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Irmela Adalja
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As a former indie film producer and screenwriter (and tech geek, too!), I have immersed myself in the software and web sites that cater to filmmakers and content creators. I have been of the belief that entrepreneurs who create platforms for dream-realizing are more likely to make money than the dreamers themselves. Case in point: Indiegogo, Withoutabox, and Scripped. I don't know how much money Scripped made, but it was purchased at some point by another company, one that made business-ending mistakes.
Lesson #1 for small businesses: build in redundancies and fail-safes. If the primary function of your business is to provide a completely digital platform for writers and filmmakers, you need to do everything in your power to protect the content of your clients. Scripped, you neededto have more redundancies and protections than you did! Small businesses should know how important it is to protect their clients. Wedding photographers may build protections into contracts that limit liability for the catastrophic loss of photos, but it is the negligent photographer who doesn't find 10 different ways to capture, store, and preserve images of such importance to the client. App developers who dream of mass adoption of their mobile phone services must not go live without implementing an adequate number of fail-safes.
What is more galling is that the Scripped people claim they are "honoring" their users by partnering with WriterDuet, "the industry's most powerful screenwriting software." I don't have the statistics that would compare WriterDuet to Movie Magic Screenwriter or Final Draft, but these people at Scripped have no business discussing the quality of anyone else's software. Nor should they be hawking the wares of another company. In August, 2008, Scripped hitched its star to the publisher of the excellent screenwriting software, "Movie Magic Screenwriter," announcing:
Lesson #2 for small businesses: show loyalty and take the word "partnership" seriously. A partnership is supposed to be mutually beneficial. A business enterprise that is a true partner is one in which each partner shoulders the responsibility and liabilities of the other partner(s). Be careful who you partner with. You have a reciprocal relationship and while you may find partnerships mutually beneficial, they can become mutually detrimental in times of trouble. Scripped was a bad partner to have.
Lesson #3 for small businesses: know when to cut corners and when not to. Hollywood and Big Tech get a bad rap for many reasons, but small businesses cannot and do not get a pass for screwing up. It appears from this email that corners were cut by the entity that bought the Scripped brand from a previous entity that did not cut corners. Or maybe the prior entity was just lucky. That's the problem with cutting corners: those cutting corners have an incentive to mentally minimize risk, and convince themselves the risk was worth it when things don't go wrong for years. Luckily, this was just about screenplays. Corner-cutting can often be about life and death. An independent film director was just sentenced to prison for his role in the death of camera assistant Sarah Jones, who was killed by a train trying to set up a shot for an indie biopic about Greg Allman. Hollywood and Silicon Valley have had their share of catastrophe and tragedy due to corner-cutting, but they have something that startups and indies do not: piles of money to properly create redundancies, properly hire and manage employees, and purchase insurance to protect the company from errors and omissions. And they have lawyers. The job of a business lawyer is first to protect a company and its principals from liability. That means advising the client when the risk is just too great.
A critical vulnerability impacting more than 3.5 million Exim email servers has remained unpatched for more than 15 months in one of the most egregious instances of vulnerability disclosure snafus in recent history.
On Tuesday, the department sent a letter to an accounting firm that handles Jackson's business, demanding payment of $306,000 in wages, and an investigation into the complaints is continuing, Fryer said.
Some commercial banks observed Veterans Day on Friday and were closed for services, even though the official Veterans Day holiday was on Saturday. Still, the Federal Reserve was open for business on Friday.
During the past year a consortium including Etsy, IBM, IEX, and Ohio State University has explored issues around software engineering as it related to internet-facing business platforms. Technical teams from the consortium partners met for a workshop on coping with complexity. Each team presented a technical summary of a breakdown that occurred in their shop. The other teams commented. The Ohio State team facilitated and summarized emerging themes. Six themes were identified and discussed.
The consortium partners have regular experience responding to handle anomalies or SNAFUs, and engage in blameless postmortem process in order to learn from these experiences. Each consortium partner presented a postmortem analysis selected from their experience with SNAFUs. Each anomaly could have led to a service outage, but the response was able to block or limit the cascade of effects before this occurred. These anomalies, the responses to them, and the impressions from their internal postmortem were reviewed and discussed by the group. The following day the participants searched for and characterized common themes about what factors produce resilient performance, using the examples of anomalies and responses as a jumping off point. These themes stimulated discussion about different ways to build resilient performance in business-critical IT to guide further work by the consortium.
This mental picture is specific and contextual to the business. It typically has lots of components, and while there might be similarities to the components across organizations (databases, web applications, published and acting APIs, etc.) they all hang together and interact in specific ways that are unique to the business. This view gets a significant amount of attention and focus from software engineers, devops people, network and system admins and others.
All working business enterprises rely on people to build, maintain, troubleshoot, and operate the technical components of the system (Figure 3). These people do the cognitive work needed to track the way these artifacts function and how they fail, what is happening and what can happen next, which risks are looming and which are receding, and what changes are coming. All these facets are incorporated into an internal representation that is sometimes called a "mental model" (Woods et al 2010, Chapter 6). Each internal representation is unique -- note that the 'models' in the bubbles above the silhouette heads above are similar in some respects but not identical. Building and keeping current a useful representation takes effort. As the world changes representations may become stale. In a fast changing world, the effort needed to keep up to date can be daunting.
The cases are from businesses whose primary activity is providing information processing services. These businesses normally interact with customers exclusively via their 'sites' via network. Other than using the internet for service delivery, the businesses and services they supply have little in common; the computer languages, supporting applications, organization, and even regulatory environments are dissimilar.
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