Items tagged with: Enterprise
The new Mentor Embedded Linux solution is based on Debian, a broadly utilized, enterprise-class, open source Linux OS.
- Mentor Embedded Linux solution is a proven commercial distribution that reduces risk and accelerates productivity for medical, industrial, aerospace and defense applications
- Portability across multiple processor architectures offers increased development flexibility
- Fully-configurable solution for optimal functionality, performance, and productivity
#Siemens #Linux #MentorEmbedded #Debian #Enterprise #LarryToda #embedded #IOT
Co-Written by Patrick Deuley.
Article word count: 1048
HN Discussion: https://news.ycombinator.com/item?id=19153616
Posted by kirkbackus (karma: 237)
Post stats: Points: 188 - Comments: 147 - 2019-02-13T15:08:33Z
#HackerNews #app #enterprise #killed #space #white
Go to the profile of Christie Lenneville
Spacious. Minimalist. Clean. Bountiful white space has become the de facto design aesthetic in consumer apps.
And I’m not here to hate on the trend. Used effectively, white space is attractive and can greatly improve the usability of a simple interface. Long live bountiful white space!
But what about complex interfaces? Enterprise software designers know the ones I mean: technology-enabling control panels, data-intensive logistics systems, and number-heavy accounting systems. The tools our business users rely on to get their jobs done every day.
The protagonist is a well-intentioned UX Designer at a large high-tech company who was given a new project: Redesign an internal control panel that was ugly, hard to learn, and stuffed full of content on every screen (so much data). Everyone agreed it needed modernization—it looked like it was from the early 2000s, after all!
So this designer set out to solve the problem, taking cues from modern consumer apps.
The new design simplified every screen. It broke apart huge pages into smaller, more focused ones. It used progressive disclosure to hide presumably insignificant information. And since today’s users don’t mind scrolling (ahem), the design incorporated white space in all of the usual places—around headers, content blocks, and in table rows. The breathing room was glorious.
It lasted one month before the company was forced to retire it.
Users absolutely hated the new system. Sure, the old system was ugly, but it had everything they needed, right at their fingertips! Their jobs were incredibly fast paced—they worked in a tech support call center and were rated on productivity metrics. They didn’t have time to click or scroll to find information while the clock was literally ticking.
In their eyes, this new system wasn’t an upgrade, it was a boondoggle. It wasn’t just a little frustrating—it made them mad.
A large business by its nature has massive-scale data and usually thousands of users who directly interact with it—searching, manipulating, reporting, and more. They need to move through that data quickly, without a lot of digging around in the interface.
Think of it this way: Just like you wouldn’t appreciate a dictionary with only 10 words per page (so many pages to flip through!), enterprise users don’t want systems that make them work to find the things they’re looking for.
But that doesn’t mean your interface has to be ugly.
Well-designed data density can present massive amounts of information on every screen, while still maintaining a clear and scannable content hierarchy. Done right, users can quickly and accurately access the data they need, without impacting their ability to read text or interact with the application as a whole.
Following are some recommendations on how to increase data density without decreasing the modern aesthetic of your application.
Before you start shrinking your font sizes to cram more data on every screen, see if all of that data is even necessary. Ask yourself:
* Can I eliminate redundant data? So many systems accidentally display the same data multiple times with slight variations. (Massive tables are the first place to start looking for duplicative information.) * Are there things my users really don’t need to see right now? If you don’t know, ask! Are they really using everything that’s available to them? * Can I do a better job of grouping related information? Not every discrete data element always needs its own table cell, even if that’s how it’s stored in the back-end system. See where you might reduce visual complexity by combining elements — for example, by putting a customer’s first and last name in the same field.
Harder to scanEasier to scan
“Spacing is essential for rapid reading of long, fundamentally meaningless strings, such as serial numbers, and it is helpful even for shorter strings such as phone numbers and dates.” – Robert Bringhurst, The Elements of Typographic Style
Appropriate typography is essential in an enterprise application. Font weights, kerning, and spacing all affect how quickly and easily your users can scan information.
* Consider using monospaced numbers when comparing digits between rows matters. * Consider decimal-alignment of currency when dollars and cents are important. * Keep line heights narrow, but be careful to use enough white space to separate objects cleanly.
Reduce the color of less-important content wherever possible. Using a conservative palette in your design makes the color you do use more impactful and open to interactive or visual meaning—like in error messages (usually red) or link text.
In the above example, note the prominence of the single red highlight in the gray-themed table, thanks to the lack of other color. Each row suffers slightly in its horizontal scannability, but at the gain of increased table-wide scannability. Consider what is more important for your application.
