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Jun 26 2013
I love the kind of analysis that Horace Dediu from Asymco does. This one is all about the growing adoption of smart phones to the detriment of ‘dumb’ phones. It got me to thinking.
Buying Smart Phones or ‘smartphones’ still at the end of the day boils down to the fact that you are buying a device. But to do what ?
If you buy an iPhone simply to make Phone calls – and make no use of any additional iPhone / Smart Phone features – well – not too smart would be one conclusion !!
So I wonder what kind of usage you would need to see on a Smart Phone that would allow Horace to qualify you in as a Smart User.
If we could work that out – I think that would expose some interesting analysis.
At the end of the day – if the salesman sells you a smart phone – because that is what all the cool people are doing ….. why wouldn’t you ? And if you did – and ONLY used it to make phone calls – I guess that puts you at one end of that particular spectrum.
This relates tangentially to how people seem to have no idea how to use most of the stuff they have got – let me re quote from this earlier post.
Most people don’t even know what they have got. Be it email, word, a browser – people do not know how it all works. Here’s an interesting data point (sorry – I cant attribute this – or even confirm it is accurate – I tried but failed), still – how many features requested by microsoft word users are already available? I was told today 70%. Half that number and the result is just as mind boggling,
I believe smart phones are no different. I think this also explains why people get so excited about the device and the form factor – that is the tangible, visible, got this cool new thing ….. but really – the excitement SHOULD be about what it does, how it helps, is life simpler …
Permanent link to this article: http://beyondbridges.net/2013/06/smartphones-or-smart-usage/
Jun 15 2013
Judith Kavanaugh ( @newsj44 ) commented on this post from yesterday - ‘Product Is The New Consulting’ … and wrote
90 percent of the waste in big corporations is from ego, incompetence or defensiveness. And they often travel together in sort of a trifecta.
It tickled me because I do have a running meme about the death of the Large Corporation.
How apt that Defensiveness, Incompetence, Ego could be EXACTLY what causes that death.
Thankyou Judith for reminding me of The Peter Principle.
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Jun 14 2013
… it’s how you go forward that counts….
My Wonderful Wife, 2013
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Jun 13 2013
… but first you got to hear it.
This is now so bad that the company has announced a ‘Contacts’ app for iPhone – which as far as I can see is simply LinkedIn without all the useless junk that’s been piled on top. What would we say if Google announced a new ‘Search’ app, or Facebook a new ‘share stuff with your friends’ app? Contacts is what LinkedIn IS – it shouldn’t be a side-project.
Permanent link to this article: http://beyondbridges.net/2013/06/sometimes-the-truth-hurts/
Jun 13 2013
This just caught my eye.
First, make sure that you have a dynamic, constantly refreshed strategic “vision” for what your organization (or unit) will look like and achieve 3-5 years from now. I’m not talking about a strategic plan, but rather a compelling picture of market/product, financial, operational, and organizational shifts over the next few years. Try to develop this with your direct reports (and other stakeholders) and put the key points on one page. This then serves as a true north to help guide key decisions.
Second, make sure that your various projects and initiatives have a direct line of sight to your strategic vision. Challenge every potential investment of time and effort by asking whether it will help you get closer to your vision, or whether it will be a building block to help you get there. Doing this will force you to continually re-balance your portfolio of projects, weeding out those that probably won’t move you in the right direction.
Finally, be prepared to take some flack. There may be weeks, months, or quarters where the results are not on the rise, or don’t match your (or analyst) expectations. Long-term value, however, is not created in straight lines. As long as you’re moving iteratively towards the strategic vision on a reasonable timeline, you’re probably doing the right things. And sure, you can always do more. But just make sure that you’re doing things for the right reasons.Here’s what I think ….
Read the full article :: Thinking Long-Term in a Short-Term Economy – Ron Ashkenas – Harvard Business Review
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