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• Talking JavaOne with Rock Star Martijn Verburg

  - by Janice J. Heiss

  JavaOne Rock Stars, conceived in 2005, are the top-rated speakers at each JavaOne Conference. They are awarded by their peers, who, through conference surveys, recognize them for their outstanding sessions and speaking ability. Over the years many of the world’s leading Java developers have been so recognized. Martijn Verburg has, in recent years, established himself as an important mover and shaker in the Java community. His “Diabolical Developer” session at the JavaOne 2011 Conference got people’s attention by identifying some of the worst practices Java developers are prone to engage in. Among other things, he is co-leader and organizer of the thriving London Java User Group (JUG) which has more than 2,500 members, co-represents the London JUG on the Executive Committee of the Java Community Process, and leads the global effort for the Java User Group “Adopt a JSR” and “Adopt OpenJDK” programs. Career highlights include overhauling technology stacks and SDLC practices at Mizuho International, mentoring Oracle on technical community management, and running off shore development teams for AIG. He is currently CTO at jClarity, a start-up focusing on automating optimization for Java/JVM related technologies, and Product Advisor at ZeroTurnaround. He co-authored, with Ben Evans, "The Well-Grounded Java Developer" published by Manning and, as a leading authority on technical team optimization, he is in high demand at major software conferences.Verburg is participating in five sessions, a busy man indeed. Here they are: CON6152 - Modern Software Development Antipatterns (with Ben Evans) UGF10434 - JCP and OpenJDK: Using the JUGs’ “Adopt” Programs in Your Group (with Csaba Toth) BOF4047 - OpenJDK Building and Testing: Case Study—Java User Group OpenJDK Bugathon (with Ben Evans and Cecilia Borg) BOF6283 - 101 Ways to Improve Java: Why Developer Participation Matters (with Bruno Souza and Heather Vancura-Chilson) HOL6500 - Finding and Solving Java Deadlocks (with Heinz Kabutz, Kirk Pepperdine, Ellen Kraffmiller and Henri Tremblay) When I asked Verburg about the biggest mistakes Java developers tend to make, he listed three: A lack of communication -- Software development is far more a social activity than a technical one; most projects fail because of communication issues and social dynamics, not because of a bad technical decision. Sadly, many developers never learn this lesson. No source control -- Developers simply storing code in local filesystems and emailing code in order to integrate Design-driven Design -- The need for some developers to cram every design pattern from the Gang of Four (GoF) book into their source code All of which raises the question: If these practices are so bad, why do developers engage in them? “I've seen a wide gamut of reasons,” said Verburg, who lists them as: * They were never taught at high school/university that their bad habits were harmful.* They weren't mentored in their first professional roles.* They've lost passion for their craft.* They're being deliberately malicious!* They think software development is a technical activity and not a social one.* They think that they'll be able to tidy it up later.A couple of key confusions and misconceptions beset Java developers, according to Verburg. “With Java and the JVM in particular I've seen a couple of trends,” he remarked. “One is that developers think that the JVM is a magic box that will clean up their memory, make their code run fast, as well as make them cups of coffee. The JVM does help in a lot of cases, but bad code can and will still lead to terrible results! The other trend is to try and force Java (the language) to do something it's not very good at, such as rapid web development. So you get a proliferation of overly complex frameworks, libraries and techniques trying to get around the fact that Java is a monolithic, statically typed, compiled, OO environment. It's not a Golden Hammer!”I asked him about the keys to running a good Java User Group. “You need to have a ‘Why,’” he observed. “Many user groups know what they do (typically, events) and how they do it (the logistics), but what really drives users to join your group and to stay is to give them a purpose. For example, within the LJC we constantly talk about the ‘Why,’ which in our case is several whys:* Re-ignite the passion that developers have for their craft* Raise the bar of Java developers in London* We want developers to have a voice in deciding the future of Java* We want to inspire the next generation of tech leaders* To bring the disparate tech groups in London together* So we could learn from each other* We believe that the Java ecosystem forms a cornerstone of our society today -- we want to protect that for the futureLooking ahead to Java 8 Verburg expressed excitement about Lambdas. “I cannot wait for Lambdas,” he enthused. “Brian Goetz and his group are doing a great job, especially given some of the backwards compatibility that they have to maintain. It's going to remove a lot of boiler plate and yet maintain readability, plus enable massive scaling.”Check out Martijn Verburg at JavaOne if you get a chance, and, stay tuned for a longer interview yours truly did with Martijn to be publish on otn/java some time after JavaOne.

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• And What's Your Brand Worth? ...anything?