In discussing making more readable tables, Robert Bringhurst notes,
“There should be a minimum amount of furniture (rules, boxes, dots, and other guide rails for traveling through the typographic space) and a maximum amount of information.” – Robert Bringhurst, The Elements of Typographic Style
When increasing the density of your application, think about which elements on your page are ultimately aesthetic and not valuable to the internal logic and visual structure of the page.
Sometimes you just can’t be dense enough. When dealing with large data sets, long lists, complex tables, or page after page of results, sometimes the best solution is to enable users to take that data to another tool where they can interact with it differently.
Consider adding affordances for your users to export the data they’re looking at (or a superset of it! what if your export could include more data than you can fit on the screen?) via XML, XLS, JSON, or CSV.
Unless you can safely rule out touch-based interaction, don’t forget about minimum sizes for touch targets. For example, Material has good guidelines for the layout of touch targets on their accessibility page that you should definitely check out.
In recent updates to Material, Google included new standards that increase data density, making it significantly more usable for enterprise applications. They have well-considered, specific recommendations that come with a ton of wonderful examples of how density can affect your layout.
Enterprise designers can take a lot of great cues from consumer design, but functionality must always be our primary concern. That’s because our users don’t have a choice, they have to use the tools we design—if they don’t think a system is usable, they can’t decide to just go download a different one. So we owe it to them to put their daily productivity first—always.
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Necunos mobile device models come in 2:
NE_1: a high security mobile communications device targeted towards a niche high security communication needs for businesses and organizations. With the completely verifiable software designed security first, isolated chips, end-to-end-encryption and wiretap proofed, NE_1 is suitable for extreme security use cases.
NC_1: With the six operating system communities Necuno Solutions is trying to bring all six as a out-of-the-box choices for NC_1, from the web store. Some of these operating systems are still very early in development and will be best suited for developers and early adopters.
These sales directly benefit the communities, boosting growth and interest, unifying development efforts and part of the sale is donated directly to the organizations or to the target of their choosing.
“We created Necuno Mobile with enterprise customers in mind first, but as open-source operating system enthusiasts we also wanted to provide this platform to the free and open-source communities, and we hope this drives growth and interest towards them. Lets secure the freedom of mobile together” ends CEO Teemu Makkonen
#necunos #privacy #mobile #linux #deletegoogle #enterprise #necunomobile #security
I’ve hated enterprise sales since long before I started Puppet. I just didn’t know why.
Article word count: 2512
HN Discussion: https://news.ycombinator.com/item?id=19007221
Posted by aberoham (karma: 1418)
Post stats: Points: 191 - Comments: 34 - 2019-01-26T17:24:24Z
\#HackerNews #battle #enterprise #losing #sales #with
I’ve hated enterprise sales since long before I started Puppet. I just didn’t know why.
Photo by Tim Trad
You can either be a good example or a horrible warning. When it comes to enterprise sales, I had two horrible warnings before I started Puppet.
In 2000, I worked at Bluestar, a business DSL startup in Nashville. Pretty much everything that can go wrong with a startup did with this one: Founder was pushed out the week I started (I swear it wasn’t my fault), they raised too much money ($450m) and then spent it badly (e.g., on hardware that didn’t work and on salespeople that didn’t sell), they brought in a big business CEO who had no idea how to run a growth company, and then the regulatory framework shifted to highly advantage monopolies again so they all went broke. But in the meantime, I got to learn a lot, both about the problems that eventually resulted in my starting Puppet, and also about what does and doesn’t work in business.
At one point, the company decided to buy a new product. I honestly can’t remember what it was for. Something related to asset tracking? Or maybe some kind of operational monitoring software?
I don’t know. I just know I shifted from being a sysadmin to responsible for making it work. I wasn’t part of the team that decided whether to buy something, and if so, which one to buy, I was just designated to put their decisions into action. In the months I worked on it, I don’t think we ever even got it installed anywhere except on a test server, and at some point we just, ah, decided we didn’t need it any more. The project went away, so I returned to my old job. The executive who had made this horrible decision had the gall to say my moving back to my old role was a strike against me, and it would reflect on my tenure at the company. No worries, he was gone the next month.
This wasn’t just a software problem. While the company was slowly dying, they had an argument with EMC over a storage array they never should have purchased. A million dollars of hardware sat in a receiving warehouse for almost a year, because we would not accept it, and EMC would not take it back.
