making toast

If I could be like that
I would give anything
Just to live one day
In those shoes
If I could be like that
What would I do?
What would I do?

From the time programmers first tried to interact with the CPU, we have had several paradigms for human computer interaction. From switches, through paper tape to cards to CRTS to field verification to form based transactions to GUIs and even styluses (or should that be styli?). Through this evolution, two fundamental approaches to human-machine interaction have emerged. I’m sure the Interface Engineers out there will offer the appropriate terminology, but the two approaches are characterized by being ‘application-centric’ and ‘object-centric.’

Application-centric, really focuses on ‘loading the application, to access or create the data from within the application environment’, whereas object-centric is more in line with GUI approach of ‘activating the document/object and having the operating system instantiate the application and the environment to use the data.’ The latter is a very content-centric approach, one that I subscribed to until quite recently. Let me explain my change in thinking…

It all comes back to toast.

In the days before toasters, people put bread near a source of heat to make toast. It didn’t matter whether it was a wood fire, electric elements, gas burner etc. Take bread, add high heat, bread gets toasted. Toasting was a technique. A verb that subsequently became a noun, the inverse of nouns becoming verbs like Fax, Fedex, Google.

One day, as energy was channeled via a mass market utility called electricity, the ‘toaster’ was invented. It was a good appliance. It got better over time with more features to prevent burning, to defrost frozen bread, to understand different thicknesses etc.

But for all of it’s newly inherited capabilities, the toaster transformed bread into toast. And the consumer liked the toaster.

People like appliances. They are easy to use because their role is well defined. Just think of the plethora of successful inventions – invariably they have resulted in appliances or devices that are ostensibly single purpose. Cars, refrigerators, phones, ovens, lamps, cameras etc. In fact, if you have seen those combination appliances such as the coffee-maker/breakfast cooker, or the hot-dog maker (cooks franks and toasts buns), you’ll find that they are not best sellers. Why?

I think that the consumer is prepared to pay for specific functionality, not for stuff that they don’t need or understand. Also, they generally use more complicated (or potentially dangerous) appliances in a single threaded manner. Drive car (doing other things at the same time is dangerous). Microwave food (not metal, careful on timing). Saute food (make sure gas is lit, not too high, watch contents or it’ll all burn). Speak on phone (rude to not give the other end focused attention, otherwise why call?). Twitter (and listen to music, or just hear ear candy?).

It’s about focus.

Contrary to contemporary thinking, for effective, focused deep communication, the human brain is generally single threaded. Engaging in effective communication and processing deep concepts requires focused cerebral compute power. Yes, you can multi-task and time-slice your way through many things at once, but at what price comprehension?

Back to application-centric machines.

The iPhone is a perfect example. It is what you need it to be at that point in time, phone, browser, diary, etc… you don’t care where the data is stored – as long as it is! So you don’t need a file manager. Same for the newly released iPad. I believe we are seeing a new era of interfaces – more than just ‘app’ centric, it is really appliance or function-centric. Dare I say ‘wrkflow-centric’? Keep the tasks very focused, do a really good job for the consumer, then enable them to change appliances effortlessly. We’ll see some appliances running in the background, like music players, communications, content downloads etc. just like the refrigerator keeps things cool, and the bread maker makes my next loaf for more toast, while the coffee maker makes the coffee. I’ll still need a toaster, and then I have to pour the coffee and add milk from the fridge. Multi-tasking will not go away, but how we focus on our tasks will need to become more efficient and less disruptive than clicking all over a desktop, or rummaging through unruly digital filing cabinets…

The appliance-centric model provides us a clue to the future. A future that is focused on using information, rather than ‘managing information’. This needs to be the goal of computing for the mass consumer marketplace.

Now, we just need a standardized information utility grid to plug into the information… or is that the ‘cloud’?

Tell me it isn’t so… I’m listening.

changing business systems

There’s something about the way that
You say the words that you’ve rehearsed, now
I think I should explain
Things aren’t going to change

At some point in your professional career, whether you are on the business or operational side of a media company, you will face a system changeover. It’s a tough process.

Media organizations, like any business, change their business systems for many reasons. However, the fundamental reason really is to provide a framework for either reducing costs or enhancing revenues. Given that the cost of introducing a new system is itself quite significant, let’s explore revenue enhancement.

After going ‘live’, systems & organizations progress through several stages. The course taken reflects:

• Properties and operations of the old system
• Expectations of new system deliverables
• Dynamics associated with moving the organization through the conversion project
• Ongoing developments

In my experience, three broad transition phases exist. The degree of overlap and time spent in each phase is also a function of the above factors. Each phase is discussed separately along with its attributes, implications and suggested organizational actions.

