As the Earth Lay Dying…

Here are three stories I came across in the last week or so:
1. Chinook Salmon Vanish Without a Trace – “The Chinook salmon that swim upstream to spawn in the fall, the most robust run in the Sacramento River, have disappeared. The almost complete collapse of the richest and most dependable source of Chinook salmon south of Alaska left gloomy fisheries experts struggling for reliable explanations — and coming up dry.”
Here’s my explanation. Apparently this kind of thing happens up and down the Pacific coast of California.
2. Why are thousands of bats dying in New York? – “Bats in New York and Vermont are mysteriously dying off by the thousands, often with a white ring of fungus around their noses, and scient ists in hazmat suits are crawling into dank caves to find out why.”
3. Massive ice shelf collapsing off Antarctica – “Scientists are citing ‘rapid climate change in a fast-warming region of Antarctica’ as the cause of an initial collapse of the Wilkins Ice Shelf. The damage got started at the end of February when an iceberg dropped off and triggered the “runaway disintegration” of a 160-square-mile portion of the 5,282-square-mile shelf.”
Why is it that we’re still sitting here doing nothing?
I’m amazed at companies like Exxon Mobil – they still try to shirk their responsibility for the damage they cause…
And here’s a story about the Japanese whalers – they’re ready to kill Moby Dick!
Wait, there’s more >>
Please pass the popcorn.

The Ghost of Tiananmen: China, Tibet and the Olympics


When I was a kid in India, one of the fondest memories I have is of a family vacation in the foothills of the Himalayas – eating at a tiny Tibetan roadside dhaba, being fed tons of cho-cho-momo and heaping piles of noodles. The food was great, but what struck me was the poor Indian peasant family sitting across from me eating their fill as well. Why? because the food was so cheap and so good that everyone could afford to eat well. I’ve never forgotten that day.
The family that ran the dhaba were refugees from Tibet, and I was fascinated by the store, the food, and the way they used an abacus to add up the transactions as they happened. That day I became a believer in a free Tibet.
I wrote earlier about China’s country branding issues and the upcoming Olympics.
I’ve also written about how to measure democracy with the “Journalists-in-Jail Index.”
And now we have pictures of the Chinese government beating up on Tibetans splashed across the pages of every major newspaper and magazine.
And don’t forget YouTube:

Here we go again.
This time Chinese officials are blaming the Dalai Lama for the violence. Give me a break. They’ve even got an army of bloggers and hackers working the media sites posting “pro-chinese” accounts all over the place.
Bush, of course, is silent. He knows that China’s in Tibet for the uranium.
I get a feeling the sponsors of the Olympics are in for a rough ride. Here are the brands which stand to get a black eye:
Coca-Cola
McDonalds
General Electric
Visa
Johnson and Johnson
Kodak
Samsung
Panasonic
Atos Origin
Lenovo
ManuLife
Omega
And let’s not forget the Olympic brand itself. This could do it in completely!
Stay tuned and sign a petition>>
UPDATE: More video >>

Online Brand Monitoring: A survey of marketspace analytics vendors and why they fall short

From GE to Target, from IBM to Best Buy, companies of all stripes and sizes are struggling to quantify the effects of Web 2.0 on their companies. What are the blogs saying? Are they positive or negative? What’s happening on Second Life? Where are our customers congregating? Who are the influencers in the marketspace?
The result of this anxiety is a new booming business in “marketspace analytics”—companies that profess to track your brand over time and alert you to news (bad or good) in real time.
Given some of the new findings about buzz in the blogosphere (positive online buzz for cars and trucks doesn’t necessarily translate to volume sales) you have to ask, are they wasting their time?
My take on this is somewhat biased. I view all of these brand monitoring products as the online equivalent of the traditional press-clipping tracking function the PR companies used to cling to as a way to justify their existence.
That said, online brand building is a critical competence for today’s marketer. What matters is not online buzz which is a temporary spike in attention, but what that buzz does to your position in your online ecosystem.
Your competitive position in your ecosystem determines your destiny:
• How do you and your competitors compare in terms of return on marketing investments and relative share of the ecosystem?
• How are the leaders making money, and what is their approach in the ecosystem?
• What is the full potential of your business position in the ecosystem?
• How big is your marketspace—the size of the ecosystem you want to compete in?
• Which parts of the ecosystem are growing fastest?
• Where are you gaining or losing share in the ecosystem or sub-ecosystems you compete in?
• What capabilities are creating a competitive advantage for you in the ecosystem?
• Which capabilities need to be strengthened or acquired to help you compete in the ecosystem?
Because we couldn’t find anything to help us with these questions, we decided to build it ourselves. That’s how our Ecosystem Intelligence™ service came into existence:
(i) to help measure a company’s position in the ecosystem(s) it competes in, and
(ii) to help improve that position in the marketspace over time
Now let’s check out some of the competing brand monitoring vendors:
Biz360: provides customer opinion measurement from thousands of expert and consumer product review websites, shopping sites, blogs and message boards
Cymfony: rated highly by the tech analysts, they claim to “quantify your amount of coverage as well as get expert qualitative interpretation of how effectively your message is being picked up in traditional and social media.”
Skygrid: a search tool that sifts through hundreds of web and mainstream media to show you just one thing: whether the balance of the news on a public company is good or bad, and how the “mood” is changing.
BrandIntel: collects, processes and analyzes online consumer content and applies human analysis to the results in context.
Factiva: monitors your competitors, customers, and industry, with in-depth research and company financial data reports.
MotiveQuest: “sees” the “peaks of passion” in online conversations to understand customer motivations. Again, a combination of proprietary software and human analysts to explore what drives customer behavior.
Nielsen Buzzmetrics: measures consumer-generated media to help companies understand consumer needs, reactions and issues. They use a data-warehouse approach to index customer sentiment.
Scout Labs: allows users to track brands and reactions to those brands. In essence, the company helps companies make sense of positive and negative brand sentiment in blogs, user generated videos, and images.
Umbria: analyzes social media—including blogs, message boards, Usenet, and product review sites. Umbria also adds human insights to their data reports.
And there you have it, all variations on the press-clipping theme.
And unfortunately most companies (including the ones above) don’t get it.
It’s not about tracking buzz, it’s about starting a conversation.
Seth Godin gets it.

Jeffrey Immelt: India versus China – Trust is a Global Issue for GE

I was talking to Bill Dunk this morning, and we got to the topic of trust as an issue in global business.
I told him I’d seen a video in which Jeff Immelt said something to the effect that in China the concept of win-win is an issue, whereas India is much better at partnerships.
Immediately, Bill dug up this article for me – an interview with Nani Beccalli-Falco, GE International’s chief executive.
From the article:
This is a difficult challenge and it is one that Beccalli-Falco speaks of with surprising candour. He talks of the problems of striking deals in China, where, he says, the values of equity and fairness implied in the West’s ‘win/win’ approach to business are replaced by a more naked self-interest. “In China, they have a tendency to think ‘win for China, OK for you’,” he says. “It makes forming partnerships difficult.”
If you want to get a global perspective on business, you must subscribe (for free) to Bill Dunk’s Global Province >>
And yes, I finally dug up the video:

Watch Immelt’s interview with Rajat Gupta, and listen carefully as Immelt talks about India versus China – right at the very end of the video:
“China has a hard time with win-win. That’s a problem over the long term.India’s much better. There’s a much better sense that India can be a real ally…”
Wow.
China’s got the Olympics this summer… wonder if they’ll let anyone else win a medal…

Ram Charan: 6 Secrets of Execution


What happens when you work 24X7 for 30 years? You may become Ram Charan.
When I think of Ram I think: “here’s a Peter Drucker without imagination.”
On one hand this is a flaw. On the other hand, it is also his strength. He has shown a remarkable ability to focus like a laser on the business of business. But along the way he may have forgotten how to live. Ram Charan has lived on the road for 30 years – no home, no family. That’s some focus.
Now listen to him on the video as he reveals the “6 secrets of execution.”
The 7th one is obvious: “Life is Work, Work is Life.”

