Forbidden Planet is one of the greatest Sci-Fi films of the 50’s. This movie depicted a military crew travelling in a starship of human creation for the first time. The plot of the story develops on a far distance planet where the characters fight invisible monsters of extraordinary power. For those of you of a certain age, you may recall a frightening 7-foot tall Robby the Robot, this is his movie.Read More
Zeit·geist = spirit, essence of a particular time
A collection of food-for-thought posts and articles on technology, business, leadership and management.
A conversation over the weekend with Peter Simons, co-founder of Performant, a management consulting firm, turned into a twitter dialog which, eventually, sparked other thoughts and ended up with his ideas about change in my inbox. His views around change & perceptions are too good not to be shared (thanks Peter for permission to reproduce in here), not to mention his formula to calculate quality of feelings as a function of change in perceptions, simply brilliant (nerds & quants please feel free to comment or elaborate).
Changes in our lives are important and cannot be avoided. We normally do not like them, they trigger us to take action.
There are many simple examples how we react to changes. If temperature starts raising we notice.
If light levels or sound levels suddenly change we react. If something in our view suddenly moves we look at it before we know.
The reason is that when we lived in trees we needed those triggers in order to survive.
Today changes affect us in the following way: If something changes for the better we are happy. If it changes for the worst we dislike. Once better or worse we do not pay attention to it anymore. We get used to it. Hence only the CHANGES give a stimulus to our mood, to our lives. Please understand the importance of changes to the way you are.
Whatever we do in live is mainly driven by perceptions. Marketers now that very well.
We hardly take the time to verify and we believe what we perceive. The media are very good at that. We assume a lot and that is dangerous.
News shows one side of the story: the accident with the aircraft. They will NOT TELL US how many aircrafts landed safely.
They will not tell us about all the peaceful muslims on earth after a car bomb kills an American soldier in Afghanistan etc..
It would be worth to THINK at least a few minutes once digesting information.
Here we go. We are triggered by changes. You cannot always manage changes yourself. Or can you? Yes you can because a large part of those changes are changes in PERCEPTIONS. We are triggered by CHANGES IN PERCEPTIONS:
For those who love mathematics:
U = d(Perception)/dt .
where U is the quality of the feeling that was triggered. It can be positive or negative
Once you understand that,
YOU yourself can change your perceptions too.
- look at the flip side of a story, what was NOT TOLD???
- if you have a bad moment start to think that tomorrow probably will be better and if tomorrow arrives ENJOY the improvement
- in conflicts with other people try to understand that a large part of the conflict is probably based on perceptions. Find out what really goes on instead of assuming
Three ways of improving your quality of life, personally and professionally. It improves your decision-making.
Good news: think about it and you will find that there are many more ways of changing your perception.
About Peter Simons
By applying the management techniques he learnt at AT&T, Peter turned smaller technology companies into successful businesses. In the current crisis he is co-founder of Cohen & Simons that assists companies in financing industrial, technology and life science companies.
Peter holds an MSc (Hons) in electrical engineering from Eindhoven University of Technology and an MBA (Hons) in finance and general management from the University of Chicago Booth School of Business.
The full picture behind a handshake, the universal expression of a successful transaction, a sale, has many similarities with other processes in physics, like the behavior of sub-atomic particles in a fusion process where atoms combine at the expense of energy to achieve a 'desired' new stable form. In a short-sighted view, a sale, is just a transactional consequence of the collision between a problem and its potential solution. Beyond the solution, it's about 'the job to be done', as analyst Horace Dediu many times refers to.
Problems belong to buyers, who are perpetually in active seek of solutions, in a dance surrounded of sellers.
In between problems and solutions, where they meet, there is, in 'firewalling' words, a DMZ area, the conflict zone. In the corporate world, this DMZ area is delimited by finance, business operations, business affairs and legal on one side, Brand & corporate marketing, channel marketing, Product Marketing, Technical support and PR on the other.
Picture yourself driving the Challenger spacecraft re-entering atmosphere. You can feel the heat below your feet, that burning side of the spaceship will be what we call sales in any company. This fringe, always in friction, is where I work, at the beginning of the end of problems, where the job needs to be done.
