The StreamBase Event Processing Blog

Hire Great People: 6 "How To" Tips

This week, I attended Accel Partner's CEO Summit at Stanford University, along with 150 CEOs from Accel's portfolio companies. We were joined by some well-known public CEOs and the Accel partners in a series of "fire side chats" and networking sessions to talk about leadership and entrepreneurship. During a morning session, Michael Dell was asked for his best advice for entrepreneurs, and reminded us to: hire great people.

During the day, the theme of hiring great people raised some interesting ideas from the audience and the panelists, and even on Twitter as I tweeted online during the event.

1. Spend HOURS with candidates and insist on a good cultural fit.  Michael Dell went on to share a simple, but powerful idea: toss out the idea that interviews should last an hour, and spend HOURS with new candidates. He told a story about a time where he picked up a candidate and drove to work together for an extended period of time, getting to know each other. Apparently Dell is a very "aggressive" driver. The candidate's reaction under stress told him something about his character.  

2. Go to a U2 concert.  Mark Zukenburg (founder) and Sheryl Sandberg (COO BusinessWeek profile), co-leaders of Facebook, talked about going to a U2 Concert together, and spending nights and evenings talking about the future and culture of Facebook before committing to work together.

3. If there's no cultural fit, fire away.  Lee Scott, recently retired CEO of Wal-Mart, said that there were two things at Wal-Mart that would get you fired immediately, regardless of performance: stealing and not "matching the Wal-Mart culture," which is:

    a) The customer is the boss, 

    b) Treat people with dignity,

    c) Improve every day

4. Hire people better than you.  Lee Scott's story of a key point in his career illustrated this well. He was a logistics manager, and was suddenly promoted to VP and handed one of the most critical new roles in Wal-Mart. The move ignited his rise to the top at Wal-Mart.  The reason he was handed the job?  "Because you were the only one on our list who had hired someone strong enough below him that we knew would do as good or better job than you would, so we could promote you," he was told.

5. Ask candidates: "Describe your sense of humor." In response to my Twitter tweet about this (follow me at @mrkwpalmer), my former colleague and CEO Peter Beard said that his favorite interview question was to ask candidates to describe their sense of humor, or to tell their favorite joke.  Leanne Browne from Progress said she thinks the best way to interview someone is to take them to the pub. I was reminded how one of my most insightful interviews happened on the golf course, where I learned that the candidate was a great golfer (he was very skilled at work too), he was late for the tee time (he was consistently late for meetings), he was lazy and always drove in the cart instead of walking a short distance (he cut corners at work too), and he was very creative in his shot selection (he was creative at work too).

6. Get great investors. These comments came in the context of Accel's CEO Summit. Accel was just named number one on Red Herring's List of the Top 100 Global Venture Capitalists. Enrique Salem, CEO of Symantec, explained how his VC's helped him decide whether to sell BrightMail or go public, eventually deciding on a $370M sale to Symantec (on $25M trailing revenues) that catapulted their business in a way he didn't think they could do on his own.

6 great reminders about one of the most important things we all do: choose the people we surround ourselves with.

Trading on Twitter: Opportunity, Danger, or Folly?

This week my company issued what I thought was an innocuous announcement - our software now allows applications to process Twitter tweets with an application and analyze the contents of the messages in real-time. A firestorm of debate ensued, and the issue gained mainstream media coverage in the Financial Times, the Telegraph, CNBC,and dozens of others. The debate gives us pause to consider the role of the sweeping adoption of Twitter as a real-time, global information source, and how that information might be used beyond the mostly social nature of Twitter today.

One of the examples we cited for this technology is automated trading on Wall Street, where any of the 16 million tweets a day can be analyzed in real time as a means to inform trading decisions.  Wall Street tends to be an innovator with new technologies, so it’s useful to use it as a petri dish to examine some of the opportunities and issues around Twitter in a business context.

