I and Millions of American Viewers Will Miss You. I grew up in a small, Indiana town not far from your hometown of Indianapolis, IN. When I entered college in 1984, I began following your brilliant television career every night at 11:35 AM Central Time. You made me laugh with millions of other students in American college campuses. You reminded me five nights a week why I shouldn’t always take life, myself, or the status quo too seriously. I needed your funny, unique, and irreverent perspective during a difficult time in my life. (more…)
These posts in the blogosphere and LinkedIn’s Publishing Platform showcase employment trends describing why a personal blog or website is a vital 2015 professional development goal:
I’d like to add an important and overlooked reason for investing in our own online real estate: Being Blind-Sided by an Online Platform’s Policy Changes.
Brrrr! It’s cold in The Midwest (East/West Coaster Translation: The Flyover States). Please keep warm and enjoy these share-worthy links during your Sunday brunch. (more…)
I love reading books. They’re my secret weapon for accessing critical thinking. Here’s a short listing of my favorite books / authors who inspired me and exhausted my Kindle in 2014 (by the author’s last name in alphabetical order). Note: Some of these titles are pre-2014.
Seth calls out our schadenreude, spectator sport culture, and it’s power in curbing intelligent risk taking (except in Silicon Valley). When It’s Your Turn is an in-your-face, call-to-arms, entrepreneurship manifesto. The battle cry rallies around showing up everyday, to create and ship our art. Now’s the time to revel in that uncomfortable place of “this may or may not work.”
I’m moving into a new career as an entrepreneur in an early stage startup, That’s a scary leap after corporate life. But, those simultaneous feelings and fear are the right place to be:
I’m late in reading this classic marketing book. I hope to meet Seth, shake his hand, and talk marketing strategy. That requires fluency in Ideavirus terminology (i.e., sneezers – both promiscuous and powerful, the hive, persistence — not the one related to effort, vector, vacuum, amplifier, smoothness, etc.).
Technical prowess and technical insight aren’t enough. Creative storytelling and written communication carry equal weight (direct quote from Everybody Writes, page eight):
What’s harder is to find a book that functions for marketers as part writing and story guide, part instructional manual on the ground rules of ethical publishing, and part straight talk on some muscle-building writing processes and habits.
What’s also hard to find is a book that distills some helpful ideas about the craft of content simply and (I hope) memorably, framed for the marketer and businessperson, as opposed to say, the novelist or essayist or journalist.
I wrote this book because I couldn’t find what I wanted—part writing guide, part handbook on the rules of good sportsmanship in content marketing, and all-around reliable desk companion for anyone creating or directing content on behalf of brands.
Everybody Writes teaches disciplined practice to elevate and sustain our writing skills. Ann’s book reads like cozy conversation with her while enjoying a great cup of coffee or a couple of frosty Sam Adams beers (keep in mind, she’s a Bostonian).
Ann poured her heart and soul into this work (or as she says “gave birth to a Volkswagen”). I guarantee you’ll benefit from her knowledge, talent, and heart.
If Tribes is the strategic and conceptual framework for digital leadership, Platform is the tactical roadmap for its successful execution. Creating and managing a personal brand is imperative in a crowded marketplace and recovering economy. Michael’s book unpacks the why’s and how’s of building a digital platform — i.e., the collective fans who subscribe to and follow your blog, email newsletter, podcast, Twitter feed, etc.
He explains step-by-step how he built his influential online presence and to power his career as a publisher, educator, and public speaker.
Art takes many forms (e.g., words, pictures, spreadsheets, presentations, sculptures, music, photographs, process diagrams, or anything we create with pride). These remarkable books capture Austin Kleon‘s philosophies and experiences on creating and promoting art. These fun, short reads answer two common questions among artists, writers, entrepreneurs, or marketers:
Question 1: How Do I Create My Art? Answer: Steal Like an Artist
Question 2: How Do I Promote My Art? Answer: Show Your Work
Austin’s writing and storytelling teach “how to get out of your own way.” Yes, creativity and innovation are messy. They’re hard and time-consuming. Manage those frustrations / fears so you focus on creating and shipping. Struggle produces. Struggle inspires. Steal. Show. Repeat.
