Work is where you plug in

There is no question that the environment for employment has changed in the past decade. Now, those who have seen multiple unemployment checks from their state department of labor--like yours truly here--will undoubtedly be among the first to stand with me in acknowledging the changes. But I'm not talking about some vague "Passage to India" or "Fallout of NAFTA" style changes in the workforce, though we could debate those issues as well. No, I'm referring to how the last decade has very definitely seen a rise in offsite workers across a range of job types that in the past would not have considered such a work arrangement. 

(Hint: my money's on the robot in this one)

What's up?
The Nexus One was introduced last week -- the first handset being sold directly by Google (NASDAQ:GOOG) via an online store-- available 'unlocked' as well as through T-Mobile and soon through Verizon (NYSE:VZ) as well. (Rumors of other carriers to follow.) So, there's online sales of phones now, to go along with the Android Software Marketplace (from Google also).

BUT-- The _Android OS_ under the sleek industrial design of the Nexus One is what Google is really all about with the Nexus One handset.

My Thoughts? "The Robot is Alive."
According to new info published by research firm ChangeWave, a scant 4 percent of smartphone owners surveyed in mid-December said they were currently using Android. But that was up three points over September totals! BUT, 21 percent of respondents PLANNING to purchase a smartphone in the next 90 days say they'd prefer the device run on the Android OS! That's a 15 point jump in ONLY three months! Consider that in September 2009, Android was tied for LAST in consumer preference among the major operating systems--and NOW, it's in second place among planned future buyers, behind only the iPhone OS X (they're at 28 percent).

Google will never worry about their own quarterly device sales the way Apple (NASDAQ:AAPL) does (I don't believe it will ever be significant to their bottom line), but they will be watching total quarterly Android OS device revenue numbers, and they are going to be climbing-- solidly up and to the right. Currently, Android is the fastest growing mobile handheld smartphone platform in sales. And loads of equipment makers have plans for creating and releasing Android phones in the coming months. (Motorola just announced their Backflip device at CES this week...and AT&T (NYSE:T) has even announced that they will feature at least three new Android devices--from Motorola, HTC (TPE:2498), & Dell (NASDAQ:DELL)-- to complete with their iPhone monopoly in 2010...)

That's where Google is going friends. They are riding a cute little robot into the future in your hand.  Whose search will be there? Who just bought a mobile advertisng firm?

Oh, and with smartphone success, comes developer interest, and apps. Lots of 'em. And if the developers are smart about it, they will charge more than $.99 apeice and they will be able to build sustainable businesses for themselves instead of earning beer money.
:)
And Google will get a little peice of each one of those, too.

By opening up the platform, sharing control and innovation with 47 (!) other firms through the open source model to get the OS out to many other manufacturers, Google is playing the game against Apple in this market in like fashion to a classic battle from another decade. Given the steepness of the curve Google are on now, it's hard to bet against their strategy in mobile, given the the way the PC business turned out in that battle years ago.

Michael Compeau
Red Zen Marketing

When things in your life seem, almost too much to handle, when 24 Hours in a day is not enough, remember the mayonnaise jar and the 2 cups of coffee.

A professor stood before his philosophy class with a few items in front of him.
When the class began, wordlessly, he picked up a very large and empty mayonnaise jar and proceeded to fill it with golf balls.
He then asked the students, if the jar was full.
They agreed that it was.

The professor then picked up a box of pebbles and poured them into the jar. He shook the jar lightly. The pebbles rolled into the open areas between the golf balls.
He then asked the students again if the jar was full.
They agreed it was.

The professor next picked up a box of sand and poured it into the jar. Of course, the sand filled up everything else.
He asked once more if the jar was full. The students responded with a unanimous 'yes.'

The professor then produced two cups of coffee from under the table and poured the entire contents into the jar, effectively filling the empty space between the sand.
The students laughed.

