Oct 28, 2010 | Communication, Social Media
It seems that there is something at work that is largely unnoticed. We no longer trust what we read in newspapers, but we tend to trust what we see on the net, weather it be in wikipedia, on a site like Business Spectator that has journalists of real stature, or in some random blog.
Just because somebody said it, does not make it right, but it also seems that if it is said digitally, the default is to trust it, at least a bit.
In Sydney, there are two newspapers, the Telegraph and the Herald, neither are held in much esteem these days, although nobody seems to believe what they read in the “Tele” it is almost a work of daily fiction. Similarly the weekly “womens” (don’t men read them?) magazines are filled with complete fabrications, a few weeks ago one of them had an “exclusive” on the wedding of local actor Kate Ritchie, down to photos of the smiling bride and new husband, interviews, and comment on the honeymoon destination. Absolute fiction, some goose sat in a room and made it all up, photo-shopped composite “photographs” and all, but it was published as an exclusive!
Is this just a bit of fun, or a more serious erosion of our standards and expectations of the profession of journalism, and the publishers that bring it to us. Had it been on line, it may have had more credibility, and I am wondering why?
Anyone can be a publisher these days, all you need is a computer and a free weblog account, when in the past, at least you had to be serious to stump up the capital involved in the printing and distribution networks, and the expenses involved in staff, offices, phones, and the rest. I suspect the “old media” is hastening its own demise by desperately seeking to attract readers for short term circulation numbers to sustain advertising, when they may be better off recognising the world hs changed, and alter their business model accordingly.
Oct 26, 2010 | Leadership, Marketing, Strategy
The thing about market research is that it can only elicit responses to the questions that are asked from within the context of what they already know and understand.
Innovative solutions are rarely a result of asking a group, or committee, about what they would like. Henry Ford once quipped that if he has asked customers what they wanted before he developed the model T, they would have responded, “a faster horse” and this is proven true time after time.
Similarly, leadership is not about agreement, and gaining consensus all the time, it is about someone having the moral courage to stand by him/her self and say, that is wrong, or I disagree, here is what I think, this is what I am going to do!
When was the last time you saw a statue recognising the contribution of a committee?.
Oct 25, 2010 | Collaboration, Communication, Social Media
Why is it that in the face of plummeting communication costs, and remarkable availability of new tools to make it easy, that business travel continues to grow?
On first glance, we should be travelling less, not more, but on further consideration, perhaps it is the richness of the face to face engagement and the potential to develop “social capital” with customers, geographically spread colleagues and suppliers that is keeping us on the planes, and the communication tools let us keep on top of the necessary crap in the office without having to be there.
Travel may be complementary to other communication costs, rather than the new tools being a substitute for travel as we all assumed to now.
The depth of personal, face to face communication cannot be substituted by the width possible with social tools, as looking someone physically in the eye involves having some “skin in the game”, putting yourself out there in a way not equalled by electronic means. The evolution of communities and the social capital that keeps them glued to gather, will see roles changing, but the physical handshake cannot be substituted by exchanged electrons.
Oct 21, 2010 | Collaboration, Communication, Leadership, Strategy
Achieving transparency is at the core of a lot of what I do in the fields of demand chain development, strategic alignment, and mentoring leaders. Transparency enables emerging problems and issues to be identified, and addressed quickly, efficiently, and with a minimum of waste in the process, and for opportunities to be grabbed.
However, the downside that sometimes evolves, particularly in closely defined cultures, is that it also enables blame to be pinned on an individual or team, and this is hugely counter productive.
Once transparency is used as a finger pointing exercise, it will not get a second chance, as people learn quickly that it will be counter productive to bring problems to the notice of others, when they run a risk of being the messenger that gets shot.
Oct 19, 2010 | Customers, Leadership, Management, Marketing
The scary thing about competition is that someone always loses, even if it is only an opportunity. Many would like to believe that we should all be friends together to save the pain, but outside the public sector, it does not happen like that.
Successfully competing is down to delivering superior value to customers at a cost less than the customers best alternative. To do that in this connected world where transaction costs are disappearing the whole enterprise needs to be focused on what it is that the customer values.
Sounds pretty simple, but how rarely I see it
Oct 14, 2010 | Customers, Innovation, Marketing
Curiosity may have killed the cat, but it is the driver of everything that contributes to improvement. Doesn’t matter if it is improvement in a factory, using the “5 why” tool, or some question, the answer to which advances our knowledge of space. The driver is curiosity, and the result, the potential to be better, to know more, to deliver benefit.
For a marketer, being curious should be second nature, but how long since you sat one-on-one with a customer and sought direct feedback on how your product performs Vs the competition?, why they bought it?, how could it be improved?, what job was it really doing? And so on.
It is one thing to absorb research reports, dig through the numbers, engage in esoteric conversations about innovation, and understand at a macro level the things that contribute to success, but it is something entirely different to get down in the weeds with your customers.
