Jan Gondol (jangondol)'s Public Profile in the Diigo Community

Member since Oct 06, 2007, follows 0 people, 1 public groups, 1511 public bookmarks (1525 total).

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What’s The Problem With Problems? | Slow Leadership on 2008-10-09
- Most people believe that their problems are unique to them. Many people believe problems are not a good thing to have.
- If you live, then you will have problems. Problems are requisite to life as we know it.
- 1 more annotations...
- - Problem-solving is a natural and essential process that we are well equipped to do even if we have forgotten how. And problems never go away even if we want them to. So we better get good at it!
    You have everything you need right in front of you to solve problems. You have all time you need and more than enough resources. Even if you are not good at one type of problem, you can always hire someone who is.
    Problem-solving will teach you purity of thought and objectivity in action. Aren’t these goals enough of reason to engage any problem?
I, Cringely . The Pulpit . Leadership | PBS on 2008-10-08
- why Windows Vista was so late to market and such a mess when it finally shipped. Vista had plenty of management, but not very much leadership.
- This week former Hewlett-Packard CEO Carly Fiorina said that John McCain, Barack Obama, Sarah Palin, and Joe Biden were all ill-suited to be CEOs of major corporations.
- 13 more annotations...
- - there are different skill sets for leaders than managers. And she’s right to an extent, but it also says a lot about her own tenure at H-P, which was long on management and short on leadership.
  - Management is telling people what to do, which is a vital part of any industrial economy. Leadership is figuring out what ought to be done then getting people to do it, which is very different. It is a vital part of any successful post-industrial economy, too, but most managers don’t know that.
  - most businesses do a lot less explaining and pondering and a lot more laying down edicts. That’s management, which works fine on an assembly line, but not at all well building a big software application
  - Janna Raye is someone I worked with at InfoWorld half a lifetime ago who has built a consulting career on understanding this stuff and helping companies to transcend 20th century corporate hierarchies and become what she calls “fractal organizations.”
  - Managers are there to control staff and budgets, not to lead.
  - We’ve evolved, basically, and the information age has had a lot to do with it. So we still “manage” companies the same way as when we actually operated assembly lines in America—the good old days! Now, people need leaders, not managers, and that’s what a fractal organization enables.
  - new pay model also, based upon results or value of work delivered and not how much time it takes to do the task. Those who are really good will get to go home early!
  - It’s a shared vision and collective goals that are missing from the vast majority of organizations, which is why failing projects continue to drain resources. Really caring about what you do and feeling proud to be a part of something special and wonderful is what every human desires, even if they say they don’t.
  - “They let creativity run wild at Pixar!” says Janna. “Ed Catmull, Pixar’s president, wrote an article for the Harvard Business Review on their collective creativity. Ed and John Lasseter (and sometimes Steve Jobs) are in the center of the galaxy, keeping the gravitational pull strong and the company rotating, so to speak. Around them are the directors, who in the fractal org model lead the arms (no more divisions!). Each film team or cluster, from the storyboard artists to the renderers, goes through the iterations necessary to achieve the best results. Everyone is on board with creating exemplary films and they are relentless in demanding only the best. But in this process, as they say, they have to get all the “sucky” ideas out first. If they don’t reveal all the ideas, they don’t get all the perspectives and therefore might miss something important. In quantum physics and information theory, this relates to the observer effect and the importance of acknowledging the perspective influence of everyone in a scene.
    
    “In top-down hierarchies, the opposite occurs, yet the people on the front lines are the ones dealing with the evolutionary changes going on around them and are the best source of ideas for solving tactical issues. You wouldn’t need “change management” if you made continuous improvements at the functional level the responsibility of every individual and team cluster.
  - when the company devolves into top-down, the turnover begins. That’s because of the internal competition that emerges in top-down organizations. The perception is that there’s only so much room at the top. At each level of management, the competition increases as cooperation decreases. Thus are created the ubiquitous “silos” of information that thwart collaboration and encourage redundant, wasteful business practices.
    
