The Death of the Newspaper

Joseph Epstein in Commentary:
“To begin with familiar facts, statistics on readership have been pointing downward, significantly downward, for some time now. Four-fifths of Americans once read newspapers; today, apparently fewer than half do. Among adults, in the decade 1990-2000, daily readership fell from 52.6 percent to 37.5 percent. Among the young, things are much worse: in one study, only 19 percent of those between the ages of eighteen and thirty-four reported consulting a daily paper, and only 9 percent trusted the information purveyed there; a mere 8 percent found newspapers helpful, while 4 percent thought them entertaining.
“From 1999 to 2004, according to the Newspaper Association of America, general circulation dropped by another 1.3 million. Reflecting both that fact and the ferocious competition for classified ads from free online bulletin boards like craigslist.org, advertising revenue has been stagnant at best, while printing and productions costs have gone remorselessly upward. As a result, the New York Times Company has cut some 700 jobs from its various papers. The Baltimore Sun, owned by the Chicago Tribune, is closing down its five international bureaus. Second papers in many cities have locked their doors.
“This bleeding phenomenon is not restricted to the United States, and no bets should be placed on the likely success of steps taken by papers to stanch the flow. The Wall Street Journal, in an effort to save money on production costs, is trimming the width of its pages, from 15 to 12 inches. In England, the once venerable Guardian, in a mad scramble to retain its older readers and find younger ones, has radically redesigned itself by becoming smaller. London’s Independent has gone tabloid, and so has the once revered Times, its publisher preferring the euphemism “compact.”
I agree, in principle, with Epstein’s solution:
“My own preference would be for a few serious newspapers to take the high road: to smarten up instead of dumbing down, to honor the principles of integrity and impartiality in their coverage, and to become institutions that even those who disagreed with them would have to respect for the reasoned cogency of their editorial positions. I imagine such papers directed by editors who could choose for me—as neither the Internet nor I on my own can do—the serious issues, questions, and problems of the day and, with the aid of intelligence born of concern, give each the emphasis it deserves.
“In all likelihood a newspaper taking this route would go under; but at least it would do so in a cloud of glory, guns blazing. And at least its loss would be a genuine subtraction. About our newspapers as they now stand, little more can be said in their favor than that they do not require batteries to operate, you can swat flies with them, and they can still be used to wrap fish.”
Read the entire article here >>

Wal-Mart vs. Target vs Walgreens vs Costco

From a NYTimes article:
Though Wal-Mart is three times larger than its next biggest retail rival, Mr. Scott appears to be preoccupied with competitors whose individual store sales are growing faster than Wal-Mart’s — namely Target and Walgreens.
Asked about Wal-Mart’s stock price, which has fallen 11 percent in the last five years. Mr. Scott said: “You cannot have Target or Walgreens beating you day after day after day.” Mr. Scott wrote that one reason Wal-Mart’s same-store sales were growing more slowly than Target’s was that Wal-Mart’s customers earn less and have been squeezed worse by soaring fuel prices.
“Wal-Mart’s focus has been on lower income and lower-middle income consumers,” he wrote. “In the last four years or so, with the price of fuel being what it is, that customer has had the most difficult time. The upper-end customer got a tremendous number of tax breaks about four years ago. They have been doing very well in this economy.”
He said having to pay $50 to gas up a car did not change anything for rich customers, but did for those who didn’t earn a lot. “It changes whether or not you go to the movie, whether or not you buy new sheets, whether or not you go out to eat.”
At several points, Mr. Scott addressed criticisms that Wal-Mart health plan was too stingy toward its employees. He said that Wal-Mart’s health plan “stacks up very, very competitively” with other retailers. In a knock at companies that provide more generous benefits, Mr. Scott wrote: “One of the things said about General Motors now is that General Motors is no longer an automotive company. General Motors is a benefit company that sells cars to fund those benefits.”

OK. Let’s get this straight:
1) Wal-Mart is targeting lower income and lower-middle income consumers, i.e. its employees.
2) Wal-Mart won’t pay its employees a decent salary w/ benefits.
3) Wal-Mart says its same-store sales are growing more slowly than Target’s is because Wal-Mart’s customers earn less and have been squeezed worse by soaring fuel prices.
Sounds like one of those destructive cycles brought about by narrow-thinking from upper-management…
Let’s look at two other alternatives: Costco and IKEA.
Wake up Wal-Mart. Get some values.

Ad Agencies Face Accountability

Google may be diversifying offline into radio, print and potentially TV advertising sales, but its plan is to utilize its powerful online backchannel to measure results of those deals.
If successful, the initiative could provide a new, empirical way of proving the ROI of traditional media advertising deals. In an interview with MediaDailyNews, Google’s Director of Advertising Strategy Patrick Keane said the plan relies on techniques already being utilized by some advertisers who use an online component of their media strategies to measure the effects of traditional media in their mix.
One straightforward strategy, he said, would be driving readers or listeners back to the online realm and measuring them there.
“The smart advertisers have been coming up with linked campaigns for a while,” Keane noted. “They’re no longer conceiving of advertising campaigns that are limited to the various silos–just print, just radio, or just Internet, and so on.”
As an example, Keane noted how marketers might include a unique URLs in text ads, allowing advertisers to measure by site visits the number of visitors who interacted with the text ad. He suggested advertisers could cast an even wider net by including an old direct response technique–the unique 1-800 number–in print campaigns and radio advertising. As aficionados of late-night TV know, 1-800 numbers are old hat; in this system, the studio selling albums, for example, pays out to the broadcaster based on the number of phone inquiries they receive.
Another approach might include econometric modeling, which uses sophisticated statistical analyses to determine the effect offline advertising has on driving consumers to online activity and vice versa.
This is good news for everyone except the ad agencies. They certainly don’t want accountability!
BTW, this approach isn’t new. David Ogilvy talks about it in “On Advertisisng” as does the late Claude Hopkins in his book on scientific advertising…
I’ve been proposing this approach to my clients for over five years now: every ad, no matter the media, must have a web-based call to action, period. Either that or a 1-800 number with a promo code…

Aligning HR with the Business

Now that HR has decide that they need to be perceived as strategic, they’ve decided to put start measuring the ROI of HR. How? Human-Capital Metrics.
The problem with HR is HR. In a majority of companies, business and HR are not in alignment.
Why? Because most businesses treat their employees as costs, not investments. As long as that’s the prevailing attitude, all attempts to measure the value of HR using metrics will be in vain…
There are exceptions – see Laurence Haughton’s interview– especially the part about IKEA.

What Global Warming?

