“LibraryThing is an online service to help people catalog their books easily. You can access your catalog from anywhere—even on your mobile phone. Because everyone catalogs together, LibraryThing also connects people with the same books, comes up with suggestions for what to read next, and so forth.”
I like LibraryThing. I like it a lot. You catalog your library and it compares it to other libraries. Reviews, tags, 200 books for free. $10 for unlimited. $25 for an unlimited lifetime. The T I will try to do a widget out of it to the sidebar to show what I’m reading.
Today I completed 30 minutes and broke the magic 7,500 meter mark, an indication that I can keep my splits under 2:00 for a sustained piece, which in turn is an indication that I’m getting back in shape.
Rowing is all about the numbers. I divide the stroke into a four-beat count of: catch, drive, finish, recovery and the Concept2 PM3 monitor tells me the rest: strokes per minute (I am most comfortable at a 24 rate, racers sprint at 34-36 spm), heart rate (my resting rate is 70, I need to calculate my basal, or waking rate, but while rowing I usually hang in the 150-165 bpm range with a finishing sprint in the 175 bpm range), watts, calories per hours, meters elapsed, meters to go, projected finish time, etc. etc. etc.
In short, rowing is for number geeks. This is not a pleasant experience of watching the river bank slide by. Eyes in the boat, upright carriage, chin lifted to keep an open airway, and total focus on the balance of the boat. Well, on the erg it’s worse. Sit up right, try not to flail, don’t let your head roll around in agony, and ignore the sappy James Taylor song that comes on the iPod during the ultimate sprint.
My targets now are around weight loss, that means long pieces — like 10,000 to 15,000 meter sessions over 40 to 60 minutes — at a low rate, low effort, keeping my heart rate down in the 120 range. This is the definition of tedium. No challenge. No competition. Just grinding along letting my metabolism cook off fat cells. Hence I have graduated from the acclimation rows of 5000-6000 meters (20-24 minutes) to a half-hour, and after a couple weeks of consistently finishing the 30 minute piece (my favorite training distance and conditioning maintainer) I’ll graduate to the 10K.
So, getting there. Still too embarrassed to disclose my gross tonnage.
Sidenote: I received word from my agent that an actual royalty check for the Book of Rowing is on its way. Amazing that is still in print.
“With speaking fees and book royalties you could be making $500,000 or $600,000 a year, and the poor journalist is making $70,000 or $80,000 a year working as an employee. So there are a lot of people who are realizing that there’s a lucrative career making a name for themselves instead of being an employee.”
Pat McGovern — my ex-boss at IDG from May 2005 to January 2006 — is the subject of a great interview by PBS’ Marc Glaser, former columnist for the spectacular IDG-backed flame-out of flame-outs, The Industry Standard. [Full disclosure, I tangentially came to IDG after trying to revive the Industry Standard domain and archives in discussions with then honcho Kevin McKean, and ex-Indy Standard-InfoWorld web GM, Matt McAllister. Those discussions went nowhere].
IDG, or rather InfoWorld, received a huge amount of buzz this week when the news came out that InfoWorld, a stalwart print brand for the IT world, would cease printing and go online-only after its next issue. With a lot of bloggers and media critics watching avidly for a sign that the world of mainstream print media is toppling, there’s no surprise that the InfoWorld news had the legs it did.
Glaser gets from McGovern the best expiation of IDG’s shift from print-to-web I have ever heard, including my one hour one-on-one with Pat during my hiring process as the online general manager for the CXO group. Without divulging any internal secrets, the plan in early 2005 was, as enunciated by McGovern, then CEO Pat Kenealy, and online/biz dev VP, Colin Crawford, to go to a 50/50 print/web revenue split as soon as possible …. meaning the crossover date wasn’t being predicted, but the strategic decision had been made and digested to put the IDG wood behind online.
