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writing“Failure’s hard, but success is far more dangerous. If you are successful at the wrong things, the mix of praise and money and opportunity can lock you in forever. It is so, so much harder to leave a good thing.”
Po Bronson, “What Should I Do With My Life?”
“Sverige är ett u-land på kundservice. Vi ligger långt efter många andra länder.”
“Kundservice har väldigt låg status hos företagen. De flesta företagsledningar ser det bara som en kostnad och personalen som sitter utanför i callcentret är inte mycket bättre.”
Magnus Clementson, försäljningschef på SAPs telefonidivision BCM
(IDG, 9 november 2007)
1. What strategies, initiatives and activities will you say no to?
2. What measurements will you not pay attention to?
3. What customers will you not target?
4. What people will you not keep?
5. What competitors will you not follow?
6. What will you remove from your web site?
7. What money will you not spend?
8. What meetings will you decline?
9. What trips will you not make?
10. What slides will you not create?
11. What will you not say?
12. What thoughts will you not entertain?
• Elegant, documented, on time.
• Privacy, accuracy, security.
• Have fun, do good, stay out of trouble.
• Study, socialize, sleep.
• Diverse, free, equal.
• Fast, efficient, useful.
• Cheap, healthy, tasty.
• Secure, usable, affordable.
• Short, memorable, unique.
• Cheap, light, strong.
MARKET DRIVEN: Lots of people claim this one, but few achieve it. Creating what the market wants. I’ll put JetBlue in this category.
MARKETING DRIVEN: Much more common. This involves creating what the marketing department wants. Like American Express.
FASHION DRIVEN: This involves changing the market to have it want what you just made. Armani, certainly, but also an art dealer at Basel.
FOUNDER DRIVEN: Idiosyncratic activity, usually by the person who’s name is on the door. I’d put Virgin in this category.
SKU DRIVEN: More titles = more success, even if it’s not true. Publishers live this model.
SUBSCRIPTION DRIVEN: How do we transform a stranger into someone who uses what we do, all the time. Intuit, certainly.
PAYCHECK DRIVEN: This is what happened to Home Depot under Bob Nardelli.
TECHNOLOGY DRIVEN: When you launch products because you can, not because they’re particularly useful. HP did this for a while.
LITIGATION DRIVEN: Lawyers with an open checkbook to bill for letters sent and actions brought. The RIAA, or any of a thousand law firms representing estates by sending out reams of mail.
COMMUNITY DRIVEN: Making decisions based on what’s best for the community you serve.
TROLL DRIVEN: Growth by enragement. Engage others, say annoying things that aren’t true and bask in the attention. No examples will be given, which is the best way to deal with trolls.
MONOPOLY DRIVEN: Create a system and a standard and charge increasing tolls to travel on your roads. iTunes.
EGO DRIVEN: Just be sure you spell my name right.
REVIEW DRIVEN: Don’t worry about the public. Worry about people with a pen. Broadway certainly qualifies.
IDEA DRIVEN: This includes the Segway.
PHILANTHROPICALLY DRIVEN: Paul Newman is well into giving away a few hundred million dollars so far.
SALES DRIVEN: In which the salesforce runs the operation. Car dealers.
ASSEMBLY LINE DRIVEN: Keep the line moving, at all costs.
So why, in relatively good times, does the airline industry struggle even to cover the cost of its capital?
(…)
Too much of the air-travel business remains protected from genuine competition. That makes many airlines less fit than they should be, and more vulnerable when things get tough—as they may do if some big economies continue to slow.
(…)
Economist: Fear of Flying, 14 June 2007
(…) when rivals become so numerous, when markets become so unpredictable, when technologies move so quickly, that no individual leader, no matter how inspired, can possibly think of everything? Then it becomes necessary to invent a new model of innovation. Today, one of the defining responsibilities of leadership is to attract the best ideas from the most people—to master a world in which “nobody is as smart as everybody.”
This is, I believe, the most important leadership mind-flip in business today. According to Tim O’Reilly, founder and CEO of O’Reilly Media, the computer-book publisher, and an evangelist for open-source innovation, creativity is no longer about which companies have the most visionary executives, but who has the most compelling “architecture of participation.” That is, which companies make it easy, interesting and rewarding for a wide range of contributors to offer ideas, solve problems and improve products? Ultimately, he argues, the companies that are most likely to dominate their business are the ones most adept at harnessing the collective intelligence of everyone with whom they do business.
FastCompany.com