Headless Embedded Systems March 26, 2012
Posted by Gary Felberbaum in : Uncategorized, add a commentSomething I have started to notice is the growing use of tablets to serve as the primary user interface for real-time embedded systems. This is in direct opposition to the long term tendency for embedded systems to sport integrated and increasingly sophisticated user interfaces.
At first glance this does not appear to be such a good idea due to the economics. The unit cost of a tablet is quite expensive. Only certain embedded systems could even consider the use of a tablet as the primary user interface due to the cost factor. However its use can make sense, in certain products, especially when considering the total cost of creating a custom graphical user interface.
Integrated graphical user interfaces require custom electronics and software. Much of the development is geared to integrate the user input and display devices with the rest of the system software. A great deal of software is often required to simply display data to a user or receive input from the user. This software device layer often takes a significant chunk of the development time and resources. And the application program that the user interacts with must still be written.
In the past year, several companies I have met with are considering the use of tablets or even smart phones for their user interface needs. They expect to reduce the complexity and the cost of developing the new product by essentially eliminating custom development of a graphical user interface. Leveraging an off-the-shelf solution enables the companies to get their product to the market sooner.
So I am curious, are you also seeing this as an emerging trend?
Innovation – Simple Is Best June 20, 2011
Posted by Gary Felberbaum in : Uncategorized, add a commentAs I recover from minor foot surgery I discovered an important fact. The use of crutches is exhausting. The only thing required of me to heal properly was not to put any weight on the foot. Sounds easy but after a few days I found the use of crutches to be limiting and exhausting. Facing six to eight weeks on crutches I began looking for alternatives.
A friend of mine recommended a Knee Walker. At first the scooter, as I prefer to call it, did seem laughable. But when I tried one I could see how such a simple device could be so helpful. After using one for the past 6 weeks I am a huge fan.
So what did I learn from this experience? Some of the most innovative products are the simplest. Entrepreneurs, inventors and engineers thinking of the next great breakthrough product need to ask themselves two simple questions.
What problem am I trying to solve?
What is the simplest way to solve it?
That is a good start for any new endeavor.
To the Cloud March 11, 2011
Posted by Gary Felberbaum in : Uncategorized, add a commentThe next big software war to be fought is in the cloud. I have been following Google Apps since its inception as an offshoot of gmail. Google’s ever improving suite of online software has evolved into Google Docs and for businesses, Google Apps. It is an economical choice for a small business to provide protected email, shared calendar, messaging, software applications and shared access to documents with NO I.T. responsibility.
Now there is a new kid in town, or soon to be. Microsoft is about to debut Office 365. It will compete directly with Google Apps for business and provide a hosted productivity and collaboration environment for businesses. Small businesses who typically cannot afford an I.T. staff or who do not want to maintain their servers will now have a choice.
Google and Microsoft are providing an integrated suite of common office applications PLUS a collaboration platform PLUS messaging. When offered at an affordable price it becomes very appealing. Especially when it does not involve those dreaded server updates and reboots. Let some one else worry about that.
So let’s see how this develops, there are many questions. Does our internet infrastructure provide the kind of responsive we have become accustomed to with our desktop/notebooks and local area networks? How many businesses are going to adopt Cloud computing and store important documentation somewhere out there? How safe, private is this data?
Many questions, the story is now unfolding.
DroidX is a Mighty iPhone Competitor October 12, 2010
Posted by Gary Felberbaum in : Uncategorized, add a commentTired of waiting for the iPhone to be available on the Verizon network I decided to jump onto the Android bandwagon and abandon my Blackberry Storm. The rumor mill continues to heat up with stories of an impending CDMA iPhone available in 2011. I am happy to report that after only two weeks of using the new Verizon 3G Motorola DroidX I really think Apple has very serious competition.
A couple of my concerns about the Droid-type phones were the quality of the user interface and the availability of business oriented Apps (iPhone set the bar very high). Both of these concerns were totally unwarranted. The DroidX’s gesture based user interface works well and is very intuitive. The new Swype technology allowing one to trace out a word on a displayed keyboard is truly amazing. At first I thought it might be gimmicky or even a throwback to Palm’s Graffiti language. However, it is neither of these. I find it to be a major productivity enhancement in creating messages, documents or emails over the multi-tap on-screen keyboard.
