This is an excerpt from an email I sent a friend about building his blog's reader base.
"My thinking revolves around creating connections. You write because you have thoughts and ideas to express. Readers read because they connect and feel a part of something. For instance, I read it because I am your friend.
Two thoughts on how to build the connection are to reply to the feedback that is posted on the blog entries and to build blog entries based on the feedback. I think the second can be more powerful because you will start out with, 'John put some thoughts in my head when he left a reply on one of my entries.' John feels good because you are using his entry. As well, the other readers note that you read the feedback and mull them over."
Thursday, December 11, 2008
Thursday, October 09, 2008
External Resources in place of PMO's
I like Navi Radjou's blog on using internal and external IT solutions.
http://discussionleader.hbsp.com/radjou/2008/10/5-reasons-indias-largest-bank-is-thriving.html
He points out the value of the P&G program that builds innovative communities. The communities are leveraged to put products together. The benefit is not having to support a large R&D group that may or may not produce. As well, it can replace the PMO, whose job it is to dole out resources to internal projects. Key to success, as Navi points out, is not protecting the ideas, but rather is fast implementation. It is the producing the solution that has value to the company and customer versus protecting the solution through internal knowledge and patents.
http://discussionleader.hbsp.com/radjou/2008/10/5-reasons-indias-largest-bank-is-thriving.html
He points out the value of the P&G program that builds innovative communities. The communities are leveraged to put products together. The benefit is not having to support a large R&D group that may or may not produce. As well, it can replace the PMO, whose job it is to dole out resources to internal projects. Key to success, as Navi points out, is not protecting the ideas, but rather is fast implementation. It is the producing the solution that has value to the company and customer versus protecting the solution through internal knowledge and patents.
Friday, September 05, 2008
Redefine Music Delivery
A well established friend in the music industry made the point that iTunes has killed the album. While I think that the real problem with music industry is its inability to change to meet the consumer, the point did make me think of a better solution.
The believed product is the music. I say it is the connection to the artist. A solution to the change in the music industry is to release the twelve songs for free. Each month give away one of the songs. This will give free publicity each month, since we only pay attention to an artist when the album is released. When coordinated with a concert tour, the songs advertise the tour. The revenue stream will be the concerts and all of the ancillary items that are sold. The fans buy these items to connect with artist, which is the ultimate product.
The believed product is the music. I say it is the connection to the artist. A solution to the change in the music industry is to release the twelve songs for free. Each month give away one of the songs. This will give free publicity each month, since we only pay attention to an artist when the album is released. When coordinated with a concert tour, the songs advertise the tour. The revenue stream will be the concerts and all of the ancillary items that are sold. The fans buy these items to connect with artist, which is the ultimate product.
Sunday, August 24, 2008
PMO's Incentive
Susan Cramm on her blog wrote the ways to reduce IT costs. Her points revolve around better control of internal developers.
IT Blog Entry on Reducing IT Costs
Her entry's solutions do not hit the core problem that an internal developer's incentives are not in line with the requestor's goal. The goal of the developer is to hit the deadline 100% of the time without doing overtime. There is no upside for him/her to work extra hard. Another way to look at it, the developers only hear from the reqeustor when the application is broken or off schedule. This leaves the developer in the position of fudging on the plans, i.e. stating the work at 800 hours rather than 400.
A better solution is to remove the internal developers and have the requestor employ an outsource service. The requestor knows the value of the project in terms of either costs saved or increased revenue. Based on this value, he/she can negotiate in a competitive market of outsourced IT services for a price that gives a desired return. In this way, both parties have an upside and a downside. As well, their incentives are more closely aligned.
IT Blog Entry on Reducing IT Costs
Her entry's solutions do not hit the core problem that an internal developer's incentives are not in line with the requestor's goal. The goal of the developer is to hit the deadline 100% of the time without doing overtime. There is no upside for him/her to work extra hard. Another way to look at it, the developers only hear from the reqeustor when the application is broken or off schedule. This leaves the developer in the position of fudging on the plans, i.e. stating the work at 800 hours rather than 400.
A better solution is to remove the internal developers and have the requestor employ an outsource service. The requestor knows the value of the project in terms of either costs saved or increased revenue. Based on this value, he/she can negotiate in a competitive market of outsourced IT services for a price that gives a desired return. In this way, both parties have an upside and a downside. As well, their incentives are more closely aligned.
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