PR Nightmare? The World Bank chops down the Amazon rainforest

Here we go again.
The World Bank is busy funding the destruction of the Amazon rainforest, alleges this article in The Independent.
The World Bank has emerged as one of the key backers behind an explosion of cattle ranching in the Amazon, which new research has identified as the greatest threat to the survival of the rainforest.
Nice. I wonder if this story will be picked up by the “corporate media” in this country. Not if Britney Spears has another nervous breakdown…
Now let’s see… who was the bright guy in charge of the World Bank when this policy was put into place?
Why, none other than our good friend Paul D. Wolfowitz – the mastermind who took us into Iraq.
Good luck going green Mr. Zoellick!

Brand Destruction 101: How ABC News shot itself in the foot, and how you can watch the latest New Hampshire presidential debate in its entirety

What does it say for ABC when you can download the entire season of full-length episodes of “Desperate Housewives” but not the latest presidential debate held in New Hampshire?
I guarantee you this hurts the ABC brand. What were they thinking? Is this a deliberate “mainstream corporate media” black-out strategy or is this just plain incompetence? Probably both.
ABC News does a great disservice to the American people. Do they think anyone is going to trust Charles Gibson now?
What a joke.
Luckily there are alternatives >>










Score another “win” for YouTube.

Management Secrets of Chairman Mao

Years ago, I read an article in the McKinsey Quarterly about the totalitarian structure of corporate governance. Why is it, asked Rajat Gupta (this was before he became the head of McKinsey), that in a democracy like the US, our corporate institutions are so undemocratic?
The Economist reminded me of that article a few days ago when they published an article titled “Mao and the art of management.”
Here are some “best practices” –
1. A powerful, mendacious slogan (in Mao’s case “Serve the People”…)
2. Ruthless media manipulation
3. Sacrifice of friends and colleagues
4. Activity substituting for achievement
Who does that remind you of? Exxon Mobil? The Republican Party? Cheney & W? All of the above?
By the way, here’s the answer to Rajat’s question = $$$.

Back in the US of A

After spending some time in Europe over the last few months I have to say I’m glad to be back in the good ol’ USA.
Yes, we have our issues – bad government, dismal healthcare, guns everywhere, corporate greed, etc. etc., but at least we Americans do seem to question authority – far more, it seems to me, than the Europeans.
I was amazed at how fatalistic the European view of the world is. It reminded me of the old Indian view of life – you can’t do anything to change anything, so don’t do anything. It’s all kismet, so let it go.
The conservatives paint it this way. But they’re wrong. It’s not a culture war. It’s a war for individual rights. The right of individuals to decide their own destiny. The irony is that the conservatives focus on freedom, and use groupthink to enforce their views.
In their own blind way, the conservatives have destroyed our Bill of Rights, the very thing they claim they are protecting. It doesn’t have to be us versus them. It’s time to stop the Assault on Reason, as Gore calls it.
The absence of US political leadership has hurt us (and the world) over the past eight years. But what’s amazing to me is that Europe can’t lead at all, period. Maybe it has something to do with not rocking the boat, but European bureaucrats will never stick their necks out to change anything. Tony Blair, Gordon Brown, Angela Merkel and Sarkozy. Have any of them made a difference? Will they?
As for customer service, forget it. In some ways European customer service is almost as bad as India. (More about this in future posts.) The sheep-like character of the European consumer doesn’t improve matter either (more fodder for future posts). The European consumer is trapped – in a marketplace without alternatives.
On the positive side, Europe does have some nice monuments and museums, but again, many of them exist because they were saved, er, underwritten by Americans.

Also their healthcare system does work, despite claims to the contrary. In the US, we’re owned by the drug companies. In Europe the drug companies have been kept in their place.
I expected the Europeans to be more green and care more about the environment. No such luck. Businesses are more sophisticated at pretending to be green, but the general populace – from Italy to Austria, France to England fall way short.
Has anyone seen the dismal condition of the Bern bears in Switzerland? It’s just another PR nightmare waiting to happen for the “enlightened” Swiss.
Whoever said the Swiss care about the environment got it wrong. The Alps were so polluted with a gray haze that you couldn’t even see across Interlaken. And the smog lasted for weeks.
Finally, I tell you this: I’ll never forget Omaha beach. Or Utah. God bless the USA and the good men who gave their lives on those beaches.
And may God help us elect a real president this time around. Not just to lead America, but to lead the world. It’s about time. Time for some hope. And some good old fashioned reason.

Pankaj Ghemawat on Globaloney!

Why do so many global strategies fail—despite companies’ powerful brands and other border-crossing advantages?
Seduced by market size, the illusion of a borderless, “flat” world, and the allure of similarities, firms launch one-size-fits-all strategies.
But cross-border differences are larger than we often assume, explains Pankaj Ghemawat in his new book: Redefining Global Strategy. Most economic activity—including direct investment, tourism, and communication—happens locally, not internationally.
Here’s Ghemawat’s take on globaloney >>
Here’s his globaloney quiz:
Do you basically agree or disagree with the following statements:
1. Competing the same way everywhere is the purest form of global strategy (Uniformity)
2. The truly global company has no home base (Statelessness)
3. Globalization tends to make industries become more concentrated (Consolidation)
4. Globalization offers virtually limitless growth opportunities (Endless Growth)
5. Global expansion is an imperative rather than an option to be evaluated (Act of Faith)
Give yourself—or your colleagues—1 point for each yes answer, and add them up to get to the total score. Zero implies an absence of globaloney. A score of 1 or 2, while indicating some globaloney, is still better than average. A score of 3 puts you at the average for several hundred managers who responded to an online survey—see below—but note that the average is pretty unhealthy given the number of problems it can lead to (think Coke). And a score of 4 or 5 rises beyond globaloney to the level of globalmania.
One wonders whether Tom Friedman will read this book…

Gore Kicks off Presidential Run by Winning Nobel Prize

That’s the kind of headline I’d like to see…
While Gore is unexpectedly leaving the country to pick up his Nobel Prize, DraftGore.com has turned up the volume with an ad in the NYTimes (see full text below – I’ve added a few hyperlinks and a video or two to add context).
An Open Letter To Al Gore
Dear Mr. Vice President:
In the dark days of December 2000, when you bravely conceded the election you knew in your heart you had won, you said:
“I do have one regret: that I didn’t get the chance to stay and fight for the American people … especially for those who need burdens lifted and barriers removed, especially for those who feel their voices have not been heard. I heard you and I will not forget.”
Today we respectfully ask that you honor that pledge and hear us now.
You say you have fallen out of love with politics, and you have every reason to feel that way. But we know you have not fallen out of love with your country. And your country needs you now — as do your party and the planet you are fighting so hard to save.
You often quote Winston Churchill to remind us that we are entering a period of consequences with regard to the global climate crisis. You have done a superhuman job of bringing world attention to this issue. But this effort needs to be raised to a higher level. Only from the Oval Office can you wield the kind of influence needed to move countries, policies and corporations to bring about meaningful change.
The period of consequences you talk about is upon us in many other equally critical areas as well. Our Constitution is being trampled and our most cherished civil liberties are in grave danger. The executive branch is not accountable to anyone. And the people most in need of a voice in this country need someone in the White House who will speak for them.
Thousands of Americans are dying needlessly in Iraq while our reputation in the world has plummeted to an all-time low. The war on terror is backfiring as our enemies grow stronger and our resources are drained in an endless and unwinnable war. This is one of the most serious foreign policy crises our country has ever faced.
You were the first American political figure to brave political waters and warn us of the perils of starting a preemptive war in Iraq. You were right. But time to reverse the damage is running out. Given your experience, insight and the respect you enjoy among world leaders, you are uniquely positioned to bring this war to an end and restore America’s good name.