Problems and solutions belong to 'The What' of the story. The bigger picture becomes visible if we ask about 'The Why'. Why does a problem exist?, answers are not always evident.
Majority of the times, particularly in the tech word, and as a consequence asymmetric competition, it becomes necessary to reverse engineer everything from the visible impact in the market.
Smartphone sales, as an example, may illustrate this. A smartphone is actually a piece of hardware whose purpose is to materialize an interconnected multimedia experience for human beings (although we see also cats, dogs and other animals staring at screens). The problem to solve here, is to deliver intelligibly a stream of content&services to an UI, the solution (or the tool if you will) is a smartphone.
In this case, the problem belongs to different stakeholders in the value chain. Content and service providers want to reach end users, that's their problem. They ultimately rely on carrier networks to convey their products. Carriers, owners of networks, also want to reach end users and their problem is to make sure end users have something in their hands with a screen as big as reasonable to deliver their megabytes of data. But… why?.
Problem owners or buyers, carriers, content developers, service providers, share the same motivation, they want to monetize their products or services, that's why. In other words, they want to deliver something on to a recipient (at a cost) to obtain a benefit (at a profit), the delta between cost and profit speaks to the importance of the problem and fuels the determination to resolve it.
In our example, the solution is simple, go and buy an smartphone. In our story, those with bigger profits at a stake will be keener to dance with smartphone vendors, rules are simple, everyone will fight to maximize profit or reduce cost in the value chain but always within the limits to secure the new, aspirational stage, is not jeopardized. i
It's a sum-zero game in which everybody wins one way or another. We, users, enjoy our connected life in our never-leave-more-than-a-meter away smartphones, while carriers, content and service providers make commercial profits. It's all about the transfer of value and the transactions in between.
But, this is not over, no single solution can ever, never, serve entirely to solve the problem it is intended for. There will be always gaps. Gaps need to be filled in by means of innovation in products and services, ultimately serving better end users, us, for a richer and happier experience.
Is there a limit to this?. I guess the answer is yes, if we, at some point of time, connect ourselves to an on demand endorphins delivery system.
But, this is a standalone topic on its own…
Tuve el privilegio, hace un par de semanas, de que la escuela de negocios EADA me invitase a Barcelona a un networking lunch con ellos. Vaya por delante mi agradecimiento por su consideración.
Fue Eva García, manager de EADA Alumni, quien, por twitter, me pidió que asistiese, a lo que, por twitter también, le dije que sí, saltándome los protocolos habituales de comunicación corporativa, cuyo resultado ha sido este artículo de EFE publicado en Expansión, del que cabe resaltar estas palabras de un tal Fernández:
Fernández incide en que frente a otros smartphones diseñados principalmente para "consumir" información, BlackBerry ofrece una plataforma integrada más pensada para "subir" datos
En el Economista, publicaron una versión más extensa que se puede ver aquí. En la que mencionaron ésto, también citando a un tal Fernández y haciendo referencia a la estrategia que siguió Amundsen en su gesta hacia el polo sur:
"Siempre hemos tenido que combatir contra supuestos BlackBerry killers", afirma Fernández, quien insiste en que la estrategia comercial de su compañía es similar a la seguida por el noruego Amundsen para llegar al Polo Sur: "Fijarse avanzar cada día 20 millas, haga sol o nieve; ésa es nuestra forma de ir hacia adelante", argumenta.
20 millas, se trata de levantarse todos los días, y no importa si llueva, nieve, haga viento o granizo, hay que avanzar 20 millas cada día.
Ah!, recordadme que os cuente la anécdota del dueño y fundador de la empresa que fabricaba los donuts, me la contaron en el almuerzo con EADA, un auténtico ejemplo de como ser ejemplo, valga la redundancia.
Si lo haces llegarás a cualquier sitio que te propongas.
Impresionante speech de Kike Sarasola en el BlackBerry Innovation Forum, llevado a píldora videostory.... El Cliente es DIOS!! Awesome speech from Kike Sarasola, Room Mate hotels chain owner and CEO, at BlackBerry Innovation Forum in Madrid, in a 2 min videostory format... Customer is GOD!!