The second warning was during my brief stint at Bladelogic. I worked there for less than six months, but I learned a lot. Again, mostly what not to do. I was ostensibly a product manager, but in practice they just wanted me to maintain their lab and maybe write some justifications for how their product worked. Certainly they did not want to listen to me. My most memorable experience is being in an all-dev-team meeting when the most senior engineer said something like, “What does it matter what the customer thinks? They already bought the product.” Astoundingly, the CTO did not fire him on the spot, and instead just moved on, ignoring the comment entirely.
It was clear Bladelogic’s business model enabled them to just not care what their customers thought. Onlyprospects mattered. Once the deal was closed, meh, they got paid, no biggie. You literally could not upgrade their software without losing all of your data — you know, the stuff you’re using to build and deploy your whole infrastructure — and doing any real work with the system required that you do everything twice, once to deploy and the second time to update. But you’d never discover that unless you actually used the software, which would be long after their salespeople left, so who cares? Not them.
You can maybe see why I lasted less than six months. It didn’t help that I was commuting between Boston and Nashville, and I’d managed to rent an apartment at the center of a cold vortex in Boston where my roommate collected Grateful Dead grape juice.
So when I started Puppet, I didn’t know much, but I at least had some anti-patterns. I knew we had to care more about our customers successfully using the product than we did about closing the initial deal, and that selling to people who would not use the software was a bad idea.
It turns out, that’s not quite sufficient to develop an effective sales strategy. Who knew?
I was lucky enough to hire the best sales leader in Oregon, who was not only incredibly skilled and experienced, he was also used to entrepreneurs and found me relatively sane compared to bosses he’d had in the past. Where a bunch of our engineers complained every time I opened my mouth, this guy quietly soldiered on. That made our years-long argument much easier to manage.
Early on, I didn’t know enough to break down what I wanted and what I didn’t, or how to talk about the individual behaviors, so I just wrapped up everything I hated and called it “enterprise sales”. We weren’t doing that. Ironically, our sales leader agreed with most of my concerns, so it wasn’t a real fight in the normal sense, but there were multiple areas he was convinced we needed to change, and it’s hard to do that when your ignorant CEO just puts up a ward against the evil eye and changes the subject.
Within a couple of years, he wouldn’t even say the word ‘enterprise’, because I would jump down his throat, proverbially speaking.
In the first few years of building Puppet, I tended to focus on preventing sales from skewing our product plans. I wanted to be sure we built products to be used, not sold, and I didn’t trust myself or the team to be able to tell the difference. I think this was basically right, but today, I would know that you should treat ideas from sales like you treat those from customers:
Always listen to what customers tell you, but never do what they say.
The sales team has a limited lens into the product world. They are smart and highly educated about your customer, but that doesn’t automatically translate into good solutions.
This is a general risk at any company with sales teams, but you have an even more pernicious variant with enterprise sales teams: Being confused on who your customer is.
Are you building the product for the person who buys it, or the one who uses it?
Remember back to that product I tried to set up at Bluestar. It was purchased to solve a business problem, and the person who decided to buy it did so based on discussions with sales and, probably, looking very closely at a grid of check marks comparing it to its competitors.^1 Actually using it was someone else’s problem.
In fact, I was not going to be the user either — I was supposed to be its administrator. Some other team (support or installation, probably) was going to actually use it. So they were even further from the buying decision.
If you’re selling to the enterprise, getting a deal done requires that you convince the buyer that your product is a winner. That makes them the most important person at the customer. Now, a quality company would also involve users, administrators, and many others in a buying decision, but in the end, buyer decides. Two or three decades ago, these decisions were mostly made on the golf course, so schmoozing was the most important feature. Today, it’s a lot less corrupt, but not a whole lot more functional.
This brings us to the other problem in this separation between user and buyer: Enterprise sales is a team sale, not selling to one user. Suddenly you succeed based on your ability to manage the interpersonal relationships of warring sub-teams at your customer, instead of the strengths of your product. I distinctly remember a dinner with tens of customer employees, and there was almost a flashing DMZ between two teams, who had differing opinions on whether our solutions was the right one. Salesperson quality and experience begin to matter more than anything else, because you’re basically managing internal politics to get a deal done.
Where did the focus on our product go? How do we stay focused on building something our users love?
We don’t, really. It’s hard to sustain an effective a feedback loop that includes sales if they’re focused more on people and politics than products. Not impossible. But hard.
