When I meet with clients, I am always astounded by the strength of the silos that exist inside companies. Business, Marketing, IT, Server ops, Development, Network ops, Finance. In the same house, sniping and plotting to ensure that their team has the most power.

Or so it seems to the outsider.

Organizations are all fighting over the same limited pool of resources. Also, the organization of the modern corporation is devised to create this division, with an emphasis on departments and divisions over teams with shared goals. But even the Utopian world of the cross-functional team is a false dream, as the teams begin to fight amongst themselves for the same meagre resources at a project, rather than a department level.

I have no solution for this rather amusing situation. Why is it amusing? As an outsider (at my clients and in my own company) I look upon these running battles as a sign of an organization that has lost its way. Where the need to be managed and controlled has overcome the need to create and accept responsibility.

Start-ups are the villages of the corporate world. Cooperation is high, justice is swift, and creative local solutions abound. Large companies are the Rio de Janeiro’s of the economy. Communication is so broken that companies have to run private phone exchanges to other offices. Interesting things have to be accomplished in the back-channel.

This has a severe effect on Web performance initiatives. Each group is constant battling to maintain control over its piece of the system, and ensure that their need for resources is fulfilled. That means one group wants to test K while another wants to measure Q and yet a third needs to capture data on E.

This leads to a substantial amount of duplication and waste when it comes to solving problems and moving the Web site forward. There is no easy answer for this. I have discussed the need for business and IT to find some level of understanding in previous posts, and have yet to find a company that is able break down the silos without reducing the control that the organization imposes.

There is clear dissatisfaction with the current state of marketing among the social media mavens.

• Fred Wilson and Union Square Ventures are looking for companies to invest in to take advantage of this.
• BuzzLogic releases their conversational ad service.
• The Inquisitr moves from AdSense to Technorati Media, indicating a potential shift at b5 Media.
• Lookery is providing demographic information that is relevant to social media providers and shaping ad presentation that way
• A completely off-the-radar person such as myself realizes that there is gold in what holds the attention, and that’s not always the latest and greatest

So what can be done? Jeff Jarvis points out that the problem lies with measurement. I agree, as there is only value in a system where all of the people involved agree on what the metric of record will be, and how it can be validly captured.

Currently CPM is the agreed upon metric. In a feed based online world, how does a CPM model work? And, most importantly, why would I continue to place your ads on my site if all your doing is advertising to people based on the words on the page, rather than who is looking at the page and how often that page is looked at.

In effect, advertisers should be the ones thrying to figure out how to get into the community, get into the conversation. As an advertiser, don’t you want to be where the action is? But how do you find an engaged audience in an online world that makes a sand castle on the beach in a hurricane look stable?

The challenge for advertisers is to be able to find the active communities and conversations effectively. The challenge for content creators and communities is to understand the value of their conversations, the interactions that people who visit the site have with the content.

In effect, a social media advertising model turns the current model on its head. Site owners and community creators gain the benefit of being attractive to advertisers because of the community, not because of the content. And site owners who understand who visits their site, what content most engages them, how they interact with the system will be able to reap the greatest rewards by selling their community as a marketable entity.

And Steven Hodson rounds out the week’s think on communities by throwing out the subversive idea that communities are not always free (as in ‘beer’, not as in ‘land of’). If a community has paid for the privilege of coming together to participate in communal events and discussions, then can’t that become an area for site owners to further control the cost of advertising on their site?

While the benefit of reduced or no marketing content is the benefit of many for-pay communities, this benefit can be used by site owners by saying that an advertiser can have access to the for-pay community at the cost of higher ad rates and smaller ads. The free community is a completely different set of rules, but there are also areas in the free community that are of higher value than others.

In summary, the current model is broken. But there is no way to measure the value of a Twitter stream, a FriendFeed conversation, a Disqus thread, or a Digg rampage. And until there is, we are stuck with an ad model that based on the words on the page, and not the community that created the words.

When I re-introduced my five articles on Web Performance Concepts last night, I had forgotten than I had already written two additional articles in the series.

1. Web Performance, Part VI: Benchmarking Your Site
2. Web Performance, Part VII: Reliability and Consistency

Look for Parts VII and IX in the next few days.

Two years ago I created a series of five blog articles, aimed at both business and technical readers, with the goal of explaining the basic statistical concepts and methods I use when analyzing Web performance data in my role as a Web performance consultant.

Most of these ideas were core to my thinking when I developed GrabPERF in 2005-2006, as I determined that it was vital that people not only receive Web performance measurement data for their site, but they receive it in a way that allows them to inform and shape the business and technical decisions they make on a daily basis.