The current wave of “warming” is the longest in 1,200 Years. According to the researchers:
“We found that between [A.D.] 890 and 1170, there was statistically significant widespread warmth corresponding approximately to the so-called Medieval Warm Period… However, the most widespread warmth was found not in the Middle Ages but during the 20th century.”
Here’s the article.
The researchers believe that “this latest paper might be the nail in the coffin for the small minority of very vocal climate change denialists who continue to challenge the conclusion that the recent warming of the Earth’s surface is out of the ordinary.”
Dream on, scientists. The people who deny global warming don’t believe in science. They believe in money. And the money says there is no global warming. They won’t believe it even if they see it… Right, Texxon?

I Work with Fools

The stupidity of business – exposed.
Why is it that stores don’t let you surf the Internet in the store? [I know they’re scared I’ll compare prices… but aside from that?]
Recently I needed some information to make a purchase, so I asked the store manager if they had an Internet connection where I could look up my information. “Sorry, you can only visit one site, ours…” he smirked.
I went home to get my info, and the company lost about $500.00 in sales, because I couldn’t stand the attitude.
The customer is not content to sit in a box any longer…

The War on Science: Politicizing NASA

From the New Your Times. This made me so mad, I posted the entire thing:
February 4, 2006
NASA Chief Backs Agency Openness
By ANDREW C. REVKIN
A week after NASA’s top climate scientist complained that the space agency’s public-affairs office was trying to silence his statements on global warming, the agency’s administrator, Michael D. Griffin, issued a sharply worded statement yesterday calling for “scientific openness” throughout the agency.
“It is not the job of public-affairs officers,” Dr. Griffin wrote in an e-mail message to the agency’s 19,000 employees, “to alter, filter or adjust engineering or scientific material produced by NASA’s technical staff.”
The statement came six days after The New York Times quoted the scientist, James E. Hansen, as saying he was threatened with “dire consequences” if he continued to call for prompt action to limit emissions of heat-trapping gases linked to global warming. He and intermediaries in the agency’s 350-member public-affairs staff said the warnings came from White House appointees in NASA headquarters.
Other National Aeronautics and Space Administration scientists and public-affairs employees came forward this week to say that beyond Dr. Hansen’s case, there were several other instances in which political appointees had sought to control the flow of scientific information from the agency.
They called or e-mailed The Times and sent documents showing that news releases were delayed or altered to mesh with Bush administration policies.
In October, for example, George Deutsch, a presidential appointee in NASA headquarters, told a Web designer working for the agency to add the word “theory” after every mention of the Big Bang, according to an e-mail message from Mr. Deutsch that another NASA employee forwarded to The Times.
And in December 2004, a scientist at NASA’s Jet Propulsion Laboratory complained to the agency that he had been pressured to say in a news release that his oceanic research would help advance the administration’s goal of space exploration.
On Thursday night and Friday, The Times sent some of the documents to Dr. Griffin and senior public-affairs officials requesting a response.
While Dr. Griffin did not respond directly, he issued the “statement of scientific openness” to agency employees, saying, “NASA has always been, is and will continue to be committed to open scientific and technical inquiry and dialogue with the public.”
Because NASA encompasses a nationwide network of research centers on everything from cosmology to climate, Dr. Griffin said, some central coordination was necessary. But he added that changes in the public-affairs office’s procedures “can and will be made,” and that a revised policy would “be disseminated throughout the agency.”
Asked if the statement came in response to the new documents and the furor over Dr. Hansen’s complaints, Dr. Griffin’s press secretary, Dean Acosta, replied by e-mail:
“From time to time, the administrator communicates with NASA employees on policy and issues. Today was one of those days. I hope this helps. Have a good weekend.”
Climate science has been a thorny issue for the administration since 2001, when Mr. Bush abandoned a campaign pledge to restrict power plant emissions of carbon dioxide, the main heat-trapping gas linked to global warming, and said the United States would not join the Kyoto Protocol, the first climate treaty requiring reductions.
But the accusations of political interference with the language of news releases and other public information on science go beyond climate change.
In interviews this week, more than a dozen public-affairs officials, along with half a dozen agency scientists, spoke of growing efforts by political appointees to control the flow of scientific information.
In the months before the 2004 election, according to interviews and some documents, these appointees sought to review news releases and to approve or deny news media requests to interview NASA scientists.
Repeatedly that year, public-affairs directors at all of NASA’s science centers were admonished by White House appointees at headquarters to focus all attention on Mr. Bush’s January 2004 “vision” for returning to the Moon and eventually traveling to Mars.
Starting early in 2004, directives, almost always transmitted verbally through a chain of midlevel workers, went out from NASA headquarters to the agency’s far-flung research centers and institutes saying that all news releases on earth science developments had to allude to goals set out in Mr. Bush’s “vision statement” for the agency, according to interviews with public-affairs officials working in headquarters and at three research centers.
Many people working at Goddard Space Flight Center in Greenbelt, Md., and the Jet Propulsion Laboratory in Pasadena, Calif., said that at the same time, there was a slowdown in these centers’ ability to publish anything related to climate.
Most of these career government employees said they could speak only on condition of anonymity, saying they feared reprisals. But their accounts tightly meshed with one another.
One NASA scientist, William Patzert, at the Jet Propulsion Laboratory, confirmed the general tone of the agency that year.
“That was the time when NASA was reorganizing and all of a sudden earth science disappeared,” Mr. Patzert said. “Earth kind of got relegated to just being one of the 9 or 10 planets. It was ludicrous.”
In another incident, on Dec. 2, 2004, the propulsion lab and NASA headquarters issued a news release describing research on links between wind patterns and the recent warming of the Indian Ocean.
It included a statement in quotation marks from Tong Lee, a scientist at the laboratory, saying the analysis could “advance space exploration” and “may someday prove useful in studying climate systems on other planets.”
But after other scientists at the Jet Propulsion Laboratory queried Dr. Lee on the statement, he e-mailed public-affairs officers saying he disavowed the quotation and demanded that the release be taken off the Web site. His message was part of a sequence of e-mail messages exchanged between scientists and public-affairs officers. That string of messages was provided to The Times on Friday by a NASA official.
In his e-mail message, Dr. Lee explained that he had cobbled together the statement on space exploration under “the pressure of the new HQ requirement for relevance to space exploration” and under a timeline requiring that NASA “needed something instantly.”
The press office dropped the quotation from its version of the release, but in Washington, the NASA headquarters public affairs office did not.
Dr. Lee declined to be interviewed for this article.
According to other e-mail messages, the flare-up did not stop senior officials in headquarters from insisting that Mr. Bush’s space-oriented vision continue to be reflected in all earth-science releases.
In the end, the news release with Dr. Lee’s disavowed remark remained up on the NASA headquarters public affairs Web site until The Times asked about it yesterday. It was removed from the Web at midday.
The Big Bang memo came from Mr. Deutsch, a 24-year-old presidential appointee in the press office at NASA headquarters whose résumé says he was an intern in the “war room” of the 2004 Bush-Cheney re-election campaign. A 2003 journalism graduate of Texas A&M, he was also the public-affairs officer who sought more control over Dr. Hansen’s public statements.
In October 2005, Mr. Deutsch sent an e-mail message to Flint Wild, a NASA contractor working on a set of Web presentations about Einstein for middle-school students. The message said the word “theory” needed to be added after every mention of the Big Bang.
The Big Bang is “not proven fact; it is opinion,” Mr. Deutsch wrote, adding, “It is not NASA’s place, nor should it be to make a declaration such as this about the existence of the universe that discounts intelligent design by a creator.”
It continued: “This is more than a science issue, it is a religious issue. And I would hate to think that young people would only be getting one-half of this debate from NASA. That would mean we had failed to properly educate the very people who rely on us for factual information the most.”
The memo also noted that The Associated Press Stylebook and Libel Manual specified the phrasing “Big Bang theory.” Mr. Acosta, Mr. Deutsch’s boss, said in an interview yesterday that for that reason, it should be used in all NASA documents.
The Deutsch memo was provided by an official at NASA headquarters who said he was upset with the effort to justify changes to descriptions of science by referring to politically charged issues like intelligent design. Senior NASA officials did not dispute the message’s authenticity.
Mr. Wild declined to be interviewed; Mr. Deutsch did not respond to e-mail or phone messages. On Friday evening, repeated queries were made to the White House about how a young presidential appointee with no science background came to be supervising Web presentations on cosmology and interview requests to senior NASA scientists.
The only response came from Donald Tighe of the White House Office of Science and Technology Policy. “Science is respected and protected and highly valued by the administration,” he said.
Dennis Overbye contributed reporting for this article.

