Weird and Wacky Engineering
Comment
Carlos1966
I respectfully disagree with your assessment. The ability to record video was ...
sharps_eng
If you want a 'Management chases innovation, ignores money, goes under' story ...
Opportunity knocks; management fails to answer
Glen Chenier
1/12/2011 2:45 PM EST
His latest product was sailing through manufacturing, no surprising hitches or glitches to resolve, and he came to work each day wondering what to do to keep busy. Management and Marketing had not yet decided on the new projects, and so he had a couple months of free time on his hands. With nothing better to do, he spent a few days dreaming up a serial backplane interface based on passive directional couplers to provide slot-to-slot port isolation.
As far as he knew this had never been tried before, and he was curious as to whether or not it would actually work. With this technique a multiple-slot, high-speed serially-encoded data bus would not be susceptible to loading variations caused by filled or empty card slots, and each individual card could include true end-of-line matched termination instead of forming an open stub. The bored engineer rummaged through his junkbox and pulled out several directional couplers left over from a previous defunct project.
He soldered their innards to a copper-clad breadboard to simulate a 16-slot tree and threw together a quickie random data generator with transmit pre-emphasis equalization to accommodate the frequency rolloff of the cascaded directional couplers. As expected, the received eye patterns were beautiful and did not vary with slot loading.
This took a couple of weeks. Then after the experiments worked successfully he was bored again, and no one else was much interested in the idea. With no immediate new projects on the drawing board, it was considered “a solution in search of a problem”. Some did not fully comprehend what a directional coupler was, nor how it could be used in a digital domain.
Then the bored engineer began to wonder what would happen if the transmission path was extended. Instead of a small tree topology of directional couplers on a backplane, could 125 Mb/s data be transmitted usable distances point-to-point on copper cable? How much distance? This was at the time when FDDI (Fiber Distributed Data Interface) was in development and all the hype was for optical fiber. But it seemed worthwhile to see what could be done with copper and equalization at the FDDI bit rate and double that. After all, there wasn’t much else for him to do.
So the no-longer-bored engineer designed and constructed a bit error rate test system that generated the FDDI DDJ (Data Dependent Jitter) test pattern at both 125 and 250 Megabits/second. The bit error detection at 250 Mb/s used the wired-XNOR technique described here.
Since this was being done without official corporate management approval, or even with their knowledge, the budget was somewhat limited. The lab slush fund allowed purchase of some more ECL and RF amplifier chips and line transformers. TTL chips were easily available from existing stock. The junkbox had some leftover 20 MHz crystal oscillators. Raw double-sided copper-clad scraps were available from the pcb house.
The test system was built into tin cans for RF shielding to avoid the need to purchase shielded metallic enclosures; at this data rate logic signals are RF (radio frequency) and the various functional blocks required shielding from each other, especially the low-signal-level receiver. With the basic test equipment up and running, the happy engineer needed a lossy copper transmission medium. He scrounged a pair of 1000 foot reels of RG-62 coaxial cable from another team leftover from a previous project (real engineers NEVER throw anything away). Ugly stuff, wrong impedance (93 ohms), poor single braid shield, but good enough to provide the attenuation for initial tests. At this point in time Category 5 twisted pair copper did not exist.
The lab setup is shown in Figures 1,2,and 3. Since this was an unofficial project it was not possible to create printed circuit boards, so the clock generators, data pattern generator, transmit driver, receiver and equalization, clock recovery, and sync/bit error pattern comparison circuits had to be breadboarded by hand on copper-clad. This was a blessing since circuit modifications could easily be made on the fly to get everything to work together. The engineer was finally having a lot of fun and was no longer bored. The hardware cost was relatively cheap, and the engineer’s time would otherwise have been wasted anyway.


Figure 2: The data pattern generator inside the can.

Figure 3: The primary clock generator inside the can. See circuit detail.
The results were quite surprising and encouraging. Even at 2000 feet of RG-62 quarter-inch coaxial cable the received equalized eye pattern at 125 Mb/s was very nice. At 1000 feet of RG-62 the 250 Mb/s eye pattern was the same.
To get some more information as to the response of other types of coaxial cable the happy engineer called a local CATV company and asked if they had reels of long length trunk cable stockpiled in their backyard. They did, and were very willing to install connectors on these reels to take part in a data transmission test. Some of the eye patterns from those measurements are shown in Figure 4. (The eye patterns are the AMI/NRZI technique described in EDN's Design Ideas.)
