Mar 2, 2012 | Change, Strategy
Will Moore’s Law, validated over nearly 50 years in digital technology development, also apply to renewable energy? This notion has interested me for a while, and it seems that currently our consumption of fossil fuel is a mirror image of Moore’s law, the challenge is to turn the thing 180 degrees so it works in our favor.
Early days, but the jury must be considering the proposition, as the development of technology starts to make an impact, even as new sources of hydrocarbons emerge, from coal seam gas, and shale oil, and may tend to ease the pressure for change in our energy mix, particularly as governments feel the fiscal pinch.
Amory Lovins of the Rocky Mountains Institute has been a persuasive advocate of alternative energy, his 2005 talk on TED has been widely spread, whilst recognising that fossil fuel is the foundation of first world prosperity, and will not move aside easily, so sensible strategy accommodates the evolution of one as the other ramps up. His current treatise “A farewell to fossil fuels” is as logical and convincing as his previous jottings.
In Australia, the debate has been absolutely debased into a school-yard standard populist name calling and distortion of the facts. It is clear change is coming, every industry evolves over time, it is just that energy is so fundamental to our prosperity, and so poorly understood, and so multi-dimensional and emotional, that it makes for good pollie fodder.
Mar 1, 2012 | Customers, Marketing
The truth of wealth creation in the gold rushes, is that it was the blokes who sold the shovels, beds, grog, and horses who got rich, not the individual miners, with the odd exception for the really lucky ones.
It is still the same.
As markets commoditise, it gets progressively more difficult to make a bob out of selling the commodity, even the least cost supplier has trouble in the long run doing better than returning the cost of capital. However, those who sell insurance, currency hedging, heavy equipment, and the like, are all doing OK, so moving up the value chain, from the front lines to the rear supply echelons, to continue the analogy in the headline, makes more sense as time passes.
Feb 29, 2012 | Communication, Leadership, Marketing
We are pretty well immune to those who make promises, as we have heard it all before, and having been burnt, and burnt, we tend not to believe the hype this time.
Doesn’t matter if it is a colleague assuring us they will meet a deadline, a supplier “guaranteeing” performance of his offering, or a pollie telling us the train line will be built by the end of 2020, we have heard it all before.
The antidote is to stop saying and start doing, and let the performance speak for itself.
Feb 27, 2012 | Leadership
Leadership is often seen as a “soft” skill, hard to measure, and really only obvious with the benefit of hindsight.
Perhaps not, the potential success of leaders can be at least partly assessed by looking at what makes people unsuccessful as leaders.
As a test, when considering someone as a potential leader you could do a lot worse than score the person on the traits listed, and if sitting on a selection committee, get the members to evaluate a candidate separately on a set of scales that reflect the particular requirements of the appointment role, then compare notes. At least then you will see the areas of agreement and those for further investigation and debate.
Equally, within a context of an agreed strategy and expected results, the same scale could be used as a tool to evaluate executive performance.
Perhaps our “leaders” in Canberra should consider some objctive evaluation in about 3 hours, rather than relying on self interest, and allegiences based on all but the long term good of the country. Always the optimist!
Feb 24, 2012 | Leadership, Personal Rant
I spoke to a few people in Canberra yesterday, curious as to the impact of the Labor leadership cat-fight on the rest of the place.
Whilst I expected it to be the topic of the day, the consensus was that work in the bureaucracy, the implementers of policy, had come to a complete standstill over the last few weeks, and yesterday, started rolling backwards as individuals took the lead from their bosses, and started jockeying for post cat-fight, and probably post this current “government”, position.
If we ever needed a graphic example of the impact of indecision and conflict at the top, we need look no further.
The worse it has got at the top, the more the impact ripples through the ranks, stopping any sort of sensible conversation, let alone strategy (policy in their terms) implementation. Worse still, the ripples amplify the impact, so the recovery time will be substantial.
The impact of the profound lack of leadership that this power tussle has displayed will be felt for months, probably years. Problem is, we as taxpaying individuals and enterprises are paying through the nose for the privilege of watching this stupid game, as the main game gets totally ignored, and continues down the proverbial slot.