As you so often say, Mr. Vice President, these are not political issues. They are moral issues.
That’s why more than 136,000 people have signed our petition asking you to run for president in 2008. Ours is an urgent call to service on behalf of the country we love, the democracy that’s slipping away from us, and a world and planet that are in peril. We write on behalf of our children and grandchildren and plead with you to to lead us to a brighter future.

Many good and caring candidates are contending for the Democratic nomination. But none of them has the combination of experience, vision, standing in the world, and political courage that you would bring to the job. Nor do they have the support among voters that you enjoy and that would lead you to victory in 2008.
Mr. Vice President, there are times for politicians and times for heroes. America and the Earth need a hero right now — someone who will transcend politics as usual and bring real hope to our country and to the world. Please rise to this challenge, or you and millions of us will live forever wondering what might have been.
Sincerely yours,
Draft Gore,
on behalf of the thousands of our volunteers and the 136,000 people who signed our petition asking you to run for president
Download PDF version here>>

Lessons Learned from Hope Solo

Speaking from personal experience, one of the hardest lessons to learn in business (and sports) is when to shut up.
The latest example? Hope Solo’s venting at a press conference after the disastrous US loss to Brazil in the 2007 World Cup.
Sure she’s right. The coach was a fool. Like most managers who get in above their heads, he tried to play safe soccer, opting for a risk-averse strategy of experience over youth.
How many times have we seen talent getting squelched in the business world thanks to bureaucracy? It’s an old story.
The right thing to do would have been to shut up. Let your racket do the talking, the Aussie tennis players used to say. And they’re right. Sometimes the best thing to do is shut up and let your actions do the talking.
In business, the best way to get back at an incompetent manager is not to quit, but to let your work do the talking for you. Your manager will be fired soon enough. And if that fails, find another job – within the same company, if possible. And failing that, try another company.
Sometimes even that’s not enough. That’s when you have to become your own boss.

Tiananmen 2.0 – Chinese Blogger Zeng Jinyan

Arianna Huffington calls Zeng Jinyan, a 22-year old dissident blogger, “the online progeny of Wang Wei Lin, the protester who blocked a column of advancing tanks during the Tiananmen Uprising in 1989.”
I still think about Wei Lin – the poor man was executed 14 days after his brave stand.
I will never forget that moment. The bravery, the tragedy.
China will never be a great country, in my eyes, until Wei Lin gets a posthumous medal from the Chinese government.
Someday.
Back to Zeng Jinyan.
Her blog is in chinese, but take a look at this translation.
“House Arrested Again,” says her T-shirt. Read about her funny T-shirt incident, and pray for her life >>

Silencing Science

Here’s a press release which made me shake my head in disbelief – again.
Federal climate, weather and marine scientists will be subject to new restrictions as to what they can say to the media or in public, according to agency documents released today by Public Employees for Environmental Responsibility (PEER). Under rules posted last week, these federal scientists must obtain agency pre-approval to speak or write, whether on or off-duty, concerning any scientific topic deemed “of official interest.”
On March 29, 2007, the Commerce Department posted a new administrative order governing “Public Communications.” This new order covers the National Oceanic & Atmospheric Administration (NOAA), which includes the National Weather Service and the National Marine Fisheries Service. Commerce’s new order will become effective in 45 days and would repeal a more liberal “open science” policy adopted by NOAA on February 14, 2006.
Although couched in rhetoric about the need for “broad and open dissemination of research results [and] open exchange of scientific ideas,” the new order forbids agency scientists from communicating any relevant information, even if prepared and delivered on their own time as private citizens, which has not been approved by the official chain-of-command:
* Any “fundamental research communication” must “before the communication occurs” be submitted to and approved by the designated “head of the operating unit.” While the directive states that approval may not be withheld “based on policy, budget, or management implications of the research,” it does not define these terms and limits any appeal to within Commerce;
* National Weather Service employees are allowed only “as part of their routine responsibilities to communicate information about the weather to the public”; and
* Scientists must give the Commerce Department at least two weeks “advance notice” of any written, oral or audiovisual presentation prepared on their own time if it “is a matter of official interest to the Department because it relates to Department programs, policies or operations.”
“This ridiculous gag order ignores the First Amendment and disrespects the world-renowned professionals who work within Commerce agencies,” stated PEER Executive Director Jeff Ruch. “Under this policy, National Weather Service scientists can only give out name, rank, serial number and the temperature.”
The agency rejected a more open policy adopted last year by the National Aeronautics and Space Administration (NASA). The new policy also was rushed to print despite an ongoing Commerce Office of Inspector General review of communication policies that was undertaken at congressional request.
While claiming to provide clarity, the new Commerce order gives conflicting directives, on one hand telling scientists that if unsure whether a conclusion has been officially approved “then the researcher must make clear that he or she is representing his or her individual conclusion.” Yet, another part of the order states non-official communications “may not take place or be prepared during working hours.” This conflict means that every scientist who answers an unexpected question at a conference puts his or her career at risk by giving an honest answer.
Painful. What’s next for our poor scientists? Public floggings and burnings at the stake, perhaps?
You’ve gotta read it to believe it!

Japanese Whalers vs. Greenpeace

How ironic is this?
“Imagine you’re the skipper of the mother ship of a Japanese whaling fleet. A massive fire disables the ship’s engines in the frigid waters off Antarctica, and one of your crew goes missing. Who would you least like to hear from right now? That’s right — Greenpeace.”
Read all about it>>
So why are these Greenpeacers so upset at the Japanese? The answer may be here >> [Warning: this is not kid friendly stuff!]
In my eyes, this whaling junk is going to hurt all of Brand Japan. Sort of like our misadventure in Iraq has hurt Brand USA…
Surely Japan can do better.

The Death of the High School Research Paper

The Concord Review flashes a light on the state of the research paper in US high schools.
Apparently fewer and fewer high school students are writing history research papers.
81% of teachers never assign a major research paper (longer than 5000 words). Why? Because no one has the time. Not the teacher, and certainly not the student.
We are still trying to teach a mile wide and an inch deep. And these days, even that mile is shrinking.
Here’s one way to spread the load: make the paper a combined project of both the History and English departments. One grade, two classes.
That’s similar to the way they teach classes in India. You have three classes: History, Geography, and Civics, each one of them a full class, but your “Social Studies” grade was an average of all three. Same with Physics, Chemistry and Biology: three classes, one grade under the title “Science.” And these weren’t watered down classes. They were tough slogs, all of them.
The Concord Review celebrates “varsity academics.” Too bad our culture doesn’t.
The TCR Institute asks:
“When was the last time a college history professor made it her business to find out the names and schools of the best high school history students in the United States?
“When was the last time a college basketball coach sat in his office and waited for the admissions office to deliver a good crop of recruits for the team?
“When was the last time a high school history teacher got scores of phone calls and dozens of visits from college professors when he had an unusually promising history student?
“When was the last time a high school athlete who was unusually productive in a major sport heard from no one at the college level?
“Not one of these things happens, for some good reasons and some not-so-good reasons.”
Let me add to this: “A nation without a knowledge of its history is like a tree without roots.” Wasn’t that Marcus Garvey?
Or let’s put it another way: If Dubya had written his history research paper in high school, chances are we would not be in Iraq today.

