Tag: Execution

  • Business Process Management Tasks

    Business Process ManagementBusiness Process Management Tasks

    Business process management tasks can be grouped into five categories: design, modeling, execution, monitoring, and optimization.

    Design

    Process Design involves both the identification of existing processes and the design or recommendations of future processes. Areas of focus include representation of the work flow, the forces that act on it, interruptions, deadlines, procedures, service level agreements, and inputs and outputs.

    Good design reduces the number of problems over the lifetime of the process. Whether or not existing processes are considered, the aim of this step is to ensure that a correct and efficient theoretical design is prepared.
    (more…)

  • Innovation Comes from Customers

    Innovation comes from customers…or so Harvard thinks.

    Aha moments rarely come without some sort of problem you are trying to solve and there is no greater ‘problem creators’ than your customers. Twitter is a perfect example of this. They will think of things you never thought of and use your products in ways you’ve never imagined. Learn to harness this phenomenon and you’re on your way to having a more innovative company.

    For example, imagine you have a customer who wants software that allows appointments to be setup online. “No one has it” he says, but he wants it. So an innovator would make it, have it made, or find it, and then package it and sell it to other sites. That’s how innovation from the customer makes your company more innovative.

    But you have to execute.

    It’s easy to create a plan, the hard part is executing it. One trap a lot of companies (people) fall into is creating the structure around innovation or a new project in the hopes that once the structure is in place the new product will almost make itself. “After [that] it’s just ‘plug and chug’,” they say. Executors know that you have to do the plug and chug part too even if that means hiring out or outsourcing to do so. The plug and chug-level work should be a matter of following procedures in a well-defined structure. The creators, designers, and innovators at a company usually like to create the structure, but have trouble filling it in. Either learn to get around this psychological gap or find someone else to finish/maintain the job for you.

  • The Apple Tree

    I woke up this morning to a direct conversation with God. I was facing the window, which has no shades, and outside the window is the apple tree. It has not bared fruit for two years and I have been planning to cut it down to allow the sapling maples growing around it to thrive. When people would come over I would say, “I’m going to cut down that apple tree,” but I never would. I made excuses to myself about not having the right tools or the time. I don’t own a chainsaw and the resource I’ve used for one in the past moved out of town. This left me with a goal without execution.

    God told me to cut down the apple tree. I said, “I have stuff to do. I have an appointment this afternoon with a client and I can’t be out cutting down apple trees. I have to prepare!” God then said something about “obedience” and so I said, “Just to make sure I’m not talking to myself right now, I’d like you to confirm this conversation by having someone in my house repeat the word “apple” to me this morning. I made a commitment that if I heard the word apple, I would know that I had indeed had a conversation with God and would cut down that apple tree.

    Let me back up. The night before, as I laid down to go to sleep, I believe God spoke to me by simply saying, “Read my book.” I said, “I am tired. I’m already comfortable, all snuggly in my covers, the light is off, I don’t want to get up, be cold, and have to read. I know what it says.” God tugged on my heart that I didn’t really know what it said and spoke again, “Read my book.” I’ve been keeping my bible under my bed for easy access, so I sat up in bed and opened up to the beginning of the gospel of John (I had John 1:1 on my mind). Instead of starting at the beginning, I read this (John 1:19-:42 NIV):

    John the Baptist Denies Being the Christ
    19Now this was John’s testimony when the Jews of Jerusalem sent priests and Levites to ask him who he was. 20He did not fail to confess, but confessed freely, “I am not the Christ.”

    21They asked him, “Then who are you? Are you Elijah?”
    He said, “I am not.”
    “Are you the Prophet?”
    He answered, “No.”

    22Finally they said, “Who are you? Give us an answer to take back to those who sent us. What do you say about yourself?”

    23John replied in the words of Isaiah the prophet, “I am the voice of one calling in the desert, ‘Make straight the way for the Lord.’ ”

    24Now some Pharisees who had been sent 25questioned him, “Why then do you baptize if you are not the Christ, nor Elijah, nor the Prophet?”

    26″I baptize with water,” John replied, “but among you stands one you do not know. 27He is the one who comes after me, the thongs of whose sandals I am not worthy to untie.”

    28This all happened at Bethany on the other side of the Jordan, where John was baptizing.
    Jesus the Lamb of God
    29The next day John saw Jesus coming toward him and said, “Look, the Lamb of God, who takes away the sin of the world! 30This is the one I meant when I said, ‘A man who comes after me has surpassed me because he was before me.’ 31I myself did not know him, but the reason I came baptizing with water was that he might be revealed to Israel.”