At a big company, you can begin to navigate this kind of cognitive dissonance — listen to your sales team, but don’t build the products they demand. But in the early days of Puppet, I knew I couldn’t handle it. I am not good at dissonance in general — I’m a bit too fond of the idea that there’s just one truth — but I especially knew my organization could not handle it. We needed to be 100% aligned, and that meant sales needed to be working on the same problems as our product teams. Thus, no enterprise sales.
As we got bigger, the other big problem with enterprise sales starts to show up: Wow is it expensive. Lew Cirne of New Relic told me the primary reason he sold Wily when he did is because he needed to $150m just to build out the sales team and it wasn’t worth it.
If you’re doing inside sales, you’ve probably got someone who can talk through most of the product, they can talk to ten or more customers a day, and only once in a while will they pull someone in to help get a deal done. Once you go enterprise, you have field reps who might be covering thousands of square miles of territory, so if you’re lucky they’ll do three meetings a day on average, and they need a sales engineer on almost every visit. They pull in an expensive executive for meetings as often as an inside rep would pull in a cheap sales engineer.
Yes, you can get much bigger deals done this way, but think about the disruption to your organization: Essentially everyone on your leadership team is taking time away from running the business, not to learn from customers but just to make them feel loved enough to write a big check. Your deals start taking nine months to close instead of six weeks, and getting a check signed begins to look more like a challenge level in a video game than a partnership to solve customer problems. And the boss fight of that game is the worst part of enterprise sales: Procurement.
I’m not in the habit of disrespecting roles or teams, and I think procurement is often staffed with experts who play a vital role in their company. But they are generally paid based on how much money they “save” the company. All that discounting that you have to do for enterprise clients? It’s because procurement’s bonus is based on how much of a discount they force you to give. Absolutely everyone knows this is how it works, and that everyone knows this, so it’s just a game. I offer my product for a huge price, you try to force a discount, and then at the end we all compare notes to see how we did relative to market. Neither of us really wants to be too far out of spec; I want to keep my average prices the same, and you just want to be sure you aren’t paying too much.
But because companies compensate procurement based on saving money rather than making good decisions about what to buy, we can sell crappy products at a steep discount but not good products at list price.
It’s a helluva boss fight.
There’s often a miniboss, too: Legal. They just want their pound of flesh, and often this seems more like a puzzle level than a direct fight. I recently saw a deal that had been in legal for a year. That’s too much puzzle for me. (Incidentally, I worked on that same customer more than 4 years ago. Talk about long sales cycles.)
So now you begin to see why I fought against enterprise sales: It encourages you to build the wrong product for the wrong person and then sell it the wrong way at the wrong price.
Why, then, is it so popular? Or rather, why is it so hard to avoid that despite my best efforts we ended up in an enterprise sales motion, which I then ran away from?
Well, first and foremost, if it works it’s incredibly lucrative. For all that Lew Cirne built New Relic in response to his experience at Wily, and pointedly avoided enterprise sales for years, once they went public they went through a dramatic transformation and added it in, because the money was just too appealing. The biggest companies buy the most software, and, well, the biggest companies want to be sold a specific way.
In many cases, you just can’t avoid it. That’s a lot of what happened at Puppet: Our products were built to solve problems that big companies have. Heterogeneous environments, every operating system and application known to man, complex networks, and heavy compliance needs. Turns out it’s rare that a company has all these problems but buys large software products like you buy toilet paper.
Our first deals at companies did tend to look very consumer-like. But once they wanted to expand to other teams, and especially if they wanted to cover the whole company, the relationship naturally switched to a team sale, where we’re having to work with legal, procurement, executives, and then reps from three or four other teams. Ideally someone inside the org is an advocate for our product, so it’s more facilitation than direct selling, but the problem still stands: This is a clear enterprise sale.
But when it works… wow. You start closing $100k deals, then $300k, then $1m, then $10m. This starts to add up.
And for all that I’ve said this is hard… it’s actually the easiest way to sell.
What’s actually hard is having the best product, and only ever winning based on merit. Enterprise sales is the default motion, and in many cases it’s chosen to paper over weaknesses in the product. After all, only the user would actually notice those; in a meeting with the CIO, procurement, legal, and project management, no one’s going to install the product and give it a runout.
We’re still super early as an industry in our understanding of how to build a product that doesn’t rely on enterprise sales. For all that Atlassian relies more on sales than it has said, there’s no question that they managed to avoid an enterprise selling motion. I’m hoping the next generations of software companies will learn from them instead of Workday.
In the meantime, hopefully this story of how I fought enterprise sales, and why, will help you make better decisions about how to build your own teams. At the least, maybe I can just be a horrible warning.