Leadership Styles: Warren Buffet vs. Bob Nardelli

US News on Warren Buffet’s style of open communications:
“Every March, more than 20,000 people trek to Omaha for Berkshire Hathaway’s annual meeting. At “Woodstock for Capitalists,” as it is known, Buffett and longtime partner Charlie Munger answer questions for more than four hours. What a contrast to companies like Home Depot, which cut off their meetings in less than 30 minutes, refusing to let shareholders ask any questions.”
Now you know why.
Is this the end of Home Depot?
Read about the US leadership crisis at StrategyWorld.org (my newest site) >>

Her Majesty’s Royal Podcast

I’m laughing and applauding at the same time.
The Queen of England will address the Commonwealth in her traditional Christmas Day speech, stressing the importance of the relationship between the generations. The Royal Podcast (free MP3 download) will be available here >>
BTW, this is the BBC’s doing–they supplied the file for Her Majesty’s Royal Podcast.
Will she start blogging next?
The real question: does anyone care?

Snorkeling in a Red Ocean: Yahoo’s ‘Peanut Butter Manifesto’

Read John Hagel’s post “Internet Strategy – Red Ocean or Blue Ocean?” then take a look at this >>
[From the WSJ]
An internal document by Brad Garlinghouse, a Yahoo senior vice president, says Yahoo is spreading its resources too thinly, like peanut butter on a slice of bread. Full text of the document is below.
Three and half years ago, I enthusiastically joined Yahoo! The magnitude of the opportunity was only matched by the magnitude of the assets. And an amazing team has been responsible for rebuilding Yahoo!
It has been a profound experience. I am fortunate to have been a part of dramatic change for the Company. And our successes speak for themselves. More users than ever, more engaging than ever and more profitable than ever!
I proudly bleed purple and yellow everyday! And like so many people here, I love this company
But all is not well. Last Thursday’s NY Times article was a blessing in the disguise of a painful public flogging. While it lacked accurate details, its conclusions rang true, and thus was a much needed wake up call. But also a call to action. A clear statement with which I, and far too many Yahoo’s, agreed. And thankfully a reminder. A reminder that the measure of any person is not in how many times he or she falls down – but rather the spirit and resolve used to get back up. The same is now true of our Company.
It’s time for us to get back up.
I believe we must embrace our problems and challenges and that we must take decisive action. We have the opportunity – in fact the invitation – to send a strong, clear and powerful message to our shareholders and Wall Street, to our advertisers and our partners, to our employees (both current and future), and to our users. They are all begging for a signal that we recognize and understand our problems, and that we are charting a course for fundamental change. Our current course and speed simply will not get us there. Short-term band-aids will not get us there.
It’s time for us to get back up and seize this invitation.
I imagine there’s much discussion amongst the Company’s senior most leadership around the challenges we face. At the risk of being redundant, I wanted to share my take on our current situation and offer a recommended path forward, an attempt to be part of the solution rather than part of the problem.
Recognizing Our Problems
We lack a focused, cohesive vision for our company. We want to do everything and be everything — to everyone. We’ve known this for years, talk about it incessantly, but do nothing to fundamentally address it. We are scared to be left out. We are reactive instead of charting an unwavering course. We are separated into silos that far too frequently don’t talk to each other. And when we do talk, it isn’t to collaborate on a clearly focused strategy, but rather to argue and fight about ownership, strategies and tactics.
Our inclination and proclivity to repeatedly hire leaders from outside the company results in disparate visions of what winning looks like — rather than a leadership team rallying around a single cohesive strategy.
I’ve heard our strategy described as spreading peanut butter across the myriad opportunities that continue to evolve in the online world. The result: a thin layer of investment spread across everything we do and thus we focus on nothing in particular.
I hate peanut butter. We all should.
We lack clarity of ownership and accountability. The most painful manifestation of this is the massive redundancy that exists throughout the organization. We now operate in an organizational structure — admittedly created with the best of intentions — that has become overly bureaucratic. For far too many employees, there is another person with dramatically similar and overlapping responsibilities. This slows us down and burdens the company with unnecessary costs.
Equally problematic, at what point in the organization does someone really OWN the success of their product or service or feature? Product, marketing, engineering, corporate strategy, financial operations… there are so many people in charge (or believe that they are in charge) that it’s not clear if anyone is in charge. This forces decisions to be pushed up – rather than down. It forces decisions by committee or consensus and discourages the innovators from breaking the mold… thinking outside the box.
There’s a reason why a centerfielder and a left fielder have clear areas of ownership. Pursuing the same ball repeatedly results in either collisions or dropped balls. Knowing that someone else is pursuing the ball and hoping to avoid that collision – we have become timid in our pursuit. Again, the ball drops.
We lack decisiveness. Combine a lack of focus with unclear ownership, and the result is that decisions are either not made or are made when it is already too late. Without a clear and focused vision, and without complete clarity of ownership, we lack a macro perspective to guide our decisions and visibility into who should make those decisions. We are repeatedly stymied by challenging and hairy decisions. We are held hostage by our analysis paralysis.
We end up with competing (or redundant) initiatives and synergistic opportunities living in the different silos of our company.
• YME vs. Musicmatch
• Flickr vs. Photos
• YMG video vs. Search video
• Deli.cio.us vs. myweb
• Messenger and plug-ins vs. Sidebar and widgets
• Social media vs. 360 and Groups
• Front page vs. YMG
• Global strategy from BU’vs. Global strategy from Int’l
We have lost our passion to win. Far too many employees are “phoning” it in, lacking the passion and commitment to be a part of the solution. We sit idly by while — at all levels — employees are enabled to “hang around”. Where is the accountability? Moreover, our compensation systems don’t align to our overall success. Weak performers that have been around for years are rewarded. And many of our top performers aren’t adequately recognized for their efforts.
As a result, the employees that we really need to stay (leaders, risk-takers, innovators, passionate) become discouraged and leave. Unfortunately many who opt to stay are not the ones who will lead us through the dramatic change that is needed.
Solving our Problems
We have awesome assets. Nearly every media and communications company is painfully jealous of our position. We have the largest audience, they are highly engaged and our brand is synonymous with the Internet.
If we get back up, embrace dramatic change, we will win.
I don’t pretend there is only one path forward available to us. However, at a minimum, I want to be part of the solution and thus have outlined a plan here that I believe can work. It is my strong belief that we need to act very quickly or risk going further down a slippery slope, The plan here is not perfect; it is, however, FAR better than no action at all.
There are three pillars to my plan:
1. Focus the vision.
2. Restore accountability and clarity of ownership.
3. Execute a radical reorganization.
1. Focus the vision
a) We need to boldly and definitively declare what we are and what we are not.
b) We need to exit (sell?) non core businesses and eliminate duplicative projects and businesses.
My belief is that the smoothly spread peanut butter needs to turn into a deliberately sculpted strategy — that is narrowly focused.
We can’t simply ask each BU to figure out what they should stop doing. The result will continue to be a non-cohesive strategy. The direction needs to come decisively from the top. We need to place our bets and not second guess. If we believe Media will maximize our ROI — then let’s not be bashful about reducing our investment in other areas. We need to make the tough decisions, articulate them and stick with them — acknowledging that some people (users / partners / employees) will not like it. Change is hard.