Gary Hamel on Management Innovation

Gary Hamel’s back. This time he’s looking at “management innovation” in his latest HBR article titled – “The Why, What, and How of Management Innovation.”
A management innovation, says Gary Hamel, creates long-lasting advantage when it meets at least one of three conditions:
1. It is based on a novel principle that challenges the orthodoxy
2. it is systemic, involving a range of processes and methods
3. it is part of a program of invention, where progress compounds over time
Few companies have been able to come up with a formal process for fostering management innovation, says Hamel. The biggest challenge seems to be generating truly unique ideas. (No duh!)
Hamel gives us three examples of management innovation:
1. Harnessing employee intellect at Toyota.
2. Building a community at Whole Foods.
3. Growing great leaders at GE.
This time Hamel doesn’t mention Enron… (like he did in his first edition of Leading the Revolution) 🙂
So what is management innovation?
A management innovation can be defined as a marked departure from traditional management principles, processes, and practices or a departure from customary organizational forms that significantly alters the way the work of management is performed. Put simply, management innovation changes how managers do what they do.
And what do managers do? According to Hamel, managerial work includes:
• Setting goals and laying out plans
• Motivating and aligning effort
• Coordinating and controlling activities
• Accumulating and allocating resources
• Acquiring and applying knowledge
• Building and nurturing relationships
• Identifying and developing talent
• Understanding and balancing the demands of outside constituencies
Says Hamel:
“In a big organization, the only way to change how managers work is to reinvent the processes that govern that work. Management processes such as strategic planning, capital budgeting, project management, hiring and promotion, employee assessment, executive development, internal communications, and knowledge management are the gears that turn management principles into everyday practices. They establish the recipes and rituals that govern the work of managers. While operational innovation focuses on a company’s business processes (procurement, logistics, customer support, and so on), management innovation targets a company’s management processes.”
And:
“A systematic process for producing bold management breakthroughs must include:
1. Commitment to a big management problem
2. Novel principles that illuminate new approaches
3. A deconstruction of management orthodoxies
4. Analogies from atypical organizations that redefine what’s possible”
Not too bad, eh? But how does one get managers to overcome their fear of failure? Most leaders in the Fortune 500 did not get to the oxygen-deprived board room on their talent for risk taking. I feel most got there for NOT taking risks, but rather for simply obeying orders and executing well on given tasks. Hamel does not address this problem, which I believe plagues all (ok, 99%) large companies.
While Hamel looks for management innovation, I’m still looking for innovative managers (now that’s an oxymoron).
Still, this is an article worth reading twice. And Hamel is back. I can’t wait to read the “forthcoming book.”
Almost forgot, Hamel also gives us a toolkit (a powerpoint slide set) you can download here >>
One last thing:
Hamel lists a dozen of the most noteworthy management innovations from 1900 to 2000.
1. Scientific management (time and motion studies)
2. Cost accounting and variance analysis
3. The commercial research laboratory (the industrialization of science)
4. ROI analysis and capital budgeting
5. Brand management
6. Large-scale project management
7. Divisionalization
8. Leadership development
9. Industry consortia (multicompany collaborative structures)
10. Radical decentralization (self-organization)
11. Formalized strategic analysis
12. Employee-driven problem solving
Adds Hamel:
“Losing out are Skunk Works, account management, business process reengineering, and employee stock ownership plans. There are more recent innovations that appear quite promising, such as knowledge management, open source development, and internal markets, but it’s too early to assess their lasting impact on the practice of management.”

