Category: Business, Organization, and Management

  • SOFT SKILLS You know, I’m really proud of our “Skills” system. ( I suppose I cou

    SOFT SKILLS

    You know, I’m really proud of our “Skills” system. ( I suppose I could turn it into a personality-type system with the right questions. 🙂

    We break skills into: 1) like/dislike (equally weighted), 2) soft (equally weighted), 3) hard (weighted) and 4) ‘Desirable’ (a multiplier for the skills a service company weighs most highly).

    So, I was trying to explain the weights to everyone. And I said, think of hard skills this way: for us OO Javascript is probably the most valuable hard skill. Say, desirability 10. Php is less scarce, so it’s say an 8. Unix a 7. SQL a 6, and cobol, say, 0.

    Likewise there are soft skills. In this company, I think it’s an asset to be short. Why? Do you really have to ask? THere are important soft skills like politeness and ability to dress one’s self. And those are just normal things. They don’t need to have a multiplier, but you need to have them. Say, given my incompetence with Russian, speaking English is worth a multiplier of say 5.

    Then we have say, extremely important soft skills like: “Likes Nirvana”, “Drinks Hoegaarden”, “Buys beer for co-workers”, and “Attracts really hot girls” to our table. Now, these are seriously valuable soft skills that significantly contribute to workplace performance, in immeasurable ways.

    They laughed. It was fun. The feature is awesome tho. ‘Cause you could actually do it. And more. I get to tell travel around the world with Max Romanenko telling clients similar silly nonsense for a living. 🙂


    Source date (UTC): 2013-09-05 07:48:00 UTC

  • MANAGEMENT PARADOX I always try to empower my staff. Always. I assume everything

    MANAGEMENT PARADOX

    I always try to empower my staff. Always. I assume everything I know is a theory. And that all theories are open to both falsification and revision. But that in business, as in all life, the problem is that someone has to choose when opinions and preferences differ. I dont know why. But I encounter this problem in every company I start.

    I want to say “Do not confuse the difference between your marginal improvement on the theoretical structure I created, as equal to the construction of the theoretical structure. Don’t think it’s you. Yes you’re steering. I’m still navigating.”

    But if I talk like that no one understands what the hell I am saying.


    Source date (UTC): 2013-08-27 12:14:00 UTC

  • LIST OF STARTUP RULES (Dated but fun.) 1. Your idea isn’t new. Pick an idea; at

    LIST OF STARTUP RULES

    (Dated but fun.)

    1. Your idea isn’t new. Pick an idea; at least 50 other people have thought of it. Get over your stunning brilliance and realize that execution matters more.

    2. Stealth startups suck. You’re not working on the Manhattan Project, Einstein. Get something out as quickly as possible and promote the hell out of it.

    3. If you don’t have scaling problems, you’re not growing fast enough.

    4. If you’re successful, people will try to take advantage of you. Hope that you’re in that position, and hope that you’re smart enough to not fall for it.

    5. People will tell you they know more than you do. If that’s really the case, you shouldn’t be doing your startup.

    6. Your competition will inflate their numbers. Take any startup traffic number and slash it in half. At least.

    7. Perfection is the enemy of good enough. Leonardo could paint the Mona Lisa only once. You, Bob Ross, can push a bug release every 5 minutes because you were at least smart enough to do a web app.

    8. The size of your startup is not a reflection of your manhood. More employees does not make you more of a man (or woman as the case may be).

    9. You don’t need business development people. If you’re successful, companies will come to you. The deals will still be distractions and not worth doing, but at least you’re not spending any effort trying to get them.

    10. You have to be wrong in the head to start a company. But we have all the fun.

    11. Starting a company will teach you what it’s like to be a manic depressive. They, at least, can take medication.

    12. Your startup isn’t succeeding? You have two options: go home with your tail between your legs or do something about it. What’s it going to be?

    13. If you don’t pay attention to your competition, they will turn out to be geniuses and will crush you. If you do pay attention to them, they will turn out to be idiots and you will have wasted your time. Which would you prefer?

    14. Startups are not a democracy. Want a democracy? Go run for class president, Bueller.

    15. You’re doing a web app, right? This isn’t the 1980s. Your crummy, half-assed web app will still be more successful than your competitor’s most polished software application.

    – Mark Fletcher


    Source date (UTC): 2013-08-27 06:45:00 UTC

  • DONG THE WITCH IS DEAD, THE WICKED WITCH…Hmmm, hmmm, hmm….” Greatest destroy

    http://www.bbc.co.uk/news/business-23815563″DING DONG THE WITCH IS DEAD, THE WICKED WITCH…Hmmm, hmmm, hmm….”

    Greatest destroyer of company value in American history.


