Freedom For Ideas

Sharing ideas, concepts and thoughts, mainly about Information Technology – and consulting

Archive for September, 2009

You don’t need a damned e-shop, your customers deserve more!

Posted by Yannick Martel on September 24, 2009

Going shopping?

I admit it, I am a telco guy, having worked in that sector for longer than I care to count. It is thus a pleasure for me to see telecom operators transform and adapt, when they do it for good. I appreciate seeing new ideas take form and shape for the benefit of all, vendors and customers. But it seems to me most telcos are struggling with their Internet strategies. They have a hard time setting up nice enough Internet site, keeping them up and running and attracting customers to them.

Probably that’s the reason why I want to share here what I would like to tell them, especially after reading Jeff Jarvis.

1- Stop calling the Internet site where you promote your products and sell them an e-shop or an Internet boutique.

Once you know a thing’s name, your control it. That’s the nice side of the coin. The other side is: you name it wrong, you get it wrong. Naming your selling site a boutique means it will be only this, a copy of a physical shop, where you only expect to sell at a reduced cost – to you. Thus at best it will provide a slightly worse experience than a physical shop. Don’t ask why your customers are still going there.

Instead, you should find what else it could be, and try to do it. But that should be something better, unique, which can be done only via the power of Internet – and we know that we can do many new things thanks to Internet. If you don’t, just take a tour before building your web site.

2- Stop positionning it as a competition to your physical shops

A bit of a competition is good, too much can be dangerous, especially inside a firm. Build your business relationships, most of all with your colleagues, on trust and cooperation, not competition – don’t worry, competition will come by the side, even if not encouraged. This means you should develop the Internet media as a new, original one, which has its own niche, and is complementary to shops. If your Internet presence compete with your physical shops, it means that you are not promoting at their best the advantage of each channel. And don’t forget: while your are busy managing the devastating effects of internal competition, others might be taking care of your (old) customers.

3- Create a community and hand it control

The Web 2.0 is all about communities. We are lucky in that mobile phone and even Internet access are already community-oriented. Mobile phones are trendy gadgets, and for many accessing the Internet via an operator is being part of his community. Not for everybody, but you only need a small critical mass to start with it.

So the advice is, straight from What Would Google Do?: make your on-line presence a platform on which communities can live and flourish. As a side-effect, these communities can help you sell your products, or better use them. If you take care to listen and cooperate with them, they can help you improve your products, get better support, package them the right way or price them the right way. First, you accept to be influenced, and then you give them some control. Then they can help you and work for you – by working for themselves.

4- Don’t do it all yourself

If this program sounds pretty difficult, you are on the right way. But don’t do it all yourself! You can build the minimum infrastructure, hand them the tools, and then get ideas and help from the masses. Your devoted users can help you design your next best-selling products. They can also build many aeras of your next successful community platforms (aka web sites). Allow and encourage plug-ins and links.

5- Provide them access to your best deep resources

That’s the best of true SOA and SSOA. If you really want to get help and you are serious about it, you should do your best to those people devoted to help you. You should give them access to your most valuable resources, to the depths of your IT, network and service infrastructure. And the best part of it: be happy if they are using it better than your own guys.

And now, where do we start?

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Discipline and teams, part 3

Posted by Yannick Martel on September 24, 2009

A social activity

I know I should be doing some sport. I like running and live close to the forest. I know it would be better for my body and my health and I do not have any reason not go running every Saturday morning. Or do I? I just cannot discipline myself to go. Comes my son, Simon. He wants to perform better at the running competition organized by the schools of the sector. He then suggests that we should go together to run a bit every Saturday morning, that it would be better for my health. And I say “Yes!”, with good chances to stick to it. I have even stopped using the elevator for getting up the six floors to my flat.

Alone, I lack the discipline. The two of us are stronger. Interestingly, Scott Peck does not develop much this topic, but only mentions group therapy exercises without developing much. My point is that the two of us are a team: a group of persons oriented towards the same goal and willing to cooperate towards it. Simon wants to perform at the competition and his dad to be healthy, I want the same, we have found a way to work together to the two objectives. And I think we will stick to it more easily because we will support one another. This can be the same with a husband and wife couple, and this is the same with a team at work, a true team.

Indeed a group of people can be much worse or much better than a single individual. When not performing, it can be lazy, prone to self-indulgence and sustain poor results – bad attitude can be reinforced. On the opposite, a well-oriented team can offer very strong support to its members – each one is helped by the others and by the conscience of the team.