    “Managers are supposedly promoted because of their ability to outperform others and not because of an intention to provide inspiration, guidance, and mentoring to their staff, nor are they openly rewarded for this behavior, even though it usually produces a healthier bottom line. The usual way of rewarding based upon meeting financial goals and managing budgets keeps the focus on short-term financial results only, whereas continuous improvement leadership by frontline staff creates more long-term successes.
  - “When managers don’t mentor staff, focusing only upon numbers and bossing people around, it leads to an illusion of control, of which there’s no such thing. In these situations, they begin to feel they must continually prove their worthiness and so defend their territories against possibly brilliant staff working “beneath” them. This is a systemic issue, not a personality quirk, though some personalities are more susceptible than others. In most companies, the idea of climbing over others on your way to the top and throwing people who get in your way under buses is de rigueur. The top-down hierarchy was designed to manage industrial-age processes, not information-age challenges. You didn’t want the door guy getting creative when attaching the door. Nor did he need to collaborate with the bumper dude. The information age is vastly different. Each scene we’re in presents new circumstances and opportunities.
  - Google was likely more fractal in the beginning, before they brought in managers trained in top-down hierarchies and engrained with the accompanying behavioral patterns, such as knee-jerk resistance to ideas they haven’t thought of themselves.
  - In Catmull’s HBR article, he says they insist that everyone in the company contribute ideas, across all functions and levels, or they will perish. Interestingly, he mentions the difficulty in getting new hires to feel comfortable with this process.
I, Cringely . The Pulpit . Door Number Three | PBS on 2008-10-08
- I have been fired from every job I have ever held.
- Most of the times I have been fired it’s because I’ve been judged to be unmanageable, which is to say I won’t shut up. The ultimate reason given is usually something minor. The last time around, for example, I was fired because I didn’t transfer the cringely.com domain to my employer.
- 6 more annotations...
- - I’m typical of a lot of IT types. You know us. We are useful but sometimes a pain in the ass. We have opinions and speak our minds and don’t suffer fools at all. We stand up to authority from time to time. Sometimes we’re wrong. We get fired a lot and hired a lot, too, because we are generally useful, though dangerous.
  - In an IT shop you give me a task to do and let me do it, generally on my own, and never EVER put anyone under me, because I am hopeless as a manager.
    
    But it turns out I’m not so bad as a leader.
    
    Weird, eh?
  - We serve the company but often don’t feel part of it. Certainly the value structures and lines of authority that function perfectly well for most of the rest of the company don’t work at all well for IT. We’re vital but at the same time, well, so different that it’s hard to imagine a CEO emerging from the IT ranks. It happens from time to time. Everyone points to John Reed, who rose from IT to CEO of Citicorp, but Reed was an exceptional case. He succeeded because his predecessor, Walter Wriston, had an unusual interest in IT and mentored Reed. Reed succeeded, too, because he didn’t really come from IT but from Data Processing, which was more hierarchical. And ultimately he didn’t succeed at all, by some measures, because John Reed was fired.
    
    So right now let’s just accept that it is very unlikely that, coming from IT, you’ll ever become the CEO of your company. That means you are instantly off the traditional management track
  - I have a friend of 20 years who is in a key technical role at a very large company. He’s too vital to the company to risk losing but too geeky to fit in.
  - How do you manage such a guy? Where he works they have him report to the CEO. The Big Guy has 5-6 direct reports and one of them — my friend — doesn’t manage anyone or anything.
  - What the open source community has demonstrated is the superiority of a strategy that emphasizes early proof of concept, early release, and frequent releases with features added as needed — probably totaling 20 percent of the features identified in a needs assessment.
    