    Source date (UTC): 2013-08-23 14:26:00 UTC

  • BIZ: EATING YOUR DOG FOOD We are getting fairly close to being able to use our p

    BIZ: EATING YOUR DOG FOOD

    We are getting fairly close to being able to use our product Oversing to run our own business. Just another month or two.

    At Microsoft we had this saying “eat your own dog food” which means “Use our own products”.

    The thing is, you should WANT to use your own product.

    It’s the same thing with CEO’s. If you’re going to build products, you should WANT THEM. For yourself. ‘Cause you’ll obsess over them.

    I love Oversing. I think it is the most awesome product that’s ever been built for the services market. And if I didn’t, then I wouldn’t build it. And I wouldn’t want to use it.

    You can’t obsess over something you don’t want and love. You can only obsess over the money it makes, or the happiness of the customers you want to keep, or the people you want to work with.

    But if you’re selling a product, your first obsession needs to be teh product. You should build products for yourself. If you have good taste. Customers will want it too. And while I agree that you can make products for customers, based upon customer demand, if you aren’t creating that demand, then you’re not obsessing enough about your product.

    Obsession is a beautiful thing.


    Source date (UTC): 2013-08-23 00:39:00 UTC

  • Has The Quality Of Content And Interactions On Quora Gone Down Drastically In The Recent Past?

    It appears that way.  Yes. It is declining.

    What is the difference between Quora and Yahoo forums or internet Newsgroups if there is no way to insulate questions and answers that meet scientific standards of argument from segmental and moral opinions and surveys?

    None.

    For example. A few commenters have referred to physics as a good topic to follow.  However physics has a high barrier to entry and a low sympathetic access and low normative content. There is nothing special about quora – its the nature of the topic. All discussions if physics are of this nature. 

    My specialty is political theory.  Political theory is extremely difficult to insulate from cognitive bias and logical error. This is because not only is it difficult to test, but political ideology unlike the the discipline of political economy, has evolved, largely by design, to insulate ideological statements from rational and empirical criticism, by adopting the rhetorical techniques of the monotheistic religions.

    And so separating ideological statements from institutional statements is nearly impossible. Ideology works precisely because it is non rational and it amplifies our biases and preferences. Ideology is populist, and political economy is organizational theory.

    Statements in political theory can correspond with the facts or fail to, but those facts are open to subjective interpretation.

    Means and ends produce empirical truths not subjective preferences, but means and ends are chosen by subjective preference. 

    Humans say and desire many things, but  humans demonstrate, and we can empirically measure, their actual behavior – and there is very little relationship between the two.

    Morals and norms are habits not truths, that largely reflect structures of production and reproduction – and some are necessary for certain outcomes and some are arbitrary, and some produce ‘bad’ outcomes over time. But humans almost universally defend habits as true goods.

    The relationship between logic math science and philosophy has been based on only one or two specious mathematical arguments using irrational sets.  The profound implication of Einstein has been mysticized by Cantor, and given permission to philosophers to undermine the institution of reason.

    Rights for example must be contractual. Some may be necessary, and some preferable, and some luxuries. But they cannot be intrinsic.

    Socialism and communism arent possible because economic calculation isnt possible nor can people possess incentives to act without the information in prices made possible by money, property and contract. Its not a choice.

    These are just some of the scientific criteria that bounds the discipline.  Yet almost all questions are some variation of “chocolate ice cream tastes good”. They are not rational.


    So, likewise, any CURRENT survey of Quora users will of necessity produce nothing more than the confirmation bias of users making self judgements. But empirically speaking, unless there is some way to filter ratio-scientific questions and comments from sentimental-moral-normative questions and comments, then it is an unstoppable race to the bottom for Quora.  Just like amy other commodity, value is the result of scarcity and quora is making the mistake of a mass market consumer companies : destroying the brand by overextending its market, thus degrading booth supply and demand.

    That my argument is a description of a socioeconomic law, is probably lost on the audience.

    But unless quora creates a barrier to entry, or a veil between each category of argument from the sentimental to the ratio empirical, then surveys will continue to present a positive opinion but quality of the product will in fact decline until a precipitous decline.

    This is deterministic.

    It cant change.





    https://www.quora.com/Has-the-quality-of-content-and-interactions-on-Quora-gone-down-drastically-in-the-recent-past

  • HOW TO ADVERTISE ON FACEBOOK SUCCESSFULLY Create a ‘comic strip’. A series of fr

    HOW TO ADVERTISE ON FACEBOOK SUCCESSFULLY

    Create a ‘comic strip’. A series of frames (posts). No less than three to five. No more than twelve to sixteen. The second points to the first. The third points to the second. Then, the first to the second if it’s published. The second to the third if it’s published, and so on. Then release a new frame every few days. And try very hard not to repeat the same frame to the same people. You can then repeat these series every six to twelve weeks, without annoying your advertising base.

