A new home for SketchUp
-
Hey Mike,
Thanks for calling this out. This is an important point, and we want people to understand what is happening with the 3D Warehouse. I am going to try and chase down some more detail here; I'll do my best to clarify, but I might be a bit hamstrung in what I can share because the sale of SketchUp still has not been approved.
Incidentally, that's also why us SketchUp folks can't comment too much on some of the conversations here.
Best,
Mark
@mike lucey said:
Just read through the - Transfer of licenses and personal data to Trimble - here, http://sketchup.google.com/usernotice.html
This paragraph has me a little confused!
[i]'Opting-out
-
Yeah I share that problem
My 1st color inkjet cost almost that much. It would be really good for custom Lego parts, you know, for the kids 
@marian said:
@unknownuser said:
Don't be surprised to see more affordable 3D printing soon.
Not big parts but 6"x6"x6" parts.Damn...I want one. Too bad I need the money for boring stuff like living.
-
Not on it's own but this is where I would use AutoDesk's 123D. It is a perfect fit for this.
@jgb said:
So, does SU create .STL formatted files?
And did you see the price of the ABS filament? $21.50 / lb YIPES!!
Time to cannibalize my weed whacker.
-
-
@alan fraser said:
That works great except that SU still won't do a real curve no matter what format the file ends up in. Not sure how this will effect the end result as I have not tried a 3D printer yet. Thanks for the link though, seems to be a slick little plug-in
-
I feel sorry for the SketchUp team (or anyone being acquired by Trimble). I worked for a company that was acquired by these guys and let me tell you things will change in a big way and not for the better. I hope the SketchUp experience is different of course, but our company was in the middle of a pretty heavy acquisition spree by Trimble, and I was visible to a lot during that time.
Trimble is excellent at acquisition’s, that's primarily how they fuel growth. They are however culturally deficient when it comes to integrating the technology and people that come along with an acquisition into the larger operations of a segment, division or the company as a whole, it's just not part of their DNA.
Their standard operating procedure is to close the acquisition to much fanfare, have a rally the troops meeting with the affected staff, and begin to make subtle changes (updated branding, alter legalese, change payment processing, alter credit terms, etc.). Within 9 to 12 months the acquired entity will go through a reduction in force of some kind to improve operating income (all areas are typically impacted).
Management will be driven to increase top line (drive revenue) at all costs, and improve bottom line by maintaining required operating income levels and increasing margin primarily through layering additional work responsibilities on remaining employees and limiting any additional headcount for as long as possible. Additional hires for example have to be approved by the CEO directly and can take months to approve, if they're ever approved.
During this time the entity will have to work within the bureaucratic nightmare that is Trimble corporate. This is where the dysfunctional family comes in. Legal, Finance and HR stay focused on "protecting the business". In fact, to corporate you’re the enemy. Managers will have to deal with insane credit policies, overly protective lawyers that dictate the terms of a sales contract, and HR staff with a focus on "documenting issues" (referred to as the charm squad internally) to ensure the company is safe from disgruntled employee litigation.
General Managers wield a lot of power; they manage their divisions/segments with a strict focus on milking as much money (top and bottom line) as possible within as short a period as possible of the acquisition. Career development, product growth, service to the client, operational efficiency, all becomes low to no priority. In many respects, the General Managers are like absentee landlords, they come around close to the end of the quarter to collect the rent (revenue targets). If the rent looks like it'll be paid in full (targets attained), they will leave you alone, if it looks like you're short on your rent, they'll provide you "help" to make sure you do pay in full. Growth is expected quarter over quarter, and year over year, regardless of seasonality.
Destructive personalities are not dealt with, especially from Sales Managers. Sales carries a VERY BIG STICK, and you'll deal with some Sales Managers that are not just complete morons, but are very destructive to employee morale. Yet, they will hold a lot of sway with the General Manager of a division because they're the one's responsible for bringing in the dollars. In many respects, it appears that the General Managers surround themselves with people that could never hope to grow into their role, so they don’t have the risk of ever losing it until they’ve moved up to a Vice President/executive level.
