Global Nerdy

Hey, other tech news sites.

We understand the internet ecosystem — borrow a little from this site, grab an image from that site, quote and link to a couple of blog articles — and we think it’s all good.

We notice that in the rush to write articles about “Clown Co.” — you know, the partnership between News Corporation and NBC Universal to create a “YouTube killer” — that while references to Google’s coining the name for the partnership abound, there is a paucity of actual clown images being used in the stories, even in tech news sites known for their snark and smart-assery (Valleywag, we’re lookin’ right atcha).

Because we at Global Nerdy live to serve, we hereby provide this image for you to use in your articles. It features Insane Clown Posse, a ridiculous hip-hop band with a follwoing among “the kids”. There are some similarities between ICP (as the band is often called) and Clown Co.: it’s a partnership of two, both ventures are kind of hard to explain, and hey, we felt like poking fun at them. Here’s the pic:

Feel free to use it wherever you like — just credit Global Nerdy, okay?

Don’t say we never did nuthin’ for ya.

As George mentioned in his earlier posting, “Clown Co.” is Google’s internal nickname for the joint venture by News Corporation and NBC Universal to create a competitor to YouTube. The name’s catching on; Michael Arrington uses it in his latest TechCrunch piece titled Dear Clown Co.: Name This Thing Fast Before Its Too Late. I have a hunch that it’s already too late, a fact that will annoy both NewsCorp/NBCU partners (and possibly the company whose actual name is Clown Co).

In his article, Arrington lists a number of red flags that came up during Clown Co.’s media/analyst call featuring NewsCorp CEO Peter Chernin and NBCU CEO Jeff Zucker:

Isn’t that just like a clown: bringing a TV to an internet fight. The two key messages being pushed by Clown Chernin and Clown Zucker were “respecting copyright” and “creating the largest advertising platform on earth”. Arrington nails it with his comment: “That may be good messaging to stockholders, but it isn’t what the public cares about.”

Why would I want to watch TV when I can watch it smaller and blurrier? I wish that line was mine, but it’s from last night’s Daily Show segment on YouTube and Viacom. It may have been a joke for John Stewart, but it actually sounds like Clown Co.’s strategy. They made almost no mention of user experience, save for “we are shocked at the willingness of the consumer to sit through the whole show with ads on NBC.com”, which suggests that they have no idea why YouTube is so popular.

Maybe they’re scared of clowns. Only two networks signed up, and Viacom didn’t join in.

These clowns don’t know what they’re getting into. YouTube, now with added Google, have the experience and infrastructure to run web apps that are simple enough to get out of the user’s way and powerful enough to be useful and compelling.

These clowns have history working against them. Valleywag brought up the case of MusicNet, the BMG/EMI/Sony alliance that was formed to take on Napster and eventually became a flop that was named by PC World as one of the worst tech products of all time.

Even vaporware has names! By not giving even an interim codename to their already vague and amorphous project, they made their project hard to talk about and left the door open for anyone to stick it with a moniker that they’ll be stuck with. Letting their Google/YouTube competitors do that was even worse. To borrow a line from the Bart Gets an Elephant episode of the NewsCorp property The Simpsons, “How about those clowns at Clown Co.? what a bunch of clowns.”

This San Jose Mercury News piece makes me wonder if they’re looking for a tech evangelist…

When it comes to vacation, Netflix has a simple policy: take as much as you’d like. Just make sure your work is done.

Employees at the online movie retailer often leave for three, four, even five weeks at a time and never clock in or out. Vacation limits and face-time requirements, says Netflix Chief Executive Reed Hastings, are “a relic of the industrial age.”

“The worst thing is for a manager to come in and tell me: `Let’s give Susie a huge raise because she’s always in the office.’ What do I care? I want managers to come to me and say: `Let’s give a really big raise to Sally because she’s getting a lot done’ – not because she’s chained to her desk.”

[via my cousin Rafy]

Don’t bother, they’re here:

News Corp. and NBC Universal said today that they were creating an online video site stocked with TV shows and movies, plus clips that users can modify and share with friends.

The two companies enlisted help from some of Google’s biggest Internet rivals. The News Corp.-NBC Universal partnership has deals with Yahoo Inc., Microsoft Corp., Time Warner Inc.’s AOL and News Corp.’s MySpace to place videos in front of their collective audience of hundreds of millions.

It’s telling that these guys aren’t suing a la Viacom. My guess is that even if Google could offer iron-clad assurances that users couldn’t upload their content, NBCU and News Corp still wouldn’t do a deal with them. As far as they’re concerned, a deal with Google leaves money on the table: why should they accept 70 cents of every advertising dollar for their content? The logical response is to build their own destination site and sell the advertising themselves. Selling advertising is, after all, what they do. How could they sit back and let some internet upstart supplant their whole business model?

I’m one of those people who sees much more than “pirated” content as having been the key to YouTube’s success. And while YouTube might not be the right partner for large media companies, they’re certainly a good partner for smaller players who couldn’t otherwise afford distribution on this scale. YouTube, in other words, has nothing to worry about. They’ll still be the dominant distribution channel for “amateur” video (the kind that creates web-scale flash floods of traffic), as well as the partner of choice for professional, independent producers looking to end-run the gatekeepers of Big Content (NBCU, News Corp, Viacom/CBS, Disney, Sony).