This is the reason why I have a lot of hopes in the power of team to help in making deep changes in firms, such as infusing a new culture of customer orientation or continuous improvement. Peter Scholtes in The Leader’s Handbook mentions that change is a social activity – we can make better changes in groups if we treat it first as social change, as change in relationships. And we can make better changes if we get help from true teams!

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Discipline and teams, Part 2

Posted by Yannick Martel on September 15, 2009

Beach at sunset

Let us go on today with discipline, following my first post.

Discipline is not a very popular value today, in a cultural environment which is prone to anxiety, leading to withdrawal and the erection of barriers and walls. What is the worth of discipline when hope is missing? “Lack of hope may give place to despair or cynicism“, and hope is surely missing a lot today.

We must be strong, perform, be autonomous and so on, but we look for magic bullets, easy ways of becoming what we wish to be. And lots of people are ready to sell them! We want quick results, not years of slow progress! We cannot understand that some results can be obtained only by a long, disciplined and oriented effort.

This is still worse when we wish to discipline others: “il est interdit d’interdire” (“it is forbidden to forbid”), from the students movement in May 1968. I nevertheless realize that if we believe we can help other people grow, either our children, colleagues, team members or customers (our boss?), then hope and discipline are required – from us and from them. How then can we foster discipline?

Indeed, true discipline cannot be enforced. Going back to The road less traveled, we understand that discipline is nothing less than a grace, which can be accepted or refused.

Scott Peck finds that some patient can improve spectacularly when another, with a much less serious case, does not. Professionally, some people have this inner strength and willingness to improve. They will learn new things, experiment, trying to get better and better. They will also lead when required and follow when it is better. Some other people will just do what is required to avoid problems, and be happy with it, without trying to help when possible, without seizing opportunities.

Why is that so? For sure, personal histories, environments, corporate culture have a role to play. But they fail to explain it all. A huge part of it is indeed a mystery.

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Discipline and teams – Part 1

Posted by Yannick Martel on September 10, 2009

Britanny, early in summer

I have recently read the french translation of The road less traveled from Scott Peck. I particularly appreciated his arguments on discipline as the base for any progress, including spiritual growth. I would like here to share some of what I noted in the book, and then some thinking on teams which it lead me to. As it will be a bit longish, I am going to split the post in two or three. So bear with me, we are for today talking about discipline.

Scott Peck presents discipline as necessary for any progress or growth. Discipline is necessary for succeeding in any difficult learning situation, any spiritual evolution or any improvement process. The opposite of discipline is laziness, which leads to stagnation, and allows entropy to take over – and thus regression and return to mediocrity. Discipline here is meant as self-discipline, I believe, the one which is coming from inside, not enforced from the outside.

I see everywhere real life proof of the pertinence of this model. Let us imagine that I have just received an e-mail which makes me angry. I know, intellectually, that I should not answer it immediately, but wait a bit to cool down before doing so, or not answering at all. I can succeed first because I know it, second because I have the discipline to wait for a moment that I know is right – thus deferring my reaction. On the longer term, I can learn about situations in which I can answer immediately and other situations in which I would better defer my reactions – thus being a bit wiser and less subject to my emotions.

Or another example: it is clear to me that producing working software applications is a difficult activity, requiring creativity and inner strength to put it to work, day after day. We find people who are strong enough to put their hearts in working for the progress of the group or company they are in, putting things in perspective and making sure everyday that they do whatever they find the best for this progress. We find other people who are just doing whatever is fun and pleasant at the moment, doing barely enough to avoid trouble, ignoring what they indeed know they should be doing. They just don’t have the discipline to inquire really on what is best to be done today and stick to it. They wait for external guidance and act minimally on it.

A last, more complex example, from some typical mission of OCTO Technology: we can explain to a software developer good practices and convince him. But the practices will actually stick and bring progress only with discipline. One such good practice consists in first creating a new automated test each time a bug is found in an application, and then only to try correcting the defect. Then you make sure that the next time somebody makes a change to the application which provoke to the same bug it will be detected very soon, during unit testing and not in production. We produce arguments, explain rationally how defects found early and much less costly than found later, how it is a good practice to stop and set this test first because you will not do it later. Still a lot of people will not have the discipline to stick to the practice and will just correct again and again the same defects – or transfer them to unfortunate colleagues…

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