When a job search moves faster than expected

DFN: Tips on how to prepare when you haven’t (for an interview)

When A Job Search Moves Faster Than Expected
By Caroline Ceniza-Levine November 1, 2009 • 9:32 am
http://sixfigurestart.wordpress.com/2009/11/01/when-a-job-search-moves-faster-than-expected/

I asked an executive at a networking meeting for an informational interview and she wants to speak to me this week. I thought these things take time, so I haven’t researched her company or her industry. I don’t feel prepared but I don’t want to miss this opportunity. What do I do?

This is a luxury problem! Congratulations for putting yourself out there, asking for a meeting, and clearly representing yourself well enough that this executive wants to meet with you! Too often we don’t celebrate our job search successes. There is a ways to go before an offer is closed, but this is a step in the right direction, so take time to acknowledge this and savor a task well done. Celebrating here isn’t just about feeling good. There are practical benefits. When I coach clients to troubleshoot their search, we don’t only look at the trouble; we also look at what went well. You want to build on your successes, so capturing data on what works enables you to replicate the success for other prospective employers.

But we still have to get through this meeting. Before an informational interview you want to research the person, her company and her industry. The more research, the better, but there is plenty you can do even in a few days (or overnight if needed). So never let a good opportunity disappear just to do more research.

Read the person’s LinkedIn profile, blog and Twitter feeds if they have any. If they have presented or published, get to know their expertise. Use Hoovers or Vault data to understand the company. Read the press releases. Understand what projects are in the works, what opportunities and challenges exist for them, and any recent accomplishments. Check out the related industry’s professional trade association. There may be a list of competitors, industry surveys that give you a snapshot about key issues for the industry, and cutting edge news. You want to have a sense for the published information so you don’t ask questions about items that are readily available. I’ve listed a lot of sources but with information readily available on the Internet, this process takes just a few hours.

Now form hypotheses. A powerful informational interview is not just a laundry list of questions. Your questions are a reflection of your interest and your expertise. So take the extra step of forming hypotheses from the above research to test in your interview. Instead of asking what challenges exist, offer what you think the biggest challenge is and ask your interviewee to confirm or refute. This takes the burden off of them to come up with ideas. They will appreciate the time you took to learn their industry. Once you’ve collected their answers, it will be that much easier to speak to their competitor – not because you share confidential data irresponsibly (informational interviews don’t usually yield top secret data anyway) but because you can then say in your next interview that you’ve spoken to another leading company in that industry and here’s what you’ve found.

Good informational interviews build on each other. They are a critical component of a proactive job search. So when you bag a big target unexpectedly, it’s cause for celebration, not panic. When a job search moves faster than expected, run with it. There will be other companies that move more slowly than anticipated. One fast company does not mean a fast job search overall. Keep flooding your pipeline with more companies, ask for more informational interviews and don’t stop till you’re at your new job filling out your new hire paperwork.

Caroline Ceniza-Levine, career coach, writer, speaker, Gen Y expert  and co-founder of SixFigureStart™, coaches jobseekers from the recruiter’s perspective – how the hiring process really works, what employers really want.  Caroline has 16 years of experience in professional services as a management consultant and executive and corporate recruiter.  Most recently, Caroline was Head of University Relations for Time Inc.  She has also recruited for Disney ABC, TV Guide, Accenture, Booz Allen & Hamilton, Pfizer and Citigroup.

Business case for SaaS

DFN: Article lays out the current pros and cons regarding SaaS (software as a service). Simply, this is the difference between buying a license for Essbase and having its on your own servers, versus buying Adaptive Planning and having it hosted offsite on someone else’s equipment. An Essbase deployment can run $2M (all in) versus $100K for an AP deployment.

Business case for SaaS
by Dennis Howlett on November 1, 2009
http://www.accmanpro.com/2009/11/01/business-case-for-saas/

View more presentations from David Terrar.David Terrar is pimping the Intellect SaaS Group paper: The Business Case for Software As A Service. (PDF download) He does so in a transparent manner saying that:

Our aim is to promote the use of SaaS in business and to government, and to act as a focus for anyone interested in the topic.

There is at once a pleasure and problem in reading this paper. The pleasure comes from seeing a group attempt to articulate the virtues of SaaS. In doing so, they cover many of the essentials in an easy to consume fashion. Setting out for example a comparison between on-premise and SaaS that talks about a variety of issues such as data access, data ownership and compliance, evaluations, IT maintenance and upgrades is informative and valuable. The same goes for comparisons drawn around implementation.

It is also good to the see the authors do not over egg data security and risk. I remain concerned that certain vendors overplay this aspect at the risk of failing to recognize their own issues. Similarly, it is the first time I’ve seen something said about the legal issues and in particular the contracting arrangements. This is an area many SMB’s do not take time to ponder. As the paper says: ‘No-one should overlook legal issues. The SaaS business model is relatively new, but most of the legal considerations are well recognised, albeit that some aspects have developed from consumer services, which were far less likely to be challenged by the customers.’ This is an ongoing challenge around which the SaaS industry could do some good things – like develop standard terms upon which all can agree. It cannot be that hard though I know that software vendors like to lawyer themselves up to within an inch of their existence.

As always the picture is incomplete and therein lies the problem. The paper has almost exclusively been contributed to by the sell side of the software house. David acknowledges that and by implication, readers should therefore have their antenna up for hyperbole. While I note the authors are careful to say that SaaS isn’t for everyone, there is a lack of balance that is inevitable in vendor sponsored material. The old adage: ‘he who pays the piper calls the tune’ springs to mind.

I’m also mindful that the case as presented represents an industry that is in the early stages of development. It is therefore no surprise that the paper is thin on case material. They could have done a far better job here and I am perplexed as to why there are no more than a handful of shallow vignettes. I wonder for instance why they didn’t notice some of the things that John O’Nolan has been saying. Or why they could not have cherry picked and expanded on the many examples Freshbooks offers. The list could go on. From that perspective I see the paper as losing a solid opportunity to do one of the main things SaaS vendors love – getting customers out front and centre. There are other weaknesses:

For example, the generalization that while: ‘Quick implementation typified by a simple ‘subscribe and use’ approach’ talks well to the general idea of consuming applications, implementations are not always the simple slam dunk people might be drawn into believing. It depends what you’re doing and what you’re using. So for instance the idea that I can simply shift (say) my Sage data to a (say) Netsuite or that I can do the same for the handful of systems I am using to (say) an SAP Business ByDesign is nothing like the relative simplicity of moving from shoebox/Excel spreadsheets to a Kashflow, Xero or other SMB application.

Any implementation that is over and above (say) a transfer from Sage to ANO SaaS provider will be as much a project as moving to another on-premise application. Getting your data cleaned up and ready to move elsewhere doesn’t go away simply because we’re talking SaaS. It can represent as much as 70% of the project. That is something the industry should be innovating around yet I’ve not seen much progress in that area.

Similarly, as SaaS providers flesh out their offerings, complexity will creep in. How that is handled and what it means for the user experience is as yet untested but one early example gives an indication of what it will mean. SAP Business ByDesign is positioned as a complete ERP offered as a service. It does not offer customizations (and neither should it) but there are many possible configurations. That means implementing BYD is not something you do over a weekend but will take at least some weeks if not months. Yes, the time period from inception to go live should be an order of magnitude less than a comparable on-premise application but then we are starting to see on-premise providers offering ‘accelerators’ to their offerings that do change that landscape. In other words, fast track implementation may be possible at the entry level but is not a done deal further up the food chain.

