Update (February 10, 2009): See Sync Google Calendar and Gmail Contacts with Your BlackBerry for a recent How To guide to the Google Sync for the BlackBerry solution.
In just over fourteen months, one of my posts has received almost 19% of the views for my entire blog.
- Read-only access – You can’t enter contact information from the GMail client on the BlackBerry. In time, we’ll want this. Like tomorrow!
- Online-access only – You need your contacts when you’re off line? Like when you’re on an airplane? Until this client includes Google Gears functionality or equivalent, you’re out of luck here. I think I can live with that. For now. Because ultimately I would appreciate the ability to compose email when I’m off line. I do that frequently with the BlackBerry’s built-in mail client.
- Contacts in too many places – Fragmenting contacts between your Google ‘verse and enterprise messaging platform (e.g., Microsoft Exchange, IBM Lotus Notes, etc.) has some disadvantages. However, as I’ve learned directly on the heels of personal experience, there are times when it’s wise to have some separation between our personal and corporate selves …
This gives me a lot of what I was looking for.
A few days ago I upgraded to version 220.127.116.110 of the GMail client for my BlackBerry 8130. (This is a native, stand-alone, J2ME client application. In other words, it does not require a Web browser.) Previously, and for the past few months, I’ve been using version 1.1.x of this same client.
- Contact manager – This is the most significant feature/functionality enhancement. On opening the contact manager, a display of those with whom you interact with the most is presented. There’s also a search functionality that allows you to rapidly retrieve any of your contacts in the familiar way. And of course, should you wish, you can list all of your contacts. Once you’ve selected a contact from the “Most Contacted” list or via search, your contact’s details are presented. Just below the contact details is a link that allows you to display recent conversations with the identified contact. Very powerful. Very Google. Very nice! All of this means that you can initiate a new conversation or pick up on an existing one from the contact manager.
- Notification – The notification capability is also a significant enhancement in my estimation. What this means is that an icon resembling a bottle cap appears over top of the GMail client icon to indicate the arrival of new mail. This capability is integrated with your BlackBerry profile so you can associate in and out-of-holster behaviors to signal the arrival of new mail. The only thing missing now is the summary icon that is displayed by other applications in the upper-right corner of the BlackBerry’s screen. This capability is enabled via a new setting; select “More”, then “Settings” before placing a check mark against the notification option. There are a few more settings that are new to me – one allows for larger fonts, while the other allows for the “Sent from my mobile device” tag line.
- Finish Later – In the event that you are unable to finish composing a message, this version allows you to finish composition later. Note however, that only one draft can be saved. This is a welcome addition that I found myself pining for in previous releases.
- Lifting a heavy prop awkwardly at our annual Mardi Gras event. I felt a twinge of pain, and suspect that this predisposed my back towards injury.
- Attempting to leave a leg-press machine before completely releasing the 220 lbs of weight that I, back included, was still supporting.
- Finished reading Seymour Schulich’s Get Smarter
- Devoured a few Greg Iles novels
- Devoured Rules for Renegades – The free resources at the book’s Web site are terrific, but you’ll definitely want to read the book as well
- Reviewed a book on BES installation and administration
- Am reviewing a book on the GWT
- Started and gave up on (after 50 or so pages) Jack Welch’s Straight From The Gut – I’m a little embarrassed to admit this, but I suppose it just didn’t resonate with me in my delicate state …
- Started reading Thomas Friedman’s The World Is Flat – I’m only on page 77, but I’m seriously hooked. More on this soon (I hope).
- Provided feedback on a scientific research manuscript on which I’m a co-author
- Thumbed various magazines
I fretted. About work – not being there, work piling up, etc. And about my exercise routine – that picked me up, and then knocked me down! I communed with my family – when they weren’t making up for my shortfalls – and with our pets (three cats and an obnoxiously vocal husky).
… unique business model allows [them] to bring [us] more focused information, giving [us] more of what [we] need to know, and less of what [we] don’t.
- Chapter 1 places the BlackBerry Enterprise Server (BES) in the broader context of Research In Motion’s (RIM) BlackBerry universe. In addition to itemizing relevant components, an introduction to the BlackBerry’s push model, security and Internet connectivity is provided.
- Though brief, Chapter 2 runs deep in addressing BES architecture and implementation planning. For example, we learn that the BES employs a modular architecture comprising over a dozen components. After succinctly enumerating the components and their function, BES requirements and prerequisites are identified. In addition to hardware and software requirements, recommendations are made with respect to networking your BES (e.g., firewall and/or proxy considerations) and providing it with a database. Easy to gloss over on first read are thoughtful recommendations on sizing the BES (including pointers to resources from RIM) and the database for the anticipated user load.
- Before BES components can be installed and enabled, the messaging environment and database server need to be configured. This is the subject of Chapter 3. Both local and remote database instances receive attention. Because each step is well illustrated, the book delivers on its intended purpose of serving as a solution guide.
- The installation of the BES is a multistep process enabled via a wizard. As in the previous chapter, in Chapter 4 the authors guide the reader through this process making appropriate use of illustrations. They interject appropriate commentary, and are clear on out-of-scope topics. The early emphasis on delineating BES architecture (Chapter 1) is realized as the authors transition the reader through the BES installation.