Trading on rumor is a time-honored trading technique.   “Buy on rumor; sell on news” is one of the oldest mantras on Wall Street and Main Street alike.  Any tool that improves the speed or quality of transmitting information is of interest to traders.  Twitter does that.   But be careful what you ask for – lots of the tweets on Twitter are garbage – scam artists and manipulators.  On the other hand, there are thousands of credible sources of information, from the SEC (@SEC_Investor_Ed), to the New York Times (@NYTimes), and even exchanges like CMEGroup (@CMEGroup), which has over 500,000 people subscribed to its tweets about the futures and options markets, and more. 

And beyond any individual source, and probably more uniquely, Twitter allows instant access to the sentiment of the masses.

In the Wall Street & Technology article, Todd C. Mirabella, chief investment officer and principal of New York hedge fund QAT, says one of the uses he has found for Twitter is to help look at market volatility and compare it. "So how we get our information, that's the trick. Twitter can give us information on retail " [Tweeters] are the herd," he says.

For example, anything new that Apple does throws Apple’s stock into volatile gyrations.  The recent launch of the iPhone 3GS set off a rash of Twitter tweets about what the herd thinks – taken together, they can reveal sentiment – good and bad. Getting that feedback a few seconds faster, or a little better can make a big difference in trading returns. 

Business leaders, from CEOs to inventors, use Twitter.  For example, Richard Branson (@richardbranson), the CEO of Virgin, tweets regularly.  Now I’m pretty sure the news in the first tweet about Jimmy Fallon isn’t actionable for trading Virgin stock, but the fact that he’s ordering $2.1 billion worth of new planes might be.

Nasir Zubairi, former product manager for algorithmic trading and FX E-commerce, RBS, put it this way in the Wall Street & Technology article:  "[Twitter can be] the fastest source of news, particularly in reference to trading and algorithmic trading," he says. "News feeds are gaining a lot of popularity. Twitter provides the medium in that people, who are there, experiencing things, are able to broadcast their sentiments to their user base via tweets. This provides lots of competitive advantage to firms with trading strategies."

News about world events moves the foreign currency markets as Mr. Mirabella also pointed out.  He’s not yet trading on Twitter but said he sees real use for Twitter in currency trading: "We like to trade in ranges," he explains. "That helps us characterize the extreme edges in any specific currency. We've been trying to follow more individualized Twitter sites to see if we can get extreme views [of Tweeters]. It does give us flavor for what types of ranges we're looking at."

But real use of Twitter has some serious issues.  Technically, it wasn’t built for the kind of quality of service that a robust news source, like Reuters (@Reuters), provides – what happens when Twitter is unavailable?  There are questions about latency of the transmissions – is it fast enough?  Can it be faster?  Authentication and forgery are challenges – there’s a big difference between the real Richard Branson (@richardbranson), and the fake Richard Branson (@sirdickbranson) - who is responsible for the quality and reliability of the information transmitted via Twitter?  Should it be regulated?

And regulatory issues abound, as well.  Trading decisions are moving faster, so regulators have to move more quickly, too.  In December the unfortunate trading run on United Airlines (UAL) (read the story from the Wall Street Journal) stock to drop from $12 to $3 in just 15 minutes only served to remind us how quickly conditions can change in an era of sweeping automation.  The chain reaction was started by an erroneous trading signal from an old story that the Google news crawler picked up from 2002.  How can we guard against these unintended technology-triggered mistakes?

The adoption of Twitter in a social context has been swift, massive, and global.   As technology like event processing makes the content contained in Tweets readily available to business applications, the questions of what to do with this power and responsibility looms large.

Postscript and continued debate (July 1, 2009)

Since this writing, there has been a flurry of response - positive, negative, and vitriolic.  

My favorite coverage was the excellent, balanced story by Melanie Rodier at Wall Street & Technology: Algo Traders Connect to Twitter. She did her homework, including comments by some well-respected people from the trading industry. Read it first.

CNBC's Day-Trading 2.0:  Twitter Takes on Stocks took a day-trader's view on using Twitter to understand market sentiment.  