    32Then John gave this testimony: “I saw the Spirit come down from heaven as a dove and remain on him. 33I would not have known him, except that the one who sent me to baptize with water told me, ‘The man on whom you see the Spirit come down and remain is he who will baptize with the Holy Spirit.’ 34I have seen and I testify that this is the Son of God.”
    Jesus’ First Disciples
    35The next day John was there again with two of his disciples. 36When he saw Jesus passing by, he said, “Look, the Lamb of God!”

    37When the two disciples heard him say this, they followed Jesus. 38Turning around, Jesus saw them following and asked, “What do you want?”
    They said, “Rabbi” (which means Teacher), “where are you staying?”

    39″Come,” he replied, “and you will see.”
    So they went and saw where he was staying, and spent that day with him. It was about the tenth hour.

    40Andrew, Simon Peter’s brother, was one of the two who heard what John had said and who had followed Jesus. 41The first thing Andrew did was to find his brother Simon and tell him, “We have found the Messiah” (that is, the Christ). 42And he brought him to Jesus.
    Jesus looked at him and said, “You are Simon son of John. You will be called Cephas” (which, when translated, is Peter).

    I had read this passage before, but what struck me this time were these lines:

    When the two disciples heard him say this, they followed Jesus. Turning around, Jesus saw them following and asked, “What do you want?”

    Before, when I read these lines, I thought Jesus was being short with them for following him in the way that someone who is being followed eventually turns around and screams, “What do you want?!” But last night, I read it as a two-part function of Jesus’ personality:

    1. They followed Jesus.
    2. Jesus asked them what they wanted.

    When they responded to Jesus, they were praying in the literal sense, so lets look at what they prayed after Jesus asked them what they wanted:

    Where are you staying?

    The wanted information. They wanted to know where he would be in the future. Jesus’ response is just as interesting:

    Come and you will see.

    So it starts with following Jesus and it ends with following Jesus. It’s all about obedience to Him. And through obedience, Jesus wants to know what we want. When we pray to him we are asking for things we want, but what I am learning is that we also have to be obedient and follow Him. God had asked me to cut down an apple tree, but for now it was time for breakfast.

    My wife had surgery yesterday, but even if she wouldn’t have, I normally make breakfast on Saturday mornings. I grabbed the last four eggs, some butter, and some cheese and made scrambled eggs with cheese, plus toast with grape jelly, and orange juice. I called the girls down to eat and we sat down to pray. I thanked the Father for our home and our vehicles and the health of our children and my wife’s successful surgery. I then asked for guidance on how to spend my day. In the middle of my prayer, my oldest daughter yelled out, “Apple tree!” I was a little taken aback by it and had trouble praying, but continued, only to be interrupted again by another round of, “Apple tree!”. I finished praying, then asked why she was saying “apple tree.” She said she had found two apple seeds yesterday and wanted to plant them. I was going to cut down the apple tree.

    I went down to my shop and gathered up my largest whet stone and some honing oil in order to sharpen my axe. They were all my wife’s father’s tools that we inherited when we moved into their home after my wife’s mother got remarried. My wife’s father died when she was 12 and her mother planted a tree every year afterward to honor him. One of the trees was the apple tree I was about to cut down. While the tree had been planted in his honor, it would be his tools that would cut it down.

    I sharpened the blade.

    By this time, my children had become involved, mostly as spectators. It was a brisk morning so my oldest daughter fetched me a coat. I swung the ax and began cutting into the tree. My children went and got cardboard boxes to play and sit in. I was not sure if I would be able to finish cutting down this tree. It was about 30 inches in circumference and my ax, although sharpened, was still making long-work of the process. I prayed for strength to finish it.

    I had cut a wedge about a quarter of the way through into the leaning side of the tree when I considered starting to cut the other side. At that moment, my oldest daughter yelled, “Do the other side now!” I asked her to pray for strength for me to finish and I began to work on the other side. I chipped into the tree, working about an eighth of the way in, then circled around the side, connecting the front and the back. I worked back to the front, then began hitting it as hard as I could, repeatedly. I was in a groove and I thought this would do the trick until a hit rocked my bones to the core. What I thought would work did not, but instead of giving up I decided to switch tools.