While I come from a strong technical background, it is critical to be able to present the data that I work with in a manner that can be useful to all components of an organization, from the IT and technology leaders who shape the infrastructure and design of a site, to the marketing and business leaders who set out the goals for the organization and interact with customers, vendors and investors.

Providing data that helps negotiate the almost religious dichotomy that divides most organizations is crucial to providing a comprehensive Web performance solution to any organization.

These articles form the core of an ongoing series of discussion focused on the the pitfalls of Web performance analysis, and how to learn and avoid the errors others have already discovered.

The series went over like a lead balloon and this left me puzzled. While the basic information in the articles was technical and focused on the role that simple statistics play in affecting Web performance technology and business decisions inside an organization, they formed the core of what I saw as an ongoing discussion that organizations need to have to ensure that an organization moves in a single direction, with a single purpose.

I have decided reintroduce this series, dredging it from the forgotten archives of this blog, to remind business and IT teams of the importance of the Web performance data they use every day. It also serves as a guide to interpreting the numbers that arise from all the measurement methodologies that companies use, a map to extract the most critical information in the raging sea of data.

The five articles are:

1. Web Performance, Part I: Fundamentals
2. Web Performance, Part II: What are you calling ‘average’?
3. Web Performance, Part III: Moving Beyond Average
4. Web Performance, Part IV: Finding The Frequency
5. Web Performance, Part V: Baseline Your Data

I look forward to your comments and questions on these topics.

Or should I say, welcome back.

Three years ago when I started blogging on a regular basis, the blog was name The Newest Industry after the Husker Du song of the same name. Then I migrated the content to Wordpress.com, and relinquished hosting it myself.

Well, I have decided to resurrect Newest Industry, but with all the same shiny content you would find at the Crazy Canuck Chronicles.

So, if it’s been a while, welcome back. Otherwise, a simple hello.

My grandmother died a few months back, and while this was indeed a very sad day for all of us, she left on her own terms, and with her mind intact, facing the next adventure with grace and dignity.

What this sad event did is provide a focus for the entire Pierzchala clan to reconvene for the first time in more than a decade. Tomorrow, we will going to the ancestral heartland in the Crowsnest Pass to spread her ashes, and celebrate her life.

I am staying at my Aunt Heather’s home, someone I haven’t seen or spoken to in years. And tomorrow, I will see my aunts, uncles, cousins, second cousins, etc. and feel a part of the family that I had left behind.

I am sad that I couldn’t bring the rest of my family with me, to feel a part of this larger family, and understand just how many people they are related to, this is very important to me.

These are my people. My clan. My tribe.

And it is good to be among them again.

Through 2007, the number of posts I made per day/week/month decreased steadily. I know post new items 2-3 items a month, or less. After 2 years of steady entries, I just didn’t have anything to add to the conversation.

Having been an A-list groupie for this entire period, I lost touch with the self-perpetuating scene. A comment that I saw on Top Gear summed it up: Jeremy Clarkson had another chat show host on, and they both commented on how all British chat show hosts end up appearing on each others shows.

That’s how blogging began to feel to me. I began to step back.

I stepped back from true, active day-to-day management of GrabPERF.

I drifted, intellectually and emotionally.

I found the sharp edge of my humor, which had wandered off and gone hitchhiking through the British Isles disguised as Roger Daltrey for six months.

The last few weeks I have been asking myself if I want to go back to blogging, if I want to continue to produce the random ideas for the world to see.

The death of my grandmother a few weeks ago brought my world back into sharp focus. Who is going to see these stories, these tales? Who will be the keeper of my intellectual flame? What will people know of me when I fade away.

I will be trying to storm back. My brain is here.

I AM THOR, GOD OF THUNDER.

Ok…maybe that was delusional. But hang on for another wild ride.

You hear a song off Bob Mould’s album Workbook used in a TIAA-CREF commercial.

I think I’ll just nip off and shoot myself.

Most days, I look inside. And that’s part of the problem I suppose. That’s why I haven’t posted in so long: there has been no inspiration to stand and shout about anything.

I suppose that’s why I have been so viciously depressed these last few weeks. There has been nothing to write of. My life has been void.

Have I missed anything while I was away?

Many, many years ago, I started my depressing voyage through the world of work at an Overwaitea food store in my home town. As a teenager, I expected to work so weird hours, and accept some level of abuse from the “adults” I worked with.

However, it seems that the organization now expects all their employees to accept this crap [here].

A major B.C. grocery chain wants some of its unionized staff to work shifts of just two hours, a move the union representing 8,500 workers called shocking.

The Overwaitea Food Group, which also runs Save-On-Foods and Urban Fare, made the demand for two-hour shifts as it began negotiating a new contract with the United Food and Commercial Workers Union, the union said.