What can I say about Apps, there is simply no shortage. Like the iPhone there are tens of thousands of Apps from which to choose. Some are free and some may be purchased. Unlike the iPhone, where there is one central location for Apps, the Android world provides several alternative websites to choose Apps. I am just beginning to discover them; more on this in a later post. The phone came with about 2-dozen Apps. Many of which are very useful. My favorite is Navigator, a voice activated and turn-by-turn spoken navigation system. It is based upon the built-in GPS system and provides a real-time traffic overlay. Well almost real-time.
The first App I needed to find was one to link the DroidX to my company’s Microsoft Exchange Server for email, contacts, calendar and tasks. There were several to choose from in the Android Market and I selected TouchDown (NitroDesk). I downloaded a free and fully functional trial of the App. After spending a few minutes to enter login and server information I was connected to my company’s server. Within 15 minutes I had all my Exchange emails, contacts, events, and tasks on my new DroidX. No more local synchronizing! All updates between the phone and the Server are via the 3G-network or WiFi the updates are immediate.
Of course the Android syncs with the entire Google eco-system of Gmail and its associated apps. You need to enter a Gmail address and you all your Google data is now available on the phone. Other email accounts work well and are easy to setup with the built-in mail application. In future posts I will talk more about some of the business oriented Apps and yes, fun Apps, I am now discovering. If anyone out there has any specific MUST HAVE apps please speak up.
Oh, one other thing, it is a pretty darn good phone!
CT Small Business Climate April 16, 2010
Posted by Gary Felberbaum in : Uncategorized, add a commentI recently attended the 2010 Connecticut Gubernatorial Forum on Jobs, Innovation & Technology sponsored by the CT Technology Council. The event was held at GE’s edgelab (edgelab.ge.com) at the UCONN campus in Stamford. Both Democratic and Republican candidates (11 in all) participated. The format was a question and answer panel discussion. It was not a debate.
The audience was composed of representatives from the technology and business community. The intent of the forum was to hear each candidate’s position on the issues facing CT technology business. Specifically job growth, transportation, energy costs and in general, simply improving the business climate in CT via innovation and technology.
First a few stark quotes about the current state of CT business from various candidates:
1. CT is last (50 out of 50 states) in job retention
2. CT is 46 out of 50 states in small business growth
3. CT has the most expensive energy costs (76% above the National average)
4. CT is losing more young people than any other state
5. Only CT and Michigan have had 20 years of negative growth
The picture painted was bleak, especially considering that CT has a $3-$4 billion deficit looming in the coming years. All candidates were in agreement that the same-old way of doing business has failed and MUST change. They recognize that small companies are the engine of job growth in CT and that CT MUST get better at attracting and keeping business. It must create an environment where small business and innovation can flourish.
How can CT redefine itself? Few specifics offered, but some general themes emerged.
Create an atmosphere of consistency. Frequent legislation and tax code changes in CT has created an atmosphere of uncertainty. Candidates stated that CT companies do not feel they can not place any credibility in a 5 or 10 year-plan. One example was the favorable tax climate to attract and grow media and movie business in CT. Unfortunately this was followed in just a few years by a turn-around in policy.
Many candidates stressed the need for the Governor to be more open and proactive in attracting business. Become an effective partner with the business company. One way of accomplishing this is to combine the more than 220 State Agencies and then streamline their operations. This was considered essential however due to its disruptive nature in displacing workers very difficult to achieve.
Leverage the many Universities in the state to create a culture of innovation. The success of the Yale and biopharma industry or the GE edgelab and UCONN relationship were cited as success stories. All except one candidate wanted to expand the funding of the very successful Connecticut Innovations quasi-state agency to start-up new tech businesses.
So whoever is elected as the next Governor of CT will face a huge set of challenges but could really make a difference.
Selecting a Channel Partner December 31, 2008
Posted by Gary Felberbaum in : Uncategorized, add a commentOne of the challenges I face this year is selecting and managing channel partners. Although this is not entirely a new experience it is the first time that I have determined to actively manage the relationships. In the past, partnership arrangements have been created solely by expertise in a certain technology. For example we became experienced with a specific microprocessor family and toolset and developed a solution partner relationship with the vendor. The relationship was casual with few interactions. And as one might expect we had had mixed results; some referrals, some proposals, and minimal actual work.