    I took the ax down to my shop and retrieved an antique hand saw instead. It was my grandfather’s and is made for cutting dried wood, but it was all I had and since I was mostly through the stickier exterior of the tree, I thought it would work. After choosing the thinnest spot, I began to saw. It was slow work. It reminded me of paying off a debt. With every stroke (or payment) I couldn’t see much progress and it was depressing, but continuing to saw, every once in a while, I saw a large chunk fall off. I was making progress, it was just slow progress – and it was almost all that I could take. I asked my oldest daughter to pray for strength. I continued to cut, my arms were burning. I was exhausted from axing and sawing, so I asked my other daughter to pray for strength too. They both began to pray and I heard God say, “Cut 40 more times and the tree will fall.” I didn’t know if I could cut 40 more times, but I continued to cut, 20, 30, the tree was starting to lean, 38, 39, “Move!”

    The Apple TreeThe tree fell towards the house and towards my daughters. They were safe, just outside the fall line in their card board boxes, but it scared them. I was exhausted, but God had delivered the tree to me. It had been a spiritual journey that I wanted to share. God is good and we can all learn to obey him more.

    By the way, when I went to write this story, my oldest daughter brought me the “apple seeds” she wanted to plant. They were sunflower seeds. We will plant them next spring and remember this day.

  • What Happened to CollegeClub.com?

    Why did CollegeClub.com fail and others succeed?

    CollegeClub.com was registered on April 4, 1996 and by 2000 had around 3 million registered users. I was one of those users who used it to find friends at other colleges online. On August 22, 2000, CollegeClub.com announced bankruptcy and said it would be acquired by Student Advantage, an Internet educational content and commerce specialist, for $7 million in cash and 1.5 million shares of its stock. Almost exactly three years later, in August of 2003, MySpace.com launched. Less than a year after that Facebook.com began as a social network for colleges on February 4, 2004, but eventually opened up to the general public on September 26, 2006. What happened to College Club? What made it different from Myspace or Facebook?

    Why did MySpace and Facebook succeed when CollegeClub failed?

    All of a sudden what seemed so hard for CollegeClub.com to do seemed easy for others. Was it the curse of the “first to market first to fail” concept that’s befell such greats as Palm, Netscape, and Tivo? Or was it something else? EDIT: since writing this initially in September of 2009, MySpace may not be the best comparison, but Facebook is still doing just fine. 11/4/2011.

    CollegeClub.com’s Business Model

    Lets take a look at the business model. CollegeClub.com allowed users to sign up for free, create profiles, communicate with each other, and post pictures online. Once it attracted a certain number of users, the site was then able to sells advertising to businesses looking to sell to this highly impressionable market with loads of free time and disposable income. Marketers know that if they can hook a customer in college, they may have them for life. Both MySpace.com and Facebook.com used this same model so why did CollegeClub.com fail?

    CollegeClub.com was getting funding at the tune of $15 million from a group of investors that included Convergence Partners and France-based Viventures as well as $40 million from Seligman Technology Group via the group’s investment fund and additional money from previous investors Convergence and Sony. Later deals included partnerships with Ericsson and General Motors, with a planned IPO in the offing. The old addage of “it takes money to make money” wasn’t making CollegeClub.com any money. Why?

    I have two reasons why I think this site tanked:

    The first reason is bad management and the second reason is the high cost of technology at the time.

    Infoworld said at the time, “While one source close to the company traces the financial difficulties to some unorthodox spending practices by management, [new owner, Student Advantage] said it believes that problems stemmed from the nature of the site’s business model.” I think Student Advantage was wrong. We now know there was nothing wrong with their business model (because it worked for both Myspace and Facebook) and this next statement from Infoworld backs this up:

    In the recent past, Student Advantage has shown less than stellar financial performance itself. Since the beginning of the year, the company’s stock price has plummeted from a high mark of just over $20 to its current price, which is hovering just above $7. In addition, Student Advantage has continually met analysts’ predictions of red ink, and the company has suggested that losses will continue throughout next year.

    The company went from bad management to worse management – and technology costs were adding up.

    “The business model works.” said Monte Brem, senior vice president of corporate development at CollegeClub in said in 2000 – and he was right – but he noted that with nearly 3 million users, the back-end costs for the site ran high and needed multiple rounds of financing for success. “It requires a tremendous amount of scaling to be profitable,” Brem added. And back then, scaling cost much more than it did in 2003 and 2004 for MySpace and Facebook respectively. Moore’s Law has two effects. Not only does technology double in speed or capacity each year, but the price almost always shrinks by half every two years. For example, a Pentium III desktop PC with 128 MB RAM and a 40 GB hard drive cost $1800.00 in 2000. In 2003, the price of a desktop had dropped below $1000 for over twice the power. Multiply that over all the equipment needed to run a large social network. In April, 2008 Facebook expanded the number of servers it uses to 10,000. The more CollegeClub.com added users, the more technology they had to add on back-end to support the load. Their revenue simply could not overcome their expenses.