  - by [email protected]

  100 Best Global Brands from Business Week Story: The Great Trust Offensive Slide Show: Top Brands 2009 Methodology: Picking the Winners The recession has presented marketing executives around the world with the toughest test of their careers. Some brands have prospered amid the hard times--or at least held their own. Others have slipped a surprising number of places on our ninth annual ranking, compiled by consultancy Interbrand. But for seven brands, impressive performances saw them race up the charts to take their place on this year's list. Here are the numbers behind the rankings Rank 2009 Rank 2008 Employer 2009 Brand value($millions) 2008 Brand value($millions) Percent change(%) Country of Ownership 1 1 Coca-Cola  68,734  66,667  3 U.S. 2 2 IBM  60,211  59,031  2 U.S. 3 3 Microsoft  56,647  59,007  -4 U.S. 4 4 GE  47,777  53,086  -10 U.S. 5 5 Nokia  34,864  35,942  -3 Finland 6 8 McDonald's  32,275  31,049  4 U.S. 7 10 Google  31,980  25,590  25 U.S. 8 6 Toyota  31,330  34,050  -8 Japan 9 7 Intel  30,636  31,261  -2 U.S. 10 9 Disney  28,447  29,251  -3 U.S. 11 12 Hewlett-Packard  24,096  23,509  2 U.S. 12 11 Mercedes-Benz  23,867  25,577  -7 Germany 13 14 Gillette  22,841  22,069  4 U.S. 14 17 Cisco  22,030  21,306  3 U.S. 15 13 BMW  21,671  23,298  -7 Germany 16 16 Louis Vuitton  21,120  21,602  -2 France 17 18 Marlboro  19,010  21,300  -11 U.S. 18 20 Honda  17,803  19,079  -7 Japan 19 21 Samsung  17,518  17,689  -1 S. Korea 20 24 Apple  15,443  13,724  12 U.S. 21 22 H&M  15,375  13,840  11 Sweden 22 15 American Express  14,971  21,940  -32 U.S. 23 26 Pepsi  13,706  13,249  3 U.S. 24 23 Oracle  13,699  13,831  -1 U.S. 25 28 Nescafe  13,317  13,055  2 Switzerland 26 29 Nike  13,179  12,672  4 U.S. 27 31 SAP  12,106  12,228  -1 Germany 28 35 Ikea  12,004  10,913  10 Sweden 29 25 Sony  11,953  13,583  -12 Japan 30 33 Budweiser  11,833  11,438  3 Belgium 31 30 UPS  11,594  12,621  -8 U.S. 32 27 HSBC  10,510  13,143  -20 Britain 33 36 Canon  10,441  10,876  -4 Japan 34 39 Kellogg's  10,428  9,710  7 U.S. 35 32 Dell  10,291  11,695  -12 U.S. 36 19 Citi  10,254  20,174  -49 U.S. 37 37 JPMorgan  9,550  10,773  -11 U.S. 38 38 Goldman Sachs  9,248  10,331  -10 U.S. 39 40 Nintendo  9,210  8,772  5 Japan 40 44 Thomson Reuters  8,434  8,313  1 Canada 41 45 Gucci  8,182  8,254  -1 Italy 42 43 Philips  8,121  8,325  -2 Netherlands 43 58 Amazon  7,858  6,434  22 U.S. 44 51 L'Oreal  7,748  7,508  3 France 45 47 Accenture  7,710  7,948  -3 U.S. 46 46 eBay  7,350  7,991  -8 U.S. 47 48 Siemens  7,308  7,943  -8 Germany 48 56 Heinz  7,244  6,646  9 U.S. 49 49 Ford  7,005  7,896  -11 U.S. 50 62 Zara  6,789  5,955  14 Spain   Valuations do not represent a guarantee of future performance of the brands or companies. Data: Interbrand, BusinessWeek

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• The Business of Winning Innovation: An Exclusive Blog Series