Third World, USA: The Hidden State of the Union

While I was thinking about the “State of the Union,” I fell upon this article – “Decision-Making and Coping by Functionally Illiterate Consumers and Some Implications for Marketing Management” by Madhubalan Viswanathan, Jose Antonio Rosa and James Edwin Harris in the Journal of Marketing .
The article says:
Over 20% of the US population consists of functionally illiterate consumers, yet we know very little about their thinking and behavior.”
The article talks about how we need to market to these consumers to sell products more efficiently. Here are a few examples of what marketers can do to make the retail environment more friendly to illiterate customers (and for many others as well):
Clear, obvious presentation. Clear presentation of bottom-line prices for all items in a consistent color would enhance the information environment for low-literate consumers. The final price should be plainly presented, in addition to the original price and the discount. Moreover, the use of dollars and cents off rather than fraction or percentage off can make the final price concrete and obvious. Retail outlets should also consider simple computational aids for their customers, such as devices attached to shopping carts that scan product labels and keep running totals.
Consumer-friendly store layouts. Easy store layouts that minimize clutter and confusion are important for all consumers. But the layout takes on even greater significance for functionally illiterate consumers. Of particular significance are changes to layout that take away from the experience of shopping in a familiar environment. Prominent store signs should be supplemented with visual representations of product categories. Similarly, shelf and other in-store displays can communicate product information and make comparisons easier. Graphical representations of size, ingredients, and other information needed for comparisons would also be very helpful.
Helpful staffing. In light of the life experiences of low-literate consumers and issues of self-esteem and dependence, friendliness and trustworthiness are vital in building customer relationships. Their customer loyalty seems to follow from friendly encounters that engender trust. Like many of us, they want to feel understood and appreciated. Specialized training for employees should sensitize them to the unique characteristics of low-literate customers. Such an investment may well lead to a sustainable competitive advantage stemming from strong customer loyalty.
The solutions marketers devise for illiterate consumers may well coincide with solutions for a variety of other groups such as novice consumers, time-constrained consumers, consumers in developing countries, and consumers shopping in different environments, such as a foreign country.

Welcome to the Third World, US of A. Don’t worry about the poor, let’s just make sure we can sell ’em something!

The Intelligent Economy: The Business Analytics Blog

Britton Manasco and I have just launched a new blog on business intelligence, analytics & performance. We’ve both been toying w/ the idea for some time (over a year, in my case) and the time seems right to go for it.
We’ve named the blog “Intelligent Economy” because that’s what this movement is about.
When I took a sabbatical many years ago to teach Math to highschool kids, I used to think “Mathematics is God’s language.” Now, increasingly, it is also the language of business.
Britton’s done a great job explaining the context in his post “Friends, Romans, Catalysts, Lend Us Your Ears – and Your Minds.”
I think it’s going to be a fun journey. And if you’ve got some brilliant analytical research you need to share with the rest of the, drop us a line.

Stupid Research: The Importance of Being Pretty

Here we go again. Wired has a story on The Importance of Being Pretty.
They’re talking about your website.
Says Wired: “Internet users can give websites a thumbs up or thumbs down in less than the blink of an eye, according to a study by Canadian researchers. In just a brief one-twentieth of a second — less than half the time it takes to blink — people make aesthetic judgments that influence the rest of their experience with an internet site.”
The study in question comes to us from Dr. Gitte Lindgaard, a psychology professor at Carleton University in Ottawa. She’s the “NSERC/Cognos Industrial Research Chair in User-Centred Design” at Carleton.
No one mentions the report title, but I believe it’s this one: “Attention web designers: you have 50 milliseconds to make a good first impression”, Behaviour & Information Technology, 25, 115-126, Lindgaard, G., Dudek, C., Fernandes, G. & Brown, J., 2005.
In the study, researchers discovered that people could rate the visual appeal of sites after seeing them for just one-twentieth of a second. These judgments were not random, the researchers found — sites that were flashed up twice were given similar ratings both times.
“Unless the first impression is favorable, visitors will be out of your site before they even know that you might be offering more than your competitors,” said Lindegaard.
But the results did not show how to win a positive reaction from users, admitted Lindgaard. “When we looked at the websites that we tested, there is really nothing there that tells us what leads to dislike or to like.”
And while further research may offer more clues, she said the vagaries of personal taste would always be a limiting factor. “If design were reducible to a set of principles, wouldn’t we find an awful lot of similar houses, gardens, cars, rooms?” said Lindgaard. “You’d have no variety.”
This study is just another example of lab-myopia. It’s dangerous. And detrimental to real-world business performance. Lindgaard doesn’t get it.
The real question is: how many people who come to your website do something you want them to do – buy something, opt-in, download a whitepaper, join a discussion, etc. The question is NOT if you have a pretty site, but: “How effective is your site?”
I’m not the only one turned off by this type of stupidity:
Gerry McGovern: “It is unquestionably true that people are highly impatient on the Web. However, it is hard to understand how people can get an impression of a website in one twentieth of a second, when most webpages takes several seconds to download. (Laboratory conditions are not the same as real-life conditions.) Function and visual appeal do not have to be in conflict. However, it is clear that the websites that are making the most money are focusing much more on function than visual appeal. What would be the value of asking people to rate the visual appeal of Ryanair.com, Aerlingus.com, eBay.com, or Yahoo? We need to be careful about the questions we ask because they could lead us down the wrong path.
Jakob Nielsen: It’s a dangerous mistake to believe that statistical research is somehow more scientific or credible than insight-based observational research. In fact, most statistical research is less credible than qualitative studies. Design research is not like medical science: ethnography is its closest analogy in traditional fields of science. User interfaces and usability are highly contextual, and their effectiveness depends on a broad understanding of human behavior. Typically, designers must combine and trade-off design guidelines, which requires some understanding of the rationale and principles behind the recommendations. Issues that are so specific that a formula can pinpoint them are usually irrelevant for practical design projects.
Online, form without function is a disaster.
And that’s why I get mad at “lab-researchers” like Lindgaard.

Design Korea: Interview with Lee Kun Pyo

From BusinessWeek:
“Over the past decade, Korea’s Samsung Electronics has transformed itself from a copycat producer of uninspiring goods into one of the world’s top consumer-electronics brands. Much of that transformation is due to a shift in power at the company from engineers to designers. Samsung’s rebirth has inspired other Korean companies to place a greater emphasis on design — in fact, it has energized the country’s design community.”
An interview with Lee Kun Pyo, director of the Human-Centered Interaction Design Laboratory at the Korea Advanced Institute of Science & Technology on the changes sweeping Korean design >>
What I found interesting:
“Koreans traditionally don’t articulate what they’re doing beforehand. They’re very contextual. Of course they do customer research and product planning and user-centered design and so on. But they quickly arrive at solutions, then look at the solution to find any further problems. Some might say that’s unsystematic, but it’s really very dynamic. And it works well for products with a short lifecycle, like mobile phones or MP3 players.”
and
“Things are changing. In the past, product planning was done by marketing people who would choose product concepts by statistics, and engineers would present the structural requirements. The designers always lost the game. But now the head of Samsung’s mobile division asks the designer to make a mockup and throws it to the engineer and says, “Make it.” The opportunity has been handed over to the designers.”
and
“Korea has 230 design schools — more than America.”
hmmm…