'Now,' said the professor, as the laughter subsided, 'I want you to recognize that this jar represents your life. The golf balls are the important things - family, children, health, friends, and favorite passions – things that if everything else was lost and only they remained, your life would still be full.
The pebbles are the other things that matter like your job, house, and car.
The sand is everything else --The small stuff.  'If you put the sand into the jar first,' he continued, 'there is no room for the pebbles or the golf balls.
The same goes for life. If you spend all your time and energy on the small stuff, you will never have room for the things that are important to you.
So, pay attention to the things that are critical to your happiness. Play with your children. Take time to get medical checkups. Take your partner out to dinner. There will always be time to clean the house and cut the grass--to paint the hallway and trim the hedge.'
 
'Take care of the golf balls first - the things that really matter. Set your priorities. The rest is just sand.'  He paused.

One of the students raised her hand and inquired what the coffee represented.

The professor smiled. 'I'm glad you asked.
It just goes to show you that no matter how full your life may seem, there's always room for a couple of cups of coffee with a friend.'

It's time for some levity in the midst of it all.

I ran across the following cartoon a few months ago in the wake of my own layoff from my employer of 15 months. It was accompanies by scores of contributed captions, some of the best of which I've shown below.

And more layoff musings:
Companies' leaders sometimes begin to act very strangely when they are taking actions--like letting employees go--that make them feel uncomfortable. No one likes to shatter lives, stall future dreams, be responsible for ending a child's dance or piano lessons, or be the one that precipitated the loss of a family home. Sometimes, memo writers put their foot in their mouth and just make things worse.

Consider this over 1000-word treatise from the eBay PR boss, simultaneously announcing the layoff of 14 members of his "world-class communications team" to allow for hiring of 8 new members (!). Dude, calling your forced churn "simplification" just makes you sound like an insincere oaf. How many previous conference calls had you extolling the virtues of your "world-class communications team" that you are now so ready to dump like soggy corn flakes?  Lesson to leaders: If you use inflated language in meetings/communiques with your team, pumping them up consistently from quarter to quarter thinking you're inspiring, crowing on and on about the great results they're producing, don't be surprised if they consider you to be little more than a stuffed shirt and unfriend you on Facebook. Dude, you had it coming. You know, what the Cluetrain Manifesto has to say about Authenticity applies internally as well.

• "...come in on Saturday to show [supervisor] how you keep things filed, the aid position consistency."
• "...confirming your willingness to meet with your replacement, {name] next Wednesday for 6 hours to perform the required training you received upon accepting the position."
• "...shall be required to refer all client calls received to {sales manager], regardless if they are of a business or personal nature."
• "...pick up your pan from the recent company picnic after hours, so as not to affect office morale..."
• "...return all company shirts (must be dry cleaned) and name tags, as well as all company-identified trophies or awards..."

Though it's always valuable to have data, and I'd argue for monitoring these sort of indices on an ongoing basis in any firm, and I'm sure there are occasions in which each of these approaches bears some fruit, there are some important cautions to be heeded when looking to approaches like these in lean times. My experience with technology-based companies in particular highlights a number of situations in which lean times are opportunities.

Here then, is my list of five mistakes I've seen technology companies make in trying economic times, and a few suggestions of how to avoid making these in your firm.

