In a former life, I was a Technical Evangelist (TE) for Microsoft, where (among other things) I taught all of Microsoft's newly-hired TE's the ropes. The first such training seminar I gave was videotaped and transcribed. Snippets of the transcription were cited in a number of anti-trust cases against Microsoft.
In late 2008, I started a blog on Windows Live! documenting some thought I had on Technology Evangelism, and posted the relevant documents there. But Live! is so hard to deal with that I'm re-posting the documents here.
Below, please find an blog post -- copied from the original Live! blog -- that describes and links to the relevant documents.
[start of old blog post]-------------------------------------------------
The Plamondon Files
On January 16th, 1996, a group of Microsoft's
Technology Evangelists (TEs) from its overseas subsidiaries gathered at its Redmond headquarters to receive training on the strategy and tactics of Technology Evangelism as practiced by Microsoft's top Redmond-based TEs. Microsoft had no TE formal training program at the time; everyone else just "learned by doing."
At this event, called the "DRG Summit," I gave three presentations, "
Evangelism is WAR!," "
Evangelism Strategy," and "
Power Evangelism."
Marshall Goldberg gave a presentation on "Relationship Evangelism." As I recall, the DRG Summit was organized by
Avery Bishop, and
Ken Fowles also gave a presentation, although I came in late and missed it, so I don't recall what it was about. The training presentations were videotaped, and I arranged to have my and Marshall's presentations transcribed. These presentations were also attended by some of Microsoft's Redmond-based TEs. Many of them stated afterwards that they wished that they had received similar training.
The Director of Microsoft's Developer Relations Group (DRG),
Doug Henrich, agreed that such training should be available to Microsoft's Redmond-based TEs. He (a) assigned me to develop materials for use in training Microsoft's newly-hired TEs, (b) required all newly-hired TEs to attend such seminars, and (c) encouraged all experienced TEs to both attend these seminars and to contribute to them. My performance in leading such training seminars became, thereafter, an objective on which I was formally reviewed for raises, bonuses, and stock options.
I augmented the above-mentioned training materials with two white papers, "
Effective Evangelism" and the "
Generalized Evangelism Timeline." I also wrote "
Making the Most of the PDC" (Professional Developer's Conference), which was used as a preface to Microsoft's official PDC staff guide for at least three successive PDCs.
I continued leading such seminars once each six months until I left DRG in 1998 for a TE role in Microsoft Research's University Relations Group. I received excellent performance reviews during this period. In January 2000,
Darryn Dieken, another Microsoft TE, received copies of these materials for use in training a new group of TEs. I recall sending copies of these documents to other TE groups during the 1998-2000 period, during which DRG's function was dispersed among Microsoft's product groups, but I can't prove it.
These training materials embodied Microsoft's policies, practices, and preferences with regard to Technology Evangelism. The Director-level declaration that attendance at these seminars was mandatory for newly-hired TEs makes them "policy" by definition.
The only substantial difference between the DRG Summit's transcripts and the later training seminar presentations was my use of a "
one night stand" analogy at the DRG Summit (see the top of page 2 in
this transcript). In this analogy, I stated that it was OK to lie to ISVs to get them to support Microsoft's technologies. This implication that "lying to ISVs (or to anyone else) was OK" was a mistake, for which I alone am responsible, and which
I deeply regret. No similar analogy, statement, or implication was included, in any form, in DRG's mandatory seminars. This analogy was made only verbally, and did not appearing in the presentation's slides. Indeed, the presentation's slides clearly stated that TEs could stress those aspects of the truth that were advantageous, but should never, ever lie. This latter view was emphasized in DRG's mandatory training seminars.
The above documents have been entered into the public record in a series of anti-trust actions against Microsoft. They have become known, collectively, as "The Plamondon Files."
It has been expedient for Microsoft to deny that these documents accurately reflected Microsoft's practices at the time, to disavow any authority I might have had to define Microsoft's policy (neglecting to mention that the training materials were sanctioned by DRG's Director), and to discredit me in various ways. Yet the the public record contains (a) a description of me as "an uber-evangelist" (by
Darryn Dieken), (a) a description of me as DRG's "theoretician" (Marshall Goldberg), and (c) the statement that "everything James says [in the DRG Summit presentations] is true" (also Marshall Goldberg). The record also shows that Marshall was also a very senior evangelist, meeting regularly with Bill Gates, so his comments cannot credibly be dismissed.
Does Microsoft still utilize the TE techniques described in the Plamondon Files? Many in the Free and Open Source Software (FOSS) community believe that
Microsoft does.
[end of old blog post]-----------------------------------------
On the other hand, it's actually relatively easy to do evangelism in an ethical manner, mostly by emphasizing transparency. If it would look bad if featured on Google News, don't do it. Secrecy isn't inherently wrong -- Apple develops its products in near-total secrecy, for example, and there's nothing wrong with that. Likewise, there's nothing wrong with Microsoft developing APIs and ISV support for them in secret. The problem is when actions are taken that are only effective when they remain secret forever. Cloak-and-dagger stuff.
If you're attempting to establish a technology platform as a
de facto standard in the face of competition and
network effects, then you MUST engage in Technology Evangelism, or you will lose. It's that simple. The pressure to win can lead individual TE's, or the entire TE group, or an entire company over the edge into unethical TE practices is they're not careful and aware (Microsoft was neither).
The trick, therefore, is to
win the battle without losing your soul.
Microsoft's dirty tricks, and the reputation it built for them, has cost it dearly. In industry after industry, firms have avoided partnering with Microsoft, fearing that they, too, would be taken to the cleaners. Apple has been left as technology's "honest broker," putting together industry-wide deals (music publishing, cell phone app publishing, magazine publishing on the iPad, etc.) that could otherwise have been Microsoft's.
Woulda, coulda, shoulda.
Labels: technology evangelism