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Most technical manuals or publications are boring and hard to read, but this one is "down to earth" and does not waste your time with unecessary theories or opinions. It a must have book for those who are involved in troubleshooting or designing internetworks using Nortel Networks Layer 3 switches.
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In his subsequent book, Inside the Tornado, Moore's use of the "tornado" metaphor correctly suggests that turbulence of unprecedented magnitude has occurred within the global marketplace which the WWW and the Internet have created. Moreover, such turbulence is certain to intensify. Which companies will survive? Why? I have only one (minor) quarrel with the way these two books have been promoted. True, they provide great insights into marketing within the high technology industry. However, in my opinion, all e-commerce (and especially B2B) will be centrally involved in that industry. Moreover, the marketing strategies suggested are relevant to virtually (no pun intended) any organization -- regardless of size or nature -- which seeks to create or increase demand for what it sells...whatever that may be. I consider both books "must reading."
Crossing the Chasm is the most influential book about high technology in the last 10 years. When I meet with CEOs of the most successful high technology firms, this is the book that they always bring up. What most people do not realize is that Geoffrey Moore did an excellent update of the book in a revised edition in 1999. If you liked the original, you will like the revision even more. It contains many better and more up-top-date examples, and explores several new ways that companies have crossed the chasm that he had not yet observed in 1991 when the original came out (such as "piggybacking," the way that Lotus 1-2-3 built from VisiCalc's initial success).
If you plan to work or invest in any high technology companies, you owe it to yourself to read and understand this book. The understanding won't be hard, because the material is clear and well articulated.
The book's focus is on a well-known psychological trait (referred to as Social Proof in Influence by Robert Cialdini). There is a potential delay in people using new things "based on a tendency of pragmatic people to adopt new technology when they see other people like them doing the same." As a result, companies must concentrate on cracking the right initial markets in a segmented way to get lots of references and a bandwagon effect going. One market segment will often influence the next one. Crossing the Chasm is all about how to select and attack the right segments.
Many companies fail because innovators and early adopters are very interested in new technology and opportunities to create setrategic breakthroughs based on technology. As a result, these customers are not very demanding how easy it is to use the new technology. To cross the chasm, these companies must primarily appeal to the "Early Majority" of pragmatists who want the whole solution to work without having to be assembled by them and to enhance their productivity right away. If you wait too long to commercialize the product or service in this way, you will see your sales shrivel after a fast start with the innovators and early adopters.
The next group you must appeal to are the Late Majority, who want to wait until you are the new standard and these people are very price sensitive. Many U.S. high technology companies also fail to make the transitions needed to satisfy this large part of the market (usually one-third of demand). The final group is technology adverse, and simply hopes you will go away (the Laggards).
The book describes its principles in terms of D-Day. While that metaphor is apt, I wonder how well people under 35 know D-Day. In the next revision, I suggest that Desert Storm or some more recent metaphor be exchanged for this one.
The book's key weakness is that it tries to homogenize high technology markets too much. Rather than present this segmentation as immutable, it would have been a good idea to provide ways to test the form of the psychological attitudes that a given company will face.
The sections on how to do scenario thinking about potential segments to serve first are the best parts of the book. Be sure you do these steps. That's where most of the book's value will come for you. Otherwise, all you will have added is a terminology for describing how you failed to cross the chasm.
I also commend the brief sections on how finance, research, and development, and human resources executives need to change their behavior in order to help the enterprise be more successful in crossing the chasm.
After you finish reading and employing the book, I suggest that you also think about what other psychological perceptions will limit interest in and use of your new developments. You have more chasms to cross than simply the psychological orientation towards technology. You also have to deal with the tradition, misconception, disbelief, ugly duckling, bureaucracy, and communications stalls. Keep looking until you have found and dealt with them all!
May you move across the chasm so fast, that you don't even notice that it's there!
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The author complains that religion should be giving us the ability to transcend the human condition, not science, forgetting that science (scientism) is the religion of people today. The people he lavishes contempt on are extending the limits of that realm.
Regis loves the adjective hubristic. He can hardly get a page without it. Okay, some of these people are nuts. But I admire their imagination, and would have liked to learn about their (sometimes ridiculous) flights of fancy without the pomposity of the narrator. These nuts are following their ideas, wherever they take them, even to the edge of the universe. Regis place himself far above them, judging and condemning. Who is closer to humility?
Regis sets about acquainting the reader with just how bizarrely the thought processes of the world's most brilliant scientists operate, and some of the technological visions they are wont to put forward, without the slightest regard for realism or potential for success. There's the 'wrap the sun in a big insulator jacket and harness its heat' idea, space colonies, Olympics in space (which one physicist in the 70s predicted as achievable for 2005), mind-downloading and countless other truly incredible visions for the distant future.
