I attended Cisco Live last week, and one of the things that impressed me was how many amazing things the company has been doing that have nothing to do with products, services or revenue. Most companies have a philanthropic budget and donate, but they don't really seem to care if the money makes a difference. For most, philanthropy is more about uplifting their image than making a difference.

Recent events have led to many people learning about a long-understood rhetorical tactic called "Gish galloping." Named after creationist Duane Gish, it means confronting an opponent with a rapid-fire series of arguments -- including half-truths, misrepresentations and outright lies. Confronted with such a BS barrage, the opponent may try to refute each assertion, which is a losing proposition.

Salesforce has announced an all-stock deal to acquire analytics powerhouse Tableau Software. Salesforce will pay 1.103 of its shares for one Tableau share. The deal is expected to finalize by the end of October, about a month before Dreamforce. A number of questions arise from this deal. For instance, why do it at all? Why keep the companies separate, and what will their relationship be like?

Amazon plans to begin drone deliveries within the next several months. The drones have become far more capable, safer, and less noisy, but there are five other problems that will need to be addressed before this delivery method reaches its full potential. Now, don't get me wrong. I'm looking forward to drone delivery. Still, there are several things that will need to be addressed.

Despite complaints about user privacy and the sharing of personal data, Facebook remains the de facto social media powerhouse. It may have started out as a place to connect with friends, but with 2.23 billion users worldwide it isn't hard to see why it matters to marketers. For the past decade Facebook has been a proven way for small businesses to connect with customers -- at least in theory.

I am a reluctant Costco shopper. My wife is one of the many who really love the chain. Me... not so much. Seriously -- someone should knock Costco's top officials on the head and wake them up to the need to focus on their customers. After all, it's the customers who make Costco successful. When my family owned lots of retail stores, I learned many important lessons that Costco needs to learn.

Salesforce has used its Trailhead learning system to teach developers how to program on its Lightning platform for more than five years. The company last week completed its fourth highly successful TrailheaDX conference, which attracted 14,000 people to the Moscone Center in San Francisco. There are plenty of good reasons for Salesforce to be in the software-coding-education game.

Like a lot of folks, I'm a tad sick of Intel. Last month we learned of its second big security scandal in as many years. Once again, the company not only neglected to disclose the problems in a timely way but also lacked a plan to recall the failed parts. Once again, buyers likely will have to cripple their Intel processors if they want to use them safely.

Many of us think of blockchain as the technology that prevents counterfeiting digital currencies like bitcoin. However, the so-called cryptocurrencies have hit the rocks recently, losing value or at least fluctuating wildly, making them look more like the stocks of startups than stores of value. Still, as an independent technology the value of blockchain is only growing.

Qualcomm just lost its seemingly no-lose case against the FTC, largely because it seems the judge was only physically in the room during the trial. The ruling makes it look like she and I observed very different trials. In addition, the U.S. apparently declared war against Huawei, which actually could benefit Huawei. The result of both efforts effectively could be to give the 5G market to China.

Brand ID is key to every company's success and growth. Why then do so many senior executives at so many different companies screw it up? When you come up with a winning brand ID, it's OK to build on it and to change it for the better, but not for the worse. Customers buy from you based on your brand ID. If that changes, then customers may change their buying habits as well.

For many years, one of the big concerns of the cloud software industry has been ensuring that the user experience was as good for enterprise software users as it was for consumers on big websites like Amazon. That has been a good motivator, because today's apps on both desktops and mobile devices have seen major improvements. That applies to today's partner ecosystem as well.

In IT, we've been hearing about the "cybersecurity skills shortage" for a few years. There is no shortage of statistics and data about it: More than 70 percent of participating organizations reported being impacted by the skills shortage, according to an ESG/ISSA research report. Likewise, more than half of the organizations surveyed for an ISACA report noted unfilled cybersecurity positions.

I went to Lenovo Accelerate last week and feasted my eyes on one of the most innovative PCs I've ever seen. However, as I absorbed the rest of Lenovo's announcements, I realized I was looking at just the tip of what could be a significant coming change in personal computers -- one that could eclipse every change we have seen so far. Lenovo's "one more thing" is a coming foldable screen laptop.

I just dumped US Mobile after less than four months, setting a new speed record for hitting my tolerance-for-b.s. ceiling. I'd had high hopes for this relatively new mobile virtual network operator, but it turns out I chose poorly. Switching wireless service providers is one of those things I don't relish doing, but every few years I find that I'm in a one-way relationship with my carrier.

