Quinta-feira, 27.03.08

Boss says: “Let’s innovate!”

Team typically goes through this process:

Start: “Hey, we gotta research what the market wants!”
Middle: “Let’s build feature X, Y, Z — because that’s what we believe the market wants!”

End: “We failed! We didn’t understand what the market wanted! BOO!”
How does innovation happen?

You can’t plan for success.
Only the market can approve your success.

WHAT?

Segway.

Segway had the world’s best innovators drawing up its plan.
It was supposed to transform roads and commerce.
Mr. Big Shot Innovator (Steve Jobs) said himself the product will rock the world.
It didn’t.

The well-built machine discovered a market that wasn’t too keen on paying $6K for a two-wheeler whose top speed stood at 12 MPH.

Drawing up the filthiest plan in the world won’t guarantee you a place in the Innovators’ Hall of Fame.
Prominent inventions don’t come by way of comprehensive “strategic” business planning.
Oh no; it comes by way of this kabillion-dollar practice:

Throwing your invention out there.
See if people likey-like it.
That’s it.

Créditos: Trizle

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publicado por LMB às 13:29 | link do post | comentar | favorito

Quarta-feira, 27.02.08


Dude,
Trizle emite a 'newsletter' que mais gosto de ler: Trizoko™. Diariamente, sem falhas, desde que se lançaram há coisa de 3 anos, tem a inspiradora forma de comunicar coisas sérias de modo divertido, às vezes, ao melhor estilo do 'levanta-te e ri'.
helping your business rock the world. no @#$%^&* theory included. smile!
Esta, nem de propósito, é de hoje:

How to Build Your Enterprise System
You have two choices:

Option A: Build a state-of-the-art, custom-built enterprise system that integrates the works (e.g. CRM, ERP, EAM, SCM, wiki, etc.).

Option B: Get something up quickly. Combine many smaller pieces of independent applications, and have them communicate with each other (e.g. through their APIs, etc.).

Mr. Techno-Wizzo tells you:

Option A:

takes frickin’ long to build (years, if ever)
has a humongous chance for failure
its modules becomes obsolete quickly
you drain revenues fast while it’s under development
painful to tweak things as your business changes
if you ever finish, you’ll probably outgrow many of its features

Option B:

quick, and flexible — can get something up freakishly soon
causes slight dents to your cashflow, as you get an application module up quickly to use
allows you to use best-of-class for every included application
interchangeable (e.g. a state-of-the-art applications can be integrated into the system easily and continuously)

Option B = winner! Yay! Yay! Yay!

Use Whatever You Can — Quickly

Microsoft Excel?

You: “Oh no! I hate Microsoft! They-so-greedy! Bill Gates? More like BILLS Gates!”
Mr. Techno-Wizzo: “Look pimplebutt: No one cares. Use the sucker if it helps you get from Point A to Point B.”
Mr. Techno-Wizzo: “If you outgrow it, then build an application to compensate for Excel’s shortcomings.”
You don’t need fancy technology to stay on top of your game.

Use what you can — now.

A startup that uses Excel to thrive with its customers will kick the ass of any aspirational startup that’s building an entire state-of-the-art application to bring in business.

While the latter is draining resources and time, the former is focusing on a plethora of other things to fatten its bottom line.

Remember:

Technology becomes obsolete quickly.
You’ll likely outgrow your technology in a few months.
Taking too long to build something you needed months before = waste. BOO!
So, get something up quickly — then revise, reconfigure, and deploy your application as necessary — as you’re moving toward your destination.

Rule of thumb to tech-fabulous: “Hey! I don’t even notice we’re using state-of-the-art technology! WOW! KORUMBA!”

Deploy quickly.

Créditos: Trizle

tags:

publicado por LMB às 23:18 | link do post | comentar | favorito


  • Paris Hilton shouldn’t teach.
  • Charles Barkley shouldn’t act.
  • Tom Cruise shouldn’t sing.

You shouldn’t: ________________.

Tudo -ou quase- o que qualquer leitaria, ideal das avenidas ou não, gostaria de saber mas tinha vergonha de perguntar.

Scenario: “Dude, let’s read more business books, learn crazy new innovative practices, so we can be more creative and make billions. Then we’ll buy Porsches. Yay!”

It’s the rage these days: New “exciting, innovative, spectacular” business ideas.

The “cutting-edge” manager’s typical conversation:

  1. Bob: Kristin, I just learned about something called, “Positioning”.
  2. Bob (again): We have to position our products in a way that captures customer’s hearts into believing our product’s position! Yay!
  3. Kristin: Okay.
  4. Bob: Implement it!
  5. Kristin: How?
  6. Bob: Read the book. You’ll figure it out.

And what typically results?

Nothing.

Not only that, but while “cutting-edge” managers and leaders go looking for a quick-fix to their problems:

  • Customer questions go unanswered.
  • Employee problems go unfixed.
  • Salespeople run out of leads.
  • Senior managers become unfocused.
  • Etc. Etc. Etc.

New ideas. Fresh practices. Innovative buzzwords. Uh-oh.

Says the late-great Harvard marketing guru, Theodore Levitt:

Those who extol the liberating virtues of corporate creativity over the somnambulistic vices of corporate conformity may actually be giving advice that in the end will reduce the creative animation of business.

This is because they tend to confuse the getting of ideas with their implementation—that is, confuse creativity in the abstract with practical innovation; not understand the operating executive’s day-to-day problems; and underestimate the intricate complexity of business organizations.

The minute you’re latching on to a “fabulous new business idea,” watch out: that idea will distract you from what you really need to do:

continue a ler, mas agora, a partir daqui

Créditos: Trizle




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publicado por LMB às 20:45 | link do post | comentar | favorito

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