1. Taking actions without talking to customers -
   It seems so obvious to me after watching this mistake made over and over again, but when your firm as a vendor or partner of your customer is going through a difficult time, that is the time you most  need to know what your customer really needs, what they depend upon you for most, what matters to them about the product/s you provide.  So many times I've seen companies end-of-life seemingly unprofitable products--shutting down lines to save tens of thousands of dollars, like in my first example, and then watched hundreds of thousands in orders disappear the next quarter since customers depended upon that other product to be available from the same vendor. This likewise goes for 'value engineering' projects which end up substituting components in critical customer products-- don't do it wiithout involving your customers in the process!  Often, upon initiating serious and sincere dialog with customers about product offering questions and issues, new opportunities will be illuminated, unseen challenges that they are facing will be uncovered and in pursuing these, you will find a new level of partnership and trust established with the customer. 
2. Becoming absorbed in endless parochial analysis -
   This error appears to be made by a certain type of manager or leader most; those most uncomfortable with making hard choices will put off decisions by continuing to research the problem/s endlessly, calling in analysts from finance, marketing, manufacturing, etc. to all put there data on the growing pile. They are only satisfied when multiple conflicting results continue to hit there desk--feeling that the conflict best represents real world information, but simultaneously giving them more cause to postpone decision-making and order up more research and investigation of the problem: "what about European sales? How has Customer Support been affect in the Fourth Quarter over the past two years? What about legal claims over the affected periods for sales of those products in Canada?" The questions go on and on. The focus stops being on making a pragmatic business decision for the health of the company--or even about using the data to make a decision--but becomes about collecting answers to more questions. In this case, those assisting in collecting information need to provide 'impact and conclusions' statements along with data, to help guide the discussion beyond data to reach directional decisions for the business. If you're the hapless soul that becomes mired in the indecision and analysis paralysis, make sure to scope every analysis assignment with an objective statement: why is this being done? what business question will the results of this analysis guide? It also helps to describe ahead of time what results are expected and what action is likely to be taken based upon those results--all ahead of time--even if only for your own use. Doing this will help you stay focused when the data comes in.  
3. Forgetting sales basics -
   It's all too easy to dig in to start weeding out less profitable customers, but many times the issue is closer to home: Sales Management may be failing. One thing I learned from leading a sales organization -- and those of you with senstive eyes may need to look away - many sales people are lazy.  They often don't spend time on 'tough' accounts that time more time to develop. A high percentage of sales people in the typical organization are 'order takers' and need to be well managed to keep them on task and on track. Low performing customers may be more an indication of sales personnel performance than of customer attributes. Sales management needs to talk to those customers before you cut them loose-- do your due diligence and you may find opportunity lurking just below the phone receiver. It may be time to invest in good old sales training to reinvigorate your team.
   
4. Cutting Back On Innovative New Products -
   R&D or product development may often be the first casualty of a downturn. I've watched this more than once. Sadly, in each episode, the firm had sacrificed its future for the short term. Yes, this may not be the time to start that incredible new cold fusion project, but the project that is 3/4 complete and 5 months from launch, expected to reinvigorate channel and partners is not the place to take aim simply because it's a big number on the spreadsheet. The costs later in lost market position, lost share, lost leadership, etc. are tangible and real. Be cautious when reviewing your future product pipeline for sacrificial lambs during hard times - you want to be sure you still have the fat sheep to take to market when the time comes and it's needed.
   
5. Stopping Web Development and Refreshes/Downplaying Online Marketing -
   Over and over I've been watching well intentioned companies in various categories from software to biomedical equipment to technology materials cut back on previous plans to update and modernize their online presence when faced with their current economic situation. Seemingly flying in the face of obvious trend information indicating the accelerating pace of B2B online research and purchase behavior, home surfing for work purposes, use of social media for business (yes, read- Twitter, Facebook, etc.), and increased business broadband penetration, these businesses are sitting back on their hands. They blindly cede their category leadership to ambitious competitors. They hold tightly to a tens of thousands of dollars while market opportunities worth hundreds of thousands or millions of dollars remain at stake in their segments, with their market positiioning becoming stale and more out of date by the month as they wait for better times. It's penny wise and pound foolish. In today's market, a technology firm needs a leading online presence to be taken seriously. The majority of B2B purchases have vendors researched online prior to any contact via telephone being made--if that impression is not aligned well with a set of competitors, you don't get the chance to make a personal impression, and you've already lost the battle before entering on the field.
   

And, naturally, if you're having issues in these areas and want assistance moving beyond them, I can help with that. Give me a call.

Regardless of the firm's industry or category, or whether it's a physical product or software, all too often the team in charge of a bringing a new product to market lose their way--they lose touch with the customer.

Development teams encounter a single problem or focus on a single dimension of the product and begin to get wrapped around the axle on that area. Slowly the initial impetus behind development of the product or service recedes into the background; the customer need/opportunity--the Voice of the Customer--becomes obscured by the deliberations and problem-solving that begin to consume the development team. As this occurs, the concentration of attention moves inward. Focus becomes parochial, with thinking centered around what is best for the firm or on the barriers to making changes. New constraints become givens for the project, even if the project started as an innovation-focused project to reinvent the firm and bring grand new opportunities to bear. I call it the molasses effect.