After a while, arbitrary dates will be set for product releases to ensure revenue targets can be attained for a given quarter, with compromises made to ensure the date is achieved.
All the while, the original culture will slowly become "Trimbleized" and good talent will start to flee in droves (compare the pre and post acquisition turnover rate and you'll be shocked at the trend).
Trimble is terrified of Autodesk, and this would be the main driver behind the SketchUp acquisition. Expect the "FREE" version to garner less attention over the next 24 months as focus shifts to ramping up revenue (either through integration of the SketchUp IP to shore up some deficient products or by driving new releases of the product to grow market share).
While they'll promise the sun, the moon and the stars during the courting process, you'll be lucky if they deliver on a third of it after 12 to 24 months. Good luck, hope for the best, plan for the worst.
-
@mike lucey said:
Just read through the - Transfer of licenses and personal data to Trimble - here, http://sketchup.google.com/usernotice.html
This paragraph has me a little confused!
Following up on several of the posts about last week's user notice, I wanted to let everyone know that the Trimble's Terms of Service for the 3D Warehouse will be available to read before the "closing date." This will give everyone who is interested a chance to review the new Terms. With any luck, they'll provide more fodder for discussion
-
sweet!
-
@unknownuser said:
@jason_maranto said:
Taking those things into consideration you have to say that for the most part direct 3D modeling will eventually become minority concern. With the wide availability of creating a huge range of 3D images without learning any real modeling skills already a very real phenomena at places like DAZ/Poser.
i think you're cutting out a huge swath of 3D world.. it's not just for creating 3D imagery.. it enables you to completely 'build' something prior to actually building it... sort out problems, develop a sequence/schedule, finer material orders, etc..
as far as creating a model of something that already exists then yeah, i can see that dying out.. we're probably not too far off from '3D cameras for everyone' which will more likely than not, produce superior results in a fraction of the time it takes to create the same model today (fraction of a second vs. days
)but as far as modeling new ideas, I'm not convinced it can be automated..
(that said, i am sure the way this stuff is done in the future will be a lot sweeter than today.. once we get rid of the mouse/keyboard/monitor paradigm)Is anyone a little concerned about iPhone apps on which one can "create your own plans for your dream house"? At the least it belittles the work of architects and designers. But it does create the expectation that the floor plan you showed them took virtually no effort, and where are those pretty colored sofas (which would not have served the design) from the "extensive library of furnishings"?
One thing all this does is raise the bar. I see PR renderings for more (smaller) projects are to be the standard just to maintain professional status quo. So good for modelers.
@ Yes Bmike ( we posted at the same time).. the main part of the process is aesthetics, technical knowledge, human relations, and psychology. I think the accessibility of the technology glosses over that for some people. And BTW customizable and stylish modular or prefab homes are on the rise. Another side of the coin. With 3d design as in this site:http://www.bluhomes.com/configurator/?utm_source=5-12-12+Evolution+Open+House+South+Lake+Tahoe+2nd+mailing&utm_campaign=5-12-12-Tahoe-Evolution-2nd-mailing&utm_medium=email
Also applies to archviz. Expect more ugly pictures.
-
@bimmer said:
I feel sorry for the SketchUp team (or anyone being acquired by Trimble). I worked for a company that was acquired by these guys and let me tell you things will change in a big way and not for the better. I hope the SketchUp experience is different of course, but our company was in the middle of a pretty heavy acquisition spree by Trimble, and I was visible to a lot during that time.
Trimble is excellent at acquisition’s, that's primarily how they fuel growth. They are however culturally deficient when it comes to integrating the technology and people that come along with an acquisition into the larger operations of a segment, division or the company as a whole, it's just not part of their DNA.
Their standard operating procedure is to close the acquisition to much fanfare, have a rally the troops meeting with the affected staff, and begin to make subtle changes (updated branding, alter legalese, change payment processing, alter credit terms, etc.). Within 9 to 12 months the acquired entity will go through a reduction in force of some kind to improve operating income (all areas are typically impacted).