The Telegraph's coverage, Hedge fund managers betting Twitter will give them an edge in rapid trading also covered the intelligence and military side of the potential use of Twitter.

A spirited message board debate on Server Side was provoked by John Davis (@jtdavis) from OnixS. Like many message board debates, there are rat holes, but there's good stuff there, too.

There was an assertion that StreamBase's announcement of Twitter connectivity is a cheap marketing gimmick. It isn't. This announcement was driven by current and anticipated customer demand, as you can see from our history of connecting to Alpha Trading, Interactive Data, Lime Brokerage, Reuters, other news and data sources of many types, and so on. The article you're reading illustrates the balanced way we're talking about Twitter.  

One blogger, who used to work for one of our competitors, TIBCO, even took the opportunity to predict that StreamBase will be trounced by the "big boys" as they enter our market! To that, I say: "bring it on." Dr. Michael Stonebraker is one of the inventors and thought leaders in event processing, and StreamBase is known as one of the leading businesses in the CEP market, renowned for its performance and ease of use. Are we wary of their deep pockets? Yes. But the big companies have yet to field compelling products - in fact, we rarely compete with them. Furthermore, the "big boys" have not showed signs of innovation and intrapreneurship as I wrote in When Microsoft enters your market:  cause for worry or cause for celebration? And in Innovation: why size doesn't matter, I countered the argument that big companies are the most effective at innovating in a market like CEP. Richard Tibbetts, StreamBase CTO, clarified IBM's recent claims of innovation as misleading in On IBM, unstructured data, and CEP.  Finally, and most importantly, our customer endorsements from CME Group, BNY ConvergEx, BlueCrest, and PhaseCapital and many more say it best - directly from our customer's mouths.

Finding Alpha: Be Fast, Be Smart, or Be Dirty

(Richard Tibbetts is Chief Technology Officer at StreamBase Systems. Follow him on Twitter as @tibbetts)

When it comes to algorithmic trading, everyone is looking for alpha, outsized returns which exceed your risk. In an efficient market, there would never be any alpha, so seeking alpha means seeking inefficiencies in the market. The problem with market inefficiencies is that they don't last. The mere act of using them depletes the available revenue - when others join in, the opportunity can go away very quickly.

So not only do you have to find alpha, you have to find sustainable alpha. Since a lot of customers use StreamBase and complex event processing for algorithmic trading, I see a lot of alpha seekers. Three attributes seem to consistently contribute to sustainable alpha: being smart, being fast, or being dirty. To create a sustainable strategy, mix in at least one, and preferably more of these components.

Smart — The best-known way to create sustainable alpha is to be smarter than the competition. Unfortunately, on Wall Street, genius is a commodity, so trading techniques must be both creative, and evolve. Industry analyst AITE Group found that some algorithms have a shelf life of only a few weeks. And, since market conditions are constantly changing, “smart” is never “static.” Finally, if you can discover something based on easily available public information, the other geniuses won't be far behind. So smart, the best way to achieve alpha, must also be creative, and must also constantly evolve and get smarter as market conditions evolve.

Fast — Another way of securing alpha is to be faster than the competition. This means making decisions quickly, then executing your trades before competitors can execute theirs. Efficiency and speed is important for any system, but if you are betting on being the fastest, ultra-low-latency execution management will be keeping you up at night. The challenge with fast is that it's easy to spend money to get faster. If you are a small company, larger competitors with will always be able to outspend you, so you must take advantage of your size. In 8 Lessons for Entrepreneurs – A Case Study Based on Phase Capital, the lessons from this small, innovative firm included leveraging automation, building incrementally and quickly, and choosing the right partner. On the other hand, large companies can fight off more nimble competitors with their scale, reach, and ability to choose and deploy bleeding edge technology that smaller IT departments cannot support. In either case, you must exploit your natural advantages to stay fast.

