Archive for the 'Learning' Category

Mar 04 2008

Success in 8 words / 3 min

While browsing TEDTalks in anticipation of the 2008 installment, I ran across this gem by Richard St. John. I thought it was one of the most concise statements of what I have heard from many people I respect. Richard aggregated this view by interviewing 500 successful people over a 7 year period.



For those of you that can’t see the embedded video, here is the link to the page on TED.com For those of you that don’t have time to watch here they are:

  1. Passion (Do it for the love not the money)
  2. Work (Hard work, be a worka-frolic)
  3. Good (Get damn good at something)
  4. Focus (x-ray vision focus)
  5. Push (through shy-ness and self-doubt)
  6. Serve (others something they value)
  7. Ideas (have them)
  8. Persist (through the Criticism, Rejection, and Pressure)

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Jul 29 2007

The enabling application for Electrochromic Materials?

uw_smart_sunglasses.jpg

Here a link to an article on Roland Piquepaille’s blog conerning some prototype electrochromic sunglasses put together by the University of Washington. What I really liked about this example is not that electrochromic materials are totally unknown as there has been significant work on them for decades. It was that they built a prototype to try it. I also see applications like sunglasses as the perfect enabling application for electrochromic materials. The fact they they are fault tolerant, non-mission critical, and bring a new axis of differentiation, and are adjacent to the “real” or “large” market. Applications like these allow for processors, material suppliers, and designers to become comfortable with a new innovation and accelerate the acceptance in the markets that will ubiquitize electrochromics (Building and Construction).

[Here is the original article for the work above]




















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Jun 04 2007

4 Situations in Marketing: One, Few, Most, or All

Seth Godin has an interesting post called “One, a few, most or all” where he discusses about what he calls the 4 situations in marketing. He makes this distinction based on who you need to influence. As the un-initiated (aka, not a marketing guy) I know that you have to be aware of your audience and potential customer, but after reading this post it makes it completely clear that you have to approach each situation differently in order to succeed. Here are the situations:

  1. One. When you need to fill a job or sell a house you only need to convince one person.
  2. Few. When you want to be the hot local restaurant, or sell many copies of a book, or be a popular TV show you have to convince quite a few people.
  3. Most. Some businesses only work when a large number of people participate: LinkedIN, Ebay, Paypal, YouTube for example, or a telephone company or the mail service.
  4. All. When you need to convince all of a panel or group in order to win, for example to specific your product as an industry requirement, or you need the support of 51 senators to pass your bill, or you need a town council to approve your building permit.

Thinking more about this specific grouping, it is very evident that you need to know which situation you are in before you develop your strategy. Sometimes this situation will be determined by business model economics, while in other cases this might be determined be product maturity, % market share, or legislative situation. In all cases knowing your situation will help you to develop a strategy that is more aligned with your goal.

  • C an you identify which of your potential product or service offerings might fall into these categories?
  • How does your strategy for approaching and intereacting with a customer change with respect to what situation you are in?
  • Do certain market segments always fall into the same marketing situations?

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May 31 2007

LinkFest 5-31-2007

I have a couple of interesting links that people may be interested in.

  • My friend forwarded this transcript of a pre-commencement lecture given by Narayana Murthy (chief mentor and chairman of the board, Infosys Technologies) at the New York University (Stern School of Business) on May 9. The theme of the lecture was the great impact that chance events played in shaping his life. Quite a good lecture. It really got me thinking as to the random events that lead to long friendships, family, professional success, and perception altering moments.
  • This story from Seth Godin about alignment is concise and to the point.

“When there’s a gap between someone doing her job and doing the right thing, then management has failed.”

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    May 23 2007

    iinnovate.com interview with Carly Fiorina

    The team over at iinnovate.com always surprise me with the quality of their guests for their interviews. This latest interview with Carly Fiorina formerly CEO of HP is no exception.  Min Li Chan and Min Liu ask some very good questions which dig out some great answers and advise from Carly.

    Carly gives some really great perspectives in this interview.  Here are a couple of my favorite questions:

     

    When asked asked what element of being a CEO was most challenging at HP she Carly stated:

    “The most challenging part about being CEO of HP was that we had to transform the company. It was a great company with a great history, but it was also a company that was lagging further and further behind when I arrived. ….. <stats on missed financials, lack of innovation , etc>… We had a great deal of change that needed to be done, and change is always very difficult.  It [change] is always resisted and particularly difficult with a large, tradition-bound company like HP was.   But that is also frankly the challenge and joy of leadership. Leadership is always about changing things. ….”

    When asked how to preserve innovation and a sense of entrepreneurship in corporate America as companies  grow above 10,000 employees mark she stated:

    “… So it is a challenge for every company.  The pressure for Corporate America boils down to the fact that the  focus on profitability sometimes causes people to cut costs as opposed to investing in innovation.  This is where leadership is so imporatant.  If the leadership doesn’t decide that innovation is a value worth celebrating then eventually it will whither.   If leadership doesn’t decide that instead of cutting that expense, they will make that investment in the future, then the investments won’t get made…..   I think it is about the culture of a place. Whether risk-taking is really celebrated and rewarded, and if you are going to celebrate and reward risk taking, you have to let people make mistakes.  Not every bet is goign to pay off and you have to deal with that…. There is no silver bullet, but it starts with a believe that innovation is the life-blood of a technology company….”

    When asked about the trend of startup aquiring as the major source of innovation for a tech company and whether this was dangerous she replied.

    “I think it is a trend which offers some advantaeges to startups…. It is dangerous when taken to extreme…. Every company gets to a place where the old answers don’t work anymore and then the only thing that works is for people to be creative and try new approaches to old problems. If you have outsources all your creativity, all your ability to take risk, all your ability to think about a new idea, then you are not going to be able to solve the problem you need to solve….”

