So where do you want to go tomorrow? That's the question Bill Gates tries to answer in Business @ the Speed of Thought. Gates offers a 12-step programme for companies wanting to do business in the next millennium. The book's premise: Thanks to technology, the speed of business is accelerating at an ever-increasing rate and to survive, it must develop an infrastructure--a "digital nervous system"--that allows for the unfettered movement of information inside a company. Gates writes: "The most meaningful way to differentiate your company from your competition ... is to do an outstanding job with information. How you gather, manage and use information will determine whether you win or lose."

The book is peppered with examples of companies that have already successfully engineered information networks to manage inventory, sales, and customer relationships better. The examples run from Coca-Cola's ability to download sales data from vending machines to Microsoft's own internal practices, such as its reliance on e-mail for company-wide communication and the conversion of most paper processes to digital ones (an assertion that seems somewhat at odds with the now-infamous "by hand on sheets of paper" method of tracking profits that was revealed during Microsoft's antitrust trial).

While Gates breaks no new ground--dozens of authors have been writing about competing on a digital playing field for some time, among them Carl Shapiro and Hal Varian in Information Rules and Patricia Seybold in Customers.com--businesses that want a wakeup call may find this book a ringer. With excerpts in Time magazine, a dedicated Web site and an all-out media assault, Microsoft is working hard to push Business @ the Speed of Thought into the international dialogue and for many it will be difficult to see the book as anything but a finely tuned marketing campaign for the forthcoming versions of Windows NT and MS Office. Nevertheless, as Gates has shown time and time again, he, Microsoft, and perhaps even this book you may ignore at your own peril. --Harry C. Edwards, Amazon.com

2004-05-28 Sharing Is Good, But What Should Be Shared?

One of the primary benefits of a human nervous system is to allow the senses and the mind to be in close contact. This is most helpful to alerting us to opportunities and dangers so we respond more quickly.

When the nervous sytem is working well, this is great. Disease can cause these signals to be scrambled, and the individual fares poorly.

In this book, Mr. Gates argues persuasively for having a digital counterpart to the human nervous system. What he fails to focus on enough is how to identify what data to capture, how to turn data into knowledge, and how to turn knowledge into timely action.

For those subjects, you'll have to read Bill Jensen's book on Simplicity. If you only have time to read one or the other, I suggest Simplicity over Business @ the Speed of Thought.

The wired world easily overwhelms. Timely e-mails can turn into hundreds of e-mails. Data can turn into overwhelming quantities of confusion. Without the skills and tools to do data mining, the digital nervous sytem may just make things worse. Think about it.

A reason for being concerned about this point is the history of Microsoft itself, usually having to buy or copy innovations by others to advance its technology . . . usually arriving after targeted dates with software that crashes all the time . . . usually arriving with software that is so filled with unecessary features that it runs more slowly than typewriters did in the predigital age.

My sense from a recent site visit to Dell Computer is that Dell is far ahead of Microsoft in communicating and acting on information. I suggest you read Direct from Dell instead of this book if you only have time to read two books.

From a man who is supposed to be a great visionary of technology, I was quite disappointed in this book. I only saw a flawed vision that was more backward looking than forward looking.

This book wasn't timely when it came out . . . and time hasn't been good to its message.