- Of course, installing the BES is just the beginning, and therefore the next few chapters focus on the additional tasks required to operationally deliver this service to its users. After introducing the six permissible levels of administrative role on the BES, attention shifts in Chapter 5 to the matter of provisioning users, groups and devices. And with respect to devices, wireline and wireless options for provisioning are given consideration.
- The BES ships with over 200 policies that can be applied variously to users, groups and devices. Also covered in Chapter 6 is the topic of provisioning software from RIM and third parties. Of particular value is the authors’ example of a software bundle targeted to a particular BlackBerry model. The ability to administer users, groups and devices with respect to policies (including software), from a single point of control (i.e., the BES server), speaks volumes to the appeal and value that this offering can deliver to corporate enterprise environments. This Chapter’s treatment of policies and software provisioning serves as an excellent introduction to topics BES administrators will return to repeatedly, and likely with increasing degrees of sophistication.
- Unlike many of the other chapters, Chapter 7 provides only an overview of multitiered administration – i.e., properties and tasks relating to users, groups, (BlackBerry) domains and servers. This enumeration of possibilities, presented in context, works effectively.
- A deeper discussion on security is the focus of the first part of the final chapter (Chapter 8). Encryption and authorization, both of which receive detailed consideration, amplify the value of the BES and its context in the overall BlackBerry universe for corporate enterprises. An unanticipated treatment of disaster recovery closes Chapter 8. In sufficient detail to enable a solution, the authors discuss in turn the measures needed to ensure that both the server (the BES) and its data (housed by the BES’s local or remote database) are readied for a disaster situation.
Packt Publishing has kindly sent me the following books to review:
Please stay tuned as I expect to share my feedback here on my blog over the next few weeks …
The iPhone’s out!In no specific order, here are ten tips for competitors:
- Reaffirm your position. In the best-case scenario, this requires you to provide evidence or facts that your business is great. RIM provided a text-book example by boasting better-than-anticipated profits, a stock split and a new product offering the day before the iPhone was released. Nice work. Excellent timing.
- Ride the marketing tsunami. You have the market’s ear, so it’s an excellent opportunity to be heard. Take advantage of it. Again, RIM’s day-before triple play provides an excellent illustration.
- Flaunt the imperfection. Apple likes to make a big splash. And although the iPhone will offer a lot on day one, it doesn’t have it all. This presents an excellent opportunity to showcase the iPhone gaps addressed by your offering. For example, Helio will tell you that the iPhone doesn’t provide a chat functionality whereas their Ocean does.
- Engage in coopetition. In some cases, it makes sense to juxtapose cooperation and competition. This results in coopetition, and examples of it abound. Although I wouldn’t expect Apple to be too receptive to a competitor’s advances at this time, it may still be possible to engage in a little gorilla coopetition. For example, iPhone competitors like RIM could offer feature/functionality enhancements to their desktop offering for Apple Mac OS X computers.
- Partner. Relative to Apple, RIM is small fry. (Forgive the hyperbole, I’m trying to make a point!) Through partnerships, however, RIM could reduce to topple the size imbalance. For example, a RIM-Google partnership could be interesting. With many of Google’s offerings already available natively for the BlackBerry, there’s an established starting point.
- Wire continuous improvement into your DNA. In other words, avoid the big splash. As captured by a recent item in Information Week, this is the Google way:
Google Apps, which includes Google Docs & Spreadsheets, Gmail, Google Talk, Google Calendar, and Google Start Page, received several other improvements Monday. This is in keeping with Google’s strategy of incremental product improvements, said Chandra, who noted that Google Apps had seen some 30 new features and updates in the four months since it was introduced.
The Google way works, in part, because the Internet, Web, etc., have been wired into Google’s DNA from the outset. So, although the continuous improvement sentiment has wide applicability, adaptation is likely required to ensure effective execution. In some ways, Dell’s just-in-time approach to inventory offers an analogous potential for continuous improvement in the production of computer hardware.
- Leverage the marketing tsunami. Arguably, the iPhone introduction is taking Apple into new markets with a new product. Of course, Apple has to some extent limited their exposure by making the iPhone a convergence play – Phone + iPod + Internet. This means they have both product and market experience they can readily tap. iPhone competitors can also leverage the tsunami from established products and markets to new ones. Perhaps more importantly, the presence of the tsunami that Apple has established means that others can progress systematically from an established situation to a new one. For example, a competitor could progress from an established product and market to a new market with the same product. Alternatively, the trajectory could be from an established situation to a new product for an established market. Such lower risk entrays have been primed by the iPhone tsunami, and iPhone competitors can progress towards new products for new markets incrementally.
- Balance awareness with distraction. This one is tough! You need to be aware of the iPhone, and all that that embodies, while at the same time not be distracted from your focus. By staying close to your customers, while being sensitive to the broader market that the iPhone and other products will drive, you will have the best prospects for ensuring success. In terms of something a little more concrete … Listen. If customers complain the your desktop software needs improvement, or that it takes too many clicks to navigate with your Web browser, listen. Listen and then address these issues as opportunities, one by one.
- Leverage your community. In the case of Apple, the community is so polarized that it’s been described as religion in the past. Although I haven’t studied it in a lot of detail, the Apple community appears to be a consequence of the cool and innovative way that Apple allows you to “Think different”. Engage with your community. Even though there are so many ways to do this, I don’t see enough vendors doing this.
Agree? Disagree? More tips? Please chime in.