Dirty — Finally, you can be dirtier than the competition. I don't mean being ethically questionable. Instead, I mean working with markets, information, and technology that others avoid. Developers and quants both like systems that make sense, clean systems that have been developed by like-minded engineers and are easier to work with. Getting your hands dirty with legacy systems, systems that haven't yet been polished to industry standards, or systems which were never designed for trading exploitation is one way to distinguish yourself. For example, trading in emerging markets often requires getting your hands dirty. But it also lets you trade securities that others aren't following as closely. Trading uncommon or unknown products is one strategy for finding alpha. So is trading based on non-financial information. This has famously been done with weather data and Amazon sales information. Steve Steinberg gave a great presentation on this at O'Reilly's Money:Tech. Working with these data sources may require checking your engineering sensibilities at the door, but the rewards can be substantial.

Lots of trading firms use complex event processing as their platform to create alpha-seeking strategies. But not all CEP platforms are the same. So, when selecting an alpha-generating technology platform, it is important to know what kind of strategy you are building, and what key technical elements you’ll need to meet your requirements.

To build smart strategies, a development platform must have a flexible programming language, good development tools (debugger, profiling, testing), and a good backtesting environment so that you can design, test, deploy, and evolve smart alpha-seeking strategies. There is no one more frustrated than a smart quant who is told by developers that his new strategy can't be built in their system. For example, can your platform handle multi-security strategies? Cross-asset strategies? Plug in analytics written in your quant’s' favorite programming languages? All these features and more may be required to support smart strategies.

To build fast strategies, you will need a platform and deployment environment that supports ultra-low latency. This will generally require collocation at the site of your favorite exchange. If your strategy requires interaction with multiple exchanges, than your deployment architecture must take into account the wide area network latencies involved. Your development platform should also support low-latency data transports like Infiniband, and have a multi-threaded architecture that optimizes the processing of individual events. And for some fast strategies, throughput and scalability will also be important, so multi-core technologies, clustering, and cloud computing techniques may be required.

To build dirty strategies, your platform needs to ingest any kind of data you might need. This could include unstructured data processing for handling news, analyst reports, underlying data that effects, for example, a derivative like weather information, and so on. An effective platform for dirty alpha-seeking strategies requires APIs and development tools which support building connectivity quickly. Pre-built vendor connectivity is nice to have, but for a dirty strategy you are likely to connect to arcane information sources or technologies.

If you are planning to find alpha, know what your goals are. When selecting a platform, make sure it supports the kind of alpha you will generate. If you choose correctly, the platform will help secure your alpha against the competition.

27 Twitter Lessons for CEOs

(Mark Palmer is the president and CEO of StreamBase Systems.  Follow him at twitter.com/mrkwpalmer)

I’m a CEO, and I use Twitter.  I started “tweeting,” or using Twitter, as a test a few months ago. When I told one of my board members, he was visibly shaken - all he knew about Twitter he had learned from his teenage daughter, and I could tell he wondered about my focus.  But as I engaged with it, I kept a list of the pros and cons from a business perspective.  At first, Twitter seemed like a big waste of time - but slowly, my list of pros grew, and my list of cons shrunk.  Three months later, I’m convinced that Twitter is an essential business tool.

I follow Twitter Tips (@twitter_tips), but I couldn't find a list of tips for CEOs from another CEO.  So, even though I was loath to post Yet-Another-Article-About-Twitter, I thought my list might be informative, fun, and best of all, already done.  So here's my private list of 26 Twitter lessons and observations:

1. The business case of Twitter is compelling.   Twitter, when combined with other social networking tools, deliver measurable and compelling business value.  Lots of it.

Since my companies started using social networking a few years ago, (blogging, LinkedIn, Twitter, and so on), we've reduced marketing spend by over 50% and roughly tripled marketing effectiveness (measured by lead generation volume, cost per lead, press coverage, and other quantitative metrics) - at the same time.  We showed the chart at the right at my last board meeting.  Marketing spend is the green area chart in back, and leads are in the bar chart. 