2. Restore accountability and clarity of ownership

a) Existing business owners must be held accountable for where we find ourselves today — heads must roll,
b) We must thoughtfully create senior roles that have holistic accountability for a particular line of business (a variant of a GM structure that will work with Yahoo!’s new focus)
c) We must redesign our performance and incentive systems.
I believe there are too many BU leaders who have gotten away with unacceptable results and worse — unacceptable leadership. Too often they (we!) are the worst offenders of the problems outlined here. We must signal to both the employees and to our shareholders that we will hold these leaders (ourselves) accountable and implement change.
By building around a strong and unequivocal GM structure, we will not only empower those leaders, we will eliminate significant overhead throughout our multi-headed matrix. It must be very clear to everyone in the organization who is empowered to make a decision and ownership must be transparent. With that empowerment comes increased accountability — leaders make decisions, the rest of the company supports those decisions, and the leaders ultimately live/die by the results of those decisions.
My view is that far too often our compensation and rewards are just spreading more peanut butter. We need to be much more aggressive about performance based compensation. This will only help accelerate our ability to weed out our lowest performers and better reward our hungry, motivated and productive employees.
3. Execute a radical reorganization
a) The current business unit structure must go away.
b) We must dramatically decentralize and eliminate as much of the matrix as possible.
c) We must reduce our headcount by 15-20%.
I emphatically believe we simply must eliminate the redundancies we have created and the first step in doing this is by restructuring our organization. We can be more efficient with fewer people and we can get more done, more quickly. We need to return more decision making to a new set of business units and their leadership. But we can’t achieve this with baby step changes, We need to fundamentally rethink how we organize to win.
Independent of specific proposals of what this reorganization should look like, two key principles must be represented:

Blow up the matrix.
Empower a new generation and model of General Managers to be true general managers. Product, marketing, user experience & design, engineering, business development & operations all report into a small number of focused General Managers. Leave no doubt as to where accountability lies.

Kill the redundancies.
Align a set of new BU’s so that they are not competing against each other. Search focuses on search. Social media aligns with community and communications. No competing owners for Video, Photos, etc. And Front Page becomes Switzerland. This will be a delicate exercise — decentralization can create inefficiencies, but I believe we can find the right balance.
I love Yahoo! I’m proud to admit that I bleed purple and yellow. I’m proud to admit that I shaved a Y in the back of my head.
My motivation for this memo is the adamant belief that, as before, we have a tremendous opportunity ahead. I don’t pretend that I have the only available answers, but we need to get the discussion going; change is needed and it is needed soon. We can be a stronger and faster company – a company with a clearer vision and clearer ownership and clearer accountability.
We may have fallen down, but the race is a marathon and not a sprint. I don’t pretend that this will be easy. It will take courage, conviction, insight and tremendous commitment. I very much look forward to the challenge.
So let’s get back up.
Catch the balls.
And stop eating peanut butter.

Leadership Secrets Revealed: A Tip for Nancy Pelosi

There isn’t much in the world that hasn’t happened before (except for man-made global warming) that we can’t learn about by reading our history.
Nancy Pelosi recent misstep is not the end of the world. She was being true to her heart, which is not a bad thing in itself.
But there is a lesson to be learned for all leaders from Pelosi: when you get to a higher position, you must grow with it.
And that’s the lesson from Marshall Goldsmith’s new book: What Got You Here Won’t Get You There: How Successful People Become Even More Successful.
Executives who hire Goldsmith for one-on-one coaching pay $250,000 for the privilege. With this book, his help is available for 1/10,000th of the price.
Anyone who thinks they’re a leader should read it carefully.

Invisible Science

Scientists are working hard to become invisible.
They can stop working so hard. Our current age hates math and science – and soon scientists will be extinct. They certainly are an endangered species in the US!

REWIND: Remember The Cluetrain?