Management will be driven to increase top line (drive revenue) at all costs, and improve bottom line by maintaining required operating income levels and increasing margin primarily through layering additional work responsibilities on remaining employees and limiting any additional headcount for as long as possible. Additional hires for example have to be approved by the CEO directly and can take months to approve, if they're ever approved.
During this time the entity will have to work within the bureaucratic nightmare that is Trimble corporate. This is where the dysfunctional family comes in. Legal, Finance and HR stay focused on "protecting the business". In fact, to corporate you’re the enemy. Managers will have to deal with insane credit policies, overly protective lawyers that dictate the terms of a sales contract, and HR staff with a focus on "documenting issues" (referred to as the charm squad internally) to ensure the company is safe from disgruntled employee litigation.
General Managers wield a lot of power; they manage their divisions/segments with a strict focus on milking as much money (top and bottom line) as possible within as short a period as possible of the acquisition. Career development, product growth, service to the client, operational efficiency, all becomes low to no priority. In many respects, the General Managers are like absentee landlords, they come around close to the end of the quarter to collect the rent (revenue targets). If the rent looks like it'll be paid in full (targets attained), they will leave you alone, if it looks like you're short on your rent, they'll provide you "help" to make sure you do pay in full. Growth is expected quarter over quarter, and year over year, regardless of seasonality.
Destructive personalities are not dealt with, especially from Sales Managers. Sales carries a VERY BIG STICK, and you'll deal with some Sales Managers that are not just complete morons, but are very destructive to employee morale. Yet, they will hold a lot of sway with the General Manager of a division because they're the one's responsible for bringing in the dollars. In many respects, it appears that the General Managers surround themselves with people that could never hope to grow into their role, so they don’t have the risk of ever losing it until they’ve moved up to a Vice President/executive level.
After a while, arbitrary dates will be set for product releases to ensure revenue targets can be attained for a given quarter, with compromises made to ensure the date is achieved.
All the while, the original culture will slowly become "Trimbleized" and good talent will start to flee in droves (compare the pre and post acquisition turnover rate and you'll be shocked at the trend).
Trimble is terrified of Autodesk, and this would be the main driver behind the SketchUp acquisition. Expect the "FREE" version to garner less attention over the next 24 months as focus shifts to ramping up revenue (either through integration of the SketchUp IP to shore up some deficient products or by driving new releases of the product to grow market share).
While they'll promise the sun, the moon and the stars during the courting process, you'll be lucky if they deliver on a third of it after 12 to 24 months. Good luck, hope for the best, plan for the worst.
Oh Gawd! I hope you are wrong!. But will save this and see if you are indeed right, in 2014.
Ugh! and here I was so upbeat and positive.
-
@Bimmer, dear god, I've got the star wars imperial march in my head as I read your post. I hope this forum keeps the spirit of sketchup alive if Trimble is what you say.
Edit: thanks Pete for copying the post, I'd meant to. Yes, time will tell.
-
@solo said:
@bimmer said:
I feel sorry for the SketchUp team (or anyone being acquired by Trimble). I worked for a company that was acquired by these guys and let me tell you things will change in a big way and not for the better. I hope the SketchUp experience is different of course, but our company was in the middle of a pretty heavy acquisition spree by Trimble, and I was visible to a lot during that time.
Trimble is excellent at acquisition’s, that's primarily how they fuel growth. They are however culturally deficient when it comes to integrating the technology and people that come along with an acquisition into the larger operations of a segment, division or the company as a whole, it's just not part of their DNA.
Their standard operating procedure is to close the acquisition to much fanfare, have a rally the troops meeting with the affected staff, and begin to make subtle changes (updated branding, alter legalese, change payment processing, alter credit terms, etc.). Within 9 to 12 months the acquired entity will go through a reduction in force of some kind to improve operating income (all areas are typically impacted).
Management will be driven to increase top line (drive revenue) at all costs, and improve bottom line by maintaining required operating income levels and increasing margin primarily through layering additional work responsibilities on remaining employees and limiting any additional headcount for as long as possible. Additional hires for example have to be approved by the CEO directly and can take months to approve, if they're ever approved.
