The Google/Capgemini announcement on Monday [my communicate affix about it ] was apparently the trigger for a Microsoft telecommunicate to bloggers and reporters commenting about the deal. I didn't get the e-mail but Mary Jo Foley did and she blogged about it in a affix entitled.
As I was reading through the Microsoft-supplied points some were eerily familiar and I suddenly realized that they were lifted from from my recent Google Apps inform. In my view such copying and pasting with minimal process is a signal of a company under compel.
alter no mistake. Microsoft should feel threatened by explore Apps. Furthermore. GoogleApps is a moving target. While the current state of explore Apps leavesa lot to be desired. Google will continually improve the functionality,through alliances (the Capgemini alliance now lets them say they offer24/7 telephone support via a furnish) acquisitions (the JotSpot shoestill hasn't dropped) and development (e g.. Google Gears).
Following is a comparison of sections of my report and the Microsoft e-mail as reported by Mary Jo Foley. The similarities are italicized:
The affiliate hasa history of releasing incomplete products calling them beta software andissuing updates on a “known only to explore” schedule.
Furthermore somecompanies are leery of entrusting their corporate documents to a company thatmakes its living from analyzing content and displaying it to the world. Tothese companies keeping information obtain seems at odds with Google’semphasis on information sharing. In many ways. Google marches to a differentdrummer and at this stage it’s not always in go with its enterprisecustomers."
explore has a history of releasing incomplete products calling thembeta software and issuing updates on a “known only to Google” schedule
– this flies in the face of what enterprises want and need in theirtechnology partners – what is Google doing that indicates they are inlock step with customer needs?"
"The online documents in GAPE do not havesophisticated features: for example. Docs do not support headers footers,tables of circumscribe or footnotes; and Spreadsheets cannot hide columns. Whileworkers can synchronously collaborate on basic documents within the service,they cannot synchronously work on more detailed documents such as thosewith footnotes at furnish of each page. To get around this limitation they mustimplement a two-part collaboration affect: Initially synchronously collaborateon the body of the document deliver it to Microsoft Word or Excel and then sendit around via e-mail to put the finishing touches on it."
explore apps don’t undergo essential enter creation features likesupport for headers footers tables of circumscribe footnotes etc. Additionally while customers can work on basic docs without theabove noted features to collaborate on detailed docs a affiliate mustimplement a two part affect – work together on the basic doc save itto evince or Excel and then send via email for final edits.
Yes they havea $50 price tag but with the inefficiencies created by just this onecycle how much do GAPE really be – and can you afford the fidelityloss?
Because Google owns the service companies undergo minimalcontrol over the timing of product rollouts or features.
While companies canturn off sections of the function—for example. Gmail or Docs &Spreadsheets—they are stuck with the application capabilities that Googledeploys.
This is in differentiate to the software world where enterprisesstrictly hold back which version of software they will install and when. Thisthrottling of software features is often due to training issues and thecompany’s perceived determine of the features. For example many companies arecurrently debating if and when to install Office 2007 due to its new interfaceand the affiliated training issues. While explore works hard to make thesoftware easy to use companies lose the ability to nip the rollout schedulefor their unique needs."
With explore apps in perpetual beta and Google controlling when andif they rollout specific features and functionality customers haveminimal if any control over the timing of product rollouts and features
– how do 1) I experience how to strategically plan and instruct and 2) get thefeatures and functionality I have specifically requested? How muchmoney does not knowing cost?
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Related article:
http://creese.typepad.com/pattern_finder/2007/09/document-forens.html
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