But let's not fan the already blazing flames of Twitter hype too much - although these numbers don't lie, they only tell part of the story.  There are essential elements of communication effectiveness that are just as important as the medium you use. For example, the quality of the content (see Lesson #19, Content is still king in the Twitter-sphere) matters more than whether you use Twitter or paper.   And its important to understand all social networking tools and use them properly, and in an integrated way (see Lesson #25, Learn how to Twublish).

Clay Shirky, in his excellent TED talk, makes the case that we are living through the largest increase in expressive capability in human history because it allows groups to communicate natively.  From a business perspective, it simply cannot be dismissed as a fad.

2. Do use Twitter to transmit values, standards, and ethics.  Peter Drucker said an essential job of the CEO is “to set the values, the standards, and the ethics of an organization.” Social networking helps me communicate my values, standards, and ethics to hundreds of people at once.  It’s like having hundreds of water cooler chats in real-time, from wherever I am - while I’m visiting a customer, speaking at a conference, or meeting with my board. 

That is, when I tweet (or blog) about the exciting things I see on the road, you can feel StreamBase’s enthusiasm for our customers.  When our CTO tweets about innovation, other technologists get a unique insider's view into the latest developments.  When I tweet about running the Boston Marathon (video on www.notallceosarejerks.com) for cancer research, I reveal my ethics. When I tweet about competitive announcements, prospects learn why our company is unique.

3. Do use Twitter for press relations – Old school PR is dead.  Journalists track CEOs for interesting stories – social networking helps you feed them.  Traditional PR agencies still have role, and most need to evolve.  I recently evaluated almost 20 press agencies, with a dominant eye to how well they understood social networking.  Only two had social networking deeply engrained in their culture; most were still stuck in the old days of point-to-point, relationship based PR.  PR firms must evolve, or die.

4. The mundane can be funny and constructive. Great tweets can be about mundane moments.  Zappos CEO Tony Hsieh (@zappos) is a master at it - here are three bad tweets I recently received, and 3 tweets from Tony about the same topics:

• BAD TWEET:  “Having coffee”
• GOOD TWEET:  “Had coffee w/ my mom, told her I gave a presentation @ Tony Robbins conference. She was really excited. In her words: "Wow! Robin Williams!"

• BAD TWEET: “Going into a meeting now” 
• GOOD TWEET: “Visited meetup.com office, met w/ CEO. Thankfully the meetup at meetup did not cause a rift in the space-time continuum”  

• BAD TWEET: “My allergies are killing me!”
• GOOD TWEET: “Taking allergy pills is like having Snow White multiple personality disorder. You go from Sneezy/Grumpy to Sleepy/Dopey/Happy.”

6. Do use Twitter for employee communication – Social networking is like a virtual water cooler, creating a steady, informal stream of communication about market events, customer stories, and the day-to-day developments in the company.

7. Do use Twitter to augment investor and analyst relations – Industry and financial analysts like getting a view direct from the CEO; they're busy and track a lot of companies, so the unobtrusive, expedient channel through social networking lets them track you without hours of briefings.

8. Do use Twitter for peer CEO learning – I follow other CEOs to see their observations - the good ones help shine a light on my own day.  My favorite sources are exectweets, searching for CEO at wefollow.com, or search for CEO at twellow.com.

9. Do use Twitter to promote rising stars – We recently promoted one of our founders, Richard Tibbetts (@tibbetts) to CTO.  He’s an amazing technologist, and getting him out and speaking is great for us, and great for the industry. Matt Fowles, one of our top engineers, has written some great technical blog entries. Twitter helps raise their visibility, and educate the market.

10. Define your Twitter goals carefully.   Signing up for Twitter is easy.  Writing tweets is easy.  But figuring out your goals for tweeting is hard. I already blog, write magazine articles, and speak at conferences, so it took me a while to figure out my list of goals for Twitter.  My main goal, of course, was lesson #2 - to transmit StreamBase's values, standards, and ethics.

11. Twitter can make you a better communicator - Strunk and White's rule: “omit meaningless words” is a great one, and Twitter forces you to omit meaningless words by its very structure - the discipline imposed by 140 characters is a good discipline.

