Fortunately that "smaller package" is the perfect size for a racoon trap, and it makes it easier to disguise as chicken when cooked. Maybe it's the music coming out of the speakers that bothers the cat Perhaps you need to install a P-trap.
I think your cats believe you should be captivated by them, instead of your speakers Cats are a lot like young children. They need training or they will schit in their britches forever, as I suspect many posters here do, or they would know that. You can post now and register later. If you have an account, sign in now to post with your account. Note: Your post will require moderator approval before it will be visible. Paste as plain text instead. Only 75 emoji are allowed. Display as a link instead.
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Recommended Posts. Posted January 1, It says, "General Questions" after all. Link to comment Share on other sites More sharing options Replies 45 Created 10 yr Last Reply 10 yr. Top Posters In This Topic 5 3 4 4. Posted Images. If you have not take him to the vet and have "them" removed[:' ]. Posted January 2, Its not the only thing they do. They can get you fired. Because their owners are to stupid to use a shotgun??? It's his way of telling you to update the crossovers. Posted January 3, How much does your cat charge?
Any one who has cats in the house deserves whatever said cat bestows upon them. T2K Posted January 3, I will give everyone…what do you say, Karen? So any thoughts Karen, on what do you think this going to go? So it will be interesting to see what the audience has to say here. Poll is now closed. And see, again, I was totally wrong. And I guess Karen, should we just kick off with the first one? This morning, I was just reading a Gartner survey stating the number one priority for CIOs this year is business intelligence and analytics.
So Chris, there is so much hype around this subject. You know, do executives really want to consume their data, their analytics and dashboards and charts, you name it…do they really want to consume it on their iPads and Blackberrys and iPhones? What are your thoughts here?
Where there is a ton of hype is all the solutions out there that claim to be able to do mobile. That to me is where the hype really is. In fact, in a lot of cases it was an afterthought; it was built way after the initial technology was. And then she wanted the ability for them to have a very intuitive interface. Mobile BI is critical, and it may not be that users are going to use it right out of the gate, but you need to be able to give them, I believe, the exact same experience on mobile that they get on a desktop or laptop.
And perhaps might require a lot of custom work or hidden costs, is that what I hear you saying? In a lot of cases, the experience is different for the end user. So our philosophy at DOMO: that experience should be the same. It should be the same experience. Have any organizations just started with more of a desktop-, laptop-centric solution?
I mean the majority of them actually. We tried it before. I think we can move on now to cloud security. Something that, you know, a lot of folks are talking about out there in the market place. So many people are moving to the cloud. So can you tell me a little bit about on premise solutions versus cloud solutions and what people are saying in the market place? You know, I spent a lot of the time at the big stock vendors and also at a couple of desktop vendors before my three years here at DOMO.
Something like, for example, salesforce. These are very popular applications where all the data for that particular application is stored in the cloud. In fact, in a lot of cases, it requires a lot more work. And as an example, you know DOMO is a cloud-based BI [] provider, so there are a lot of hoops that we have to jump through because we take data extremely serious when it comes not just to availability, but also to security.
The minute that laptop goes missing, that data is vulnerable. Well, first of all, that exact same breech can happen on premise. The indemnity clauses would look a lot different. No I think that was great, Chris.
I think that leads us well into our next section. Something I hear so much out there is user adoption. Can you tell me a little bit about your experience in actually getting these solutions used and making this investment worthwhile? I spent a long time, almost a decade, at one of the big stack BI vendors, and I typically worked with very large accounts. I was typically involved with accounts that had ten thousand or more seats, and actually the majority of them were fifty thousand or more users that were using the software.
The single biggest challenge that you face with user adoption is to forget these three words: change is scary. I have lived this many times before. In fact, at DOMO, our philosophy is very simple []. So there was retail banking; there was commercial banking and then real estate, which was divided separately.
The problem is, the ways that they looked at certain metrics were very, very different in those three different divisions, and then they were rolled up and massaged before they got to the top member. We just happen to be the ones that were selected.
And there are a couple of ways to skin that cat. One is, you get everybody in a room and you get them to agree, which is exactly what happened at the super regional bank. In fact, we, the DOMO folks, sat there. There was some red-faced, fist-pounding conversations going on back and forth with the executives. And it was one of those things that we literally worked from breakfast to lunch before there was a consensus, and we guided them through part of that process, but a lot of that they had to work out on their own.
But keep in mind there is another solution. What they ended up doing was delaying the implementation by a couple of days so that they could literally pow-wow and figure out what those metrics were going to be for the business, and, more importantly, how they were going to be calculated.
And of course we were with them every step of the way, because this is something that we do on a regular basis. They literally…the CFO…we saved his bacon. At the end of the day because we got everybody else in line by giving them a voice and then discussing what the right ways were and, ultimately, the single right way to calculate the various metrics.
Another example was actually a health care company that I worked with on the west coast, and they took the opposite approach to the one I was talking about before.
So there was a lot of resistance. So what the health care company ended up doing was they created multiple views, if you will, of the fifteen metrics that they were using. In their particular case, it was around marketing. So what they actually did was the chief marketing officer of the parent organization said these are the metrics that I want to manage to, and we knew what the calculations were to get there.
So she had her own page that was used by her team. Every single one of the region directors; they had access to that exact same page, but then they also had access…each of them had their own private page of additional metrics that were calculated the old fashioned way [], if you will. So when they were going in for the quarterly reviews or any time there was a question about a spike or a different anomaly, they were talking to the number that the CMO wanted to see, but they also had their number to back it up.
So it was…I basically, I call it a safety blanket. It was very much like Linus walking around with his blanket from Peanuts, you know what I mean. Now, is it more cumbersome? Is there more data coming into the system and more work to do that? That was really long, sorry. I think we could probably spend the entire day talking about customer examples and user adoptions. Now, this is almost the polar opposite of user adoption or lack thereof.
There starts to become some unknowns involved, like how many full-time administrators do I need for this? Is there going to be extra hardware involved or extra software? How about custom training and consulting?
There are so many different pieces of the pie when it comes to cost of ownership. How do you suggest listeners grapple with this subject? And obviously the vendor that you talk to is going to give you a perspective, right? I mean, obviously there are certain costs that are very easily calculated, right?
We know the cost of the software that we need to actually put on our servers, both from the vendor itself, as well as the operating system that we need to keep those lights on. We know how much a hard drive costs and a cable costs. But what about the lost productivity, or the time that it takes for users to learn the new system efficiently?
How do we calculate those kinds of dollars, and oh by the way, like, again, Karen, back to your example, the minute you explode the number of data sources or explode the number of subject areas, that tends to grow exponentially. Should it be a heat map? Should it be a bubble chart? Should it be a scatter plot? How do I make this most effective? That should all be included in a license that is basically based on users.
Was that a little fuzzy []? Was that not targeted?
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