Let’s be clear though. SaaS economics (in the broadest sense) are proving a highly compelling argument. Compound that with the other benefits the paper lays out and it is easy to see why this paper is something you should read. There is plenty to to understand and enough meat for people to start asking the right questions. Provided that readers remember it is primarily written on behalf of vendors then all is well. And please also remember: in any evaluation, issues like vendor viability and customer references should be at the core of your thinking.

4 Actions that got people jobs (In this recession!)

DFN: Great advice, I’ve subscribed to the RSS feed, take a look at the end of this article to get a sense of the articles available from this blogsite.

4 Actions That Got People Jobs (In This Recession!)
November 1, 2009 by sparktalk
By J.T. O’Donnell
http://www.careerealism.com/4-actions-that-got-people-jobs-in-this-recession/

First, let me mention that some great advice is being shared as part of Job Action Day 2009 by a slew of really talented career advisors. When asked what I thought the secret to getting hired in this down economy was, I decided to share 4 things I’ve actually seen work for job seekers in the last month. That’s right – all the actions below were instrumental in getting people I know hired in this recession.

Here they are:

Daydream the details.

A recent grad I know dreamed of getting into the music management business in Chicago. Talk about a tough job to nab! Ironically, she initially chose to work with me to explore other career options in the event she couldn’t land a music biz gig. As we contemplated alternatives, the only result was further clarification as to why she loved the music business. She would detail parts of her former internship and how much she appreciated the manager, company, job, industry, etc. So, I asked her what a day-in-the-life of her dream job would be. You could feel the enthusiasm through the phone. From that point forward, we agreed there was no another career option for her. She needed to focus 100% on the challenging job of finding work in this competitive field. That’s why I told her to spend a few minutes every day dreaming about the ideal job, and then told her to use that energy to power her through the tough parts of the job search (i.e. writing cover letters, going to networking events, picking up the phone and calling strangers to set up informational interviews, etc.) She followed this advice and went back to her old internship boss and asked for referrals. She followed through on every name he gave her and constantly updated him on her search, relaying back with enthusiasm what she had learned from each interaction. Last week, he got funding for a new entry-level job. Guess who got the job offer without an interview? He told her it was clear how deep her love for the business was and that he felt confident she was the right candidate because she had proven her commitment to getting into the field.

SUMMARY: Daydreaming can give you the emotional fortitude and attitude you need to roll up your sleeves and do the not-so-fun stuff related to landing a job. It will also showcase your passion to the right people. Allow yourself to dream and then channel your excitement as a way to keep your spirits up and your job search moving forward.

Play it like a game.

A sales professional I know got laid-off. He was given 6 months of severance. The day after the lay-off, he called me and said, “I know finding another job like the one I had is going to be really tough, but I am going to set the goal of having a new job by the time my severance runs out. I’m going to treat it like a game and I’m going win.” I could tell he meant it. As I checked in with him periodically, he would update me on his progress as if he was keeping score. He had set up a strategy where he would do X number of things per day. He had running totals, complete with which actions scored better results than others. For example, he learned quickly that setting up a coffee and meeting just one individual in-person got him a lot more job referrals than if he sent out 3 dozen e-mails. By the 3rd month, his strategy had been dramatically altered and he was starting to land interviews. In the 4th month, he was offered TWO jobs. Imagine having a choice in this economy? FYI – He actually took the job that paid less than he was making before because the company was stronger and had better long-term potential. Playing the game gave him the ability to choose the right job, as opposed to taking any job. In short, he didn’t just win, he crushed the game.

SUMMARY: Treat the job search like a game and play it by your rules. Everyone has a game-playing style that works for them. Use yours to be strategic. Find out what job actions work best for you and focus on using them to get you to the winner’s circle.

Identify AND leverage your Unique Gifts.

As part of CAREEREALISM University, students are taught how to define their Unique Gifts. This exercise is particularly challenging. Why? Because people have trouble identifying what is unique about them. The problem lies in the fact that what makes each of us special are things that are natural to us, a.k.a. skills and abilities we have developed from an early age. Translation: They don’t feel ‘special’ or ‘unique’ to us! We assume everyone can do what we do. And yet, when you learn how to identify these Unique Gifts in yourself, you can use the knowledge to market yourself more effectively in a job search. Here’s an example…

A 20-something office worker I know got laid-off when the manager she supported took an early retirement package. She was desperately seeking another administrative assistant role. Unfortunately, she wasn’t doing a great job of showcasing herself to hiring managers. When she got to the Unique Gifts exercise in CU, she really struggled. But after some discussion around things like A) what people sought her advice on, and B) what people asked her to help them with, she suddenly saw her real strength was working under pressure. People always seem to ask her to jump in and fix things in a pinch, or to put out a fire. Her positive attitude and ability to think quickly under chaos really showed in these kinds of situations. When she saw this in herself, she was able to tailor her cover letters, resume and even interview answers to highlight her Unique Gifts. As you can imagine, the effect was incredible. She got the very next job she applied for. Coincidence? Absolutely not! The hiring manager said the executive she was seeking an assistant for specifically asked for ‘someone with a positive personality that can put out fires.’

SUMMARY: Finding what you are the ‘go-to’ person for and sharing it with the world is not bragging – it is good job searching technique. With so many people out there competing for the same job, your ONLY shot at standing out is share what is special about you. So, share your Unique Gifts in all your job search actions and you’ll find it easier to attract the right hiring managers and land the right job opportunities.

Be sociable OUTSIDE of networking events.

Over the summer, I attended a birthday party for the children of some friends where the parents were invited too. When I got there, one of the moms of a child in attendance had to leave for another commitment. But, instead of packing up the whole family, her husband, who knew NONE of us, agreed to stay and hang out so their daughter could play some more. A really brave move when I’m sure he would have rather just head home and relax. As a result, everyone there took some time to chat with him. He turned out to be a pleasant, interesting guy. It also turned out he was looking for work. He didn’t dwell on the job search, just mentioned his background, a few strategic accomplishments, and how much he’d like to find a management position locally, but then moved on and kept the conversation light and fun. The way he discussed it was so sincere, yet non-intense, I remember thinking, “Wow, what nice guy. He’d make a great manager for the right company.”

Fast forward to two weeks ago when a friend who runs a company called to let me know he was about to engage in a search for a new manager. People loved working for his company. In fact, he hadn’t had to seek out a new hire in years. So, he was feeling a bit overwhelmed at the idea of starting the talent search process. He had visions of posting an ad and getting tons of resumes that would overwhelm him. Actually, he was dreading the search because he had heard that being an employer with an open position in this economy could be stressful. Fellow business-owners had shared stories of people, desperate to get hired, doing crazy things like calling their offices non-stop and clogging their in-boxes with e-mails. As he described what he was looking for in a candidate, the conversation with my friend’s husband at the birthday party jumped into my head. He was a good fit. I scheduled the interview within days and they hit it off. My friend’s husband got offered the job within the week. It was a win-win for everyone!

SUMMARY: Don’t overlook opportunities to connect with people outside the normal job search networking options. When people get to know you for YOU, they are going to find it easier to recommend you for a job. People like helping people they like. So get out there and be likable!

I hope the above offered some insight into things that are getting people hired. For more great articles, check out these posts by members of the #CareerCollective.

