Tag Archives: linkedin

Google’s Ngram Viewer exposes Gartner’s Hype Cycles

The Books Ngram Viewer from Google Labs provides a fascinating insight into language usage in the past 200 years. An Ngram is a series of one or more items from a sequence, in this case a word or phrase from a published text. Google’s viewer plots the frequency of occurrence for Ngrams found in books published since 1800. It is possible to narrow the search to specific collections of books or corpus. Available corpora include American English, British English, English Fiction etc. Researchers at Harvard University’s Cultural Observatory have put together some tips for using this data and have invented a new word

Culturomics – The application of high-throughput data collection and analysis to the study of human culture.


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Judging the likely Success of an Ontology

The debate about the promised value of the Semantic Web seems to me to be missing a dispassionate examination of the success, or otherwise, of existing ontology based solutions. Clay Shirky is obviously right when he states that a single monolithic ontology will never work. His critics are equally right when they claim the Semantic web will only work if it is a melange of multiple interoperable Ontologies. What is missing from the debate is a more detailed explanation of what ontologies are good at, how they interoperate, and why systems based on ontologies succeed or fail. From my perspective as a systems designer this last point is the most significant. Debates about theory are nice, but examples of real solutions are more instructive. This essay will begin to examine this question by attempting to define the anatomy of an ontology. I will use this structure in later essays to examine the reasons for success and failure of individual ontologies.

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Using a Balanced Scorecard to align Enterprise Architecture and System Architecture with Corporate Strategy and Business Strategy

The Balance Scorecard Approach

The concept of a balanced scorecard was developed by Dr. Robert S. Kaplan of the Harvard Business School, and Dr. David P. Norton, and is explain in their book Translating Strategy into Action. The Balanced Scorecard. The basic idea is that the, vision and strategy of an organization can be expressed as a set of goals and their associated objectives, measures, target values and initiatives. I covered defining goals and objectives for system design in a previous article. The Balanced Scorecard approach extends the scope of goals and objectives to the entire enterprise. Originally this approach was suggested as a business-measurement system but it has evolved into a business-management system. By continually measuring progress toward the objectives, the execution of a strategy can be monitored, corrections can be made, risks can be reduced, and the chances of success increased.

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