Social Networking: The Strength of Internet Ties

The internet helps maintain people’s social networks, and connects them to members of their social network when they need help. 60 million Americans have turned to the internet for help with major life decisions. These are the findings of a new report from the Pew Internet & American Life Project.
Summary of findings:
1. The internet helps build social capital.
2. The internet plays socially beneficial roles in a world moving towards “networked individualism.”
3. Email allows people to get help from their social networks and the web lets them gather information and find support and information as they face important decisions.
4. The internet supports social networks.
5. Email is more capable than in-person or phone communication of facilitating regular contact with large networks.
6. Email is a tool of “glocalization.” It connects distant friends and relatives, yet it also connects those who live nearby.
7. Email does not seduce people away from in-person and phone contact.
8. People use the internet to put their social networks into motion when they need help with important issues in their lives.
9. The internet’s role is important in explaining the greater likelihood of online users getting help as compared to non-users.
10. Americans’ use of a range of information technologies smooths their paths to getting help. Those with many significant ties and access to people with a variety of different occupations are more likely to get help from their networks.
11. Internet users have somewhat larger social networks than non-users. The median size of an American’s network of core and significant ties is 35. For internet users, the median network size is 37; for non-users it is 30.
12. About 60 million Americans say the internet has played an important or crucial role in helping them deal with at least one major life decision in the past two years.
13. The number of Americans relying on the internet for major life decisions has increased by one-third since 2002.
14. At major moments, some people say the internet helps them connect with other people and experts who help them make choices. Others say that the web helps them get information and compare options as they face decisions.
Source: Jeffrey Boase, John B. Horrigan, Barry Wellman, Barry, and Lee Rainie. The Strength of Internet Ties. Washington, DC: Pew Internet & American Life Project, January 2006.
Wise companies will look at this report carefully, and figure out ways to use this social power of internetworking.

Bill Gates on Knowledge Work

In his latest column in Newsweek, Bill Gates talks about knowledge as an adjective- as in knowledge economy, knowledge worker, knowledge networks etc.
He mentions Tom Davenport’s definition of knowledge: “Knowledge is information combined with experience, context, interpretation, and reflection.” .
And here’s where he says something interesting: “We’ve gone a long way toward optimizing how we use information, we haven’t yet done the same for knowledge.”
Says Gates: “Researchers at Microsoft and elsewhere are developing technology that can unobtrusively “watch” you working, then make suggestions about related subjects or ideas. Interestingly, even if the software makes a bad guess, it can still be valuable in helping spark new ideas. Computer scientists are also making progress against a long-held dream of “intelligent agents” that anticipate your needs and provide just-in-time information that’s relevant to the work you’re doing. Experimental programs known as reasoning engines can test your ideas against common-sense logic, spotting flaws in hypotheses and acting as “virtual subject experts” to help guide your thinking.”
I have an idea for Gates in this regard, but I don’t know how to get it to him (maybe I’ll ask my buddy Tom Davenport). But the knowledge in a knowledge network resides in the heads of people. Why not connect people to other people? Or better yet, to virtual communities on that topic? I’ve said too much already.

World Economic Forum, Davos 2006: Connecting Globalization & Innovation

John Hagel and John Seely Brown have prepared this paper for the Annual Meeting of the World Economic Forum in Davos, Switzerland January 25 – 30, 2006.
It’s called: Connecting Globalization & Innovation: Some Contrarian Perspectives. [registration is required].
In the introduction, they say:
“We are only now beginning to grapple with the full implications of a globalizing economy. Tom Friedman captured our imagination with the powerful metaphor communicated in the title of his new best-selling book – The World Is Flat – but he tells only part of the story. In the process, he may leave many with a misleading impression. The world is not just flattening; it is also creating significant new opportunities to innovate and build strategic advantage. Much has been written about globalization and innovation as distinct topics, but few analysts have focused on exploring the connection between the two. Those who understand this connection – whether they are well established Western enterprises or entrepreneurial companies in emerging economies like China and India – will be able to create economic value on an unprecedented scale.
“Many companies in China and India are developing an innovative set of management techniques specifically focused on exploiting these opportunities. They are pursuing a radical, yet very pragmatic, bootstrapping approach to build capabilities while addressing near-term market opportunities. In a world of intensifying competition and increasing uncertainty, even the very largest companies need to master these bootstrapping techniques to compete successfully.
The three contrarian messages:
1) Bootstrapping is not just for small, entrepreneurial companies.
2) The United States is no longer the global center of innovation in management practices.
3) Product innovation is not the most powerful form of innovation, even though this is what most Western executives focus on when they think about innovation.
Sign up and read the whole thing. It’s an eye-opener!

The Irrelevance of Walter Cronkite

MWW’s Michael Kempner tells us:
“When I hear his [Walter Cronkite’s] comments today, it strikes me that there is no better example of how materially the media has changed since the 1960’s. Today, no one person and no single television network newscast own the hearts and minds of the American public. Cronkite’s words and the parallels to the power of his 1968 comments clearly illustrate how diffused and muddled the media has become since that time. Today, it’s more likely that public opinion will be shaped by a group of unknown bloggers, Internet coverage, and 24 Hour Cable News than a talking head on ABC, NBC or CBS. While network news still has an important place in informing and influencing opinion, they are now but one piece of the puzzle. Today, public opinion is more likely to be shaped by a person’s favorite ideologically attuned media outlet or by “group reporting,” where scores of media chase each others’ stories, than by a singular and powerful voice.”
Kempner’s comment made me think- aside from the fragmentation of media, people don’t listen anymore. They are closed to voices outside their comfort zone. Not only is there no conversation, there is no attempt at dialogue. Either/Or. For us or against us. And this explains why people who listen to Pat Robertson won’t hear any other voices, period.
I’m guilty too. I listen to the voices I want to hear, and discount others. I’m not saying everyone should have equal time. But it helps to have different perspectives. Edge perspectives.
Is there anything or anyone that unites us? Events, perhaps, like Katrina or the World Cup. But even with Katrina, we saw the bifurcation of reality based on politics.