Meg Montford: Job Action Day: Finding Your “MOJO” After Layoff http://coachmeg.typepad.com/career_chaos/2009/10/job-action-day-finding-your-mojo-after-layoff.html

Debra Wheatman: Plan B from outer space; or what do you have in case your first plan doesn’t work out? http://resumesdonewrite.blogspot.com/2009/10/plan-b-from-outer-space-or-what-do-you.html

Heather Mundell: Green Jobs – What They Are and How to Find Them, http://dbcs.typepad.com/lifeatwork/2009/10/green-jobs-what-they-are-and-how-to-find-them.html

Erin Kennedy: Cutting Edge Job Search Blueprint http://exclusive-executive-resumes.com/resumes/job-search-blueprint/

Grace Kutney: Securing Your Career While Navigating the Winds of Change http://sweetcareers.blogspot.com/2009/10/securing-your-career-while-navigating.html

Hannah Morgan: Career Sherpa– Why Our Job Search Advice is the Same but Different http://hannahmorgan.typepad.com/hannah_morgan/2009/10/why-our-job-search-advice-is-the-same-but-different.html

Gayle Howard: The Enlightened Jobseeker http://www.theexecutivebrand.com/?p=500

Laurie Berenson: Making lemonade out of lemons: Turn unemployment into entrepreneurship http://blog.sterlingcareerconcepts.com/2009/10/30/making-lemonade-out-of-lemons-turn-unemployment-into-entrepreneurship.aspx

Jacqui Barrett-Poindexter: You Can Thrive In, Not Just Survive, an Economic Slogging http://careertrend.wordpress.com/2009/10/30/you-can-thrive-not-just-survive-an-economic-slogging/

Rosalind Joffe: Preparedness: It’s Not Just for Boyscouts http://workingwithchronicillness.com/2009/10/preparedness-its-not-just-for-boy-scouts/

Rosa E. Vargas: Are You Evolving Into The In-Demand Professional of Tomorrow? http://resume-writing.typepad.com/resume_writing_and_job_se/2009/10/furture-careers.html

Dawn Bugni: Your network IS your net worth http://thewritesolution.wordpress.com/2009/10/30/your-network-is-your-net-worth/

Miriam Salpeter: Optimize your job hunt for today’s economy http://www.keppiecareers.com/2009/10/30/optimize-your-job-hunt-for-todays-ecomony/

GL Hoffman: The Life of An Entrepreneur: Is It for You? http://blogs.jobdig.com/wwds/2009/10/30/the-life-of-an-entrepreneur-is-it-for-you/

Katharine Hansen: Job Action Day 09: His Resume Savvy Helped New Career Rise from Layoff Ashes http://www.resumesandcoverletters.com/tips_blog/job_action_day_09_his_resume_s.html

Martin Buckland: Job Search–The Key to Securing Your Future Career. http://aneliteresume.com/job-search/the-key-to-securing-your-future-career/

Chandlee Bryan: Where the Green Jobs Are: http://emergingprofessional.typepad.com/the_emerging_professional/2009/11/where-the-green-jobs-are.html

Heather R. Huhman, Take Action: 10 Steps for Landing an Entry-Level Job, http://www.heatherhuhman.com/2009/10/take-action/

Barbara Safani: Where the Jobs Are 2009 and Beyond: http://www.careersolvers.com/blog/2009/10/31/where-the-jobs-are-2009-and-beyond/

How I Got the Job: Tracy Dawson, 61

DFN: Great article about how Mr. Dawson got his job, some trials, some lessons learned.

How I Got the Job: Tracy Dawson, 61
Sue Dye Babson, special to The Star
Submitted by Donna Vestal on November 1, 2009 – 5:00am.
http://economy.kansascity.com/?q=node/4550

Tracy Dawson The job: Shift supervisor

The employer: For over a century, Kansas City ’s Fairbanks Morse manufacturing plant has been making a wide range of pumps for applications in public works and industrial installations throughout the world. Fairbanks Morse several years ago was purchased by Pentair Inc., based in Minneapolis, and, since it today sells brands other than its flagship Fairbanks Morse brand, is now known as Pentair Water Kansas City Operations.

My role: I am responsible for all aspects and all operations of the four-building plant during my shift. This includes safety, quality and productivity. I direct the activities of about 40 union employees. I track and record productivity; train and coach employees; set priorities; and facilitate cooperation between departments.

How long have you been in this position?
Since mid-September.

How long did it take you to find this job?
Six months. I was laid off in April and blessed by a fair severance package and contract work, so I only collected about two weeks of unemployment.

How did you find your job?
This job was posted at Careerbuilder.com. When I first saw the posting, I was very interested but did not respond because the job description listed several skill requirements with which I have no experience — especially machining experience.

I changed my mind about not applying during one of the career transitions meetings directed by Laura Johannesmeyer at Johnson County Community College in Overland Park. During the job club meetings, members offer advice and encouragement to each other. At one meeting, it was suggested that job applicants should not eliminate themselves from positions they are interested in securing. We were encouraged to focus on the skills we do have and to allow potential employers to see our applications and decide for themselves which of our skills are truly critical to their needs.

At Pentair’s Fairbanks Morse, I met with four people in a three-hour interview — and never was asked about my lack of machining experience. Someone from human resources called me a couple of days later and offered me the job. The plant is still hiring, and especially looking for skilled welders and machinists.

What helped the most in the job search?
I believe that the key for my job search was the support and guidance I received from networking with the participants and organizers at the two job clubs I routinely visited. The work done by Laura Johannesmeyer at JCCC and the volunteers like Deanne Sheets at the job club of The United Methodist Church of the Resurrection in Leawood were outstanding in many ways.

I also learned much from the Internet, networking through LinkedIn and through some of theindividuals that I met through LinkedIn who helped me focus my resume and search efforts. I also owe a thank you to Debbie Douglass Sauer of Kansas City’s Sauer Photo, who provided me and many others with encouragement and free professional portraits for our Web-based resumes.

Did you reach a low point in this process?
I think that for me the hardest part of my job search was identifying the “vultures” that surf the Internet job sites. For me, few things hurt more than the gang interview or the phony job posting.

What is your best advice for others in the job search?
Find a job club, attend as part of your routine and share and learn from others. No one job club is right for everyone. Keep trying. Everyone can benefit from the networking found at one job club or other. I found that even the JCCC job club that meets three times each week with the same leader in the same room has a different vibe or feel depending on which session you attend.

What is your educational and work experience?
I have a bachelor’s degree in ceramic engineering (1981) from the University of Illinois in Urbana. I have almost two decades of industrial management and engineering experience.
Is there anything else you would like to share related to the job search?
If it has been a while since your last job search, you will have to learn the current methods. The days of heavy-cotton resumes and postage stamps are gone. Get to the library, do your research, break out your keyboards, surf the Internet, find the right job club or clubs, network, network, network and keep your shoes shined.

How does this job fit into your long-term career plans?
This company has sound leadership and great potential. The actions that I have seen taken by my boss and his bosses over the first few weeks that I have been here are very positive.
I am also pleased with Pentair’s focus on 5S and Lean, a technique that results in a well-organized workplace complete with visual controls and order. When I speak with others about the progress they have made and progress they need to achieve, I can see both a pride in the progress and a determination in the present to achieve even more.

How to make money

DFN: Not sure what this has to do with Internet marketing, but, its a good common sense approach to valuing stocks.

How to make money? – Buy low and sell high
Kurt Tasche – Website Marketing Strategies
http://www.articlesbase.com/internet-marketing-articles/how-to-make-money-buy-low-and-sell-high-1404899.html
Sunday, November 1st, 2009 at 8:52 am

If you want to make a profit then you only need to follow one rule:

‘Buy low and sell high.’

Simple right?

The problem is, most people tend to do the opposite. They tend to buy when the market is reaching all time highs and when things are looking expensive.

They then sell when everyone is panicking and the market is close to the lowest point in years.