During this time the entity will have to work within the bureaucratic nightmare that is Trimble corporate. This is where the dysfunctional family comes in. Legal, Finance and HR stay focused on "protecting the business". In fact, to corporate you’re the enemy. Managers will have to deal with insane credit policies, overly protective lawyers that dictate the terms of a sales contract, and HR staff with a focus on "documenting issues" (referred to as the charm squad internally) to ensure the company is safe from disgruntled employee litigation.
General Managers wield a lot of power; they manage their divisions/segments with a strict focus on milking as much money (top and bottom line) as possible within as short a period as possible of the acquisition. Career development, product growth, service to the client, operational efficiency, all becomes low to no priority. In many respects, the General Managers are like absentee landlords, they come around close to the end of the quarter to collect the rent (revenue targets). If the rent looks like it'll be paid in full (targets attained), they will leave you alone, if it looks like you're short on your rent, they'll provide you "help" to make sure you do pay in full. Growth is expected quarter over quarter, and year over year, regardless of seasonality.
Destructive personalities are not dealt with, especially from Sales Managers. Sales carries a VERY BIG STICK, and you'll deal with some Sales Managers that are not just complete morons, but are very destructive to employee morale. Yet, they will hold a lot of sway with the General Manager of a division because they're the one's responsible for bringing in the dollars. In many respects, it appears that the General Managers surround themselves with people that could never hope to grow into their role, so they don’t have the risk of ever losing it until they’ve moved up to a Vice President/executive level.
After a while, arbitrary dates will be set for product releases to ensure revenue targets can be attained for a given quarter, with compromises made to ensure the date is achieved.
All the while, the original culture will slowly become "Trimbleized" and good talent will start to flee in droves (compare the pre and post acquisition turnover rate and you'll be shocked at the trend).
Trimble is terrified of Autodesk, and this would be the main driver behind the SketchUp acquisition. Expect the "FREE" version to garner less attention over the next 24 months as focus shifts to ramping up revenue (either through integration of the SketchUp IP to shore up some deficient products or by driving new releases of the product to grow market share).
While they'll promise the sun, the moon and the stars during the courting process, you'll be lucky if they deliver on a third of it after 12 to 24 months. Good luck, hope for the best, plan for the worst.
Oh Gawd! I hope you are wrong!. But will save this and see if you are indeed right, in 2014.
Ugh! and here I was so upbeat and positive.
In my opinion it is all perception.
What to one person feels like a constraining company, might be a beautiful employer to another.
Not to say that I want to disregard Bimmer's comment, but in a bigger company there are always dysfunctional bits to point out, as much as you can point out the good.Keeping a positive constructive mind set....
The SU team is a good bunch of people, they will be allright
-
@kwistenbiebel said:
In my opinion it is all perception.
What to one person feels like a constraining company, might be a beautiful employer to another.
Not to say that I want to disregard Bimmer's comment, but in a bigger company there are always dysfunctional bits to point out, as much as you can point out the good.Keeping a positive constructive mind set....
The SU team is a good bunch of people, they will be allrightdepends on where it's coming from. If it's coming from the leadership, then [pressure on sales targets, bottom line, etc.] can be very pervasive throughout a company. Better keep those resumes fresh.
-
@andybot said:
@kwistenbiebel said:
In my opinion it is all perception.
What to one person feels like a constraining company, might be a beautiful employer to another.
Not to say that I want to disregard Bimmer's comment, but in a bigger company there are always dysfunctional bits to point out, as much as you can point out the good.Keeping a positive constructive mind set....
The SU team is a good bunch of people, they will be allrightdepends on where it's coming from. If it's coming from the leadership, then [pressure on sales targets, bottom line, etc.] can be very pervasive throughout a company. Better keep those resumes fresh.