    This is the new IT strategy we live with every day — 80 percent solutions because they are fast, increasingly reliable, and keep the end users in the loop from almost the beginning.
trendwatching.com: PERKONOMICS on 2008-10-02
- For years, airlines, hotels, credit card companies and private banks have been cleverly rewarding their most valuable customers with surprises, status symbols and convenience.
- Anything that you can do to help save consumers' precious time is worth its weight in, well, long lazy uninterrupted days. And that includes not wasting people’s time, too ;-)
- 17 more annotations...
- - Americans are critically under-vacationed. That's both by choice and circumstance, at least according to the results of Expedia's annual Vacation Deprivation Survey. Americans had only 14 days off in 2007. Yet 35% of Americans won't take all the time off they earn, returning upward of 438 million days to their employers. (Source: Expedia.)
  - 21st century champ of workplace perks: Google.
  - Perks help commodity-like industries stand out by conferring a (renewed) sense of uniqueness.
  - Perks, when done well, foster customer loyalty.
    Perks can give you the leading edge when it comes to attracting first-time customers.
    Perks can make for great if not invaluable PR; customers will tell others—perks are excellent conversation starters—while the media (trend watchers included) love a good perk story.
    Perks can help make boring companies (insurance, anyone ...?) interesting again, and thus more desirable.
    Perks can help cultivate more desirable brand perceptions and associations—think anything from showing you actually care about your customers (gasp!) to showing you care about the environment, offering eco-perks.
  - When customers of UK mobile phone provider O2 buy an event ticket through the company’s website they can download a Perks Pack which gives them access to specific amenities appropriate to that particular show. For example, the Diva Package (PDF)—available at shows by artists like Tina Turner—includes cocktails and a makeover in the O2 Lounge. O2 also offers priority ticketing.
  - Palmeiras, one of the major football teams in Brazil, reserves 5,000 seats exclusively for Visa Card customers. Called the 'Visa Sector', the section has a lounge, restaurant, bars, plasma TVs and other perks. But most importantly, it allows fans to buy tickets in advance and without quueing.
  - The Visa Signature Lounge allowed Visa’s preferred customers attending the 2008 Outside Lands Festival in San Francisco access to the VIP experience. Those in possession of a Visa Signature card could use private luxury restrooms—a far cry above the porta-potties provided for the masses—along with a private bar and a free blanket gift for visiting the lounge. For entry, cardholders simply presented their Visa Signature card, their ID and any valid festival ticket.
  - Avis Preferred membership enables car rental customers to skip lines and paperwork and go straight to their car, at over 1,400 locations worldwide. Avis keeps preferred travelers' rental preferences on file and automatically books their car accordingly to minimize hassle.
  - Amsterdam-based private bank Insinger de Beaufort launched a new service aimed at saving (valuable) clients the time and hassle of dealing with the minutiae of their personal finances. Insinger's clients are sent a big shoebox by courier every month, into which they drop anything admin-related: bills to be paid, bank statements, receipts, tax returns, speeding tickets, insurance documents, etc. At the end of the month, Insinger sends a courier to pick up the box, and then processes its contents. Clients are sent a complete overview of actions and transactions within three business days, after which the bank takes care of the entire follow-up process, including paying bills, filing tax returns and processing business expenses.
  - Introduced in May 2007, all IKEA stores in Canada feature Green Parking spaces reserved for drivers of hybrid cars and fuel-efficient vehicles. Very ECO-ICONIC too, of course.
    
    Expect the number of preferred parking spots for hybrid vehicles to exponentially increase in the months to come: from other retail stores and hotels, to airports, stadiums, campuses and more. Next?
  - Babies“R”Us stores introduced reserved parking spaces for expectant mothers years ago; the program now covers 250 stores across the US.
  - In Slovenia, Diners Club Black Card holders are given access to the best parking spots at Ljubljana Airport.
  - The ‘new’ perk isn’t about old-school loyalty programs or run-of-the-mill discounts, as those do tend to deliver financial value to customers, but not necessarily the status boost or true convenience we’ve tied PERKONOMICS to.
  - Segmentation by tier is fine, but be careful not to alienate your lower-tier customers: keep it aspirational, not dismissive!
  - perks are cool to receive, but not cool to have taken away: prepare to be in it for the long run, or clearly communicate the temporary nature of the privileges you’re introducing.
  - Even aforementioned brands like Lexus, which rolls out novel perks on an ongoing basis, haven't succeeded in establishing a globally understood PERKONOMICS image, where perks are viewed as an integral part of owning a Lexus.
  - for those of you in the advertising/consulting world: why not start the world's first agency fully dedicated to PERKONOMICS campaigns and projects?
Google Maps Assembler on 2008-10-02
Training workers in PKM (personal knowledge management) on 2008-09-28
- Personal Productivity Improvement: (leading practice: Ernst & Young, KPMG)
  