Chris Charron: The Digital Experience


Chris Charron defines a digital experience as products and services integrated end-to-end under the control of a single application. Digital experiences have three parts: 1) available content and services; 2) personal control devices; and 3) portable players and peripherals. All of these parts come together under one application in a single business model.
This is a good start, but it is a “business-view” of experience. Digital experiences are not restricted to on application or a single business model. That’s why businesses are having such trouble dealing with digital experiences.
Digital experiences are transcendent experiences, and go beyond content and services. The part Chris Charron leaves out is interaction. And digital interactions span applications, devices, and most importantly, business models.
Human beings are not business models.
Ask Walker Percy about that! [Hat-tip to William Dunk]

Trust: Mad Cows & Japan

I don’t blame the Japanese at all. At least they’re trying to protect their citizens. From Marketwatch:
“Japan said it will halt U.S. beef imports until Washington clarifies how the parts got into the shipment. Japan lifted a ban on U.S. beef just a month ago.
“U.S. agriculture authorities are investigating how a shipment of animal parts at risk for mad-cow disease wound up in Japan despite a pledge not to export those parts, the government said Friday.”
Here’s what shocked me in the article:
“The incident comes on the heels of a two-year ban on U.S. beef imports into Japan that Tokyo imposed after discovering a case of the disease in December 2003.”
Hello!
I gave up eating beef a few years ago; can’t say I miss it at all. Does anyone trust the government anymore?
Oh, mercy mercy me
Oh, things ain’t what they used to be
No, no
Where did all the blue sky go?
Poison is the wind that blows
From the north, east, south, and sea
Oh, mercy mercy me
Oh, things ain’t what they used to be
No, no
Oil wasted on the oceans and upon our seas
Fish full of mercury
Oh, mercy mercy me
Oh, things ain’t what they used to be
No, no
Radiation in the ground and in the sky
Animals and birds who live nearby are dying
Oh, mercy mercy me
Oh, things ain’t what they used to be
What about this overcrowded land?
How much more abuse from man can you stand?
My sweet Lord
My sweet Lord
My sweet Lord

PR vs. Advertising: Barking up the Wrong Tree


Again, from the Economist:
“…PR is surprisingly effective, at least according to a recent study by Procter & Gamble, the world’s biggest consumer-products group. P&G is a firm that marketers pay a lot of attention to, not least because of its advertising budget of some $4 billion. It has always been at the cutting-edge of marketing—P&G is credited with inventing the television soap opera as a new way to sell goods. But with fewer people watching television and the circulation of many papers and magazines declining, the firm has become pickier about where it spends its advertising budget. Increasingly, it wants a measurable return on investment from its campaigns.”
Read it in the news >>
My point- at least PR is trying to tell a story.
So how does advertising fight back? With knowledge and entertainment, and yes, branded-experiences. Problem is most agencies are too stupid. Maybe it’s the stupidity of the clients.
Both PR and Ad agencies are inauthentic. Why do you want to hear propaganda and lies all day long? Give us truth, knowledge, insight, and a little bit of humor. Talk, don’t preach. Get a conversation going. And don’t talk about your products unless I ask you a question.
Of course, I’m talking about double loop marketing.

Stupidity 101: Newspapers and Freebies

Asks the Economist:
“IN A letter about pay-rises to staff at the Sun last year, Britain’s biggest-selling newspaper, Rebekah Wade, its editor, remarked that in future the paper’s success would probably depend more on free CDs and DVDs than on its journalists. British newspapers are frenziedly giving things away, and in Germany, France, Italy, Poland and throughout Latin America papers are also increasingly relying on freebies to try to attract new readers. In Britain the circulation of national newspapers fell by 3% in 2005, following a 2% decline in 2004. The same pattern of falling circulation is being repeated across Europe and the United States. So are all the free gifts a sign of desperation from newspapers, or an entirely sensible new marketing strategy?”
My “hero” Rupert Murdoch, owner of the Sun and the Times, said last November that he dislikes it because “people grab the paper, tear the DVD off and throw away the paper”. He’s right.
This is the same kind of stupidity that software companies engage in when they give away free T-shirts. They don’t attract the target audience, but end up with droves of kids wearing “.NET” T-shirts. A friend of mine used to give away free T-shirts to the homeless, until his boss found out. Hurts the brand, you know.
Bet you 85% of the people grabbing the CDs and DVDs don’t read the paper at all.
This is what I call GM-style management.
Read all about it!

Don’t Cry for Hollywood

From the Economist:
” Hollywood took 7% less at the box office in 2005 than in 2004 and growth in sales of DVDs has slowed. Internet video threatens the satellite and cable systems of companies such as News Corporation and Time Warner. Dozens of advertisers are shifting budgets from television to such places as the internet and billboards. Brand-owners hate it that people are using digital video recorders to avoid their pitches. And if media firms move on to the internet themselves, they risk losing their films and television programmes to pirates.
and
“Any media business has two products to sell: its content (to readers and viewers); and its audience (to advertisers). The task for old media is first to protect its advertising revenues by amassing audiences online and, second, to offset their viewers’ intolerance of mass-advertising by making them pay more for content—which they are increasingly willing to do. It will not be easy, but then saving the heroine never was. ”
Read the article >>
Hollywood has lost its imagination. The irony of it all – Michael Eisner gets his own show on creativity and innovation while the very company he helped destroy [Disney] is negotiating vigorously to acquire Pixar.

Britannica vs. Wikipedia vs. Digital Universe vs. Squidoo vs. ?

Who wants to be the knowledge repository for all mankind?
The race is on:
Encyclopædia Britannica: the free stuff is weak! [rank= 2,839]
Wikipedia: a controversy on quality [rank = 31]
Digital Universe: slow going in building out the “portals” [rank = 150,326]
Squidoo: too quirky? [rank = 6,290]
and of course there’s Google…
I’m betting on two things: “free” and “ease-of-use” – and the winner (today) is Wikipedia.

Underwhelming: McKinsey’s 2006 Predictions

The nerds at McKinsey are at it again with their sweeping generalities and “big-picture” historical perspectives.
The article – Ten trends to watch in 2006 – is rather underwhelming:
“Those who say that business success is all about execution are wrong. [what?!!] The right product markets, technology, and geography are critical components of long-term economic performance. Bad industries usually trump good management, however: in sectors such as banking, telecommunications, and technology, almost two-thirds of the organic growth of listed Western companies can be attributed to being in the right markets and geographies. Companies that ride the currents succeed; those that swim against them usually struggle. Identifying these currents and developing strategies to navigate them are vital to corporate success.
“What are the currents that will make the world of 2015 a very different place to do business from the world of today? Predicting short-term changes or shocks is often a fool’s errand. But forecasting long-term directional change is possible by identifying trends through an analysis of deep history rather than of the shallow past. Even the Internet took more than 30 years to become an overnight phenomenon.”
Here are the trends they’ve identified. Wow, I’m speechless.
Macroeconomic trends
1. Centers of economic activity will shift profoundly, not just globally, but also regionally.
2. Public-sector activities will balloon, making productivity gains essential.
3. The consumer landscape will change and expand significantly.
Social and environmental trends
4. Technological connectivity will transform the way people live and interact.
5. The battlefield for talent will shift.
6. The role and behavior of big business will come under increasingly sharp scrutiny.
7. Demand for natural resources will grow, as will the strain on the environment.
Business and industry trends
8. New global industry structures are emerging.
9. Management will go from art to science.
10. Ubiquitous access to information is changing the economics of knowledge.
Advice to CEOs – if this is the advice you’re paying McKinsey for, save your money! Just read your Economist and the Global Province every week and you’ll come out ahead!
Poor show, Mr. Davis. If you’re listening, Fred Gluck – it’s time to get back in and take names and kick some …