Thank goodness that’s exactly what Judy teaches! Her book will change my life. Invest in yourself by buying and studying How to Be a Power Connector. It will change your life too.
Traction delivers a clear, how-to method supported by real-world, actionable insights. Gabriel‘s and Justin‘s interviews and case studies describe the successful execution of Traction’s Bulls Eye Methodology. Bulls Eye focuses on the second most important aspect of an early stage startup’s life cycle:
Critical Success Factor Number 1: Create, release, test, iterate, your product or service (hopefully, a good one solving a current problem)
Critical Success Factor Number 2: Get customers by experimenting / testing, measuring, and ultimately focusing on one customer acquisition tactic
Critical Success Factor Number 3: Max out the customer acquisition in CSF Number 2 and repeat Bulls Eye to find another customer acquisition tactic
Please share in the comments the digital marketing and entrepreneurship business books you read in 2014. What did you love about them? How did they inspire you?
I’m here to learn from YOUR PERSPECTIVE. Comments are open. Let’er rip!
Apple’s 21st Century Innovation Model is SICC: Simplicity + Inclusion + ControI + Collaboration
SICC Rhymes with SICK (and means the cool kind, not the feeling ill kind). Charlie Rose published his Tim Cook conversations after Apple’s September 2014 introductions for the iPhone 6, iPhone 6+, Apple Pay, and Apple Watch. Their conversations reveal Cook’s strategic vision for Apple and The Apple Ecosystem. His ecosystem-driven strategy explains the rationale for two (2) major 2014 corporate decisions:
The IBM Strategic Alliance
The Beats Music and Beats Electronics Acquisition
Cook explains these major decisions within the context of these central themes:
Apple is about making great products enriching people’s lives.
Killer products (and experiences) are designed outcomes by integrating Apple’s hardware, software, and services.
Google is Apple’s primary competitor. Their respective battlefields are the Consumer and Corporate Ecosystems.
Steve Jobs’ DNA Runs Deep Through Apple (10:37 – 13:55). Steve Jobs legacy endures at 1 Infinite Loop.His Cupertino office remains untouched. His core values are imprinted throughout Apple product design.
“Unlike other companies, Apple’s objective is not to make larger product portfolios.”
“All of Apple’s major products could fit on this small table.” (in reference to Charlie Rose’s iconic interview set)
“It’s hard to edit. It’s hard to stay focused. The hard part is deciding what NOT to work on.”
Diversity in Thought Fuels Apple Innovation and Design (17:13 – 20:23). Cook’s leadership mission is ensuring Apple senior executives and team members collaborate at an incredible level. That mission begins with recognizing individuals who are historically strong Apple contributors. During this point in the conversation, Cook enthusiasically mentioned five to six senior executives (by first name) making considerable impacts during their Apple tenure — like Angela Ahrendts).
Brad Stone’sSeptember 2014 BloombergBusinessweek article highlights Cook’s moves to include new perspectives at Apple. From January 2014 to September 2014, Apple hired approximately 20 senior executives from multiple industries (direct quotes below):
Betting the Farm on The Apple Ecosystem. Cook’s strategic bet makes collaboration an Apple strategic imperative.Applesenior executives are functional experts who collectively work as a team. Horizontal product development enables integration of hardware, software, and services to produce a killer product. Cook explains (20:08 – 20:23; paraphrasing):
“Respecting, trusting, and complementing one another (in thought and skills) is what makes this all work.”
Collaboration may be a virtue, but Cook insists it’s more of a strategic imperative. Aligning thousands of employees is crucial now that “the lines between hardware, software, and services are blurred or are disappearing,” he says (Cook). “The only way you can pull this off is when everyone is working together well. And not just working together well but almost blending together so that you can’t tell where people are working anymore, because they are so focused on a great experience that they are not taking functional views of things.”