If only we could turn this cycle around and ‘buy low, sell high’.

Bargain hunting

I’m a big fan of being a bargain hunter. After all, half of the profits you make aren’t based on just the exit price but also the price at which you bought the asset.

If you buy the asset at a cheap price, it will be easier to make a profit.

So when it comes to the sharemarket, how can you tell if something is looking expensive or cheap? How do you know if something is low or high?

Share price – not what it seems

The problem with the sharemarket is that things aren’t always what they seem.

A $10 share is not necessarily cheaper than a $1 share.

Think of it like this: If you took that $10 share and did a share split so that the $10 share was divided into 20 pieces and each share was now worth 50c, would that mean that the new 50c share is cheaper when you compare it against that other $1 share?

The point is – it doesn’t make sense to compare price like this on the sharemarket. Share price alone cannot tell you if a share is expensive or cheap.

Measure value with P/E

So if you want to ‘buy low and sell high’ then you can’t do it depending on just share prices.

If you want to get a true gauge of value, then you need to use another measure. The measure that the sharemarket uses is the price to earnings ratio (P/E ratio).

It’s calculated by taking the share price and dividing by the earnings per share.

P/E downfalls

The P/E ratio is the most popular valuation tool used by investors but unfortunately it has its downfalls. That’s why you should do your homework to find out what drives the business as well.

Use other ratios

To ‘buy low and sell high’ you need to figure out what point is low and what point is high. The most popular way is through a valuation ratio such as the P/E ratio.

But there are other value ratios out there as well so don’t feel limited to just one.

My personal favourite is the price earnings growth (PEG) ratio.

One of many …

A P/E ratio is useful but it isn’t the be all and end all, instead it’s just one of the things to use when trying to figure out whether you are going to buy a business.

After all the sharemarket is simply a market full of businesses – some great ones, some useless ones and some hoping to be the next big thing.

Nortel has 3,500 patents

DFN: I’m a believer in patents, I always take it as a good sign. The more patents, the newer the patents, the better. Conversely, the more patent suits, the worse.

Nortel’s Patent Analysis Deal with Global IP
By Mark Evans | Published: October 31, 2009
http://www.allaboutnortel.com/2009/10/31/nortels-patent-analysis-deal-with-global-ip-2/

With 3,500 patents still in its possession, Nortel has hired an intellectual property consulting company, Global IP, to do an analysis and valuation of its portfolio.

In a court filing, Nortel said it hired Global IP after submitting requests for proposals to nine consulting firm based on the belief it requires “the services of a capable and experienced intellectual property consulting firm because, among other reasons, the valuation and monetization of the Residual Patent Portfolio cannot be effectuated without such services, and such efforts are important to the Debtors’ success in their Chapter 11 cases both individually and as part of Nortel’s global restructuring efforts.”

In what could be a three-phase project, Global IP will initially perform a preliminary market analysis, identify key assets within the patent portfolio, and provide insight into the strength of each patent. This phase will cost $350,000, plus expenses.

If implemented, the second phase will involve the development of business cases for each key patent. The third phase will involve a valuation analysis of the top patents within the portfolio, the creation of strategic alternatives for “exploiting” (translation: getting as much money as possible for them), as well as a strategic recommendation on how to maximize the value of the entire patent portfolio and IP business.

Top 10 worst Microsoft Products

DFN: I thought this might be interesting given, the advent of Windows 7. One of the top 10 they authors didn’t like was Windows95, I liked it and WindowsXP.

Top 10 worst Microsoft products of all time
by Shaun Nichols , Iain Thomson on Nov 2, 2009
http://www.pcauthority.com.au/News/159526,top-10-worst-microsoft-products-of-all-time.aspx

Last week, in honour of the Windows 7 launch, we covered Microsoft’s biggest successes in the computing field. This week, in the interest of balance, we’re looking to the company’s dark side..

Every company has its hits and misses. Microsoft, however, seems to have a tendency to miss a lot more often than other companies. Perhaps it’s because the company has been so big for so long, or perhaps it’s because people are always so eager to point out the faults of the Redmond giant. But no matter what the reason, Microsoft’s list of flops is long and legendary.

So this week, we count down ten of what we think are Microsoft’s biggest duds. It’s been a tough ne to write, not because of a shortage of candidates, but because we had to hold ourselves in check. We’ve suffered through all of these examples and the temptation to rant has had to be curtailed. We’ve managed to keep it under 5,000 words, just, but if time had permitted we could have done double that.

Honourable mention: Encarta

Iain Thomson: In less than 24 hours time Encarta will be no more, except for the Japanese version which gets a stay of execution. So let’s dance on its grave a little.

Encarta was one of those ‘seemed like a good idea at the time’ things. I suspect more than a few Microsoft staffers grew up with a full set of the Encyclopedia Britannica and loved them dearly. I’d also suggest that someone looked at the thousands of dollars that the Britannica crew were charging and figured they could get a slice of that pie.

The result was Encarta, and it was about as much a threat to Britannia as Bambi to Godzilla. Encarta was clunky, badly written and had more than a few inaccuracies. It was also a sizeable bit of software and was pricey for what it was.

But what really killed Encarta was Wikipedia and the power of crowds. Wikipedia beat off a host of researchers and software engineers because nothing commercial can overcome people doing something for fun.

Shaun Nichols: It’s a bit ironic how Microsoft, a company known for wiping out countless numbers of competing products from smaller vendors, is now being forced out of this market by a project created almost exclusively by small and independent groups. Wikipedia may have its faults, but you have to applaud that, if nothing else. it has gotten rid on Encarta.

Still, it seems that Britannica can’t be too far behind. Unfortunately the encyclopaedia vendors took far too long to move from the CD-ROM to the online services, and as a result users stepped in and created Wikipedia. It’s a bit of a shame, because Wikipedia is flawed, and multimedia encyclopedias did have uses in a number of areas.

Hopefully somewhere down the line somebody will re-launch another encyclopaedia service to keep Wikipedia on top of its game.We shall wait and see.

Honourable mention: Miss Dewey

Shaun Nichols: A few years back, Microsoft was looking for a way to boost interest in its MSN Search service. One of the ideas was an interactive search site dubbed "Ms Dewey." The live-action search allowed users to submit queries which would be answered by a wise-cracking actress.

Unfortunately, the idea of a pretty lady that would answer all of your questions predictably caused most everyone who used the site to revert to the intelligence level of a 14 year-old boy, and most of the time on the site was spent asking dirty questions to Ms. Dewey. Things only got worse when some of the steamier early work by Janina Gavankar, the actress who played Ms. Dewey, began to surface.

The site didn’t last very long, as Microsoft could not have been thrilled by the reception it got. The company had hoped to create a cute little marketing gimmick that would bring more attention to its search service. Instead, the campaign ended up looking at best amateurish and at worst a bit sleazy.

Iain Thomson: Actually Shaun I think there’s more than a little of the teenage boy in many people in the technology field. Look at previous female personifications bought to life on the computer, they are all ultimate failures but seem to have come from the bottom of a teenager’s sock drawer.

You can’t condemn Ms. Gavankar for some of the schlock she’s done early in her career – we’ve all done things we aren’t proud of (see No.5 of this list for example). I thought she did the job rather well. The problem is that the job itself was a duff one.

Apparently the Dewey search idea wasn’t Microsoft’s but came from its advertising agency. I can believe it. The whole concept seems perfectly suited to people who know very little about computers and their users and was probably inspired by a liquid lunch and a generous helping of Columbian marching powder.