  Pre-interview each employee in the organization to
  understand their job, what knowledge and technology they use and how
  they use it.
  Pre-assemble a file of possible 'leave-behinds' -- 'cheat
  sheets', step-by-step instructions, FAQs, bookmark lists etc. that the
  employee is likely to find useful, based on your previous PPI sessions
  with others with similar jobs or learning styles.
  If you don't already have a personal content management program (see below) get this set up for the employee first.
  Schedule about an hour face-to-face with the employee. The
  first half-hour should be spent observing and asking questions of the
  employee to identify significant productivity problems. The second
  half-hour should be spent showing
  the employee more effective ways of doing their work, stepping them
  through the leave-behinds, answering questions and getting feedback
  from the employee on the value they feel they have received from the
  session.
  Compile a list of observations and systemic problems that
  PPI cannot resolve, and present them to senior management for them to
  address.
- Personal Content Management:
  
  Work with each individual employee to help them organize
  and index their 'My Documents' and e-mail folders in a way that makes
  sense for them. A standard firm-wide taxonomy is rarely appropriate and
  with current technology it is no longer necessary. Each person's files
  should be set up the way they would set up their personal filing
  cabinet if the documents were all hard-copy. Rather than by
  subject-matter, the most effective organization scheme is often 'taskonomic' rather than taxonomic -- indexed by how
  or when it will be (re-)used.
  Deploy Google Desktop or some other fast, simple, powerful desktop search tool.
  Use RSS feeds to simplify 'publishing' and 'subscribing' to
  others' content, and show employees how to use them and how to
  integrate this content into their personal taxonomy.
  If you have canvassing and/or harvesting programs (see below) show employees how to use them and how to integrate this content
  into their personal taxonomy.
  Develop and disseminate (with simple one-page instructions
  or FAQs) routines and practices for effectively capturing, filing and
  finding relevant knowledge in the context of what it is to be used for.
- 3 more annotations...
- - Personal Shared Workspaces, Publishing & Subscription:
    Educate the project team.
    Identify the pilot group: There are three constituencies in organizations who will more readily see the benefits of using personal shared workspaces and who are therefore natural pilot groups:
    (a) subject matter experts who are inundated with requests for
    information and advice, who could benefit from having their 'electronic
    filing cabinet' accessible to and browsable by others in the
    organization, (b) those in the company who are already publishing
    newsletters and similar regular bulletins, and (c) those who are
    coordinating community of practice networks.
    Develop a starting personal 'taskonomy' and starting personal content archive for each pilot group member.
    Select and adapt a commercial weblogging tool and/or develop your own personal shared workspace tool.
    Get
    the IT subteam to: Convert personal content archives to HTML &
    ‘bulk publish’ them, create a personal TOC for each group member, and
    develop a password protection scheme.
    Offer everyone in the
    firm a brief seminar on personal shared workspace publishing &
    subscribing. Let interest in using these tools spread virally.
    Talk up personal shared workspaces outside the organization.
    Set up a personal shared workspace help/monitoring group.
  - Automatic Content Harvesting: (leading practice: Hill & Knowlton)
    
    Create separate Public and Private 'My Documents' and e-mail folders on each employee's hard drive.
    Whenever users 'save' or store a document or message,
    prompt them to decide whether the document should be stored in the
    Public (shareable) or Private folder.
    Establish an automated mechanism like RSS to regularly
    'harvest' the Public folder information, to a central mirror site
    that other users can browse, and/or in response to just-in-time
    canvassing searches (see below), peer-to-peer.
    Encourage people in the organization who maintain the most
    valuable context-rich content (e.g. subject matter experts, network
    coordinators and newsletter editors) to use personal shared workspaces (see above) to post
    and archive their content as part of their Public folder.
  - Just-in-Time Canvassing, and People-Finders: (leading practice: Lend Lease corporation)
    