Some of my clients (both B2B and B2C) need to go back in time and read The Cluetrain Manifesto.
Here are the classic “95 Theses” (try substituting the word “market” with “customers” or “friends”):
95 Theses
————————————————-
1. Markets are conversations.
2. Markets consist of human beings, not demographic sectors.
3. Conversations among human beings sound human. They are conducted in a human voice.
4. Whether delivering information, opinions, perspectives, dissenting arguments or humorous asides, the human voice is typically open, natural, uncontrived.
5. People recognize each other as such from the sound of this voice.
6. The Internet is enabling conversations among human beings that were simply not possible in the era of mass media.
7. Hyperlinks subvert hierarchy.
8. In both internetworked markets and among intranetworked employees, people are speaking to each other in a powerful new way.
9. These networked conversations are enabling powerful new forms of social organization and knowledge exchange to emerge.
10. As a result, markets are getting smarter, more informed, more organized. Participation in a networked market changes people fundamentally.
11. People in networked markets have figured out that they get far better information and support from one another than from vendors. So much for corporate rhetoric about adding value to commoditized products.
12. There are no secrets. The networked market knows more than companies do about their own products. And whether the news is good or bad, they tell everyone.
13. What’s happening to markets is also happening among employees. A metaphysical construct called “The Company” is the only thing standing between the two.
14. Corporations do not speak in the same voice as these new networked conversations. To their intended online audiences, companies sound hollow, flat, literally inhuman. ‘
15. In just a few more years, the current homogenized “voice” of business—the sound of mission statements and brochures—will seem as contrived and artificial as the language of the 18th century French court.
16. Already, companies that speak in the language of the pitch, the dog-and-pony show, are no longer speaking to anyone.
17. Companies that assume online markets are the same markets that used to watch their ads on television are kidding themselves.
18. Companies that don’t realize their markets are now networked person-to-person, getting smarter as a result and deeply joined in conversation are missing their best opportunity.
19. Companies can now communicate with their markets directly. If they blow it, it could be their last chance.
20. Companies need to realize their markets are often laughing. At them.
21. Companies need to lighten up and take themselves less seriously. They need to get a sense of humor.
22. Getting a sense of humor does not mean putting some jokes on the corporate web site. Rather, it requires big values, a little humility, straight talk, and a genuine point of view.
23. Companies attempting to “position” themselves need to take a position. Optimally, it should relate to something their market actually cares about.
24. Bombastic boasts—”We are positioned to become the preeminent provider of XYZ”—do not constitute a position.
25. Companies need to come down from their Ivory Towers and talk to the people with whom they hope to create relationships.
26. Public Relations does not relate to the public. Companies are deeply afraid of their markets.
27. By speaking in language that is distant, uninviting, arrogant, they build walls to keep markets at bay.
28. Most marketing programs are based on the fear that the market might see what’s really going on inside the company.
29. Elvis said it best: “We can’t go on together with suspicious minds.”
30. Brand loyalty is the corporate version of going steady, but the breakup is inevitable—and coming fast. Because they are networked, smart markets are able to renegotiate relationships with blinding speed.
31. Networked markets can change suppliers overnight. Networked knowledge workers can change employers over lunch. Your own “downsizing initiatives” taught us to ask the question: “Loyalty? What’s that?”
32. Smart markets will find suppliers who speak their own language.
33. Learning to speak with a human voice is not a parlor trick. It can’t be “picked up” at some tony conference.
34. To speak with a human voice, companies must share the concerns of their communities.
35. But first, they must belong to a community.
36. Companies must ask themselves where their corporate cultures end.
37. If their cultures end before the community begins, they will have no market.
38. Human communities are based on discourse—on human speech about human concerns.
39. The community of discourse is the market.
40. Companies that do not belong to a community of discourse will die.
41. Companies make a religion of security, but this is largely a red herring. Most are protecting less against competitors than against their own market and workforce.
42. As with networked markets, people are also talking to each other directly inside the company—and not just about rules and regulations, boardroom directives, bottom lines.
43. Such conversations are taking place today on corporate intranets. But only when the conditions are right.
44. Companies typically install intranets top-down to distribute HR policies and other corporate information that workers are doing their best to ignore.
45. Intranets naturally tend to route around boredom. The best are built bottom-up by engaged individuals cooperating to construct something far more valuable: an intranetworked corporate conversation.
46. A healthy intranet organizes workers in many meanings of the word. Its effect is more radical than the agenda of any union.
47. While this scares companies witless, they also depend heavily on open intranets to generate and share critical knowledge. They need to resist the urge to “improve” or control these networked conversations.
48. When corporate intranets are not constrained by fear and legalistic rules, the type of conversation they encourage sounds remarkably like the conversation of the networked marketplace.
49. Org charts worked in an older economy where plans could be fully understood from atop steep management pyramids and detailed work orders could be handed down from on high.
50. Today, the org chart is hyperlinked, not hierarchical. Respect for hands-on knowledge wins over respect for abstract authority.
51. Command-and-control management styles both derive from and reinforce bureaucracy, power tripping and an overall culture of paranoia.
52. Paranoia kills conversation. That’s its point. But lack of open conversation kills companies.
53. There are two conversations going on. One inside the company. One with the market.
54. In most cases, neither conversation is going very well. Almost invariably, the cause of failure can be traced to obsolete notions of command and control.
55. As policy, these notions are poisonous. As tools, they are broken. Command and control are met with hostility by intranetworked knowledge workers and generate distrust in internetworked markets.
56. These two conversations want to talk to each other. They are speaking the same language. They recognize each other’s voices.
57. Smart companies will get out of the way and help the inevitable to happen sooner.
58. If willingness to get out of the way is taken as a measure of IQ, then very few companies have yet wised up.
59. However subliminally at the moment, millions of people now online perceive companies as little more than quaint legal fictions that are actively preventing these conversations from intersecting.
60. This is suicidal. Markets want to talk to companies.
61. Sadly, the part of the company a networked market wants to talk to is usually hidden behind a smokescreen of hucksterism, of language that rings false—and often is.
62. Markets do not want to talk to flacks and hucksters. They want to participate in the conversations going on behind the corporate firewall.
63. De-cloaking, getting personal: We are those markets. We want to talk to you.
64. We want access to your corporate information, to your plans and strategies, your best thinking, your genuine knowledge. We will not settle for the 4-color brochure, for web sites chock-a-block with eye candy but lacking any substance.
65. We’re also the workers who make your companies go. We want to talk to customers directly in our own voices, not in platitudes written into a script.
66. As markets, as workers, both of us are sick to death of getting our information by remote control. Why do we need faceless annual reports and third-hand market research studies to introduce us to each other?
67. As markets, as workers, we wonder why you’re not listening. You seem to be speaking a different language.
68. The inflated self-important jargon you sling around—in the press, at your conferences—what’s that got to do with us?
69. Maybe you’re impressing your investors. Maybe you’re impressing Wall Street. You’re not impressing us.
70. If you don’t impress us, your investors are going to take a bath. Don’t they understand this? If they did, they wouldn’t let you talk that way.
71. Your tired notions of “the market” make our eyes glaze over. We don’t recognize ourselves in your projections—perhaps because we know we’re already elsewhere.
72. We like this new marketplace much better. In fact, we are creating it.
73. You’re invited, but it’s our world. Take your shoes off at the door. If you want to barter with us, get down off that camel!
74. We are immune to advertising. Just forget it.
75. If you want us to talk to you, tell us something. Make it something interesting for a change.
76. We’ve got some ideas for you too: some new tools we need, some better service. Stuff we’d be willing to pay for. Got a minute?
77. You’re too busy “doing business” to answer our email? Oh gosh, sorry, gee, we’ll come back later. Maybe.
78. You want us to pay? We want you to pay attention.
79. We want you to drop your trip, come out of your neurotic self-involvement, join the party.
80. Don’t worry, you can still make money. That is, as long as it’s not the only thing on your mind.
81. Have you noticed that, in itself, money is kind of one-dimensional and boring? What else can we talk about?
82. Your product broke. Why? We’d like to ask the guy who made it. Your corporate strategy makes no sense. We’d like to have a chat with your CEO. What do you mean she’s not in?
83. We want you to take 50 million of us as seriously as you take one reporter from The Wall Street Journal.
84. We know some people from your company. They’re pretty cool online. Do you have any more like that you’re hiding? Can they come out and play?
85. When we have questions we turn to each other for answers. If you didn’t have such a tight rein on “your people” maybe they’d be among the people we’d turn to.
86. When we’re not busy being your “target market,” many of us are your people. We’d rather be talking to friends online than watching the clock. That would get your name around better than your entire million dollar web site. But you tell us speaking to the market is Marketing’s job.
87. We’d like it if you got what’s going on here. That’d be real nice. But it would be a big mistake to think we’re holding our breath.
88. We have better things to do than worry about whether you’ll change in time to get our business. Business is only a part of our lives. It seems to be all of yours. Think about it: who needs whom?
89. We have real power and we know it. If you don’t quite see the light, some other outfit will come along that’s more attentive, more interesting, more fun to play with.
90. Even at its worst, our newfound conversation is more interesting than most trade shows, more entertaining than any TV sitcom, and certainly more true-to-life than the corporate web sites we’ve been seeing.
91. Our allegiance is to ourselves—our friends, our new allies and acquaintances, even our sparring partners. Companies that have no part in this world, also have no future.
92. Companies are spending billions of dollars on Y2K. Why can’t they hear this market timebomb ticking? The stakes are even higher.
93. We’re both inside companies and outside them. The boundaries that separate our conversations look like the Berlin Wall today, but they’re really just an annoyance. We know they’re coming down. We’re going to work from both sides to take them down.
94. To traditional corporations, networked conversations may appear confused, may sound confusing. But we are organizing faster than they are. We have better tools, more new ideas, no rules to slow us down.
95. We are waking up and linking to each other. We are watching. But we are not waiting.
Special thanks to Levine, Locke, Searls & Weinberger. And John Hagel before them.

The Marketing Survey Rebellion

So many U.S. residents refuse to participate in marketing-research surveys that it has become increasingly difficult to get reasonably reliable consumer data — a problem of potentially catastropic implications for the big marketers who spend tens or even hundreds of millions of dollars for such research each year. “This is a problem of stunning scope,” explains reporter Jack Neff of Advertising Age.
Great news for Double Loop Marketing™ marketers like me. Why? Because marketers can test their new ideas, products, and services on a double loop site in a far more efficient and effective way than traditional surveys.
Listen to the audio interview here >>
I disagree with their take on online surveys – because they’re doing the same old junk.
What needs to happen is this: market researchers need to get off their cushions and start observing people in the marketplace and marketspace. Digital anthropology: the observation of online behavior. That’s it.
The market research community needs to get into Web 2.0, period.