The CATV people were treated to lunch and beers for their generous assistance. Low budget, but the tests got done.

Figure 4. Eye patterns at 125 and 250 Mb/s on various coaxial cables. Polaroid Type 667 film.
Now about this time it started to appear that this might just be worthwhile investigating in the upcoming batch of new projects. The engineer’s immediate bosses agreed that the ability to transmit data at this rate on copper cable could be a serious competitor and price reduction over optical fiber for FDDI use, especially short runs. For want of a better name, the engineer called the idea “Coaxial Distributed Data Interface”, or CDDI.
But Marketing and Management were aghast! Why was Engineering fooling around with obsolete copper cable? Everybody knew that optical fiber was the LAN medium of the future! Nobody else was doing CDDI, so obviously not profitable. The engineer’s new data sampling technique was deemed non-patentable because it was not part of the company’s core business.
So now there was a conundrum within the company. Technical management felt that this concept should be pursued. MBA management felt it would lead to nothing. Some of their reasons were interesting and fairly logical, they felt that the industry perception of coaxial cable was that of “special” and “obsolete”. Existing unshielded twisted pair was not capable of this transmission rate due to crosstalk, and they were reluctant to develop a technology that required a “special” cable. At one meeting with Marketing the engineer was asked how long it would take to develop a product. He picked a number out of the air and said “Six months”. “Too long” said Marketing.
With no clear answer, the engineer was allowed to prepare a presentation detailing the test results to promote coaxial cable at the next FDDI X3T9.5 Conference to gauge industry response. Not much happened immediately after that, and the engineer was then assigned to another “me-too” 10 Mb/s Ethernet design. At least that was better than boredom.
Six months after this presentation a small company that continued the research came out with the first CDDI on twisted pair device using some additional and well-thought-out innovations. They were later bought out by a much larger networking company. The concept of CDDI (now evolved to “Copper Data Distributed Interface”) avalanched and was developed into a new PMD standard. Category 5 UTP cable was developed to handle the increased bandwidth. The successful CDDI technology was re-used for 100Base-T Ethernet.
And the company that the bored engineer once worked for? It went bankrupt.
Author Glen Chenier is a design consultant based in Allen TX


Sheetal.Pandey
1/12/2011 10:54 PM EST
what a story!! The companies that do not support research thoughts of their productive engineers normally have a very narrow vision. I am not surprised that it got bankrupt. First of all keeping engineers without projects for long is wrong and if engineers design something themselves leat company can do is to suppor their thoughts. In the company where marketing,management and engineering do not have handholding are short sighted. I would wonder where the hero of the story, that engineer went??
Sign in to Reply
zeeglen
1/12/2011 11:12 PM EST
He became a small part of a massive downsizing. Over 100 layoffs to keep the damn stockholders happy.
Sign in to Reply
David Ashton
1/13/2011 3:32 AM EST
The company went bankrupt? The stockholders would have been REALLY happy. Serve 'em right for trusting the management....
Sign in to Reply
georgegrimes
1/13/2011 3:21 PM EST
Of course the company went bankrupt--it had MBAs overriding engineers on technical decisions. It has happened at many other companies, too. No one ever seems to learn from it though. (At least no management has as far as I have seen.)
Sign in to Reply
SteveRivers
1/13/2011 6:59 PM EST
Maybe if the engineer, while bored, had spent a small amount of time learning how to speak to management in a language they understand, he may have found them more receptive.
Which would take longer: engineer learning enough finance to present a proposal with costs and return on investment; or manager with MBA learning enough engineering to understand CDDI fully?
Present a reasoned argument with assumptions explaining to management showing how spending $X now should lead to $Y (with Y much greater than X) does work.
just saying I need a $30,000 protocol analyser to do my job rarely works (management they tend to view it in the same way we view their "I need a BMW to do my job".)
Engineers willfully not understanding basic finance, accounting and economics is one of the reasons the above happens. But hey, I guess blaming "MBA types" is so much more fun and fulfilling...
Sign in to Reply
http://www.lulu.com/spotlight/poconoarmchairreview
1/13/2011 9:43 PM EST
I wouldn't blame the engineer in this story. He did his part, and went above and beyond what he was asked to do. If he had also performed the financial analysis on his own, though, he would have had the basis for a business plan, and might have been able to go into business for himself. In other words, who needs management if you can do their job for them?