And when it would come to that, I hope the SU team start their own company to create Uber Awseome Sketchup II
-
CADZooks.... Look it up. the testing ground for SketchUp or PRE-SketchUP if you will.<<<Gobbled up by Autodesk
As part of its strategy to provide products and technologies for vertical markets, design tool maker Autodesk Inc. will acquire CadZooks Inc., a Boulder, Colo., developer of a product for design check and walk-through of AutoCAD models. Anaheim-based Autodesk says adding the new design technology to its repertoire will allow it to cover the full spectrum of visualization tools so designers have a complete solution - using dynamic visualization in the early stages of design development, and then employing photorealistic rendering once the design is finalized. (1996)
WalkThrough was a program that would open dwg files and let you move around
a 3D model as if walking through it just by moving your mouse. It needed a
computer with a lot of horsepower if you were working with a large model,
but still, pretty effective. It had quite a few bells and whistles in it's
final version before it was discontinued. (1996)A lot of the people that developed it are the same ones who developed
SketchUp.Let's be happy that Autodesk did not Aquire SU... and hopeful that Trimble has long term goals for SketchUp as it's own product line and not just to strip out of it the code they want and slap it onto an existing product line, leaving the remnants for the garbage chute.
-
From Schnitger a few days back.
@unknownuser said:
Mr. Berglund briefly addressed the proposed SketchUp acquisition, saying that SketchUp is an “effective tool for millions of architectural, engineering and construction users. We see SketchUp as a central platform for providing the glue that will couple field operations with other enterprise activities. SketchUp, together with Tekla and a number of other recent acquisitions and internal developments, gives us the tools to provide these more complete solutions. Our initial focus will be on providing solutions for the cadastral, heavy civil and building construction markets.”
This is pretty much the analysis given by Fred Abler in the FormFonts blog a few days earlier.
@unknownuser said:
Given Trimble’s brilliant.. positioning, it’s highly likely they intend to use SketchUp as the web-friendly super-glue that will hold all of their strategic acquisitions together. This would appear to be the perfect challenge for SketchUp.
The penultimate bullet in the Schnitger article also gives some idea what Trimble paid for SU.
-
@mark h. said:
@mike lucey said:
Just read through the - Transfer of licenses and personal data to Trimble - here, http://sketchup.google.com/usernotice.html
This paragraph has me a little confused!
Following up on several of the posts about last week's user notice, I wanted to let everyone know that the Trimble's Terms of Service for the 3D Warehouse will be available to read before the "closing date." This will give everyone who is interested a chance to review the new Terms. With any luck, they'll provide more fodder for discussion
Thanks Mark for further clarifying the 'Closing Date' issue in relation to members with 3DWH content. I nearly missed your post amongst Bimmer's post and the following commentary posts.
However I am still a little confused. I realise that its probably not possible to pin down a closing date. Certain times have been mentioned but nothing concrete. Would it not make more sense to have a 1 week post closing date dead line? This would in my opinion be more normal practice with these sort of things?
-
@kwistenbiebel said:
And when it would come to that, I hope the SU team start their own company to create Uber Awseome Sketchup II
I don't see how. The purchase will lock up all proprietary code under Trimble's control; a re-do as part of another venture would be instantly crushed by lawsuits and the non-competition clauses all employees will be required to sign as part of the acquisition, or which they have already signed as part of their employment at Google.
I would have much preferred to see the project released into the open source realm. I fully expect development, especially of the free version, to grind to a halt quickly; the only benefit to Trimble is the elimination of competition.
-
@ BIMMER
That all sounds like typical corporate to me -- even "good" corporate seems to be run in similar ways. I generally attribute this to the stock market. Stock owners do not care about employee morale or any such thing... they care only for profit (so the stock attains more value).
If your owners (stock holders) only care for profit, then small wonder the managers of said entities are profit-centric in their focus.
Ladder climbing middle-management style is also well known and generally thoroughly rewarded, so again I see no surprises here.
Best,
Jason. -
@unknownuser said:
@alan fraser said:
That works great except that SU still won't do a real curve no matter what format the file ends up in. Not sure how this will effect the end result as I have not tried a 3D printer yet. Thanks for the link though, seems to be a slick little plug-in
Up the segment count on arcs, curves and circles, say around 120 or more. Way higher if high resolution is needed.
Advertisement