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"Die Enterprise wiegt 158 kg inklusive Besatzung. Du denkst jetzt sicher das ist eine sehr dumme Antwort aber in Staffel 3 Folge 10 der #Enterprise Serie mit Captain #Archer wird erwähnt dass die Zugkraft der Shuttles 2500 Kilodynn beträgt. Wenn man dazu die Geschwindigkeitsänderung kennt kann man ausrechnen dass die Enterprise nur 158 kg wiegt denn Kraft ist ja Masse mal Beschleunigung.
Ich gehe davon aus dass dieses geringe Gewicht durch ultraleichtes Baumaterial erreicht wird und die Besatzung kaum jemals Pudding ist."
ANOTHER MORNING IN ZOMBIELAND
Every day I wake up I'm increasingly bewildered....
"Yep.... they still don't seem to get it..... now the U.N. and friends admit ALL the money is a trick but they're still getting up and going to work for fictitious money acting like it's rael. Pope tells em they need to read the statement about how the RC is into black masses and rape with his support, but they're still going to Catholic Mass and schools. IsRaEl goes blatant apartheid state, mows down literally 1000s of semitic people under the claim the semitcs are anti semitic, calls it a "Great Day for peace" along with Trump while actively mowing folks down, and folks are still going to Zionist synagogues; they're still acting like the institutions & governments cool with all these parties are rael, and on and on it goes.
Another day in the zombie apocalypse and double tapping isn't exactly a practical option to resolving the zombies in this Zombieland."
drinks coffee..... prepares to face the zombie hoards
#Zombieland #Zombies #WTFTheory #Pope #PopeFrancis #PGate #Israel #Palestine #SouthAfrica #Venezuela #Argentina #Russia #America #UN #World #Government #GuberMente #Enterprise #Money #CryptoCurrency #CognitiveDissonance
lot of really intelligent ideas and thoughts so far that have thus far ignored overt and blatant vulnerabilities to whatever their stack may be (i.e. chipset issues such as Intel's ME) and/or seem overly stuck in centralized model past.
Enterprise is on the verge of eating itself apparently..... stumbling giants with lots of brains, lots of talk, and next to no idea about what to do.
#ITSec #NetSec #Security #Enterprise #Hacking #API #Networking #WTF
People like Buterin really really bother me.....
They just constantly lie and mislead without blinking an eye.....
But just to publicly answer Buterin's comment here, the answer is NO.
That "NO" issues from the observable basis that market handling was turned over to HFT and other algos (aka "A.I." aka "Advanced Idiots"). Simply given the speed at which the "Advanced Idiots" perform actions alone, there's no "normal" human alive that knows exactly what they are doing at any given time or why they're doing it. However, it should be noted what sectors facilitated and oversaw the Advanced Idiots being put into place to begin with. (see also: Everything you need to see the United Nation)
Beyond this simplistic answer, the following questions "illuminate" (pun intended) the architecture of what Vitalik is addressing in further detail:
A. What/Whom is the Ethereum Enterprise Alliance?
B. What involvement has the Bank Of England, Central Bank Of Russia, and Peoples Bank Of China had with Ethereum?
With the Bitcoin and Ethereum "spin off" known as Qtum?
C. Given the observable power requirements for the highest volume CryptoC's, what economic sector(s) has the means of being able to afford and sustain (up to current) such generation?
D. I'll just leave this here.....
Google Selfish Ledger
Buterin, I'm 99.9999% sure is every bit of aware of these issues (and more) as I am, and yet on a global lying, manipulate, and control tour he's been anyway. I will give a small nod to Buterin on this post, for while I don't know his total reasoning for making it, I'm fairly confident he made this posts as a public "hint" (dare I say "minor reveal") to public on the nature of both how global monetary economics has changed in handling and it's psychological control basis. The fact he's doing this on the heels of Google's "Selfish Ledger (aka 'blockchain')" I suspect is not coincidental at all.
Nothing but Tulips and the dance of BRAGGING Mad Hatters.....
#CryptoCurrency #Ethereum #Qtum #Bitcoin #Bancor #Tezos #Tzero #NATO #BRICS #HFT #BehaviouralAnalytics #BehaviouralModification #Enterprise #Economics #Fiat #Psy #Psychology #MonetaryTheory #AI #AdvancedIdiots #VitalikButerin #Buterin #Rothschild #RC #Church #RomanCatholicChurch #Talmud #Golem #Banking #Markets #UBI #UniversalBasicIncome #UnderstandingArchitecture