12. Don’t use Twitter for traditional marketing. Some companies seem to think Twitter’s just another vehicle for traditional marketing.  H&R Block’s Stacey Gratz, marketing manager, explained: "[On Twitter,] we soon realized that we needed to listen and share, rather than pushing out marketing messages." Read about the H&R Block Twitter case study here.

13. Do use Twitter for thought leadership.  My company, StreamBase, is a leading visionary in an enterprise software market called event processing.  The market is still less than $100M, but it's growing, and controversial.  In a new area such as ours, education is important, and social networking provides another vehicle to educate prospects and customers. 

14. Do use Twitter to connect when you’re in the field – CEOs are always on the road, and sometimes it’s hard to connect.  Twitter is a great way to let prospects, customers, and analysts where you’ll be (if you want them to know).

15. Do use Twitter to transmit your brand's conscience.  Habit #1 of Bruce Philip's 5 Habits of successful executives:  “They are their brand’s conscience.”  Michael Hyatt (@MichaelHyatt) of Thomas Nelson Publishers does this well.  Richard Branson (@sirdickbranson) of Virgin does this well.  CME Group (@CMEGroup) has burst on the scene with over 420,000 followers about futures and options.  These tools allow direct communication and a great vehicle to allow customers and prospects to understand the essence of your brand and culture. 

16. Do use Twitter for product feedback and announcements.  Ford bet the marketing farm on social media for their Fiesta launch, and Twitter and blogging are the perfect vehicles to go more deeply on product features, and create general awareness. 

17. Do use Twitter to respond to rumors quickly.  Recently, we had to fire a well-known employee, and we got calls from false rumors that we were downsizing.  Twitter helped me do that in 2 minutes with 140 characters.

18. Don’t use Twitter to sell.  I’ve seen a lot of overt selling “my new book is available for $19.99! – buy it now!”  Yuk.

19. Don’t inadvertently give too much competitive information away.  I couldn’t tweet for a whole week because if the competition knew I was in Chicago, I would have jeopardized a sales situation.

20. Content is still king in the Twitter-sphere.  Even though Twitter messages are only 140 characters, the quality of those 140 characters is still king.   The link between content quality and business value (lesson #1) is direct.

21. Turn your communications approach upside down. If you haven't already noticed, there are plenty of proclamations that the death of the corporate web site is upon us, that traditional journalism and PR is dead, and that product management can be more effective using Twitter.  Each of these statements is at least partially true.  

When the Cluetrain Manifesto (about the book, short form, the entire ebook,) boldly and simply stated that a “powerful global conversation had begun,” they were right – and the time has come for every business to rethink their communication strategy.

22. Don’t compete with SpongeBob.  My 8-year-old son, Jack, asked what I was doing one day.  I told him I was tweeting, and told him what Twitter is.  He asked:  “How many people follow you?” 

I said:  “about 500.” 

Jack asked: “How many people follow Sponge Bob?”

I looked it up.  “5,000.” 

Jack said:  “Dad - if you tell more jokes, maybe you’ll be more popular.”

I don’t want to compete with SpongeBob.  I’m don’t care how many followers I have.  Neither should you!

23. Don’t tweet too much; don’t tweet too little. You get a lot of benefits from Twitter for just 10 minutes of effort a day.  On the other hand, it’s important not to tweet too much - I recently saw someone who had tweeted 26,000 times – yikes!  My rule of thumb is to tweet between 0 to 3 times a day.  That's about as many truly insightful things as I encounter in 24 hours.

24. Twitter helps keep me informed in real-time, personally, with less effort, and dynamically.  Today one of our engineers asked:  “doesn’t Twitter just give you too much information?”  My response was that it’s the opposite – it helps me cull the information deluge down to the stream I care about.  Currently, I listen to:

• The New York Times (@nytimes)
• NPR (@nprnews)
• My favorite industry analysts (@bmichelson)
• My competitors (you know who you are)
• My customers (CME Group, and many more)
• My cousin (@marissapage) who’s really, really funny. 
• Other CEOs (many to mention, check out my followers)

I’m informed in real-time, as news happens, and my list of information streams is very personal.