The result is only now becoming apparent with services that work across different Apple devices. Embedded in the iPhone 6 and the new iOS 8 and Mac OS X Yosemite operating system is a feature called Continuity, which lets users start an e-mail or some other task on their Mac, pick it up on their iPhone, and then move it to their iPad or even the Apple Watch.
(Cook continues) “We would never have gotten there in the old model. These new products are reminders of why we exist.
The things we should be doing at Apple are things that others can’t.”
Battle of the Ecosystems: Apple Versus Google — Consumer and Corporate
Google Is Apple’s Top Competitor (32:30 – 36:00). Cook’s answer to Rose’s “Who’s Your Competition?” question speaks volumes. He recognized Google twice during their conversation as Apple’s most formidable competitor.
He dismissed everyone else including Samsung and Amazon. Microsoft never entered the conversation.
“Lenovo has the expertise and track record to scale Motorola Mobility into a major player within the Android ecosystem. This move will enable Google to devote our energy to driving innovation across the Android ecosystem, for the benefit of smartphone users everywhere.”
While acknowledging the China Mobile partnership is a “big deal” for Apple, he said (i.e., Isaacson) Google-Nest exemplifies the “amazingly strong integrated strategy that Google has to connect all of our devices, all of our lives, from our car, to our navigation system, to how our garage doors are going to open.”
Isaacson also pointed out that Nest co-founder and CEO Tony Fadell will be joining Google as part of this deal. “Fadell was one of the team that created the iPod. He was very deep into the Apple culture … when Apple was so innovative.” To play catch-up, Cook has to think about what industry he wants to disrupt next, Isaacson said. “I think Steve Jobs would have wanted as the next disruptive thing to either have wearable-like watches or TV, an easy TV that you can walk into the room and say put on ‘Squawk Box’ … or disrupt the digital camera industry or disrupt textbooks.”
“We ought to see in 2014, Apple do something huge,” Isaacson said.
Does Apple Lag Behind Google? Global Market Share – Yep. Global Market Profitability – #HellNo
Tim Cook Wants the Apple Ecosystem to Command the Enterprise Market (22:26 – 25:37). Steve Jobs transformed our daily consumer lives. Cook wants to reinvent our daily professional lives. That’s the mission objective for uniting with IBM, a former adversary. Cook shared with Rose the following anecdotes (paraphrasing):
“We believe we can change the way people work at an enterprise level.”
“The vision is to fulfill the unmet needs of the industry verticals down to the granular specificity of the job itself.”
“We can change the way people work. We spend so much of our lives working.”
“The iPhone maker has worked closely with a group of startups, including ServiceMax and PlanGrid, that already specialize in selling apps to corporate America. The two people familiar with the plans, but who could not speak publicly about them, say Apple is already in talks with other mobile enterprise developers to bring them into a more formal partnership.”
A Play for The Enterprise Version of The Internet of Things? Sounds like it to me. Now, that would be both transformative and lucrative. Stay tuned. I’m looking forward to learning about the Apple-IBM alliance’s penetration and progress after Q1 2015 (even more than the Apple Watch Launch).
“The creative genius of Jimmy Iovine and Dr. Dre.”
“Iodine’s deep knowledge of the entertainment vertical (i.e., music industry)”
“Dr. Dre knows artists and is an artist.”
Cook Recognizes Remarkable Human Centered Design (HCD) When He Sees It, Hears It, and Feels It. Cook shared with Rose how “not all subscription services are alike.” His enthusiasm in describing Beats Music after experiencing it himself is palpable (paraphrasing):
“Beats recognized the importance human curation can make in how you feel and experience something.”
The story behind the deal is much more nuanced, however. It’s not just about those tangible assets (referring to Beats’ headphone and streaming music platform), but rather a really big bet on capabilities—especially in product development, marketing, and branding. The fact that Beats has achieved a 59 percent share of the high-end headphone market in the United States and launched a high growth, buzz-worthy streaming service demonstrates the power of HCD principles at work.