TIME: The Secret Letter From Iraq

Reading this in TIME magazine made me very, very sad. And angry.
The worst politicians are killing our best soldiers. If there is an “Evangelical” God, George W and his buddies are going to be roasted in the inner circle of Hell.
This is what happens when you have a government that deceives good people who just aren’t too bright. [Whoops, there goes habeas corpus. We’ve thrown ourselves back into the 13th century.]
Here’s the secret letter from Iraq:
Written last month, this straightforward account of life in Iraq by a Marine officer was initially sent just to a small group of family and friends. His honest but wry narration and unusually frank dissection of the mission contrasts sharply with the story presented by both sides of the Iraq war debate, the Pentagon spin masters and fierce critics. Perhaps inevitably, the “Letter from Iraq” moved quickly beyond the small group of acquantainaces and hit the inboxes of retired generals, officers in the Pentagon, and staffers on Capitol Hill. TIME’s Sally B. Donnelly first received a copy three weeks ago but only this week was able to track down the author and verify the document’s authenticity. The author wishes to remain anonymous but has allowed us to publish it here — with a few judicious omissions.
All: I haven’t written very much from Iraq. There’s really not much to write about. More exactly, there’s not much I can write about because practically everything I do, read or hear is classified military information or is depressing to the point that I’d rather just forget about it, never mind write about it. The gaps in between all of that are filled with the pure tedium of daily life in an armed camp. So it’s a bit of a struggle to think of anything to put into a letter that’s worth reading. Worse, this place just consumes you. I work 18-20-hour days, every day. The quest to draw a clear picture of what the insurgents are up to never ends. Problems and frictions crop up faster than solutions. Every challenge demands a response. It’s like this every day. Before I know it, I can’t see straight, because it’s 0400 and I’ve been at work for 20 hours straight, somehow missing dinner again in the process. And once again I haven’t written to anyone. It starts all over again four hours later. It’s not really like Ground Hog Day, it’s more like a level from Dante’s Inferno.
Rather than attempting to sum up the last seven months, I figured I’d just hit the record-setting highlights of 2006 in Iraq. These are among the events and experiences I’ll remember best.
Worst Case of Déjà Vu — I thought I was familiar with the feeling of déjà vu until I arrived back here in Fallujah in February. The moment I stepped off of the helicopter, just as dawn broke, and saw the camp just as I had left it ten months before — that was déjà vu. Kind of unnerving. It was as if I had never left. Same work area, same busted desk, same chair, same computer, same room, same creaky rack, same… everything. Same everything for the next year. It was like entering a parallel universe. Home wasn’t 10,000 miles away, it was a different lifetime.
Most Surreal Moment — Watching Marines arrive at my detention facility and unload a truck load of flex-cuffed midgets. 26 to be exact. We had put the word out earlier in the day to the Marines in Fallujah that we were looking for Bad Guy X, who was described as a midget. Little did I know that Fallujah was home to a small community of midgets, who banded together for support since they were considered as social outcasts. The Marines were anxious to get back to the midget colony to bring in the rest of the midget suspects, but I called off the search, figuring Bad Guy X was long gone on his short legs after seeing his companions rounded up by the giant infidels.
Most Profound Man in Iraq — an unidentified farmer in a fairly remote area who, after being asked by Reconnaissance Marines if he had seen any foreign fighters in the area replied “Yes, you.”
Worst City in al-Anbar Province — Ramadi, hands down. The provincial capital of 400,000 people. Lots and lots of insurgents killed in there since we arrived in February. Every day is a nasty gun battle. They blast us with giant bombs in the road, snipers, mortars and small arms. We blast them with tanks, attack helicopters, artillery, our snipers (much better than theirs), and every weapon that an infantryman can carry. Every day. Incredibly, I rarely see Ramadi in the news. We have as many attacks out here in the west as Baghdad. Yet, Baghdad has 7 million people, we have just 1.2 million. Per capita, al-Anbar province is the most violent place in Iraq by several orders of magnitude. I suppose it was no accident that the Marines were assigned this area in 2003.
Bravest Guy in al-Anbar Province — Any Explosive Ordnance Disposal Technician (EOD Tech). How’d you like a job that required you to defuse bombs in a hole in the middle of the road that very likely are booby-trapped or connected by wire to a bad guy who’s just waiting for you to get close to the bomb before he clicks the detonator? Every day. Sanitation workers in New York City get paid more than these guys. Talk about courage and commitment.
Second Bravest Guy in al-Anbar Province — It’s a 20,000-way tie among all these Marines and Soldiers who venture out on the highways and through the towns of al-Anbar every day, not knowing if it will be their last — and for a couple of them, it will be.
Worst E-Mail Message — “The Walking Blood Bank is Activated. We need blood type A+ stat.” I always head down to the surgical unit as soon as I get these messages, but I never give blood — there’s always about 80 Marines in line, night or day.
Biggest Surprise — Iraqi Police. All local guys. I never figured that we’d get a police force established in the cities in al-Anbar. I estimated that insurgents would kill the first few, scaring off the rest. Well, insurgents did kill the first few, but the cops kept on coming. The insurgents continue to target the police, killing them in their homes and on the streets, but the cops won’t give up. Absolutely incredible tenacity. The insurgents know that the police are far better at finding them than we are — and they are finding them. Now, if we could just get them out of the habit of beating prisoners to a pulp…
Greatest Vindication — Stocking up on outrageous quantities of Diet Coke from the chow hall in spite of the derision from my men on such hoarding, then having a 122mm rocket blast apart the giant shipping container that held all of the soda for the chow hall. Yep, you can’t buy experience.
Biggest Mystery — How some people can gain weight out here. I’m down to 165 lbs. Who has time to eat?
Second Biggest Mystery — if there’s no atheists in foxholes, then why aren’t there more people at Mass every Sunday?
Favorite Iraqi TV Show — Oprah. I have no idea. They all have satellite TV.
Coolest Insurgent Act — Stealing almost $7 million from the main bank in Ramadi in broad daylight, then, upon exiting, waving to the Marines in the combat outpost right next to the bank, who had no clue of what was going on. The Marines waved back. Too cool.
Most Memorable Scene — In the middle of the night, on a dusty airfield, watching the better part of a battalion of Marines packed up and ready to go home after over six months in al-Anbar, the relief etched in their young faces even in the moonlight. Then watching these same Marines exchange glances with a similar number of grunts loaded down with gear file past — their replacements. Nothing was said. Nothing needed to be said.
Highest Unit Re-enlistment Rate — Any outfit that has been in Iraq recently. All the danger, all the hardship, all the time away from home, all the horror, all the frustrations with the fight here — all are outweighed by the desire for young men to be part of a band of brothers who will die for one another. They found what they were looking for when they enlisted out of high school. Man for man, they now have more combat experience than any Marines in the history of our Corps.
Most Surprising Thing I Don’t Miss — Beer. Perhaps being half-stunned by lack of sleep makes up for it.
Worst Smell — Porta-johns in 120-degree heat — and that’s 120 degrees outside of the porta-john.
Highest Temperature — I don’t know exactly, but it was in the porta-johns. Needed to re-hydrate after each trip to the loo.
Biggest Hassle — High-ranking visitors. More disruptive to work than a rocket attack. VIPs demand briefs and “battlefield” tours (we take them to quiet sections of Fallujah, which is plenty scary for them). Our briefs and commentary seem to have no effect on their preconceived notions of what’s going on in Iraq. Their trips allow them to say that they’ve been to Fallujah, which gives them an unfortunate degree of credibility in perpetuating their fantasies about the insurgency here.
Biggest Outrage — Practically anything said by talking heads on TV about the war in Iraq, not that I get to watch much TV. Their thoughts are consistently both grossly simplistic and politically slanted. Biggest Offender: Bill O’Reilly.
Best Intel Work — Finding Jill Carroll’s kidnappers — all of them. I was mighty proud of my guys that day. I figured we’d all get the Christian Science Monitor for free after this, but none have showed up yet.
Saddest Moment — Having an infantry battalion commander hand me the dog tags of one of my Marines who had just been killed while on a mission with his unit. Hit by a 60mm mortar. He was a great Marine. I felt crushed for a long time afterward. His picture now hangs at the entrance to our section area. We’ll carry it home with us when we leave in February.
Best Chuck Norris Moment — 13 May. Bad Guys arrived at the government center in a small town to kidnap the mayor, since they have a problem with any form of government that does not include regular beheadings and women wearing burqahs. There were seven of them. As they brought the mayor out to put him in a pick-up truck to take him off to be beheaded (on video, as usual), one of the Bad Guys put down his machine gun so that he could tie the mayor’s hands. The mayor took the opportunity to pick up the machine gun and drill five of the Bad Guys. The other two ran away. One of the dead Bad Guys was on our top twenty wanted list. Like they say, you can’t fight City Hall.
Worst Sound — That crack-boom off in the distance that means an IED or mine just went off. You just wonder who got it, hoping that it was a near miss rather than a direct hit. Hear it practically every day.
Second Worst Sound — Our artillery firing without warning. The howitzers are pretty close to where I work. Believe me, outgoing sounds a lot like incoming when our guns are firing right over our heads. They’d about knock the fillings out of your teeth.
Only Thing Better in Iraq Than in the U.S. — Sunsets. Spectacular. It’s from all the dust in the air.
Proudest Moment — It’s a tie every day, watching our Marines produce phenomenal intelligence products that go pretty far in teasing apart Bad Guy operations in al-Anbar. Every night Marines and Soldiers are kicking in doors and grabbing Bad Guys based on intelligence developed by our guys. We rarely lose a Marine during these raids, they are so well-informed of the objective. A bunch of kids right out of high school shouldn’t be able to work so well, but they do.
Happiest Moment — Well, it wasn’t in Iraq. There are no truly happy moments here. It was back in California when I was able to hold my family again while home on leave during July.
Most Common Thought — Home. Always thinking of home, of my great wife and the kids. Wondering how everyone else is getting along. Regretting that I don’t write more. Yep, always thinking of home.
I hope you all are doing well. If you want to do something for me, kiss a cop, flush a toilet, and drink a beer. I’ll try to write again before too long — I promise.