It’s less effort with Twitter to add new sources, scan existing ones, and read from my iPhone than traditional mediums, including personalized websites.  And the 140 character Twitter constraint, makes people “put it on a bumper sticker,” so I can scan the headlines.  I’ve never been more informed in such little time.

Finally, the whole thing is dynamic, so I can constantly change what I’m tuned into.

25. Don’t start using Twitter unless you love to communicate, and are willing to stay committed.  It’s hard to get in the habit of tweeting, and CEOs are busy!  Moreover, tweeting well is an art, and takes some thinking.  You have to want to communicate, and be willing to stay committed to creating ideas on your own; you can’t outsource the job, either.

26. Learn how to Twublish.  I used to write byline articles for industry journals. Traditional publishing is static, formal, unidirectional, and controlled by an external editor.  Then I started to blog, connect via LinkedIn, share photos with FlickR, and message with Twitter.  Taken together - and they must be used together - these tools form a new way of publishing - I think of it as "Twublishing."  

To publish with Twitter, or Twublish, involves writing to our blog.  Then I tweet about points in the article on Twitter.  Comments in the blog and direct messages on Twitter help me get feedback on the quality of my thinking.  Often, this leads me to new places, and adjacent topics.  Or I more fully develop the original idea, and more deeply hyperlink the original to new sources I discover.  The feedback deepens the original thought and creates articles that evolve into portals for other information on the same topic.  This post, for example, has links to 30 other information sources about the use of Twitter from a CEO's perspective.  

Twublishing is dynamic, informal, bi-directional, and unconstrained by an editor.  I can mix in video and images.  It's hyperlinked so my thoughts can become portals to other people's ideas that were the building blocks of my own.  And it's temporal - that is, as information changes over time and others respond, I can update or augment the original to refer to the new information.  

Other than the whopping $250 I used to occasionally get for a magazine article, publishing with social networking tools is better in every way.  

27. I’m more aware of why I love my job because of Twitter.  As I was returning from a sales trip, I tweeted:  “Anyone who thinks the capital markets are collapsing should go out and spend a day with the traders – lots of innovation going on out here!”  The act of paying attention to the ironic, funny, shocking, and curious things that happen from day to day makes me more aware of why I love my job.

 

When Microsoft Enters Your Market (CEP): Cause for Worry or Celebration?

(Mark Palmer is president and CEO of StreamBase Systems)

This week, Microsoft announced they will enter the technology space inhabited by my company, StreamBase.  Naturally, I got a flurry of questions, ranging from: "Is Microsoft's entrance going to crush your business?" to "Could Microsoft entering your market be validating?"

The question behind these questions is:  "How can a company with less than 100 people compete with Microsoft?"

First let's start with some background:  what is complex event processing, or CEP?  CEP is an enterprise software technology - big companies buy it to do big things.  CEP is kind of like a database, but turned on its head for real-time decision-making.  For example, Orbitz uses CEP to monitor their business in real time - when there's a problem, Orbitz knows about it in milliseconds, which means they can do something about it before its too late.  And they can change the logic for detecting and responding to problems on the fly. Databases, in contrast to CEP, are designed to help a company look at what already happened, not what's happening now.  Clearly the database is an essential tool that can inform future decisions.  But knowing what's happening now helps identify and therefore seize business opportunities that exist for just a short time, like fixing your problem on Orbitz before you leave and go to Travelocity.  CEP is increasingly becoming a critical tool for the enterprise.

The most extreme, and common, use of CEP is in the capital markets - firms like Deutsche Bank, JP Morgan, and RBC use CEP to automate their trading decisions.  The financial markets produce millions of events every second, and opportunities to make money last, in some cases, for minutes, or, in some cases, for milliseconds. The systems that identify and exploit those opportunities are under constant development. In trading, rapid development and instant action aren't luxuries;  they directly impact revenue and competitive differentiation.