    Use social network analysis (mapping or interviewing) to identify the de facto networks of expertise and trust in the organization.
    Use these to identify network coordinators, the 'people to go to first' on key subject matter areas for your organization.
    Have these coordinators create, maintain and publish
    Canvassing Lists (e-mail groups) with e-mail, IM, phone and other
    contact information for the people in these subject matter networks, so
    that anyone in the firm who wants to canvass people in a network can do
    so with one click. These lists should include experts outside as well
    as inside the organization.
    Create Canvassing Templates, forms that people can fill in
    quickly and simply to describe what expertise they're looking for, and
    then send them to one or more Canvassing Lists.
    Devise a simple one-page instruction sheet/FAQ on how to
    effectively use the Canvassing Lists and Templates, which
    communication media to use in different circumstances to contact them,
    and how to deal with telephone tag, non-responses and other situations
    when canvassing response is inadequate. It should also deal with
    appropriate etiquette and protocols to ensure the canvassing process
    isn't abused.
    If you also have an Auto-Harvesting program (see above),
    consider putting experts' weblogs and other context-rich resources in
    the Canvassing List to use as a surrogate for people who are unable or
    unwilling to respond to canvassing requests personally.
How we learn and why we don't on 2008-09-28
- we hardly ever do anything together
  anymore. The job of the typical specialized 'knowledge worker' today
  (despite the prevalent and somewhat fraudulent hype about collaboration
  and work 'teams') is mostly individual, solitary activities and
  experiences. And social and family discourse often centres around the
  passive and individual watching of television or films or listening to
  music. We often don't even eat together anymore, the primeval, original
  social activity of all species.
- Here is my list of the
  top 10 constraints to learning in our modern culture:
  
  We don't allow ourselves (and society doesn't allow us) enough time for wonder.
  Our workplace activities and our home routines are often repetitious and stimulus-poor.
  We don't do anything together anymore.
  We get too much of our life experience second-hand (from books & movies, and online).
  We suffer from imaginative poverty -- we won't let ourselves imagine, and now we've largely forgotten how to imagine.
  Our lives are too organized and too scheduled to allow serendipitous experiences and hence serendipitous learning.
  In this world full of terrible knowledge and awful
  realities, we are becoming afraid to learn. We cannot bear too much
  reality, too much bad news, and we don't want to accept the awful
  responsibility that knowing and learning brings with it.
  
  Everything about the current Western educational system impedes and discourages learning.
  The media have addicted themselves, and us, to facts rather than meaning.
  We have 'desensitized' ourselves -- we process everything mainly with our left brain, so we no longer really see, really hear, really smell, really taste, really feel.
How we are inefficient on 2008-09-28
- "We don't know how to effectively organize, manage and find
  the information we have now, in our offices, on our laptops, and in the
  few shared databases we use, so we waste a huge amount of time 'looking
  for stuff'."
- "We don't know who to talk to, to get information we need quickly, inexpensively and effectively."
- 11 more annotations...
- - "When we do know who to talk to, we can't get hold of
    them."
  - communication tools with 1001 useless functions, but no one has
    grappled with the very human, critical problem of setting priorities
    for conversations, and getting the people who most need it access to
    the experts quickly.
  - "Meetings, training courses, presentations and other group
    activities are largely a waste of time -- they're badly managed and
    often unnecessary, but we participate because we're told we have to.
    Teaming and collaboration are largely management myths -- the real,
    important, effective, valuable work is individual or one-on-one, and we
    know how to do it." Many business-people spend up to 30% of their time
    in group activities scheduled by others.
  - "We need to find ways to stop doing a lot of things that aren't important." E-mail
    and other new technologies are causing people to spend more and more
    time doing things that are urgent but not important, and sometimes
    things that are neither urgent nor important but easy to do
  - We don't know what we don't know. When we fail (to win a
    proposal, to complete a project on time or on budget, to keep an
    important customer or employee etc.), it's almost always because of
    what we didn't know, not because we did our jobs badly. If that
    knowledge was available, we'd have it, and we'd never fail.
  - "We're past information overload, we've reached information
    exhaustion. There's not enough time in the day to read everything we
    should, let alone everything we'd like to." How can we help workers
    filter and rank the material in their various reading stacks and
    inboxes, and how can we get it to them in more succinct form without
    sacrificing important context?
  - "We spend far too much time wordsmithing and writing, and
    not enough time talking to people -- customers, employees, colleagues,
    experts and thought leaders in our field." 'Face time' is a critical
    factor in relationship building, in selling, in customer and employee
    satisfaction, and in learning effectiveness. Key decisions are made and
    key contracts won more often on a few well-spoken words than on a
    finely-crafted written report or proposal. And most workers' oral
    communication skills -- one-on-one and in group settings -- are sorely
    lacking.
  - Work one-on-one to understand the problems each worker is having
    acquiring and processing information, and finding, contacting and
    working with experts; provide them with personalized training, tools,
    suggested processes and 'cheat sheets'
  - Identify, and then with executive sponsorship establish
    standards, procedures, filters and measurements to reduce unnecessary
    e-mails, information flows, paperwork, meetings and interruptions that
    prevent and interfere with critical work activities. Track and aim to
    halve the aggregate amount of 'non value added' time.
    