Examples of subtle obstructionist mindset shifts that occur:
"We want it to look entirely different but It has be made on our existing line."
"This is the best market opportunity but we have to address it without undermining our current channel."
"We know it needs to have those features, but we have to get to market by X so those will have to wait."
"There might be better technologies to do X/Y, but we don't have people who understand those, and besides, we know how to do Z."

Now, I know what some of you are thinking. Yes, I can also think of examples where the raising of those exact objections was warranted, and there is a long story behind each one. Granted, But for each of those exceptions, there are many, many more times that these phrases were overheard in cases where they were nothing but excuses for sticking to the status quo. And, often the reason is fear.

So. How is this best avoided?

1. Use a cross-functional team. Don't allow the development process to proceed to far being run by any one group--whether engineering, R&D, software development, marketing, manufacturing, etc. As appropriate, gather a group from the relevant areas of the firm to participate on the team, led by a strong project manager who does not dictate product outcomes, but guides the project progress and accountability, and let ideas flow against the project timeline.
   
2. Ensure that the product development team--those in the trenches on the team, actively involved in weekly meetings--are closely involved in understanding end customer requirements, desires, frustrations, & needs. I happen to be biased toward use of the Voice of the Customer methods that have proven their efficacy over and over again, but successful products come out of other customer intimacy/research methods as well. 
3. Use Personas in the development process, to keep the target segment customer clearly in the mind of the development team. Personalizing the customer in this way is incredibly powerful, whether the product is a window, an electric fan, a pizza buffet, an online banking service, or an iPhone software app. 
4. Open your mind to partnerships. The best solution may involve working with other firms. Novel solutions to difficult problems in todays connected, global marketplace need not be all resolved "in house". Think "who has the pieces to complete this puzzle?" and take the step of approaching and asking for ideas or assistance. Think win/win. Having a smaller piece of a huge pie is usually a good thing. There's a reason most consumer electronics firms (think Apple, Motorola, Hewlett Packard, etc.) don't actually assemble most of their products themselves, but rely on partners like Flextronics and HTC to do this for them. When siding maker NuCedar ran into a difficulty with paint retention, they went directly to Sherwin Williams for help, and found a willing partner who helped them enter the market with a jaw-dropping 1400-color pallet, dwarfing vinyl siding choices and offering a UV reflective finish to reduce summer heat absorption.
   
   

5. Look to other industries for solutions. Often, others have solved the problem you are up against in a slightly parallel industry for a different reason. It may take some research (luckily there's lots of great tools for that these days!) but it will be out there, perhaps written about in a different industry's trade journal. Try to define the problem on a different level when you search.
   
6. Perhaps it should have been listed first, but this final recommendation comes straight from the second of Stephen Covey's Seven Habits: Start with the End in Mind. In this case, as you move forward in development, the team should always be doing their best to be visualizing the characteristics of the ideal product/solution. These are now 'how' aspects (not features), but are the benefit aspects of the product or service. "It will let me unlock my car while laying in bed on a cold morning" is a visualization of the ideal product outcome. As product development proceeds, this skeletal vision should become fleshed out with more benefits and aspects surrounding the core benefit to the customer, meeting the primary need. Keeping this in mind focuses development in a powerful way, and is similar in many ways to the AGILE method of software development in which the most important/necessary/core aspects of the software are developed first, quickly, in order to create constantly working code. Then, additional features are added to this core, always being sure to test the operating prototype against customers' needs to validate its alignment. By extension, this idea of frequent prototyping also helps to keep things on track, and is a corollary to this same idea, as it is the embodiment of keeping the 'end in mind'.
   

And, yes, if you're firm is struggling in this area now, I can help with that.
 

The presentation below, from FamileMarquis at Slideshare, shows what powerful punch can be achieved with a clear understanding of your messaging and positioning, and a bit of creativity.

Enjoy

OK, ok, so the Fort Steele Campground, Fort Steele, B.C. has a wee--twisted--sense of humor. 

Given the ongoing reports of the bear traffic raiding the bird feeders nightly back at my folk's place in Spooner, Wisconsin lately, I was quite amused--in a sick macabre sort of way I suppose.

(Nah, don't worry. Both my folks wear bells and haven't seen a Grizzly in years.)