Clayton Christensen on How Apple can Mess Up

Here’s a great interview with Professor Christensen in BusinessWeek:
Apple is doing phenomenally well these days. It seems it’s doing a textbook job of maintaining huge market share in digital music players, long after most experts thought that share would erode. And it’s doing so with the same proprietary strategy that many thought would never stand up to an onslaught from the likes of Microsoft (MSFT), Wal-Mart (WMT), and Yahoo! (YHOO). Can Apple keep it up?
I don’t think so. Look at any industry — not just computers and MP3 players. You also see it in aircrafts and software, and medical devices, and over and over. During the early stages of an industry, when the functionality and reliability of a product isn’t yet adequate to meet customer’s needs, a proprietary solution is almost always the right solution — because it allows you to knit all the pieces together in an optimized way.
But once the technology matures and becomes good enough, industry standards emerge. That leads to the standardization of interfaces, which lets companies specialize on pieces of the overall system, and the product becomes modular. At that point, the competitive advantage of the early leader dissipates, and the ability to make money migrates to whoever controls the performance-defining subsystem.
In the modular PC world, that meant Microsoft and Intel (INTC), and the same thing will happen in the iPod world as well. Apple may think the proprietary iPod is their competitive advantage, but it’s temporary. In the future, what will matter will be the software inside that lets users find exactly the kind of music they want to listen to, when and where they want to, with minimal effort.
But Apple has that software. It can be the one to provide that to everyone else, if it chose to, right?
I’m concerned that they’ll miss it. It’s the fork in the road — and it’s comparable to the fork they faced when they chose not to open up the Mac in the 1980s, when they let Microsoft become Microsoft.
How long will Apple have to make this change?
I’d be very surprised if three years from now, the proprietary architecture is as dominant as it is now. Think about the PC. Apple dominated the market in 1983, but by 1987, the industry-standard companies, such as IBM (IBM) and Compaq, had begun to take over.
Christensen also says something interesting about hedge funds: don’t even think about them as shareholders!
Read the BW article >>
See also my post: Clayton Christensen: The Innovator’s Battle Plan and my interview with Clayton Christensen >>

China’s 5 Surprises + 1

From S+B:
Five facets of business in China may surprise most outsiders:
1. Local entrepreneurs are interested in producing global brands, not just low-cost commodities
2. China has become a hotbed for rapid innovation
3. Executives from around the world are moving to China for the long haul
4. Good management and transparency are starting to count more than patronage, at least in some sectors
5. China is becoming a catalyst for growth in emerging markets throughout the developing world.
Let’s add another surprise:
6: China is becoming a market for high-end luxury items once thought to be “exclusive” for the western elite and Middle-East oil-barons.
Also:
“Because they are in such a hurry to make a place for themselves, and because it is still early in the life cycle of their ambition, Chinese entrepreneurs tend to give the impression that they don’t care much about quality. However, that is not universally true. Many of them recognize the trade-offs among cost, quality, and time that exist for any startup, and they have explicitly chosen designs and processes that sacrifice quality for the sake of speed and cost savings.
“But this doesn’t mean that China will always be a nation of commodity enterprises; indeed, many Chinese businesspeople know the price of a Motorola phone in Chicago or a pair of Nike sneakers in Manhattan. They ask themselves, “If I can make these things, why can’t I sell them for higher prices?” Some of them are already laying the groundwork for the evolution of their industries from low-cost producers of shoes, handsets, and components to branded enterprises.”
Read the entire article here.
This will come back to bite almost all of our western “outsourcers.” See “Innovation Blowback” by JSB and JH3 >>

Who Speaks for the Earth?

Time for a rant…
From the Guardian:
“It is on climate change that Labour has chalked up its worst record since it came to power. Tony Blair may have been good on the rhetoric in the run-up to the G8 last year (though his wobbles on Kyoto did huge damage) but the domestic front has been an abysmal failure of broken promises and backtracking. “Betrayal” doesn’t quite convey the intensity of the environmental movement’s shock at how, despite all the evidence of the urgency of tackling climate change piled up by scientists over 2005, the government has succeeded in doing very little other than reigniting an old (and many can reasonably argue, irrelevant) debate about the nuclear option.
“But the anger and frustration is only intensified by the fact that, frankly, outside a few well-informed environmental activists, nobody is much bothered. The environment was virtually invisible in the 2005 election. Even more galling, environmentalists saw the hundreds of thousands of development campaigners pouring on to the streets of Edinburgh and the millions who watched Live8 and asked themselves: why can’t we match that?
“Looked at objectively it makes no sense. Climate change will dwarf the damage the common agricultural policy subsidies wreak on African farmers; it is already costing at least 150,000 lives a year as warmer temperatures encourage disease, and erratic rainfall will starve millions in coming years. Here is an issue that makes all the aid and debt deals of 2005 look like an afternoon parlour game. Yet such was the momentum of the Make Poverty History campaign that climate change slipped off the public radar and environmental groups felt they couldn’t compete.”
So who speaks for the Earth? Certainly not Exxon. Not Bush or Blair.
Well, the Earth speaks for herself. And we just are beginning to feel her anger:
– The prairie burns, children.
– The ice-caps are melting.
– The frogs are dying.
– Goodbye polar bears.
It doesn’t matter if you’re red or blue, get ready for three or four Katrinas a year.
We may be teaching sustainability to a few kids here and there, but our business leaders are too blind and our political leaders too corrupt.
Will the mainstream media ever cover this?
Grizzly-shooting, anyone?

The Economist Podcast on India

In the coming year India will enjoy greater international prestige than at any time since independence in 1947. With an economy that could grow at more than 7% for the fourth year in succession, that prestige is based in part on sheer clout. Over the next half-century India will emerge as one of the world’s biggest economies and great powers…
Listen to or download this podcast discussion on India’s emerging market with Simon Long, South Asia bureau chief, The Economist.