Video: Tom Peters – “Give it Your All”


This is romantic drivel. Another example of “Tom-Peters-hyperbole.”
My view: Don’t let your work kill you. Do less. Do it better. And have fun.
Football players and ballerinas are sick people, very sick people.
On the other hand, I do sometimes collapse with exhaustion after working on a project – usually because I haven’t slept at all. This is not the best way to be creative, but it is the best way to meet a deadline. Why do they call it deadline anyway? Because you’re dead at the line? Tom Peters supports that.
Let’s see – do the workers on the Toyota production line keel over at the end of the day? Hope not. Not exactly a sustainable business model.

Marketing Toyota on Second Life


From the Economist:
“Toyota is the first carmaker to enter Second Life. It has been giving away free virtual vehicles of its Scion brand and, in October, will start selling all three Scion models. The price will be modest, says Adrian Si, the marketing manager at Toyota behind the project. Toyota really hopes that an “aftermarket” develops as avatars customise their cars and sell them on, thus spreading the brand “virally”. Toyota will be able to observe how avatars use the cars and might, conceivably, even get ideas for engineering modifications in the real world, he says.
“Those Scion cars have “great driving performance for in-world physics,” says Reuben Steiger, the boss of Millions of Us, a company he founded this year to bring companies like Toyota into Second Life for marketing and brand-building. “How it corners and makes sounds when it changes gears is great.” So Toyota, which is a client of his, along with Sun Microsystems and even Mr Warner, shows that Second Life is “perfect for creating experiences around a brand,” says Mr Steiger. “We don’t think that conventional advertising will be very prevalent,” he says, because it would “be badly received culturally”. Advertising in Second Life is not about “trapping people” but about captivating and stimulating them. A good campaign in Second Life costs about $200,000 dollars, he reckons, of which only a tiny part is property leases and most goes to paying the talented designers to create great virtual stuff.”
MMORPGs meets Web 2.0.
Who has time for reality? For global warming? For politics and corruption? For war-profiteering? See what I mean?
This is a form of double loop marketing all right, but I don’t like it.

Channel Surfing Past Your Democracy

A funny paper I stumbled upon thanks to Larry Prusak who’s talking about knowledge populism.
“Our cable company offers over seventy channels. About 7:00 p.m. there are mostly sitcoms, game shows, and tabloid TV. The FCC decided to strike a blow for programming diversity by effectively forbidding the major network affiliates to program network-produced shows before 8:00 p.m. Eastern Standard Time.(8) The major result of this regulation is that the independent stations (and Fox) fill the time with reruns of previous network shows. This means I get to see all the episodes of Roseanne I missed over the years. Generally speaking these are shows that appealed to a broad enough segment of the public taste that they have survived long enough to go into syndication. So much for diversity. Meanwhile local network affiliates fill the time with game shows like Wheel of Fortune and tabloid shows like Hard Copy and Inside Edition. So much for attention to serious issues. One station has started showing reruns of The Simpsons. I am delighted. Nothing like good, cynical humor that undermines everything honorable about American life.
“It may seem controversial or strange to say that there is a problem for the Madisonian system if people do not seek serious coverage of serious issues. Perhaps this suggestion is unacceptably paternalistic; perhaps we should take people however we find them. But as I have noted, the system of deliberative democracy is not supposed simply to implement existing desires. Its far more ambitious goal is to create the preconditions for a well-functioning democratic process…”
Hmmm. Let’s think for a second. Nah, better to click on something else.

ExxonMobil: the Most Irresponsible Company on Earth?

– ExxonMobil is the world’s biggest publicly listed corporation – and one of the biggest polluters. A Friends of the Earth study found it responsible for 5% of all man-made carbon dioxide emitted over the past 120 years.
– In 2001 the White House thanked it for its ‘active involvement’ in crafting US global warming policy, describing it as ‘among the companies most actively … opposed to binding approaches to cut greenhouse gas emissions’.
– In 2005 a record 28.3% of its shareholders voted to recommend that ExxonMobil review how it will meet greenhouse gas reduction targets in countries participating in the Kyoto Protocol. Exxon’s board ignored the vote.
– When asked about global warming by the Wall Street Journal in March, outgoing ExxonMobil chief executive Rex Tillerson replied: ‘At a minimum, there’s an enormous amount of uncertainty around this whole question.’
This is brand suicide.
What is with these people? For a contrast between BP and Exxon, see here >>

Fact-Free Reality

“Ask yourself what percentage of the ‘input’ — the information on which we must navigate our busy lives in this new world of markets — is fact-based? If the input comes from ‘news’, is the ‘news’ fact based? If the input comes from the Bush White House, is it ‘fact based’? If the input comes from TV programming (even ‘reality shows’), is it fact based? How about from your relgious leaders? What about schools? How about work?”
Doug Smith’s brilliant post is here >>

The Education Gap

“…turns out that families with incomes of at least $92,000 get more tax breaks for college than families making less than a third of that. Tax breaks simply don’t help the poor the way they do the rich. They often don’t make enough to qualify. And studies show that financial aid for college goes increasingly to wealthier students.
“That doesn’t bother institutions of higher learning. In fact, they’re skewing their dollars towards helping affluent children on purpose. They want to show that they’ve bet on horses that win instead of helping people equally at the starting gate. This way, the gap between the educated haves and have-nots keeps growing.”
Ouch. That’s Beth Shulman, author of “The Betrayal of Work.” Listen to her commentary here >>

Boeing, Boeing, Ford!

Why? Why appoint Alan Mulally, head of Boeing’s commercial airfcraft division, as Ford Motor’s new chief executive?
According to outgoing CEO Bill Ford: “Business skills by and large are transferable”…
Wait there’s more:
According to Billy-Boy, there are striking similarities between the car and aircraft industries. Just your everyday issues like:
– long development times
– complex manufacturing processes
– troublesome unions
– thousands of supplier relationships.
Wow.
One more industry similarity they forgot to mention – incompetence in senior management?
Update: BusinessWeek has an interesting angle