10. MS-DOS 4.0

Shaun Nichols: In last week’s Top 10, we named DOS 5 one of the ten best releases from Microsoft. It was a nice example of just how good DOS could be when done right.

This week, we take a look at just how bad DOS can be when it’s done wrong. DOS 4 was released in 1988 and soon became known as one of the all-time worst versions of the operating system.

DOS 4 was riddled with bugs, and in many cases, applications could not run on the product. As Windows was still in is infancy, many users still made heavy use of DOS and this was a pretty big problem. In 1989 Microsoft rolled out the 4.01 update, thus providing an early case for the concept of waiting a year on any Microsoft software update.

Iain Thomson: DOS 4 was so awful it nearly got me to by an Apple – yes, it was that bad.

I think Microsoft was just trying to do too many things at once. It was still locked in a battle with Digital Research for control of the DOS market but was also getting into bed with IBM to develop OS/2, albeit half-heartedly. Microsoft even ran ads saying DOS was dead after version 4, but based on the operating system’s performance there were many users willing to bury the thing.

It was phenomenally buggy, and crashed more often than a blind stock-car racer. I think I spent more time in the late 1980s watching the computer boot up and then freeze than doing anything useful on it. Our university IT department eventually caved in and reverted to DOS 3.

To make matters worse Microsoft then didn’t fix the most obvious problems for a year. It’s no wonder so many people left their PCs in the bin and went over to Apple.

9. IE5

Iain Thomson: There was some intense discussion about what version of Internet Explorer (IE) we were going to include. I was tempted by IE6, since it hung around like a bad smell for five years while Microsoft gallivanted off doing other things.

But instead we opted for IE5, for the part it played in Microsoft’s history. IE5 was pivotal in Microsoft’s plans to tie the browser so tightly into the operating system that it would give the company the whip hand and ensure that if you used Microsoft then you also used IE.

It was a shameful piece of anti-competitive practice, and one that is only now being sorted out to the satisfaction of some regulatory bodies. No-one knows which bright spark at Redmond decided on the strategy but in my opinion this looks like a Ballmer move- he’s always been a little too aggressive when it comes to business strategy.

The courts examined this case very closely. At first Microsoft said that IE5 couldn’t be removed since it was an integral part of the operating system. The prosecution then wheeled out a version of Windows that did just fine without it. Eventually the US courts decided that Microsoft had done wrong and the company narrowly missed getting broken up in two.

Shaun Nichols: The problem with IE5 wasn’t just that it was a bad product, but that it was a bad product which a great many people were stuck with. Firefox had yet to truly emerge, and Opera was toiling in anonymity. For most of the users out there, it was IE or nothing.

Fully aware of this, Microsoft went ahead and did little to nothing. It wasn’t until Firefox started knocking on the door that the company really got off its butt and significantly improved the browser. And it wasn’t just users that suffered. As Iain noted, IE5 was bundled with Windows as a free component.

Seeing as how much of the internet was just coming of age around that time, Microsoft gave itself an unfair advantage that wiped Netscape out once and for all, but also kicked off the landmark antitrust case that hounds Microsoft to this day.

8. Windows 95

Shaun Nichols: Windows 95 was supposed to be the killer operating system for the PC platform. As the emergence of the internet and sophistication of the home computer was bringing many first-time buyers into the market, Microsoft took aim at the growing user base by promising a sleek, easy to use new operating system. What they got instead was a textbook example of why people loved to hate Microsoft in the 1990s.

Touted as a major leap in computing prior to its release, Microsoft spent hundreds of millions of dollars to promote the system, using publicity stunts such as projecting the Windows 95 logo onto the Empire State Building.

Unfortunately, Windows 95 wasn’t as revolutionary as some had hoped. Emerging hardware standards such USB, AGP and Intel’s P6 architecture had little or no support in early versions of Windows 95, and it wasn’t until 1997 that all of the kinks were worked out.

Of course, not long after that Windows 98 came along and replaced Windows 95 anyway.

Iain Thomson: The launch of Windows 95 was a huge deal, with Microsoft’s biggest marketing campaign in its history. However one man was distinctly unimpressed – Douglas Adams.

Among all the hoopla Adams wrote a brilliantly savage takedown of the operating system and hit the nail on the head. Windows 95 did what Apple had done for years, and did it worse. That didn’t stop him selling software for the system but it was a welcome note of logic.

Windows 95 just wasn’t that good. The GUI was clunky and you needed top of the range kit to run it at a speed approaching usefulness. But that didn’t matter to most customers because if finally made the PC as easy to use as an Apple.

Shaun has it right to an extent, Windows 98 was the operating system Windows 95 should have been. But that ignores the fact that by the second edition of Windows 95 it got a lot better, and lasted on some corporate systems for years.

7. Zune

Iain Thomson: Apple’s iPod basically created the mass market media player industry. It had cool players and the software to back it up. So naturally, Microsoft wanted to get in the game and suck up some of that lovely revenue.

However Microsoft seems to have missed one of the essential laws of the technology industry. Many companies have their cool moments. Apple is probably the most commonly called cool, but Sony, Nokia, Cray and even IBM have had their stylish moments. But Microsoft is not, and will never be, cool. It’s the IT equivalent of the your dad’s fashion sense – elasticated trousers are very sensible but they’ll never grace a Milanese runway.

That aside the Zune was also an awful bit of kit. It was tied to Windows for a start. Maybe Redmond decided that no Apple user would abandon their iPods, but making it impossible for them to do so was just plain stupid.

Then there were the other features. The FM radio was a nice idea, but it had a tendency to drain the battery on early models. Wi-Fi was an excellent addition that could have won over more than a few iPod users if only Microsoft hadn’t crippled it.

Then, to add insult to injury, the device was limited to the US market. It was a year after launch that the company started sales in Europe. If someone had visited the US, bought one of the devices and then bought it back to Europe, they’d find the company putting blocks in their way to using it. Truly, the device from hell.

Shaun Nichols: I’ve always said that the Zune didn’t fail because it was a bad product, but because it wasn’t a superior product. There were gripes about the Zune, but then there were also some strong points.

In reality, when the Zune and iPod were stacked side by side, the Zune didn’t wither away in comparison. Unfortunately for Microsoft, ‘comparable’ just didn’t cut it. The iPod was at the height of its popularity, and users were in love wi th the combination of iPod and iTunes.

Simply put, there was no ‘killer app’ that gave anyone a reason to dump the iPod. Internet Explorer had the tie-in to Windows. The Xbox had a pack of highly-popular exclusive games and online play. The Zune had none of these, and users really had no appreciable reason to switch over.

6. Bob

Shaun Nichols: Few products are more synonymous with Microsoft’s shortcomings than Bob, the ill-fated navigation system that was bundled with Windows 3.1 and 95.

At first glance I wanted to put it much higher but Iain had some very compelling reasons to move it down on the list, the first being that he can fire me and the second being that Bob was hardly a mission-critical component. Faced with this excellent reasoning, I conceded and we placed Bob at sixth.

The concept behind Bob was to provide an easy to use interface for beginner users and first-time PC buyers. With memories of command-line systems such as Unix and DOS in the mind of most casual users, Microsoft figured that a simplified interface would help sell more machines. As is often the case with Microsoft, however, a good idea didn’t translate into a good product.

Bob came off as a bit of a boob, so to speak. The application required relatively high hardware features for the day, meaning that the low-end machines of many first-time buyers couldn’t run it. On top of that, Bob was a bit too simple, and after a short time even the most inexperienced user wanted to turn it off and actually use the rest of their system.

