Database And Brain

I love Jazz, and so to play trumpet.

I don't like to manage nor to be managed.

I love OpenSource mind like hippy's.

I love objects.

But the problem is, they are not so successful in Business.

Okay. Let me think. Why?

...

It is only me that enjoys?

That could be a reason.
But rather, it would be a mandatory to succeed.

The reason is, perhaps, the lack of attitude for audience/end users.

Playing trumpet is a part of my life, even myself.
So, that would be great if audience get high/relaxed,
but that's not the first thing.

Object? That's for my business.

Object fundamentalism? I don't think I am, but some think I am.

Cache, an ultimate enterprise object-capable database.
db4o, an open source object database for embedded system
Rational, needless to say

The Object Fundamentalism family got a certain level of success.
But it seemed to be limited so far.

Why?

Through other businesses, I realized that
a successful technology can provide end users with benefits directly.
Oracle, Google, VMWare, Salesforce.
And they have lots of believers who brings the bible to end users
to integrate, convince, pray and sell.
Sometimes, those believers put some benefits on top of it,
but even without it, the bible itself is valuable.

What about Object Fundamentalism family?

It depends on engineers.
That means a value is created *by engineers* for their customer.
So, the point would be to hire a great engineer rather than a product.

The Object Fundamentalism itself is worse than a piece of bread for end users.

How to improve the situation?

A product/service should have a clear benefit for end users, not (only) for engineers.

For end users, object words are as good as, with Japanese old saying, Buddha's words to a horse.

- I found an interesting story from "Essential Drucker".

The three stonecutters who were asked what they were doing. The first replied, "I am making a living." The second kept on hammering while he said, "I am doing the best job of stonecutting in the entire country." The third one looked up with a visionary gleam in his eyes and said, "I am building a cathedral."

The third man is, of course, the true "manager." The first man knows what he wants to get out of the work and manages to do so. He is likely to give a "fair day's work for a fair day's pay." It is the second man who is a problem. Workmanship is essential; without it no business can flourish; in fact, an organization becomes demoralized if it does not demand of its members that most scrupulous workmanship they are capable of. But there is always a danger that the true workman, the true professional, will believe that he is accomplishing something when in effect he is just polishing stones or collecting footnotes. Workmanship must be encouraged in the business enterprise. But it must always be related to the needs of the whole.