Women Leaders Sit in the Back of the Bus

“There’s no substitute for personal experience, and both O’Connor and Ginsburg suffered sex discrimination in trying to get an education and a decent job practicing law afterward. O’Connor was offered only legal secretary positions after getting her law degree. Ginsburg was asked by the law school dean what it felt like to occupy a place that could have gone to a deserving man, and she was refused even an interview for law clerk after graduating. The stated reason? Her gender. Those kind of experiences undoubtedly played a role in Ginsburg’s consistently pro-woman rulings and O’Connor’s upholding of principles underlying women’s rights in the workplace.”
With Alito, there are justified fears that women (and minorities) will continue to be given the seats in the back of the bus- by business, government, and society.
Read the article from Alternet >>
Meanwhile, Gloria Steinem says:
“In a general way, women become more radical as they get older. The pattern is that women are conservative when they’re young. That’s when there’s the most pressure on us to conform, when we’re potential child bearers and sex objects. And we lose power when we get older. Which is a very radicalizing experience.” Men are the opposite, she said — rebels when they’re young, uptight when they’re grown-ups.”
I sort of agree with her.
The sad thing is that for business in the US, women are the key differentiators. Look at Japan – where women (for the most part) aren’t even allowed on the bus.
Treating women as second-class workers is just bad for business.
From Peter Drucker:
“Knowledge gives choice. It also explains why we suddenly have women in the same jobs as men. Historically, men and women have always had equal participation in the labor force — the idea of the idle housewife is a 19th-century delusion. Men and women simply did different jobs. There’s no civilization in which the two genders did the same work. However, knowledge work knows no gender; men and women do the same jobs. This, too, is a major change in the human condition.”
and
“The greatest competitive advantage of the United States is that it attracts top knowledge workers from around the world — not just because they earn more money but because they are treated as colleagues, not as subordinates. Knowledge workers don’t believe they are paid to work 9 to 5; they believe they’re paid to be effective. Organizations that understand this — and strip away everything that gets in their knowledge workers’ way — will be able to attract, hold, and motivate the best performers. That will be the single biggest factor for competitive advantage in the next 25 years.”
Too bad we’re turning our backs on this as a nation.
See also: Advice to Women who would be CEOs: “Stay away from HR”

EmoryLeadership.org: Blogging on Global Leadership and Performance

Emory’s Peter Topping has just started blogging at EmoryLeadership.org.
His blog is about leadership and it discontents… Here’s his POV:
“I work with managerial leaders every day. My emphasis is on helping them find ways to enhance their leadership effectiveness incrementally – based upon their current leadership context.
“My purpose in offering this blog is to engage in dialog about how to do that at the highest possible level – what are the optimal ways to enable individuals to be better managerial leaders?”

Advice to Women who would be CEOs: “Stay away from HR”

Another blurb in Fortune caught my eye:
Why aren’t there more female CEOs? Interestingly, that question (Nov. 14) inspired many more comments from men than from women, and plenty of them echoed this one, from Henrik S.: “When a man in a high position fails, the reason people give is never ‘because he’s a man.’ Imagine, for example, how different the press coverage would have been if Michael Eisner had been Michelle Eisner.” Most correspondents passed along advice for young female go-getters. The consensus: More women need to major in the sciences and engineering, go to business school, and, as one reader put it, “stay away from jobs in soft support-staff areas like HR, which don’t usually lead to the top no matter who (male or female) is doing them.”
It is a sad fact that women are just not getting to the top.
The culprit in my view is cultural inertia coupled with myopic vision in the boardroom.
See also: “Leadership in Your Midst: Tapping the Hidden Strengths of Minority Executives” by Sylvia Ann Hewlett, Carolyn Buck Luce, and Cornel West (yes, that Cornel West).
Here’s the article abstract:
All companies value leadership–some of them enough to invest dearly in cultivating it. But few management teams seem to value one engine of leadership development that is right under their noses, churning out the kind of talent they need most. It’s the complicated, overburdened but very rich lives of their minority managers. Minority professionals–particularly women of color–are called upon inordinately to lend their skills and guidance to activities outside their jobs. Sylvia Ann Hewlett, who heads the Center for Work-Life Policy, and her co-authors, Carolyn Buck Luce of Ernst & Young and Cornel West of Princeton, present new research on the extent to which minority professionals take on community service and other responsibilities outside the workplace and more than their share of recruiting, mentoring, and committee work within the workplace. These invisible lives, argue the authors, can be a source of competitive strength if companies can learn to recognize and further cultivate the cultural capital they represent. But it’s hard to convince minority professionals that their employer respects and values their off-hours responsibilities. A lack of trust keeps many people from revealing much about their personal lives. The authors outline four ways companies can leverage hidden skills: Develop a new level of awareness of minority professionals’ invisible lives; appreciate the outsize burdens these professionals carry and try to lighten them; build trust by putting teeth into diversity goals; and, to finish the job of leadership development, help minorities reflect on their off-hours experiences, extract and generalize the lessons, and apply what’s been learned in other settings.
Frankly, it’s even worse than this. Most companies (not just in the US) are still run by paternalistic, chauvinistic and yes, racist, management. I’ll blog about this soon.
In the meantime, stay away from HR, PR, and Accounting- if you want to get to the top, that is.

Kawasaki: Top 11 Lies of Entrepreneurs

Here’s a great post from Guy Kawasaki on the lies entrepreneurs tell, and sometimes actually believe:
I get pitched dozens of times every year, and every pitch contains at least three or four of these lies. I provide them not because I believe I can increase the level of honesty of entrepreneurs as much as to help entrepreneurs come up with new lies. At least new lies indicate a modicum of creativity!
1. “Our projections are conservative.”
2. “Gartner says our market will be $50 billion in 2010.”
3. “Boeing is going to sign our purchase order next week.”
4. “Key employees are set to join us as soon as we get funded.”
5. “No one is doing what we’re doing.”
6. “No one can do what we’re doing.”
7. “Hurry because several other venture capital firms are interested.”
8. “Oracle is too big/dumb/slow to be a threat.”
9. “We have a proven management team.”
10. “Patents make our product defensible.”
11. “All we have to do is get 1% of the market.”
Read the full post here >>
Disclosure: I have to say I’m guilty of #8 🙂

Soccer Fun on Google Video

Soccer is the global attention magnet.
Don’t believe it? Check out Google Video: one of the most popular clips is this one. I’ve watched it twice already. Henry, Roberto Carlos, Beckham, Ronaldinho, Ronaldo, Ziddane – you name ’em!
See this clip as well (it ends with Maradona’s infamous “hand-of-God” goal against England)… and this, and this!
Google – you have a winner!