So, can Microsoft dominate CEP?  In his groundbreaking book Intrapreneuring, Gifford Pinchot researched the success and failures of innovative efforts in large U.S. corporations.  At a macro level, he found that big companies, statistically, are terrible at innovation: 

You might think that larger organizations would be stodgy in thinking up new ideas, but, because of a wealth of management talent, would be very good at executing them.  It turns out, however, that just the reverse is true:  our large organizations are producing large numbers of good ideas but generally are unable to implement them." 

This, of course, is why the venture capital industry is alive and well - innovation naturally comes from small firms.  However, Pinchot went on to describe that when big companies act like little companies, they can innovate.  But they must create small groups, accept and expect failure, let these groups be autonomous, hire different kinds of people, compensate them differently, manage them differently, and get close to customers.  All these attributes fly in the face of traditional big company culture.  

But Microsoft has pulled off innovation before - are they doing it here according to Pinchot's findings? It's a CEOs job to watch for competitive threats, and I see no evidence to suggest Microsoft is approaching CEP in a way that portends success.  Nimble moves by Microsoft could include:  recruit top visionary CEP engineers (they haven't); create a small, independent group (they didn't - the product is coming from the SQL server group, which has hundreds of engineers); get out and talk to customers directly and co-develop with visionary partners (we see no evidence of this); recruit and empower entrepreneurs and empower them to break down corporate structures (Microsoft didn't do this either).

So the physics that would make an entrepreneur worry just aren't there at Microsoft's CEP effort.

Which leads me to my current answer: the fact that Microsoft is trying to get into CEP is a big, important endorsement for CEP.  And since we think we have the best CEP product available (as many others who have evaluated us have found), we invite the competition.  If Microsoft's endorsement makes corporations more aware of CEP, it's better for StreamBase.  

Welcome, Microsoft!

Design for Debugging (by a debugger)

(Matt Fowles is a Senior Software Engineer for StreamBase, whose interests include programming language, compiler, and virtual machine design.)

As the ponytail (and the tiny bio above) imply, my posts will focus on technical details such as language semantics, general programming issues, compiler design, or anything else I feel is nifty.

Bob Hagmann from Aleri recently posted a great piece on designing and debugging CEP apps; unfortunately, he leaves out what that process of debugging might actually look like.  While some languages force you to spelunk through printf output or trace files to track down a bug, I have found that the returns from an integrated debugger are immeasurable (and greatly magnified by good design).  StreamBase ships with a visual debugger built into its development environment, so I will expand on Bob's post with a concrete example using the StreamBase visual debugger.  Consider the following sample application that continuously calculates Bollinger Bands for stock quotes (for those playing along at home this sample ships with StreamBase and can be loaded with "File -> Load StreamBase Sample...")

 

This app actually calculates Bollinger bands in two different ways, one using a simple moving average and the other using an exponential moving average.  For simplicity, the two paths are separate branches of the main app, allowing each path to be debugged separately.  Within each path, the calculation is divided into a first step, where the moving average and standard deviation are calculated, and a second step, where the intermediate results are used to calculate the Bollinger bands.  This allows us to use the StreamBase debugger to inspect intermediate results and inspect their values.

With the app paused at a breakpoint, we can inspect the fields of the current tuple or at any earlier point in the active data flow, allowing easy inspection of transformations and invariants that need to be maintained.  The StreamBase debugger also lets the user modify the value of fields in the current frame before resuming execution, providing a simple way to test downstream components with hand crafted data.

Of course in an application this simple, one doesn't even need a debugger or careful design.  But, when debugging a larger application like a smart order routing system, organizing your code into staged transformations where each stage is a submodule can be invaluable.

This sort of design not only allows you to step into each module and debug its inner workings separately, but it also provides clean abstraction barriers for unit testing.  And once you have unit tests for each stage and a debugger to help you fix regressions, you will be free to refactor, optimize, and extend your application with impunity.