if the past is any indicator of future performance, twenty years from now I’ll still be waiting and you’ll be howling, foaming-at-the-mouth mad, surrounded by seriously alarming piles of used, fermenting pizza boxes and empty soda bottles. And the only one who will still love you is your Mom. Maybe. Software development can be likened to being chased by a rabid Rottweiler while trying to catch an over-amped cat jonesing for tuna when you have one leg in a cast and the cat isn’t inclined to be caught and the Rottweiler seriously wants to turn your good leg into its new, favorite chew toy, you know? Continue reading

7 Principles for Creating a Successful Digital Workplace

ImageSource has partnered with dozens of customers of every size and across all industries to fine-tune our unique ECM-Ecosystem offering. This powerful engagement helps organizations to clearly understand where they are underserved by their current content management technologies, what their optimal content management objectives should be, and lays out a series of steps to get customers on track with a meaningful content management strategy. The five steps to the ImageSource ECM-Ecosystem are:

1. Understand the business problem/challenge
2. Identify gaps and opportunities for improvement
3. Provide a business vision
4. Define technology requirements
5. Define the business value

I recently ran across a great article by Elizabeth Marsh wherein she lays out 7 key principles in creating a successful “digital workplace” strategy. These same principles are woven throughout the ImageSource ECM-Ecosystem but Elizabeth did such a good job describing them that I thought I would share them here. So later this week, grab a slab of leftover turkey and pile of stuffing, cozy up to a warm fire, and share these insightful tidbits with family and friends – they’ll be glad you did!

Build Digital Workplaces Fit for the Future
http://www.cmswire.com/cms/social-business/build-digital-workplaces-fit-for-the-future-027113.php
By Elizabeth Marsh  |  Nov 25, 2014

Randy Weakly
VP of Software Development
ImageSource, Inc.

The Internet Just Isn’t That Big a Deal Yet: A Hard Look at Solow’s Paradox

An interesting and relevant article from Lifesize’s Simon Dudley.

The Internet Just Isn’t That Big a Deal Yet: A Hard Look at Solow’s Paradox
Robert Solow, Winner of the Noble Prize in Economics in 1987.

Robert Solow, Winner of the Noble Prize in Economics in 1987.

The Internet age has given us blisteringly fast connectivity to the World Wide Web, cloud computing, nearly instant collaboration and high definition face-to-face video communication with our peers around the world. Yet in terms of our rate of economic productivity, we have not only stalled in the past several years but also taken hugely dramatic dips. The promise of the Internet making everyone’s job easier and boosting economic advancement has not been met. Why?

The answer lies in a closer look at Solow’s Paradox. The concept was first described in 1987 by economist and author Robert Solow, who stated, “You can see the computer age everywhere but in the productivity statistics.” As it grew in popularity, Solow’s Paradox became defined as the “discrepancy between measures of investment in information technology and measures of output at the national level.” In particular, it asks why the rate of productivity increase appears to be slowing dramatically in the Internet age.

And that is undeniably true. According to an early November report from the Bureau of Labor Statistics, 2014’s third quarter business sector labor productivity increased at a 2.0 percent annual rate. Output increased 4.4 percent and hours worked increased 2.3 percent. From the third quarter of 2013 to the third quarter of 2014, productivity rose 0.9 percent as output and hours worked increased 3.0 percent and 2.1 percent, respectively. Continue reading

What becoming PMP certified means to me

There is a point in many Project Manager’s careers where they are considered certified “Project Manager Professional” (PMP®) according to the world’s leading professional associations for project management; Project Management Institute (PMI®). This certification takes time, dedication, experience and mentored guidance to see it through and should not be taken lightly. The title of PMP® after my name is something I have been striving toward for years. With the guidance that the ImageSource family has provided along with the experience through ILINX implementations, I am now merely a few weeks away from achieving my goals rather than years. I have heard that the upcoming test is going to be difficult, tricky and challenging, but I know that with the support of my mentors at ImageSource and the knowledge I have gained through ECM technologies, I will pass with flying colors.

If you are a Project Manager looking to become PMP certified, you can find more information about testing, registering and more here!

Jen Hilt
Project Manager
ImageSource, Inc.

What Johnny Cash, stolen cars & software development have in common

“Now the headlights they was another sight
We had two on the left and one on the right
But when we pulled out the switch all three of ‘em come on.”
– Johnny Cash
“One Piece at a Time”

Many years ago, Johnny Cash sang a song called “One Piece at a Time”, in which he describes an automobile assembly plant worker stealing parts and pieces of various automobiles and assembling them into a very distinctive, one-of-a-kind car.

Given the nature of software, the essence of which is some form of code, building software is somewhat like putting that car together.  Technology evolves over time, operating systems change, and new tools all contribute to the complex process of building an application.  Code is pieced together in files and modules, and the output of the code in the form of log files and/or visual display on a monitor are the effects of the code.  When building an engine, putting on the heads and bolting up the crankshaft before attaching the pistons and connecting rods isn’t recommended.  Similarly, software designers aren’t always able to see all the parts until there is a basic framework constructed, and limitations of the system come to light.  Re-designing components and restructuring development schedules are not uncommon. Continue reading

Defining Batch Profiles in ILINX Capture

In ILINX Capture, the most basic unit is a batch profile. A batch profile is a container that includes batch fields, one or more document types and a workflow. It is unique, self-contained and completely independent from each other. In general, you would want to create a batch profile for each unique workflow process in the system.

If you have multiple doc types that mostly follow the same process, you should think about creating a single batch profile to hold all the doc types. With this setup, you can then use permissions to give users access to their specific doc types. Furthermore, within the workflow designer you want to break your workflow logic into common processes, shared by all doc types and specific doc type sub-flows. If you find that you need to create too many sub-flows, re-evaluate the relationship between a batch and doc types and see if you can fix the problem.

The goal is to create unique workflow processes so that system maintenance is easy; and one way to deal with that is to avoid duplicating batch profiles that are performing the same tasks.

Phong Hoang
Development Manager
ImageSource, Inc.