    Her talk on how medieval studies (college major) helped her and what a CEO is suppose to do she stated:

    “That set of studies, more than anything, taught me how to think…. It [particular class in her major where she was required to read thousands of pages and condense them to 2 pages every week] taught me that to really undestand something you really have to go through all the detail of it, but then to be able to communicate something, to be able to prioritize action around something,  you have to get it down to the essence.   It taught me how you distringuish between the truly important and the merely interesting….”

    When asked why she thought that anyone wanting to be a CEO should take on a sales role as some point in their career she stated:

    ” I think the human dimension of business is really important…. but beyond that, what selling is really about, if it is done well, is talking to people in a language they understand, that is meaningful to them.   If you are going to be successful in selling something to someone else, you have to speak to them in language that is familiar to them and in terms of things that are important to them….. Those are skills that any executive needs to have: How do communicate effectively. How do  speak to people in language they understand.  How tp speak to them in terms that are important to them….”

    Interesting insights on some relevent topics to anyone in business. There is much, much more in the interview, well worth the listen.

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    Mar 22 2007

    Heidi Roizen of Mobius Venture Capital on iinnovate.com

    I ran across this podcast interview with Heidi Roizen of Mobius Venture Capital. Julio from iinnovatecast.com put together some great questions for Heidi ranging in topic from what is web 3.0 going to look like?, how to hire great people?, how to manage your list of contacts and build great relationships?, and how to balance work and life?. Some very interesting discussion on what she sees as chief motivators for employees and what has been most satisfying in her carreer. Her insights on women in technology and VC are great. Heidi offers some interesting perspective as she has lived both sides of the street in that she has been at the reigns of a sucessful startup and now funds those hopefully successful startups. For more insight from Heidi check out this interview over at PodTech.

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    Mar 18 2007

    TEDTalks

    tedtalks_splash.jpg

    Guy Kawasaki has a post on the TEDTalks from this years TED2007 being up on for your listening and viewing pleasure.  Looking at the speakers and the topics, this looks to be an interesting set of talks for anyone interested in trends and how the world is changing from the perspective of those that are changing it. I was not previously aware of TED (If you are not either, check it out here), but I will be working my way through these and some of the older talks. Note that both audio and video are posted. I will probably do a summary of a couple of these, so watch here for more.

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    Mar 11 2007

    Learning by Simulation

    I was reading the January 11, 2007 copy of Machine Design Magazine last night. I know that was printed a while ago, sometimes I get behind on my trade publication reading. Machine Design is especially one that isn’t directly related to my day-to-day role, but I usually always at some point make sure to read it.

    In that issue there was an article by Phillip Trotter of Right Hemisphere Inc. entitled “A Better way to Accelerate Learning” that caught my eye (Here is the Link). The article talks about “Just in Time Training” for mostly mechanical devices. The concept is that a person who is called in to install/fix/service a piece of equipment can, through digitization , pull up 3-D accurate diagrams of the equipment, instructions for procedures, troubleshooting information, and the like. So instead of training someone for every possible contingency this JIT training allows a technician to become productive more quickly and continue operating efficiently. The article goes on to talk about how this is brought about by a convergence of computer advancement (portability and power), increasing re-use in 3D CAD (supplier to user), and advancement in web and database technology delivery of training. Naturally, Right Hemisphere produces products to help implement this type of JIT training. Another interesting note was through open-source like sharing of CAD data from the manufacturer to the user, the cost maintaining and updating instruction/training material is severely reduced.

    What really caught my eye was this image that accompanied the article.

    learning02-00.jpg

    A similar diagram is also availible in this write paper on Interactive Training at Right Hemisphere.

    I have heard mention of the relative effectiveness of various training types, but this diagram and the relative amount of course design that goes into each one is particularly interesting. As I read through this chart, I looked back on my time as a student and tried to internally validate this with my own historical knowledge. I had some difficulty in validating the we only remembering 10% of what we read for example. The 90% retension of a something that you have learned through simulation and games was easy for me to grasp. I look back and vividly remember to this day my undergraduate and graduate controls courses where we learned about various types of process control through simulation. It was a computer based learning excercise where small teams and individuals would be posed with real chemical processes with their control systems. It was your job to choose between several different control implementations (P vs. PI vs. PID, or standard feedback, feed-forward, or cascade controls) and then tune these controllers and look at the realtive performance. To this day I still re-call correctly the information I learned in these simulations. At the time it was very frustrating because you could not fudge your way through it. You had to learn by trying various stategies, looking at the results, identify your failure points, correct them, and then not finish until you had proven to yourself that you had a robust solution. (Dr. Smith, you were ahead of your time)
    This also reminded me of a podcast I listened to a while back on Dan Keldsen’s Blog that discussed “Learnertainment” and learning through simulation.

    So taking this a step further, what are those areas in your business that could benefit from education or training by simulation?

    • Are there core competencies that usually can only be learned by “time in job”?
    • Are there tasks that can only be learned by doing?
    • Are there mission critical or safety related items that are candidates?
    • Are there large-scale systems with long time cycles that would benefit from simulation where you can see the results of your actions in a time less than years?
    • Are there situations where competitive strategy elucidation by game-play could be useful?

    I can think of quite a few candidates. Now is that caveat about the increasing time in training curriculum development we see as the horinzontal arrow in that image above.

    Do you have a real world example of when you learned through simulation?

    Do you know of an example of how your company or you are using simulation in employee training?

    Write and tell me. I’ll post the good ones here.

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