    If you can create characters who the user can become familiar with then that’s even better.

    This method is so effective that FB should create a tool to assist advertisers in doing it. (I suppose I could put a company together that did that without too much difficulty. But I’m kind of busy at the moment.)

    This method a form of narrative ‘gamifaction’ that won’t invoke the “I’ve seen this image before in my thread and it’s annoying” response from the audience, and will encourage them to explore and reward them for exploring. It will actually work as long as the FB model/medium combination works for its users.

    Static pages, or static magazines, require static ads. Video requires the user enter the time space of the video, and is too demanding of his attention (and bandwidth). We have been using the comic frame format for a very long time, and it is a structured equivalent to the facebook news stream, rather than an interruption of it (video) or an abuse of it (static ads that repeat.)

    Production costs are not high. However, it is much harder to create narrative arcs that negatively affect the brand than it is static images that affect the brand, so one does need a better class of creatives (usually someone who produces narratives already).

    I haven’t been able to come up with another way to advertise here that will work other than this sort of narrative pseudo-gamification. If your subject doesn’t support that format, then get a better ad agency, or stick with the sponsored ad’s on the side column.

    I like it as a business model because it creates a higher barrier to entry for competition. I like it because as a viewer, especially if it’s character driven, not only won’t it bother me, but it’d be interesting.

    This makes it possible for large brands to advertise and tell narratives. But FB is a narrative experience. And ads in FB must be narrative to stay within that system.


    Source date (UTC): 2013-06-30 03:22:00 UTC

  • I’VE ALWAYS BEEN TEASED FOR MY MANAGERIAL ‘OPTIMISM’ (Even though, operationally

    http://www.linkedin.com/today/post/article/20130620130134-128811924-note-to-managers-positivity-mattersFUNNY : I’VE ALWAYS BEEN TEASED FOR MY MANAGERIAL ‘OPTIMISM’

    (Even though, operationally, and financially, I’m pretty pessimistic really.)

    But there are good reasons for broadcasting optimism – in the sense that there are other options at any given piont, not just hollow encouragement. One of my favorite lines is “what is the worst that can happen if we do this?” Which is usually followed by “And what are our choices from there?” I also try to explain to engineers that science doesn’t progress by being right. It progresses by taking risks (and in business, this means competitive risks) Asking this one question repeatedly tends to train people to ask it of themselves, and plan accordingly.

    You can never let your people feel self doubt. Give them room. Let them know that if you’re asking them to do risky things, that failure is a possibility, but that there are always additional options. Give them the credit when they win, and be prepared with options so that you can catch them when they fail.

    THE SCARCITY OF POSITIVE THINKING

    Now on the analytical side, I know a) that thinking is a resource that is scarce. b) that decisions are not clear, or made in isolation, and are easily influenced by external stimuli. So the problem is giving people the right things to think about and eliminating things that they shouldn’t think about.

    Self doubt, fear, “is the mind killer’. Primarily because it’s easier to think about bad stuff, than it is to do the hard work of ignoring bad stuff and simply working on collecting ideas. We are as mentally effort-avoiding as we are physical labor-avoiding. So preserve your people’s prescious mental resources by keeping them focused on problem solving rather than fear of failure. (I view fear of failure as a weakness in management, that want to go hide in an office pretending to add value, or working political games rather than assisting the people.)

    BEHAVIOR IN THE FACE OF SCARCITY

    Over the weekend I read a lot of ancient and medieval law. And, not so much in the ancient world, but certainly in the medieval world, you get the feeling of this incredible WEIGHT of pervasive and oppressive scarcity affecting everything that people think, say and do.

    Our world is so absent of scarcity that we generally are trying to motivate people by the reward of fulfillment, more so than money.

    THE PROBLEM OF OPTIMISM

    The mistake I tend to make, is that I give my staff the confidence in their own thoughts, so much so, that they start to actually believe me, and they discount my ability to influence them, and so I must let them fail to get my influence over them back. I wish I could somehow figure out how to get out of this trap. But I can’t. I love that people develop into independent actors who are confident in their decisions.

    PARENTING RATHER THAN DISCIPLINING

    But I think this is just good parenting. Which is, a far better way to run a business than is military cum bureaucratic processes, that we inherited from our european, and particularly british ancestors.

    The best executive advice I have is the sort of wisdom that I got from the good-to-great data: build people from within, build a family regulated by cultural values, do what you can succeed at doing, plus my own advice: that scale and credit are an extraordinary competitive advantage, but one that calcifies your organization in mediocrity. Drive to excellence not efficiency. Profit will come from competitive survival, not from efficient production. Efficient production too often takes your focus off the customer. And the customer is the hardest asset to obtain.