For anyone who had spent any significant amount of time with a PC, Bob was seen as little more than a children’s toy, and having friends see you using it was akin to riding a bike with training wheels down the street.

Not long after its released, Bob was discontinued and Microsoft wisely did what they could to erase him from the collective memory of the computing world.

Iain Thomson: Oh come on Shaun, you know your job doesn’t depend on the list, it depends on your arguments and the ability to take a punch to the jaw. But, while Bob was a monstrous screw up, there were more deserving cases to go higher on the list.

Bob is legendary in computing circles for just being so hideously bad that it has been almost airbrushed out of Microsoft’s history. It had an interface that a child would love but the average consumer hated. You can’t take a system seriously when it’s got sections run by Chaos the Cat and Scuzz the Rat.

On one level however Bob was a massive success. The future Mrs Gates was on the team that created Bob so I’m sure Bill remembers it with fondness.

5. ActiveX

Iain Thomson: OK, confession time. About 15 years ago I left journalism and its triumph of miniaturisation salary and went into public relations. One of my jobs was to launch ActiveX into the UK market with a straight face. Needless to say it wasn’t long before I left and went back to journalism.

ActiveX makes the list because it was poorly thought out and Microsoft was so slow to fix many of the problems in it. In some ways ActiveX is blamed unfairly for many of the flaws in IE. But it did fall down in some important ways.

Primarily ActiveX was very easy for adware companies and malware writers to subvert. Yes, that was down to those companies but Microsoft provided the framework and assumed users were savvy enough to spot a bad ActiveX control. They couldn’t, and the results were horribly bad for many users.

Having these problems was bad enough, but Microsoft’s attitude ranged from sticking its fingers in its ears and shouting ‘La, la, la we can’t hear you’ to the kind of grudging fixes that infuriated users and delighted those trying to subvert Windows.

Shaun Nichols: As with a great many things, ActiveX was a good enough idea that had a highly unpleasant side effect. The ability to integrate third-party applications with the web browser was a pretty neat idea, unfortunately it also opened a Pandora’s box of security issues. Sort of like a weight loss pill that causes you to turn orange and grow a third arm out of your chest.

You see, by adding components to open third-party applications from the browser Microsoft allowed web pages to access those applications through the browser, and access to all of the security vulnerabilities within the browser.

Suddenly, malware writers could not only exploit vulnerabilities in the browser itself, but they could use ActiveX plug-ins to access and exploit the vulnerabilities in other applications, such as Word and Excel. If you do get your system compromised through Internet Explorer these days, there’s a fairly good chance that you have an ActiveX plug-in to thank.

4. Windows Vista

Shaun Nichols: Vista itself doesn’t get placed higher on the list because its failures weren’t entirely the fault of the OS itself.

Vista really did contain some cool new features and important security improvements over Windows XP. Unfortunately, they weren’t nearly enough to justify the amount of time, money, or hype given to the release.

The other problem was that Vista had big shoes to fill, and Microsoft simply did not deliver. As with other Windows updates, Vista had its share of bugs and compatibility issues. Not too bad in the grand scheme of things, but a major gaffe when you consider that Microsoft had spent years hyping Vista and had promised that it would be the biggest thing since Windows 95.

Vista was supposed to be the most important Windows update in more than a decade. As it turned out, the update was so bad that many people refused to install it, opting instead to stay with the ageing Windows XP.

Iain Thomson: It was Microsoft that doomed Vista before it was even released. The company spent so many years telling us how good it was going to be that the actual product was an understandable anticlimax.

Vista was originally promised for 2003/4 and kept on getting pushed further and further back. Now in the past Microsoft has pre-announced software to stifle competition, such as in the days when it was fighting for the DOS market with Digital Research. But with Vista there was no such need.

But Microsoft also mucked up by announcing all the great new features Vista would have, and then dropping them as deadlines slipped and the market grew more and more impatient. It was a recipe for disaster.

As for the launch itself problems began to emerge quickly. Driver support wasn’t there, the multitude of options was confusing and it needed a huge amount of hardware support. I’d no more consider running Vista with less than 2GB of RAM than I would turn up at a press conference without a notebook and a cynical attitude.

Nevertheless I think we’re seeing a Windows 95 situation here. After all the service packs Vista wasn’t as bad as it had been. But it’s a measure of how deep a hole Microsoft recognised it was in that it got Windows 7 out so quickly.

3. Vista Capable

Iain Thomson: Microsoft was very late getting Vista to market, years late as it turned out. But when it finally was due Microsoft realised it was going to miss the all important last quarter of the year.

Lots of PCs get bought in the run up to Christmas and Vista wasn’t due out until January 2007. This understandably made a lot of hardware vendors very unhappy, since it was clear that consumers weren’t going to buy a computer if they had to buy a new operating system a few months later. So some bright spark came up with the Vista Capable and Vista Ready campaigns.

If your computer was labelled Vista Ready then customers knew it would run Vista easily and Vista Capable would also be able to run the software, if not as well. To seal the deal buyers got a voucher for a free or reduced cost upgrade to Vista once the operating system was out. Job done, and one analyst reckoned the company saved over $1bn with the campaign.

However this cunning plan was fatally flawed. Vista demanded a lot of hardware to run and some Vista Capable machines could only run the most basic version of the new operating system, and even then at the speed of a drunken snail. Naturally, people were upset and some folks sued. The result was the public opening up a slew of emails that proved highly embarrassing to Microsoft.

It seems some senior Microsoft staff knew from the start that some of the machines being sold as ready for Vista were nothing of the sort. In addition some hardware vendors were furious that Microsoft had downgraded the hardware needed to be Vista Capable to please Intel.

The courts are still ruling on this one, so we’ll see how it turns out. But it was hardly Microsoft’s finest hour.

Shaun Nichols: We actually decided to separate Vista and Vista Capable on this list, because we feel that each of the screw-ups deserves to be recognised on their own merits. And I would argue that the roll-out of Vista was a far bigger disaster than the operating system itself.

Perhaps the biggest gripe about Windows Vista was the ‘Vista Capable’ criteria. The company figured that it could help users avoid many of the headaches that had been associated with previous versions of Windows and offer a simple "yes or no" label.

The only problem was that, well, Microsoft couldn’t give a simple "yes or no " answer on Windows Vista because there were so many different vendors building PC hardware and several different versions of Windows Vista with varying hardware requirements.

To make matters worse, there are now parties who suggest that Microsoft was not only misguided with the program, but also downright deceptive. It’s bad enough that Microsoft is having to pump up Windows 7 as the operating system that Vista should have been, but it will only get worse if the company is found to have lied to customers on top of that.

2. Clippy

Shaun Nichols: Bob was regarded as one of the more amusing failures in Microsoft’s history. An early attempt to simplify computer use, Bob was instead received as an annoying gimmick that drove people crazy.

You would think that after such a fiasco Microsoft would learn their lesson, but no. With the bitter taste of Bob still lingering, Microsoft set out to create an even more useless, intrusive and irritating piece of idiotware: Clippy. The infamous animated paper-clip shipped with Microsoft Office 97-2003, a hellacious six year run which tortured users and gave office supplies everywhere a bad name.

Think of the annoying salesperson who pops up behind you and repeatedly asks if you’re finding everything okay, or the guy who stands over your shoulder while you’re fixing something in the garage and offers unwanted advice. Clippy was like both of those people, combined with an irritating childrens cartoon character. Because when you’re on a deadline and rushing to finish a business report or term paper, nothing is more helpful than an annoying cartoon paper clip popping up on the screen and offering to help you write up your grocery list.