I gained a lot of respect for my online GM peers, such as McAllister (who’s team which included Chad Dickerson and Jon Udell were the leaders in driving IDG’s thinking about RSS, death-of-the-page-view model, and other concepts which, at the time, were truly ground breaking for a traditional print publisher to embrace), Martha Connors, ex-COO of the MIT Technology Review who was the online GM of ComputerWorld, IDG’s flagship brand, (and an utter operational blackbelt when it came to rebuilding web publishing environments for total analytic/revenue/traffic optimization), and Kevin Normandeau, the online GM at NetworkWorld, who knows online marketing cold and is a master at lead gen and direct tactics. Me? I don’t know what I was good for, but IDG wasn’t a great fit for me … I thought getting back in online journalism was what I was meant for, but it turned out my heart was more on the business side of online.
Anyway, back to the Glaser interview of McGovern. What comes through for me, as someone who knew the strategy two years ago, is that IDG will probably position itself as an online-only publisher sooner than McGovern is estimating, and will look for ways to distinguish themselves through three decades of accrued brand equity around the ComputerWorld, PCWorld, MacWorld, and InfoWorld franchises into a stronger destination proposition for IT users. IDG’s biggest problem, in my opinion, is buried in its 10 corporate tenets — a mission that made it for years one of Fortune’s Best Places to Work — and that tenet is the devotion to decentralization that McGovern had to implement out of necessity when he was building the world’s first and most complex global publishing operation in the 70s. In that decade, pre-email, pre-fax, McGovern had to decentralize to put decision control in the hands of his country managers. Today, decentralization for IDG means redundancies, e.g. how many content management systems are needed? Web ops, at the lower levels of the IT stack, should be consolidated, and if IDG can get all of its brands onto a common platform it will at least be on the same footing as CNET and the printless competition.
Once on a common platform, the challenge will be to look at editorial redundancy. One of IDG’s secret weapons is its news service, which covers the breaking news of global IT very effectively. Does each brand need to cover a virus outbreak? A product launch? The editorial value at the franchises should move from providing check-box/fungible story oriented delivery to user content, community facilitation, and interactive services built around data assets — not reporting. Think tools, lists, and databases. It got Forbes.com out of the pack in ’95 and could do the same for IDG, particularly if it can leverage its secret weapon which CNET and Ziff don’t have, IDC, its global research arm.
Another key strategic differentiator for IDG — China. Pat McGovern was the first publisher to open up an operation there, his VC arm is very well connected, and IDG is a very well regarded brand inside of Chinese IT and web publishing circles.
If IDG is able to consolidate IT and reporting redundancies, continue the innovation path set by McAllister, Dickerson and Udell, capitalize on its shared databases — both industry and customer — and present a really strong global reach message to advertisers ….
They will do fine and make the transition without too much crying and broken dishes. The political-cultural shift has already happened, now its all execution and I suspect InfoWorld is just the first to be transformed. The company shifted senior management during my brief stint, bringing ComputerWorld CEO Bob Carrigan up to fill Pat Kenealy’s role as head of global publishing (Kenealy famously made the goofy call to ban deep-linking to IDG stories). Carrigan — who had been a Kenealy protege before following IDG investment Spinner to AOL — gets the online joke and brought together the online GMs into a task force that did quite a bit to break down the decentralization and inter-brand competition that traditionally plagued IDG.
I know Matt dinged IDG earlier this week with a “deer in the headlights” comment, which Colin Crawford took umbrage with. IDG was stuck in the middle of the road when Matt and I were there. He left a few months before I did, and we both were privately critical of the pace and urgency of the crossover.
But, rather than look at InfoWorld (and recollections of The Industry Standard) as signs of failure and pessimism in the print world, I remain a half-full guy and think IDG was being pretty ballsy to make the move it did on Monday with InfoWorld by going all into online with at least one of its franchises.
But, more importantly, Barnstable Town Manager John Klimm decided yesterday, the bottom tackle under the floating oyster bags in West Bay are a potential navigational hazard to recreational boat users and other fishermen who use ”one of the most pristine and scenic waterfront residential areas of the town of Barnstable.”