I began to think whether having channel partner relationships are really helpful towards meeting our business development goals. I believe they can be. But I need to figure out how to make the partnership work.
So I began asking questions.
- How can I know which company is the right one to establish a relationship?
- What type of company should I be evaluating (i.e. service or product)?
- How much time and money should I invest in the partnership?
- How does our company add value?
- How can I project a business return?
- Are our business interests aligned?
I have many more questions with few answers so far. But it is a beginning. I will have more to say about channel partnerships as the year progresses.
Business Planning, where is the real value? February 8, 2008
Posted by Gary Felberbaum in : Uncategorized, add a commentAs we finish up this year’s business planning process for Advanced Decisions I look back at all the discussion and ideas debated. As with any practical plan, not everything desired could be included. There remain some pretty good thoughts sitting on the sidelines waiting for their moment.
We see many threats that can and will impact our business. Not the least of which are the current global economic turbulence and continuing tight labor market in certain areas. However, having a plan that includes realistic threats and risk mitigation strategies allow us to approach the new fiscal year with a sense of optimism and confidence.
The value of our Business Plan is that we can visualize how to achieve our goals.
Happy New Year January 9, 2008
Posted by Gary Felberbaum in : Uncategorized, add a commentAfter a prolonged absence, I am back. Writing, for me, is difficult. I find myself doing almost anything to avoid it. This is not a good formula to become an active blogger. Something needs to change … me.
Effective communications is essential to most every job. And it is especially so for a consultant. Gathering and writing requirements for the next project is at least as important as the system architecture, design and code. I believe that regular writing in any venue will improve writing in all areas.
The blogosphere is full of serious writers, reporters, journalists and just plain ordinary folk who have something to say … hopefully something interesting. I plan to fit in the latter category.
I look forward to hearing from you. Please comment, criticize, question; let’s create a dialogue.
Is your technique working? June 8, 2007
Posted by Judi Otton in : Uncategorized, add a commentI’ve been working on improving my sales skills, and one thing I’ve been reading a lot about is “Question Based Selling.” It says, engage your prospect in conversation, earn their trust, and learn about their issues before proposing anything. Makes sense.
So I was at a trade show yesterday, wandering the floor and wandered into a booth and asked the man there to tell me what his company did. He gave me something very vague then asked me a series of questions about my company and past experiences.
I answered quite a few of them before I realized that he either did not understand me or was not listening to me because the follow-on questions did not make sense. I finally asked him again if he could tell me what his company did. He replied again that the did many things, and at this point asked me if it made sense for us to meet and continue talking.
By this time, I was a little annoyed that he would not answer my questions and my first reaction was “no it does not make sense for us to meet.” It was not until later that I realized that he was probably new and probably asking the questions that he had memorized, but the key was, that his technique was not working. I think that’s an important observation whether you’re selling, managing people, or developing software. Know what’s working and what’s not. In order to do this you need to pay attention to the results you’re getting. Even the best technique does not always work and we all need to be flexible. Have plenty of tools in your toolbox, and use them wisely.
Part 2 — What can you do when a project goes terribly wrong? June 4, 2007
Posted by Gary Felberbaum in : Uncategorized, add a commentIn my previous blog I recommended steps to follow and pitfalls to avoid once a project is in trouble. Now that we have a strategy for change and have management buy-in, it is time to take action.
It is best to start by assembling the entire project team and communicating the change strategy. In order to turn-around a failing project effectively you need buy-in from all the team members — even those not directly involved in implementing the change.
The project plan and schedule needs to be revised and shared with all team members. This is a good time to ask a few questions. Do we have enough or the right resources to move forward? Do we have the right tools? One common outcome I have noticed with projects that get into trouble, is that the original project team did not have the appropriate level of expertise in a new technology. To turn the project around you may need to add a temporary resource with special skills. Find this resource(s) – fast! Get the right tools. Then update the schedule.
Once the Team is assembled, start at the beginning. Review Requirements, Architecture, Design and Test Procedures, in that order. Make necessary modifications before starting development.
As you can see there is a lot of legwork before you can effectively change the course of a project, but you must do it for the project to be successful.