    Source date (UTC): 2013-06-26 09:22:00 UTC

  • QUESTION: “How did you come up with your company and product names?” – Jean. Com

    QUESTION: “How did you come up with your company and product names?”

    – Jean.

    Company name: Reality by Chanting.

    Product name: Oversing.

    BRAND VALUE

    Music. Dancing. Rythm. Joy. Stuff we do together. Moving together in a coordinated way. This is fertile territory for a brand, because it gives us material to work with in a space that is overly financial and deprived of all of those positive values. Current logo work uses a sort of hyper enthusiastic conductor haling to the throng. That’s where we going with it.

    We don’t want to look like a dot bomb era ‘efficiency’ snake oil salesman. Efficiency is a chimera. Technology is something you keep pace with, not an advantage. But your company culture can be the asset second only to your customer base. And we understand that in a business where employees often feel like street walkers, that creating a joyous and familial culture is a competitive advantage that ‘s hard to duplicate.

    TERMINOLOGY

    Reality by Chanting and Oversing.

    Both terms are forms of self-deprecating humor.

    In effect we’re saying:

    …”If your job is leadership, try not to take yourself too seriously – we just have a job, that job is to lead, and to lead by storytelling. Storytelling creates a mythology. A mythology is necessary for any culture, from the very great scale of a civilization to the small scale of a business, to the smallest scale of a family – to the philosophy we tell ourselves as our rules to live by.”…

    But in the end, they’re just stories. We need stories and myths to help us choose in the face of incomplete information, many seemingly equal choices, and risk and uncertainty. By giving a people a set of myths, we make it very easy for them to make a lot of very small decisions that are so similar that they need ‘tie breakers’ in favor of a collective end. In this way, we ‘fund’ our civilization, company, family and selves, toward long term goals, at very little cost to us, because those goals are accomplished as a byproduct of focus on very ordinary ends. This is why cultural values matter. It’s how we work together at low cost to make great things happen. 🙂

    OVERSING

    “OverSing” is a colloquial african-american term from the music industry which refers to a vocalist who is trying too hard, beyond his or her ability, and usually shouting rather than singing – and perhaps losing his or her voice as a result. I like this term because it means you’re trying too hard.

    Our product ‘Oversing’ tries to accomplish the goals of the owners and leaders of advertising, marketing, and technology firms, which are to steer their organizations to serve customers and do so profitably without having them resort to shouting – often uselessly. 🙂 This steering is easiest if you have a mythology. Our software doesn’t so much tell a story as show people repeatedly what’s really going on, and therefore steering them to do what’s good for the business as a byproduct of doing whatever else that tehy are doing. Think of it as accomplishing goals by raindrops rather than tidal waves.

    REALITY BY CHANTING

    “Realty by Chanting” is from the advertising business, but it’s origins are in the Marxist, Socialist, Progressive, Postmodernist ideological principle that if you repeat something often enough people will believe it – even if it’s obviously false. I like this idea because it is what philosophers, politicians, public intellectuals, marketers, CEO’s , Coaches, teachers and parents must do: create a cultural reality – cultural ‘values’ by chanting them until they are so pervasive that they become real to the people who hear them.

    This is somewhat different from ‘the big lie’ which was popularized by George Orwell’s book 1984. Orwell took it from the progressives the progressives from the Nazis, and the Nazis from the Communists, and the Communists possibly from Nietzsche, but most likely from monotheistic religions leading back to Abraham and Zoroaster.

    The idea is that for any lie to be believable it must be ‘big’, and the bigger the better. Because very popular, very big lies, have an air of legitimacy that satisfies our cognitive biases sufficiently to make us desire them to be true.

    THE PREVENTION OF LIES AND THE CHANTING OF TRUTH

    With Oversing we prevent lies – even big ones, and make them unnecessary. Oversing is a very transparent way of running your business. We tell everyone in the company the truth, and do it transparently. By doing this we undermine the political structure of bureaucracies that makes people in companies, particularly middle management, become self-serving rather than serve the interest of their peers and their customers. And by accident, then, they serve the business and it’s owners.

    Not the other way around. 🙂

    So yes, I put a little of my own nerdy philosophical humor into my company. It’s better than just combining random syllables. 🙂 That’s what we did the last time. And it was boring. 🙂

    Curt Doolittle, Keiv


    Source date (UTC): 2013-06-22 12:57:00 UTC

  • PRICELESS MOMENTS When you demo your new product, and instead of comparing the n

    PRICELESS MOMENTS

    When you demo your new product, and instead of comparing the nuances of niche features with those of the competition, from the very outset it’s patently obvious to you, and to your audience, that well … by comparison, your competition just looks …. archaic, simple, naive…. and in a word, just plain “bad”.

    By the way, I have a straw. Where is your milkshake? 🙂


    Source date (UTC): 2013-06-21 10:35:00 UTC