    CollegeClub_com_2

    So why did CollegeClub.com fail?

    Primarily, it was ahead of its time. It had a good idea, but no one had really succeeded with it before. Bad management decisions were made and the implementation of the idea did not match up with the cost of the infrastructure at the time. Had they waited until 2002 to launch, they could have superseded either MySpace or Facebook, but there is another reason why they may never have made it: their name. Names like MySpace and Facebook are not associated with a specific group like CollegeClub.com is. Eventually CollegeClub.com started HighSchool.com to address this problem but even it has the same problem of locking it into a specific group. There were also privacy and age related problems on the site, much like MySpace ran into in 2006 and Facebook has ran into almost every year of it’s existence.

    What can we learn from CollegeClub.com?

    There are three things they could have done differently:

    1. They didn’t pick a scalable name that was generic enough to be applied to almost anyone, anywhere. Sometimes it is good to be niche, but you take on more risk if you’re running your own equipment. Sometimes is pays to have a name that can be used broadly, even if you start off small within a specific niche.
    2. Take the time to develop a good business plan and don’t be afraid to change the business plan as you go. Create metrics for success, track them, and change course if necessary. The businesses that are most successful are the most agile.
    3. Avoid debt if possible when starting a business. It always catches up with you. And the more debt you have the less your’e able to (as in #1) scale or (as in #2) change course. One of the most important things in any business is cash flow.

    When You Say Yes but Mean No: How Silencing Conflict Wrecks Relationships and Companies…and What You Can Do About It

    In 2003, Leslie Perlow wrote a book called, When You Say Yes but Mean No: How Silencing Conflict Wrecks Relationships and Companies…and What You Can Do About It. In that book, Leslie does a case study on the demise of CollegeClub.com in the chapter, Nine Bad Endings. Pages 141-156 cover the merger with Versity, the talks about the IPO, and the eventual bankruptcy. Overall it’s also a good book on management as one reviewer called it, “A Management Must-Read”.

    “Saying yes when you really mean no” is a problem that haunts organizations from startups to big businesses. It exists across industries, levels, and functions and is inflamed by a sour economy, when the fear of losing your job is on everyone’s mind and the idea of allowing conflict to surface or disagreeing with others seems inherently risky. Too often, the conversation at work bespeaks harmony and togetherness, even though passionate disagreements exist beneath the surface. Is this what really happened to CollegeClub.com? Read the book to find out.

    CollegeClub.com Email

    CollegeClub was full of so much promise. What happened?

    CollegeClub even had email by phone. It was pretty advanced for its time.

    CollegeClub “The world’s largest college community”
    FREE E-mail you can also hear through the phone!
    FREE voicemail, with your own 800 number!
    FREE discount card!
    FREE Web page builder!
    TONS of ways to meet people like you! (Chat, Interest Groups, and more!)
    LOTS of other cool stuff! (Including online games and music videos!)

    Suprise. CollegeClub is no longer offering free email.

    In 2007, Alloy Media, owner of the CollegeClub.com trademark, discontinued the CollegeClub email service rendering all “@collegeclub.com” email addresses defunct. Their website (http://mail.collegeclub.com), simply said:

    “Oops! Sorry about that! These CollegeClub applications are no longer in service.

    If you are trying to access your old emails so that you can forward them on to another address, use this url: http://legacy.collegeclub.com/mail.

    This Service will only be available until Friday, March 16th, 2007.

    Here is what the email login screen last looked like in March, 2007:

    CollegeClub.com Where Are You Now?

    If you type ‘http://www.collegeclub.com‘ into your browser you will be taken to Teen.com, which is, according to their web site the, “ultimate online destination for teens on celebrities, entertainment, music, and fashion.” I think what they mean to say was that they are a ‘destination for teens’ that covers ‘celebrities’, not “teens on celebrities,” which has an entirely different meaning.

    Teen.com is owned and operated by Alloy Media, LLC, which is a New York based media company that is partners with Alloy Marketing and Alloy Entertainment. Alloy Media also owns Channel One News, which most know is a 12 minute news program for teens broadcast via satellite to middle schools and high schools across the United States.

    The Internet is not a friendly place. Things that don’t stay relevant don’t even get the luxury of leaving ruins. They disappear.” -Facebook’s Little Red Book

    For those looking for other ex-CollegeClub.com members, check out ExCollegeClubbers. The ‘tribe’ is “for everyone who wants to meet new friends, but in particular for ex members of Collegeclub.com…It used to be cool like Tribe and we have all lost contact with each other. So non-ex members and ex- members alike are invited to join.”