Regis narrates these stories very adeptly - not least because he recognises that a certain amount of humour and gentle mockery is needed to keep the reader from thinking he has stumbled across MIT's version of Mein Kampf. Every page is thought-provoking (if only the thought 'you damned fools'), and if nothing else I'm looking forward to the brain-copy-on-a-floppy-disk that I am promised, as a backup every time I forget my own bank PIN number.
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Mr. Bates has gathered a lot of information and has presented it in an interesting, readable manner. I have read a lot of technical material that has babbled on and on but not told you anything of interest. This book is succinct and easily readable. If you are a person working in the communications networking field or just interested in it, this book is a MUST read.
Optical Switching is a major development in technology that you need to be familiar with to see where the industry is headed. I enjoyed the book and would recommend it to anyone with an interest in this area.
Being somebody who worked in some of the areas, I find most of the definitions and discussions in the book far from being precise, and incomplete. The author tries to cover too much, but in my opinion fails to do so. It just touches some technologies.
My biggest surprise was to see a book of such advanced topics with no references, or bibliograpghy, apart from some ITU Specs or IETF docs inserted into the text. The author probably has a lot of knowledge in a lot of areas, but the book should be able to point towards the real source of the information or provide pointers for more interested readers.
I must admit that I consider the money I spent on this book wasted.
I personally would have liked to see a preface, and read about the aim, intended audience of this book.
Also, you should add a 0 star rating level.
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If you're the kind who gets portraits taken every year to send to relatives, the designs are pretty nice. Pass the sweater down every year to the next kid:)
The other items, hats, toys, etc, were okay, but nothing special.
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VADCH:4E's table of contents is sure to impress; it mentions T carriers, VPNs, X.25, Ethernet, Token Ring, FDDI, SMDS, Frame Relay, ISDN, ATM, DSL, SS7, LNP, Cellular/PCS, WAP, 3G Wireless, SONET/SDH, and other key telecom systems and concepts. Unfortunately, I rarely finished a chapter with a good grasp of the material. I desperately searched for clues to questions I felt were key to understanding each technology. Rather than launching into an extended discussion of each system, I would have preferred hearing exactly how each technology works, with comparison to other technologies. More is not better if the "more" isn't helpful!
VADCH:4E is advertised as being "straightforward and jargon-free." This approach supposedly appeals to management types. In reality, the book swings wildly from mind-numbing grade-school-level analogies to material only understood with outside references. A 1074 page book needs to pick a writing style and stay the course. Otherwise, it alienates both nontechnical and technical readers. (Incidentally, technical readers may wonder why the authors believe Windows screen savers contribute to LAN traffic; see page 674 to read this odd claim.)
On a positive note, VADCH:4E consistently offered useful information on the history and business rationale for many telecom systems. Many of the connectivity diagrams were excellent. (These were usually offset by cheesy "clip-art" type graphics elsewhere, unfortunately.) VADCH:4E also includes descriptions of the framing formats for most telecom transmission systems.
Overall, I don't recommend reading a book this large if it doesn't answer the key questions I expect readers to ask. While I'm more familiar with telecom basics after reading VADCH:4E, I still hope another book makes more sense of the telecommunications environment.
Not only do the authors'offer lucid explanations, but the book is interesting to read. When was the last time you could say that about a technical book?
I would rate this book a must have for anyone in the telecom field at over 900 pages it packs the info in!
I bought into his reasons in the first chapter and as a result, I could have, should have gone directly to chapter 7.
-AV
The inconsistency on the field -- beating Michigan at home in the first night game at ND Stadium in 1982; beating No. 1 Pittsburgh; to the 13-13 tie against Oregon, losing 4 straight years to Air Force; the 55-6 Miami debacle in 1985 --is not explained here. But an insight into Faust beyond anecdote is.
Faust blames the inconsistency on the revolving door coaching staff. ND followers know, only too well, this to be only partially correct.
But the book does provide wonderful anecdotes about the people, games, and times of Notre Dame in the early to mid-1980's.
You will put down this volume convinced Gerry Faust is a selfless, Christian man who well represents the University -- a true Notre Dame man. His shoddy treatment at Akron is detailed in surprising candor.
The volume fails to explain, however, the mediocrity of his teams.
At least under Faust, you never knew which ND team would show up (see e.g.'s above). This inconsistency certainly beat the boredom of watching Bob Davie's arguably worse team in 1997.
Well worth the read for those associated with Notre Dame during this time frame. You will leave the book recommending Faust as a wonderful ambassador for the University, if not a very good football coach. And he will make you reflect on what good you have done for others, for he has surely done much.