Thankfully Clippy was killed off in the most recent versions of Office. Hopefully Microsoft has finally learnt its lesson and we won’t have to deal with an even more annoying animated utility in the future, but I’m not optimistic.

Iain Thomson: Microsoft has never released the name of the person who came up the idea for Clippy, for good reason. Several million computer users would be after them with murder in their hearts and police wouldn’t have to look far for a motive.

I swear IT administrators got more calls about Clippy that any other piece of Microsoft kit. The overwhelming question was how to turn it off before people snapped and took a chainsaw to their PCs. It was a nadir in stupid software.

One has to wonder what Microsoft were thinking? Maybe there were some science fiction fans at the company who liked the idea of a computer helper. But Clippy wasn’t a HAL or other advanced AI system. It was AD – artificial dumbness. It’s still a running joke in the industry and I hope it remains so; that way no company will be so stupid as to do it again.

1. Windows ME

Iain Thomson: When we decided to do this list I was dreading the argument with Shaun. I know he hates Vista and would want it for the top spot, but I felt we’d be not just flogging a dead horse but jumping up and down on the tins of dog food it had become.

As it turns out he wasn’t keen to have Vista on the top spot either and we quickly agreed on the winner, if that’s the word. Windows Millennium Edition (ME) was an absolute dog of an operating system and even now is mocked as Microsoft’s lowest point in operating system design.

To start off with the operating system was, in my opinion, the most crash-prone piece of software I’ve ever had the misfortune to run. It was as unstable as a Hollywood starlet with substance abuse issues and many users got used to saving everything every five minutes just in case. IT administrators hated it for this reason and point-blank refused to roll it out in more than a few instances.

Then there were the compatibility issues. To speed up the boot time Microsoft limited access to DOS, but this also made some popular applications incompatible with the operating system. The system restore feature was a nice idea, but most users assumed documents would also be restored, which wasn’t the case, and occasionally even found the system restored deleted malware.

There was a widespread view that ME was a cash-in products, something Microsoft had stuck out there early to wring a bit more case out of the Windows 9x line before moving over to XP. That may or may not be true but it was certainly not a polished product and did wonders for sales of Apple’s iMac.

Shaun Nichols: When users restored their systems with Windows 98, the software would occasionally also reinstall malware which had previously been deleted. Amazingly, the fact that it would deliberately re-infect your computer with malware was not the worst thing people remember about Windows ME. That should tell you all you need to know right there.

Windows ME was one of those releases that Microsoft really should never have let off campus. After the first few tests, which no doubt showed that the system was incredibly error-prone, someone in the higher ranks of the company should have pressed the panic button and sent everyone back to the drawing board. It’s hard to imagine a Steve Jobs or a Larry Ellison letting a dog of this calibre ship as a final release.

Last week Iain suggested that every other version of DOS was poorly built and worth skipping. I would suggest that the same holds true for Windows: 3.11 was a landmark release, Windows 95 not so great, Windows 98 much better, Windows ME was notably terrible, Windows XP very good, and Vista a train wreck. The good news is that if history is any indication, Windows 7 shouldn’t be so bad,..

More insights on the bluestone controversy

DFN: More insights on Stonehenge’s bluestone controversy, the controversy being where did the stones come from? Until recently, the commonly held belief was that the stones came from around Pembrokeshire. A previous article in this blog tees up an alternate theory, that the stones came from North Wales:

This new article, give more details surrounding why ‘they’ don’t think the stones came from Pembrokeshire:

Sunday, 1 November 2009

New Stonehenge Bluestone Mystery


Secrets of Stonehenge


Missing Stonehenge circle did not come from Preseli

British Archaeology has issued an important revision on its website (see below) to the news article on the Missing Stonehenge Circle that appearedin the latest edition of its magazine, BA 109 November/December 2009, the publication of the Council for British Archaeology (CBA).

The original full page news article, entitled “Missing Stonehenge circle did not come from Preselis” written by editor Mike Pitts, claimed that a new theory reveals that the dogma accepted by most archaeologists since first proposed in 1920, that almost all the Stonehenge bluestones came from the Preseli Hills in Pembrokeshire – is WRONG. According to the two geologists Rob Ixer and Richard Bevins, who have studied thousands of rock specimens from recent excavations at Stonehenge, concluded that many bluestones came not from Pembrokeshire, but from a far wider area, perhaps north Wales (Snowdonia, the Llyn Peninsula and Anglesey), or even beyond. The well-known spotted dolerite is a Preseli rock, they say – but the likely source was not Carnmenyn (where archaeologists have recently claimed to have found quarries) but nearby Carngoedog.
Outcropping rocks on Carn Menyn, Preseli.

Stonehenge’s megaliths are classed into two groups, ‘sarsen‘, and everything else classified as ‘bluestone’. The sarsens, the large lintelled circle and trilithons, are from a local sandstone, and estimated to have a total weight of about 1,800 tonnes. The total bluestones amass to about 250 tonnes and have been the cause of much debate as they are not a local stone; most bluestones derive from Preseli in Pembrokeshire in South East Wales and geologists and archaeologist fail to agree on how they arrived on Salisbury Plain. Most prehistorians favour human agency as the method of transportation following the geologist Herbert Thomas who first identified the Preselis as the geological provenance in 1923. This view has been endorsed by geologists such as Christopher Green and James Scourse and recently archaeologists Tomothy Darvill and Geoffrey Wainwright claimed to have identified quarry outcrops and “sacred springs” as the source of the bluestones around Carnmenyn in the Preseli Mountains.

Geologist Geoffrey Kellaway [incorrectly cited as George in the BA article] proposed in 1971 that the bluestones had been transported by glacier. The well known authority on stone circles Aubrey Burl also supports this view and refers to transportation of the bluestones by human agency as a “fairy tale”. In 1991 a team of geologists from the Open University, including Olwen Williams-Thorpe, produced a differing glacial interpretation but still favoured ice as the mode of transport.

The BA 109 article states that Rob Ixer (University of Leicester) and Richard Bevins (National Museum of Wales) are proposing a third option, quoted as saying many bluestones do not come from Pembrokeshire but from “a far wider and, as yet, unrecognised area or more likely areas” - perhaps North Wales (Snowdonia, the Llyn Peninsula and Anglesey) or even beyond. The well known spotted dolerite, is a Preseli rock, they say, – but Carngoedog was the likely source not Carnmenyn. These conclusions derive from a new study of thousands of Stonehenge rock specimens collected in 1947 from near the west end of the Cursus ( proposed as the site of a lost bluestone circle) and recently excavated by the Stonehenge Riverside Project in 2006/08 and from bluestone fragments retrieved from excavations at Stonehenge by Mike Pitts, 1979/80, and Darvill & Wainwright in 2008.

The geologists also found the Cursus bluestones, which are all rhyolitic and mainly tuffaceous (with no Stonehenge dolerites) has significant mineralogical differences from visually similar rocks at Stonehenge. The Darvill & Wainwright excavation produced significant quantities of a type of rhyolite or rhyolitic tuff “not recorded in north Pembrokeshire and noticeably absent in the Mynydd Preseli area”.

How the stones were moved, Ixer told BA, “is an archaeological problem” though he wondered if “different groups [of people] brought different stones?”

In 2006 Ixer, with Peter Turner, suggested that the Stonehenge Altar Stone [classified as the largest stone in the bluestone group although it is in fact micaceous sandstone] came from an unidentified source far from Milfrod Haven – the traditional attribution said to indicate where the Preseli stones were taken downriver for the sea-bound journey to Stonehenge.