On the flip side, the new partnership has a great base of brand-name content; they have a built-in audience in the millions. If the service provides value to users beyond what they get from their DVRs, or Apple TV/iTunes Store, there could absolutely be some incremental value here to Big Content.

*Google’s name for NBCU/News tie-up? “Clown Co.”

Technorati Tags: Google, NBC Universal, News Corp, YouTube, Big Content

If you’re like me and Twitter only from a computer, you’re probably annoyed with the slow load time of the Twitter site. Using IM was an option, but as of this writing, the IM system is still down.

If you’re running a Mac or Linux and have curl installed (I believe it’s installed by default on Mac OS X), you can send “tweets” — that’s what they call Twitter messages — using the command line. Open up a terminal application and enter the following, all on the same line, substituting your username, password and message where appropriate:

curl -u your-twitter-username-here:your-twitter-password-here -d status="Your message here" http://twitter.com/statuses/update.xml

The Valvolo.com online store carries USB warming kneepads. Here’s the copy from the catalog page:

You can have a pair of USB heating gloves when you feel your hands freeze. You can have a pair of USB heating shoes when you feel your feet freeze. However, you will wonder how about the icy knees? Don’t worry! A pair of USB heating knees can help to keep your feet toasty while you are working near the computer under a chilled environment or in winter time.

As of this writing, they’re going for US$19.99 with $6.00 shipping and handling. Pair it with a Successories inspirational poster and you’ve got the perfect gift for the office suck-up!

[Via Engadget]

One of yesterday’s top stories on Reddit was Michael McDonough’s essay, The Top 10 Things They Never Taught Me in Design School. Here’s a quick run-down of those top ten things:

1. Talent is one-third of the success equation.
2. 95 percent of any creative profession is shit work.
3. If everything is equally important, then nothing is very important.
4. Don’t over-think a problem.
5. Start with what you know; then remove the unknowns.
6. Don’t forget your goal.
7. When you throw your weight around, you usually fall off balance.
8. The road to hell is paved with good intentions; or, no good deed goes unpunished.
9. It all comes down to output.
10. The rest of the world counts.

Software development is a kissing cousin of engineering (if not an engineering discipline itself), and blends creativity with math and science. That’s why I find that a lot of advice to creative types is also applicable to software developers. Andrés Taylor of ThoughtWorks seems think so, and was inspired by The Top 10 Things They Never Taught Me in Design School to write his own piece titled Top ten things ten years of professional software development has taught me. Here’s his list — all of which I consider sound advice — with some excerpts of his explanations.

1. Object orientation is harder than you think. “t turns out that it’s pretty hard. Ten years later, I’m still learning how to model properly. I wish I spent more time reading up on OO and design patterns. Good modeling skills are worth a lot to every development team.”
2. The difficult part of software development is communication. “And that’s communication with persons, not socket programming. Now and then you do run into a tricky technical problem, but it’s not at all that common. Much more common is misunderstandings between you and the project manager, between you and the customer and finally between you and the other developers. Work on your soft skills.”
3. Learn to say no. “When I started working, I was very eager to please. This meant that I had a hard time saying no to things people asked of me. I worked a lot of overtime, and still didn’t finish everything that was asked of me. The result was disappointment from their side, and almost burning out on my part. If you never say no, your yes is worth very little.”
4. If everything is equally important, then nothing is important. “The business likes to say that all the features are as crucial. They are not. Push back and make them commit. It’s easier if you don’t force them to pick what to do and what not to do. Instead, let them choose what you should do this week. This will let you produce the stuff that brings value first. If all else goes haywire, at least you’ve done that.”
5. Don’t over-think a problem. “I don’t mean to say you shouldn’t design at all, just that the implementation will quickly show me stuff I didn’t think of anyway, so why try to make it perfect? Like Dave Farell says: ‘The devil is in the details, but exorcism is in implementation, not theory.'”
6. Dive really deep into something, but don’t get hung up. “Chris and I spent a lot of time getting into the real deep parts of SQL Server. It was great fun and I learned a lot from it, but after some time I realized that knowing that much didn’t really help me solve the business’ problems.”
7. Learn about the other parts of the software development machine. “It’s really important to be a great developer. But to be a great part of the system that produces software, you need to understand what the rest of the system does. How do the QA people work? What does the project manager do? What drives the business analyst? This knowledge will help you connect with the rest of the people, and will grease interactions with them. Ask the people around you for help in learning more. What books are good? Most people will be flattered that you care, and willingly help you out. A little time on this goes a really long way.”
8. Your colleagues are your best teachers. “A year after I started on my first job, we merged with another company. Suddenly I had a lot of much more talented and experienced people around me. I remember distinctly how this made me feel inferior and stupid…Nowadays, working with great people doesn’t make me feel bad at all. I just feel I have the chance of a lifetime to learn. I ask questions and I try really hard to understand how my colleagues come to the conclusions they do…See your peers as an asset, not competition.”
9. It all comes down to working software. “No matter how cool your algorithms are, no matter how brilliant your database schema is, no matter how fabulous your whatever is, if it doesn’t scratch the clients’ itch, it’s not worth anything.”
10. Some people are assholes. “People that because of something or other are plain old mean. Demeaning bosses. Lying colleagues. Stupid, ignorant customers. Don’t take this too hard. Try to work around them and do what you can to minimize the pain and effort they cause, but don’t blame yourself. As long as you stay honest and do your best, you’ve done your part.”