I'd say, if the company went bankrupt, it wasn't this engineer's fault.
But I wouldn't discourage any engineer from learning more of the language of management. The problem is that, unless you go into management yourself with those credentials, your investment in yourself in that particular area won't pay off. You usually won't be compensated for it as an employee engineer. And maybe that's why many engineers don't take that route, if they still want to be engineers.
Sign in to Reply
David Ashton
1/14/2011 5:42 AM EST
"But hey, I guess blaming "MBA types" is so much more fun and fulfilling..."
Steve...Looking at the above story, why did the company go bankrupt? Not because of the engineer, he didn't goof off in a slack period, he used his time to push the boundaries a bit. That just leaves the "MBA types", who in my experience usually cannot see further than the bumpers of their BMWs, and even more rarely want to.
"Which would take longer: engineer learning enough finance to present a proposal with costs and return on investment; or manager with MBA learning enough engineering to understand CDDI fully?"
So how come MBAs earn more than engineers?
I'd agree that a bit of financial knowledge is a good thing to have. One of my employers gave me a bit of basic training in this once and although I have not used it much, I was eternally grateful for it.
But this does not excuse managers from not trusting technical employees and helping them look at how their ideas might benefit the company. This management didn't, and the company went bust. QED.
I see this in the company I work for now. When I joined they had the best damn network I'd ever seen, because management told the Comms dept what they wanted and let the tech types get on with designing a network that would do it. Then the bean counters came along and it's all gone to pot, because they think they can run a comms dept. We're quasi-government so we won't go bust, but if we were private sector we would.
It boils down to TRUST I think. If management trust the tech types, it will usually work well.
Sign in to Reply
tonyo
1/14/2011 4:51 PM EST
Interesting story!
It's one of many of the "Management chases money, ignores innovation, goes under" stories I have heard over the years.
What I haven't heard much is a "Management chases innovation, ignores money, goes under" type of story.
Anybody got one of those?
Sign in to Reply
David Ashton
1/14/2011 5:39 PM EST
I'd guess there WOULD be a few... Betamax, Digital audio cassette and DVD-HD spring to mind..
Most of them are superior technology trumped by cheap and nasty that almost delivers, but is a fair bit cheaper. Most consumers will go for cheaper every time, and to hell with the specs.
Sign in to Reply
Carlos1966
10/7/2011 1:27 PM EDT
I respectfully disagree with your assessment. The ability to record video was new to consumers. Beta had superior picture quality but recording time was too short for most sporting contests and even some movies. VHS could record for 8 hours, perfect for two football games.
DAC was crippled by Copycode, SCMS, and price.
DVD-HD duked it out in the market with Blu-Ray and copy protection once again featured prominently in the decision by most content manufacturers to back BLu-Ray.
Sign in to Reply
Expat Canuck
1/14/2011 5:47 PM EST
The engineer came up with an innovation that was disruptive to the status quo, that is it was completely new. At the time the market was unknown, the customers were unknown and profit potential was unknown. Any one of these would have deterred the MBA types. Many innovations do fail but enough of them succeed so that companies that fail to take advantage of the opportunities go bankrupt.
In response to MBAs making more money than engineers, I find it ironic that those who flunk out of engineering often go into the faculty of business and many then go on to an MBA.
Sign in to Reply
WireMan
1/14/2011 7:00 PM EST
There are many stories like this except that engineers run the company, someone in the lab has the next great idea (which isn't that great after all) and the company goes bust because the engineers fall in love with the technology, have no experience gauging a market need, creating a business plan, finding money, etc. So, let's not hastily blame the MBA people. Yes, they made a mistake here, but the technology eventually triumphed, although many people lost their jobs. Evaluate each company situation on its own. I have known good and bad business types as well as good and bad engineers.
Sign in to Reply
David Ashton
1/14/2011 8:09 PM EST
The point being that management and engineering need to trust each other. If I came up with a great idea, I wouldn't have much of a clue as to how to market it or finance it. And I'd probably need to get assistance to do so. And trust whoever gave me that assistance to do it right.
Similarly, if a bunch of engineers (and it was not just one in this case) say they have a good idea that pushes the boundaries a bit, the marketing and finance guys need to trust them a bit to know that they are on to something that is worth pursuing, and assist them to get it to a marketable state.
