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A teacher would never be satisfied with her performance if she discovered that the entire back row of her classroom was unable to hear her lecture. In the world of cloud services for business, we see things the same way. With Office 365, every user counts! Google has a different approach. It starts counting downtime only after at least 5 percent of users are affected. Imagine if 100 of your 2,000 users had no access to email. Would you, as an IT professional, be satisfied with your performance? Would your business hold you accountable for your performance? The answers to these questions are clear. Calculating downtime only after 5 percent of your users cannot access email, as Google does, makes it more difficult for you to assess impact to user productivity. Google's approach doesn't help your business with meaningful performance metrics. With Office 365, every affected customer and every service counts when we calculate downtime. Downtime means the total minutes in a month during which service is unavailable, excluding scheduled downtime. For services like email, there is no scheduled downtime, an experience that our many Exchange Server customers have long been accustomed to-system maintenance while they continue to be productive in their Outlook inboxes. In addition to the way it calculates downtime, Google also combines consumer and commercial service availability when reporting the availability of Gmail. This means if you are considering Google Apps for Business, you cannot get accurate information regarding the availability of the commercial service that you need. On the other hand, Microsoft's approach to calculating downtime, which includes every user minute, helps you understand whether your users' productivity is being impacted by downtime of email. Google takes a "use at your risk" approach around Google+, Hangout and Google Voice. These services are not part of Google Apps for Business and are excluded from the SLA. Excluding these serv

A since deceased, highly-regarded fellow faculty member, Anthony (Tony) Athos, occasionally sat on a bench on a nice day at the Harvard Business School, apparently staring off into space. When asked what he was doing, ever the iconoclast, he would say, "Nothing." His colleagues, trained to admire and teach action, would walk away shaking their heads and asking each other, "Is he alright?" It is perhaps no coincidence that Tony often came up with some of the most profound insights at faculty meetings and informal gatherings. This story captures much of the sense of the responses to this month's question about why managers don't think deeply. The list of causes was much longer than the list of proposed responses. But in the process, some other questions were posed. Ben Kirk kicked off the list of reasons for the phenomenon when he commented, "… what rises to the top levels are very productive and very diligent individuals who tend not to … reflect and are extremely efficient at deploying other people's ideas," implying that this type of leader is not likely to understand, encourage, or recognize deep thinking in others. Adnan Younis added the possibility that "… managers are not trained for it." Dianne Jacobs cited the possibility that persisting assumptions borne out of success serve as "roadblocks to act on needed change" (proposed by those who engage in deep thinking?). Ulysses U. Pardey, whose comment triggered my recollection of Tony Athos, wrote that "Time-for-thinking is a special moment which can be resource consuming and an unsafe activity …" (Fortunately, Athos held a tenured position in an academic organization.) A number of comments alluded to the triumph of bureaucracies and large organizations over deep thinking. As Lorre Zuppan said, "I think Jeff Immelt's efforts to protect deep thinking reflect a nice sentiment but … If his team could carry the ball, would he need to announce that he's protecting it?" Tom Henkel was more succinct: "Ther

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