Apple is well positioned to accelerate this momentum, given its own commitment to HCD.
Shunning Not-Invented-Here (NIH) Critics: Does It Matter in the Long Run How Apple Sources Innovation?
Cook’s critics point to the Beats acquisition as a leading indicator of Apple’s inevitable demise because it “no longer innovates from within.” Nonsense.
”WE WERE the first company to be selected No. 1 seven years in a row. My plan is that we’ll be the first company to bounce back.”
So says Dr. P. Roy Vagelos, CEO of Merck, no longer America’s most admired corporation. A year of economic turbulence, plus a far more extensive survey of companies, has produced a new crop at the top, with half of America’s ten most admired corporations newcomers to that elite group.
The long-reigning king is deposed, relegated to No. 11.
“Merck’s scientific excellence had long inspired admiration and envy; corporate leaders voted it America’s Most Admired Company in Fortune from 1987 to 1993. By the early part of this decade, however, Merck was finding it difficult to turn its science into new, profitable medicines. In Merck’s case, there was a unique element added to what was an industrywide drought.”
“Merck was so pleased and proud to be Merck that its research culture had become haughty and insular. The company refused to consider medicines discovered outside its own labs and spurned the mergers and research alliances that were reshaping the industry.”
“By late 2004, Kim had overseen a new system that allows scientists to mine scientific literature to identify promising chemical compounds. He also encouraged Merck scientists to use their connections to open doors for Merck’s acquisitions department
“In 1999, Merck entered into just ten collaborative licensing deals; by 2006, there were 53 joint-development transactions and small acquisitions.”
10 years passed before Merck transformed its strategic thinking towards developing and accessing innovation. In three (3) short years, Cook’s decisiveness and focus proves what happened to Merck will not happen under his “Apple Watch” as CEO.
Diversity in Thought (with a Capital D): Innovation Isn’t ONLY From Within Apple Anymore
The Tim Cook Leadership Era Means the “I” in Innovation Means “Inclusion Inspires.” That cultural pillar extends far beyond sexual orientation. He’s driving cultural and strategic shifts at Apple to sustain and grow a core Jobs-Apple value (10:37 – 12:04): “To Be the Best.”
When Your Competitor is “The Most Ambitious CEO in The Universe,” You Better Continue Reinventing and Transforming. Talent isn’t enough. Company culture drives innovation and competitive advantage.
Here are two amazing books on the significant impact of company culture:
Final Thoughts: Blocking Out the Noise and Questioning Conventional Wisdom
Will Tim Cook Continue Being Criticized for Not Being Steve Jobs? Yes. When you succeed an icon and legend, that’s a given. But, Cook won’t blink twice. He described to Rose his skill in “blocking out and filtering the noise.” (20:59 – 22:05)
Tim Cook Bets His Legacy and the Apple Ecosystem on “The Corporate Internet of Things.” That’s a massive pivot for a company whose past successes are rooted in consumer fanaticism. But, Cook has no interest in “following the herd.” Cook described to Rose why he decided to leave Compaq and join Apple in 1998(36:13 – 37:00; paraphrased):
“Well I’m just thinking I’m going to meet him and all of a sudden he’s talking about his strategy and his vision (i.e., Jobs), and what he was doing was going 100 percent into consumer. When everybody else in the industry had decided you couldn’t make any money on consumers so they were headed to services and storage and enterprise. And I thought, I’d always thought that following the herd was not a good thing, that it was a terrible thing to do right? You’re either going to lose big, or lose, but those are the two options.”
“He was doing something totally different.” (referring to Jobs)
Not Following the Herd. Questioning Conventional Wisdom. Being the Best. Sounds a lot like:
Photo Credit: Apple Website on October 5, 2011
Your Turn
Thank you for taking time to stop by. Please let me know if you agree or disagree with my thoughts in the comments. If you disagree, I would love to hear from you. I’m also here to read, listen, and learn from YOUR PERSPECTIVE.