It's surprising that philanthropy as an industry has gotten by for so long without technology. That's changing, however. The cost of technology has dropped at the same time that philanthropic organizations have been discovering an acute need for it. Of the more than 1.5 million charitable organizations in the U.S., it's not a stretch to say that the vast majority of them are small and underfunded.

Apple, Google and Microsoft are three very powerful companies. Two of them had big events last week -- Google I/O and Microsoft Build. What I found interesting was that both Google and Microsoft largely were on the same page about focusing on the customer. Both Google and Microsoft have been making massive advancements with AI. Both have increased their efforts to make the world a better place.

Sprint's best shot at success is to merge with T-Mobile. Without the merger, I see the company continuing to struggle as a weak player in the competitive wireless battle. Then again, this is nothing new. Sprint has been limping along for decades, for many different reasons. If this merger fails, will Sprint carry on as before? The reality is that Sprint is in trouble.

It's not that Salesforce has introduced more artificial intelligence apps for its Einstein analytics tool set -- this time for financial services -- that's important. It's that the clear trend now emerging is that you can't really have an industry market solution-set without analytics tuned to the vertical. There are at least two ways to do analytics.

I spent a good deal of my educational and early career as an analyst doing research at scale. In fact, the way I got into the executive resources program at IBM was through one of the largest research projects my division had ever undertaken. A recurring issue with those who attempt to address the diversity and inclusion problem is that in the absence understanding it, they focus on the symptoms.

Drop Tank is a small company in footprint -- it started with only 22 people -- but it has an outsized mission: to provide loyalty and discount programs to thousands of gasoline retailers. It has been decades since gas stations offered incentives to purchase their products. Last time, in the 1960s, retailers routinely would offer silverware, glassware and china with fill-ups.

Many consumers in recent years have opted to cut the cord -- that is, to ditch cable or satellite TV and instead rely on OTT streaming services for their viewing pleasure. Price has been one factor, but changing viewing habits has been another. As a reporter who covers pay-TV services of all varieties, I actually went the opposite direction and for some time have had both cable and satellite.

CRM guru Esteban Kolsky and I did some primary research earlier this year, paid for by Zoho. We wanted to improve our understanding of what buyers of CRM systems were most interested in, and to discover their highest priorities. Our survey population was comprised of more than 200 highly qualified executives and managers in companies with workforces that ranged from 500 to several thousand.

Influencer marketing continues to build steam, and more companies, large and small are getting involved. As powerful and as helpful as influencers can be, it's important to realize that not every influencer is right for every company. Selection of the right influencers to work with your company and your brand is an important key to success. Let's face it -- people don't trust companies.

Tesla sure didn't have a good week last week, given the kind of press coverage it got. I'm not that worried about Tesla going away, though, as its products are far too popular for it to disappear. On the other hand, management clearly needs to be fixed. What got me started looking at Tesla last week was that it pretty much announced that Nvidia was its Kryptonite.

There's been a chorus of calls from all corners for social media regulation -- from pundits like me to the halls of Congress and even from Facebook CEO Mark Zuckerberg himself. The social media community seems tied up in knots over what to do about the abuse happening within their communities, but if you look elsewhere you might see signs of solutions that could solve some fundamental problems.

The big news last week was that Apple finally agreed to settle its fight with Qualcomm. Kudos to Tim Cook, because I've known a lot of CEOs rather who would have fought to the death than admitted they were wrong -- and not only wrong but acting disingenuously the entire time. Fighting this to the death would have been far worse. What spurred the settlement likely was he defense Qualcomm mounted.

The other day Salesforce announced that it was integrating its philanthropic arm, the nonprofit Salesforce.org, into the larger organization, Salesforce.com. This makes a round trip for "the org." At its founding, Salesforce built its 1-1-1 model of philanthropy -- donating 1 percent of its equity, product and employee time to communities around the world -- into its core business.

It is expected that 5G will move aggressively into the market, with near-complete major metropolitan coverage by the end of the year. This technology is a game-changer, but it doesn't come without issues, one of which is the massive change in network loading. 5G will shift the bottlenecks from the wireless networks to the backhaul, where the expected massive increase in traffic will force some rather impressive network upgrades.

Customer relationship management keeps expanding, and some people might wonder why we never seem to get all the way to some mythical goal of perfection. One of the chief reasons is that the goal posts are moving away from us and always will be. This isn't some plot by the software companies to drive demand. From what I've seen, most companies simply try to keep up with demand with increasingly diverse products that meet real market needs.