IMHO, it's more the bean counters who go wrong than the engineers...but then maybe I am biased. And the bean counters seem to have a better gift for BS-ing their way out of a hole than engineers do.
DOES anyone have any stories of engineers backing the wrong horse (or just not backing the right one? It would be good to hear some.
Arthur C Clarke (I think) wrote a story about a senator who pooh-poohed a nerdy scientist who wanted money to research a new medical technique, and later needed that same treatment himself. I'll see if I can find it.
Now, I just gotta come up with a great idea... :-)
Sign in to Reply
David Ashton
1/15/2011 5:41 PM EST
The story is "Death and the Senator" by Arthur C. Clarke. Google it to get a synopsis, but I'd recommend reading the story.
Sign in to Reply
zeeglen
1/15/2011 6:41 PM EST
Will look for it, thanks. One of my favourites is "Glide Path" which describes developments in early radar engineering.
Sign in to Reply
David Ashton
1/16/2011 5:31 AM EST
I thought I'd read most of ACC but I hadn't even heard of that one! Googled it and it looks good. I'll try and get that one, thanks Glen.
Sign in to Reply
JMHarris
1/15/2011 11:30 AM EST
It is an interesting story and one that is duplicated often in many companies. The really sad part is that in the story and the replies is that management and technology did not work as a team to get the best products and profits for the customers and the stockholders. Companies that win (and winning means survive and strive) build teams where innovation (converting ideas to dollars) are the focus and blame is minimized. The fact is that both the business management and engineering failed... and the company failed.
Sign in to Reply
DaKonz
1/15/2011 2:48 PM EST
The thing I don't understand is why the MBAs sent the engineer off to a conference to gauge interest. Isn't that marketing's main responsibility, to determine the market? I once worked for a CFO that said 'why should I put $1M into new product development when I can invest it and have a sure return?' If those types end up running your company, find a new job.
Sign in to Reply
zeeglen
1/15/2011 3:23 PM EST
DaKonz,
As Expat Canuck mentioned above the concept had no previous history on which to base marketing forecasts. The industry pundits were placing their bets on optical fiber ("There's gold in thet thar glass!") because nobody had yet tried to push the copper boundaries, and the pundits believed that copper usefulness ended at 10 Mb/s without realizing that the limitation was the hardware design, not the transmission medium. Even today copper is being pushed into the gigabit range for short runs.
Sign in to Reply
ggyid2
1/16/2011 12:05 PM EST
What a story!
But I have to disagree with the conclusions many of the readers drew from it. Who knows why the company went bankrupt - because marketing routinely missed market opportunities or because engineers seldom delivered products on time? Too often I have seen engineers get so enamored by their own ideas that they ignore market conditions and end up hurting business. Of course there are cases when marketing or management is unable to comprehend worth of new ideas.
There are also times when engineers make a poor marketing idea into a great product and there are times when marketing brilliantly sells a poor engineering product.
It takes a team to make business successful. Management, marketing, engineering and sales are all equally vital. If you do ok in one and very well in others, you have a good chance of doing well overall. Slip in one and competition will eat you up.
Sign in to Reply
David Ashton
1/16/2011 4:42 PM EST
The story opens "His latest product was sailing through manufacturing, no surprising hitches or glitches to resolve..." Sounds like the engineer had his ducks in a row. This sounds like one of the times when "marketing or management is unable to comprehend worth of new ideas."
I'd agree with your comments though.... "It takes a team to make business successful.." Too true, teamwork and trust are the keys.
Sign in to Reply
parkgate
1/20/2011 4:31 AM EST
The company that made a success of the idea was small and the failing company laid off 100 people.
This looks like a big company vs. small company problem in that sometimes big companies internal bureaucracies grow to a size that stops them from innovating.
Companies can be big if they organise into small autonomous groups that can still keep the entrepreneurial spirit.
But all too often poor MBA (Mindless Bottom-line Analyst) managers takeover the company, to them it's all about control. They think micro-management is the best way to run a company.
After over 30 years in the electronics industry as a design engineer I’ve seen it happen way too often.
Sign in to Reply
sharps_eng
1/20/2011 1:27 PM EST
If you want a 'Management chases innovation, ignores money, goes under' story the try Acorn Computer, UK.
What rose from the ashes was ARM, though, so they got something right, even though it killed them.
Its not all bad news, many including Microchip and Linear Technology seem to be able to get all the factors right though.
Sign in to Reply