Phase 1 – Revenue Protection

This is typically called “Fine Tuning”, “Shakedown”, “Bedding In” etc.

It typically lasts for 2-4 weeks immediately after the live date. It may span across the live-date therefore last longer, depending upon the state of the old system, and if the client has desired a parallel run or pilot etc.

In this phase you need to pay particular attention to:

• Refine processes & procedures
• Ensure consistent message within company and with clients
• Firm up Business Rules
• Establish baseline measurements

Phase 2 – Inventory Control

This should really be considered as ”Taking Control of the Business” with the new system and it lasts for about 6-9 months after the system has settled down. This is a learning stage, one of the organization becoming ‘familiar’ with the new system and its operations. It can start during the regime of the old system but typically users will not accept the new workflow and operations until the comfort zone of the old system has disappeared.

To transition through this phase as quickly as possible, focus upon:

• Education & PR campaign
• Planning/budgeting – strategy for next sales/marketing period
• Develop products, rates, packages etc.
• Communicate the business rules, set client expectations, regain control of inventory

Phase 3 – Revenue Enhancement

The whole point of changing systems is to “Get Value from the System” you have just installed. This is an ongoing process, typically starting after about 6-9 months of operations. By this stage, the new system has become the ‘modus operandi’ of the organization and there is enough data to provide comparisons and historical perspectives. Users look for new ways to solve business problems and consult the system as a primary point of reference.

At this stage the business should be able to leverage the new system for:

• Planning/budgeting – strategy for next sales/marketing period
• Develop products, rates, packages etc.
• Adjust rates, look to demand/yield management
• Utilize information to create selling opportunities, tie to programming
• Build ‘value’ for the customer

It is critical that clients pass through Phase –1 Revenue Protection as quickly as possible. Being stuck in this phase will impact client confidence and hence their willingness to realize the promise of the newly implemented system.

It is important to realize that these broad phases cannot be skipped. Whilst their distinction and characteristics will vary by site and business model, and transition from one phase to the next may not be concise, it is essential to recognize the actions required to make sure that the organization evolves to the last phase.

Ultimately, the business controls the length of  each phase. Some organizations never evolve into the final stage and may be quite content with ‘Inventory Control’. In all cases, it is the implementation team’s responsibility to recognize what is occurring and to evolve the organization’s operations to ensure the maximum return on investment.

Tell me it isn’t so… I’m listening.

leadership qualities for innovation

How many questions did you ask today?
Do you believe what the media has to say?
Did your neighbor lose his job or home?
If the leaders tell him to do it alone…
do you believe he should rebuild on his own?
There’s no money left, sorry it’s gone
Where has all the money flown?

I just completed an innovation workshop for a management team in a large media company. One of the most important items in any innovative environment is communication and leadership at all levels. I thought these following leadership qualities were worthwhile sharing with you, for your day-to-day business activities.

• Persuasion making a strong, valid argument for your various stances and freely sharing your reasons is crucial in gaining respect for them, instead of just compliance. That also implies taking in and valuing the views of others.
• Patience don’t let your eagerness for achieving your goals translate into impatience at obstacles – whether human or process. Retaining a long-term view of your objectives will help enormously in keep small frustrations in perspective.
• Gentleness wins hands down over toughness, especially when handling the finer feelings of followers.
• Mentoring never assume, or appear to assume, that you know all of the answers. Always make it clear you are there to learn as well as to show how. Work to create a culture where diversity and different perspectives are valued above all else.
• Acceptance be slow to judge. Give people every chance to prove themselves and give them the benefit of any doubt.
• Kindness practice thoughtfulness in all of your dealings, especially with subordinates. Remember that the small details are often seen as the really important things.
• Openness be open to all ideas and true information about the people with who you deal. Consider their own wishes, values and aspirations rather than only their apparent behavior.
• Compassionate confrontation to create an environment where you can draw attention to mistakes and changes in direction without crushing people or discouraging risk-taking.
• Consistency your style of leadership should not be seen as something that you ‘bring out’ when challenged or to deal with crisis. If you strive for consistency, it will be a reflection of your principles and an expression of your character.
• Integrity let your words, true sentiments, thoughts and deeds line up with one another for all to see.

Innovation is a way of life. It allows you to cope with change and to develop new strategies for personal growth.

Tell me it isn’t so… I’m listening.

Innovate something today.