Share-worthy links Social Media ReInvention Community Members can enjoy during Sunday brunch:
1) YouTube: Enhance Your Lighting – GE Commercial. Jeff Goldblum provides a brilliant and hysterical performance in the GE advertising campaign for #EnhanceYourLighting. Views continue exploding (1,394,000+ when I wrote this post). GE takes mundane advertising and transforms it into funny, memorable, and campy content.
Ballmer analytically approaches problem solving or new challenges by researching as much as he can through self-study or interviewing experts. The guy is 58, worth $22.5 billion, and wants to stay in the game.
He's finding his own path (away from Bill Gates). Anders notes Ballmer and his wife, Connie, are planning a different charitable route from The Bill and Melinda Gates Foundation.
Ballmer continues taking calculated risks. Anders references this quote from an August 2014 ESPN interview ESPN conducted with Ballmer: “It’s not a cheap price, but when you’re used to looking at tech companies with huge risk, no earnings and huge multiples, this doesn’t look like the craziest thing I’ve ever acquired.”
Olson's article proves trust and familiarity are the heart and soul of business relationships (versus Excel spreadsheets forecasting ROI). Jack Ma (Chairman and CEO of Alibaba) and Yang's friendship started in 1997 (and may save Yahoo).
Not convinced? The Forbes article cites 36 billion reasons.
"The job losses are necessary to control our costs and to allow us to continue to invest in the digital future of The New York Times, but we know that they will be painful both for the individuals affected and for their colleagues."
(Referencing the discontinued NYT Opinion app and ongoing NYT Cooking app) "They are all experiments, which we are determined to treat as such: to learn, pivot and, where necessary, make prompt decisions about them."
I admire and respect how a revered publishing institution like The New York Times attempts to adapt a Lean Startup mindset and culture. Yes, they're conducting experiments, validating learning, pivoting, etc.
But, it takes more than carefully sprinkled buzzwords in another announcement explaining job cuts. Organizations like The Times (and others) must wake up to the painful realization that lean startups do not require 1990's staffing levels and infrastructure.
Why doesn't the New York Times "just get on with it." They will thrive as a digital publisher. If it wants to go fully digital, why not commit now and:
Quantify the required subscriptions to build and sustain a digital business.
Determine and make the REAL job cuts needed.
Retain the required staff and physical assets for optimizing a digital MVP (minimal viable product).
But, it won't.
So, the bloodshed continues …
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Ellopositions itself as the anti-Facebook. No advertising. No user-tracking. And, no data re-selling to advertisers. Clean, minimalist, zero-clutter, user-interface. Invitation-only.
Martin highlights important, missing features in the launch release (e.g., like/favorite/+1 type button, search ability to locate friends, etc.).
I'm working on securing an invite so I can test-drive Ello. Will keep you posted.
I'm a visual person. Post-It(R) Notes are my storyboarding savior (colleagues say I have an illness and should seek professional help).
The app allows users to digitize their Post-It(R) Notes from brainstorming and storyboarding sessions. There's a 50 note limit for the image capture.
You can share, rearrange, categorize, and build additional storyboards with the app. Users can export the digital session into other tools (e.g., Evernote, PowerPoint, Excel, etc.).
This first version doesn't allow changing the names on the Post-its(R) once they're digitized (but future iterations will probably include this improvement).
The app requires updating to iOS 8. Yes, I endured a 2+ hour update session for my iPhone 5c so I could use Post-it(R) Plus tomorrow at work (which is why I require professional help).
3) TechCrunch: Closing The Gaps In Mobile Health.Dan Pelino's piece describes the IBM-Apple value proposition and long term implications of the Apple econsystem in a real-world example. Look out healthcare this strategic alliance wants to disrupt your industry. Their solutions will focus on physicians and patients.
(direct article quote) Many doctors already have smartphones with 68 percent using iPhones and 59 percent using iPads.