Ixer and Bevins’s detailed study will be published in 2009 Wiltshire Studies.
Carn Menyn promontory identified as a specific Stonehenge bluestone source

An interim note by Ixer & Bevins on the latest developments since the BA 109 news item was published, has been posted on the British Archaeology website:

Important revision to Stonehenge bluestone theory

In the News pages of the Nov/Dec 2009 issue of British Archaeology, it is reported that new petrographical work by Rob Ixer (University of Leicester, Department of Geology) and Richard Bevins (National Museum of Wales) had suggested that some of the Stonehenge bluestones had not come from Pembrokeshire, but (in Ixer’s words) from "a far wider and, as yet, unrecognised area or more likely areas". As the magazine was being printed, however, Bevins was out in the field, and found an apparent source for the rocks in question north of the Preselis. Ixer and Bevins have kindly written this interim note on this latest development.

Stilpnomelane-bearing rhyolites/rhyolitic tuffs at Stonehenge are most probably from the Preseli Hills region
Field and petrographical work continues on new Stonehenge lithics and on in situ material from areas around the Preseli Hills. This includes excavated material from the Avenue at Stonehenge, and rocks from undistinguished outcrops in the low ground north of Mynydd Preseli, close to Pont Saeson.

The former, as expected, conformed to the range of lithologies seen throughout Stonehenge. But the latter had surprising results, and has led to our radically modifying our proposal that many of the bluestones do not have a Preseli Hill origin, but have an unknown and possibly non-southern Welsh origin.

In thin section the Pont Saeson fine-grained acidic rocks show most of the features of our class of Stonehenge rocks, informally called "rhyolite with fabric", including a lensoidal fabric and the presence of stilpnomelane. Despite nearly a century of collecting and analysis, this is the first record of this mineral in rhyolitic rocks in south Wales. The only previous recorded occurrences of stilpnomelane in acidic rocks in Wales are from the Cregenen granophyre in the Cadair Idris area of southern Snowdonia, and in granophyric rocks of the St David’s Head Intrusion, in north-west Pembrokeshire.

Although not an exact match for the Stonehenge rocks, the Pont Saeson lithics strongly suggest that the "flinty rhyolite/rhyolite with fabric" found in the excavations at Stonehenge has an origin in the Preseli region, and that there is no longer a need to look further north in Wales for this important class of Stonehenge debitage.

The other and more abundant unusual rock-type (carrying distinctive titanite-albite inter-growths) from the Great Cursus area (but not so far identified at Stonehenge) is still unprovenanced, and its petrography has still yet to be matched with rocks from south Wales, or indeed from the rest of Wales.

An interim summary of where we now believe the Stonehenge bluestones come from, and incorporating these new data, is:

* Spotted and unspotted dolerites, the flinty rhyolite/rhyolite tuffs and possibly the basaltic tuffs have a Preseli origin, but a search for their associated source rocks must no longer be restricted to the prominent outcrops on the Preseli Hills
* The Altar stone Devonian sandstone – the largest bluestone – cannot be from the Preseli region
* The rare other sandstone orthostats comprising a Palaeozoic sandstone are also not from the Preseli Hills, but may be southern Welsh in origin
* The titanite-albite-bearing rhyolitic rocks have yet to be sourced, but it is now anticipated that they too will have come from the Preseli region; only detailed and dedicated collecting and petrography will be able to prove that.

Rob Ixer & Richard Bevins

[Source: http://www.britarch.ac.uk/ba/ba109/interim.shtml]

So where does this leave the bluestone transportation debate?

The Stonehenge sarsens, the largest used in the Great Trilithon estimated at 50 tons, were brought 25 miles from the Marlborough Downs, which was a significant achievement in its own right. Transporting 4 ton bluestones 160 miles by human effort from South Wales to Sailisbury Plain certainly seems plausible. There were also a small number of limestone blocks and slabs used in the construction of Stonehenge brought to the site for the specific purpose of packing material to support the much larger sarsen uprights. The limestone quarries have been identified as Chilmark, 12 miles west, and 3 miles southeast at Hurdcot.

The number of different rock types found amongst the bluestone group at Stonehenge is cited as significant evidence of glacial deposits, with debate continuing for the location of the exact quarry sites seen as the basic flaw in the argument for human movement of the bluestones, in other words identifying the quarry site(s) will prove the human agency method. According to Ixer & Bevins’s revision statement were are still looking at Preseli as the geological provenance for the majority of bluestone. Anyone familiar with the Preseli mountains will be aware that there is ample loose bluestone over a number of peaks in the mountain range and would therefore not need to be quarried but pieces the appropriate size simply collected with minimal effort for use in the monument requiring later minimal dressing prior to erection. The bluestone constructions at Stonehenge were built and rebuilt maybe as many as five times over a 400 year period. We do not know if all the bluestones were brought at the same time, but it is quite conceivable that different working parties, possibly generations apart, collected from different sites in the Preseli mountains. As Rob Ixer told BA, had “different groups [of people] brought different stones?”
Preseli bluestone – abandoned because it cracked?

As Anthony Johnson states in his recent work on Stonehenge:

“…as there appear to be so relatively few bluestone finds outside Stonehenge and its immediate environs, with no extensive distribution across the Plain or its river valleys, a glacial derivation is considered unlikely. The glaciation theory has to address why the people building the earliest stone monument appear to have selected only exotic stones; if Salisbury Plain had been littered with a variety of rocks, including local sarsen, was the intention to gather material suitable to build the first stone circle, or primarily an exercise in prehistoric field geology?

It is far easier to envisage the bluestones collected at the source (i.e. where they outcrop), than to see them as having been selectively chosen from the surrounding landscape. There is a another important point to consider here: whilst a variety of large exotic rocks and even hammer-stones and mauls was used in the packing of the sarsen uprights, implying that stone for this purpose was in short supply, none was bluestone; had it been generally present within a local glacial assemblage it would undoubtedly have been collected and utilised.” [1]

It would appear the building materials for Stonehenge were carefully selected from various sources for specific purposes, far from being a “rag bag mix of glacial erratics”.

*

Reference:
1. Anthony Johnson, Solving Stonehenge, Thames & Hudson, 2008, p.127.

Bronze Age Site Discovered in Oxford

DFN: Possible bronze age site (4,000BC) discovered in central Oxford. My wife and I took the train one time from London to Oxford to pick up a rental car.

City reveals ‘Bronze Age site’
BBC World Service
Page last updated at 11:18 GMT, Sunday, 1 November 2009
http://news.bbc.co.uk/2/hi/uk_news/england/oxfordshire/8336475.stm

Archaeologists have unearthed what they say could be a prehistoric Bronze Age burial site in central Oxford.

Experts say important chiefs may have been laid to rest at the site of the former Radcliffe Infirmary.

Land around the River Thames, known as the River Isis as it passes through Oxford, was often used for prehistoric burial, ritual and social monuments.

The Museum of London Archaeology (Mola) also revealed evidence of a later 6th Century Saxon settlement.

Finds from the dig are undergoing radio carbon dating.

The experts discovered traces of three large "ring ditches", which could have been Bronze Age burial sites.

A Mola spokesman said: "Ring ditches are, as the name suggests, circular ditches, which are often the remains of ploughed-out barrows, that may be associated with burials of high-status individuals in the later Neolithic or Bronze Age, about 4,000 years ago."

Saxon activity around the much earlier prehistoric barrows is not unusual and is found at other similar sites along the Thames.

The Radcliffe Infirmary site is being redeveloped as part of plans for Oxford University’s new Radcliffe Observatory Quarter.

There are plans for a mathematical institute, a humanities building and a library on the site.

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