  - by Kerrie Foy

  "The Business of Winning Innovation” is a series of articles authored by Oracle Agile PLM experts on what it takes to make innovation a successful and lucrative competitive advantage. Our customers have proven Agile PLM applications to be enormously flexible and comprehensive, so we’ve launched this article series to showcase some of the most fascinating, value-packed use cases. In this article by Keith Colonna, we kick-off the series by taking a look at the science side of innovation within the Consumer Products industry and how PLM can help companies innovate faster, cheaper, smarter. This article will review how innovation has become the lifeline for growth within consumer products companies and how certain companies are “winning” by creating a competitive advantage for themselves by taking a more enterprise-wide,systematic approach to “innovation”.   Managing the Science of Innovation within the Consumer Products Industry By: Keith Colonna, Value Chain Solution Manager, Oracle The consumer products (CP) industry is very mature and competitive. Most companies within this industry have saturated North America (NA) with their products thus maximizing their NA growth potential. Future growth is expected to come from either expansion outside of North America and/or by way of new ideas and products. Innovation plays an integral role in both of these strategies, whether you’re innovating business processes or the products themselves, and may cause several challenges for the typical CP company, Becoming more innovative is both an art and a science. Most CP companies are very good at the art of coming up with new innovative ideas, but many struggle with perfecting the science aspect that involves the best practice processes that help companies quickly turn ideas into sellable products and services. Symptoms and Causes of Business Pain Struggles associated with the science of innovation show up in a variety of ways, like: · Establishing and storing innovative product ideas and data · Funneling these ideas to the chosen few · Time to market cycle time and on-time launch rates · Success rates, or how often the best idea gets chosen · Imperfect decision making (i.e. the ability to kill projects that are not projected to be winners) · Achieving financial goals · Return on R&D investment · Communicating internally and externally as more outsource partners are added globally · Knowing your new product pipeline and project status These challenges (and others) can be consolidated into three root causes: A lack of visibility Poor data with limited access The inability to truly collaborate enterprise-wide throughout your extended value chain Choose the Right Remedy Product Lifecycle Management (PLM) solutions are uniquely designed to help companies solve these types challenges and their root causes. However, PLM solutions can vary widely in terms of configurability, functionality, time-to-value, etc. Business leaders should evaluate PLM solution in terms of their own business drivers and long-term vision to determine the right fit. Many of these solutions are point solutions that can help you cure only one or two business pains in the short term. Others have been designed to serve other industries with different needs. Then there are those solutions that demo well but are owned by companies that are either unable or unwilling to continuously improve their solution to stay abreast of the ever changing needs of the CP industry to grow through innovation. What the Right PLM Solution Should Do for You Based on more than twenty years working in the CP industry, I recommend investing in a single solution that can help you solve all of the issues associated with the science of innovation in a totally integrated fashion. By integration I mean the (1) integration of the all of the processes associated with the development, maintenance and delivery of your product data, and (2) the integration, or harmonization of this product data with other downstream sources, like ERP, product catalogues and the GS1 Global Data Synchronization Network (or GDSN, which is now a CP industry requirement for doing business with most retailers). The right PLM solution should help you: Increase Revenue. A best practice PLM solution should help a company grow its revenues by consolidating product development cycle-time and helping companies get new and improved products to market sooner. PLM should also eliminate many of the root causes for a product being returned, refused and/or reclaimed (which takes away from top-line growth) by creating an enterprise-wide, collaborative, workflow-driven environment. Reduce Costs. A strong PLM solution should help shave many unnecessary costs that companies typically take for granted. Rationalizing SKU’s, components (ingredients and packaging) and suppliers is a major opportunity at most companies that PLM should help address. A natural outcome of this rationalization is lower direct material spend and a reduction of inventory. Another cost cutting opportunity comes with PLM when it helps companies avoid certain costs associated with process inefficiencies that lead to scrap, rework, excess and obsolete inventory, poor end of life administration, higher cost of quality and regulatory and increased expediting. Mitigate Risk. Risks are the hardest to quantify but can be the most costly to a company. Food safety, recalls, line shutdowns, customer dissatisfaction and, worst of all, the potential tarnishing of your brands are a few of the debilitating risks that CP companies deal with on a daily basis. These risks are so uniquely severe that they require an enterprise PLM solution specifically designed for the CP industry that safeguards product information and processes while still allowing the art of innovation to flourish. Many CP companies have already created a winning advantage by leveraging a single, best practice PLM solution to establish an enterprise-wide, systematic approach to innovation. Oracle’s Answer for the Consumer Products Industry Oracle is dedicated to solving the growth and innovation challenges facing the CP industry. Oracle’s Agile Product Lifecycle Management for Process solution was originally developed with and for CP companies and is driven by a specialized development staff solely focused on maintaining and continuously improving the solution per the latest industry requirements. Agile PLM for Process helps CP companies handle all of the processes associated with managing the science of the innovation process, including: specification management, new product development/project and portfolio management, formulation optimization, supplier management, and quality and regulatory compliance to name a few. And as I mentioned earlier, integration is absolutely critical. Many Oracle CP customers, both with Oracle ERP systems and non-Oracle ERP systems, report benefits from Oracle’s Agile PLM for Process. In future articles we will explain in greater detail how both existing Oracle customers (like Gallo, Smuckers, Land-O-Lakes and Starbucks) and new Oracle customers (like ConAgra, Tyson, McDonalds and Heinz) have all realized the benefits of Agile PLM for Process and its integration to their ERP systems. More to Come Stay tuned for more articles in our blog series “The Business of Winning Innovation.” While we will also feature articles focused on other industries, look forward to more on how Agile PLM for Process addresses innovation challenges facing the CP industry. Additional topics include: Innovation Data Management (IDM), New Product Development (NPD), Product Quality Management (PQM), Menu Management,Private Label Management, and more! . Watch this video for more info about Agile PLM for Process

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