    Work with Learning leaders to develop voluntary training programs
    that can enhance time management, information management, work
    prioritization and oral communication (including story-telling!) skills.
    Assess the aggregate cost to the organization of information
    (buying it, storing it, looking for it, reading it, figuring out what
    it means, managing it) and also the aggregate cost to the organization
    of not knowing -- the cost of
    failures (lost contracts etc.) and errors that demonstrably could have
    been prevented or mitigated had there been more or better information
    available. Use these measures to objectively evaluate information
    adequacy, quality, and overload, and recommend changes to tools,
    repositories, and processes.
    Develop a set of Work Effectiveness Principles customized for the
    organization that can be used to influence and drive strategy,
    structure, policy, and behaviour in the organization.
  - changing Knowledge Culture from
    "knowledge hoarding to sharing, collaboration and innovation". Pretty
    high-falutin' stuff. It was fascinating, but ultimately futile,
    misdirected, overly ambitious, and endlessly frustrating. If I'd had
    the foresight to have put the six bullets above on my job description
    instead, it would certainly have raised lots of questions and eyebrows,
    but ultimately would have probably achieved much more substantial
    results
  - If
    only they'd named me Chief Work Effectiveness Improvement Officer
    instead.
Become a More Effective Leader by Asking One Tough Question - Marshall Goldsmith on 2008-09-27
- What prevents us from making the changes we know will make us more effective leaders?
- The 'do-nothings' were good people with good values. They were intelligent
- 6 more annotations...
- - The daydream goes like this:
    
    "I am incredibly busy right now. In fact, I feel as busy as I have ever felt in my life. Sometimes my life feels a little out of control. But I am dealing with some very unique and special challenges right now. I think the worst of this will be over in a few months. Then I am going to take a couple of weeks to get organized, spend some time with my family, start my 'healthy life' program, and work on personal development."
  - I have learned a hard lesson trying to help real people change real behavior in the real world. The 'couple of weeks' that you are fantasizing about are not going to happen. Look at the trend line. There is a good chance that tomorrow is going to be even crazier than today!
    
    If you want to make real change, ask yourself this tough question: What am I willing to change now? Not 'in a few months.' Not 'when I get caught up.' Now.
    
    Now, take a deep breath. Forget your glorious plans. Accept the craziness of your life. Do what you can do now. Let go of everything else. And make peace with what is.
  - Get started on the activity within two weeks - or take it off the list - and quit tormenting yourself.
  - I do have a couple of ideas that will help individuals make positive and lasting change or "quit dreaming".
    
    1. Chose Friends Carefully
  - Such people will infuse more positivity than negativity into your life.
    
    2. Limit Time With Friends: Even very good friends should not be overinvolved in each other's lives.
  - 3. Maintain & Ensure a Happy Marriage/Partnership/Relationship: Almost nothing is more debilitating than an unsatisfying, counterproductive, or destructive relationship with your most intimate partner. Make sure that your most important relationship is positive, lively, and healthy.
The Art of Nonconformity » Time Is Money? on 2008-09-27
- Like money, time is limited. But unlike money, once time is gone, there’s no getting it back. You can’t earn back what has been spent.
- The story is about a Zen student who is running from a tiger in the forest.
  
  The tiger is catching up to him, and the only way out is to jump over a cliff that leads to certain death on the rocks below.
  
  With no real options, the Zen student jumps over the cliff, and just manages to grab on to a branch halfway down.
  
  Beside the branch is a bush of wild strawberries, and the student reaches over with one free hand and takes one.
  
  With the tiger above him and certain death on the rocks below him, he slowly eats the strawberry.
  
  And as he does, he thinks, “This is the best strawberry I have ever tasted.”
  
  ***
  
  Thank you for your attention. Now, get back to work.
  
  Because Time Is Money… right?
- 1 more annotations...
- - The strawberry story was really great; one should appreciate the simpler things in life

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