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  1. 1. 09 January 2009 Today’s Tabbloid PERSONAL NEWS FOR lexeulnotes@free.fr LEXEUL NOTES • Get the ideas, concepts, and vocabulary out into the organization and circulating. Future of medias JAN 8, 2009 10:09AM • Existing management methods and conventional wisdom are a hard barrier to 2.0 strategy and transformation. • Newspapers are going to get more elitist and less elitist. The elitist argument is: “Be the Economist or New Yorker, a small, niche • Avoiding external disruption is hard but managing self-imposed publication that says: ‘We’re only opening our mouths when what risk caused by 2.0 is easier. we say is demonstrably superior to anything else on the subject.’” The populist model is: “We’re going to take all the news pieces we • Incubators and pilots projects can help create initial environments get and have an enormous amount of commentary. It’s whatever for success with 2.0 efforts. readers want to talk about.” Clay Shirky • Irreversible decisions around 2.0 around topics such as brand, reputation, and corporate strategy can be delayed quite a while, LEXEUL NOTES and sometime forever. Faster horses in the age of co- • The technology competence organizations have today are inadequate for moving to 2.0. creation JAN 8, 2009 10:05AM • The business side requires 2.0 competence as well. • “If I’d asked people what they wanted, they’d have said ‘faster • Start small, think big. horses’ “Henry Ford • We need to be in the business of providing the customer what she LEXEUL NOTES wants when she wants it, where she wants it, how she wants it. We Have you something interesting need to focus on making things that the customer wants to buy, rather than trying to get customers to pay for things they neither to say ? want nor need. JAN 8, 2009 9:32AM • There was a time when we could decide for the customer. There was a time when we could constrain the customer’s voice and • Every planner working on any piece of business should be choice. There was a time when dinosaurs ruled the earth. Now is continually asking themselves two questions. not that time. Now is the time for faster horses. • - What interesting things does this company have to say? LEXEUL NOTES • - Who’s interesting who works at the company? Ed Cotton Ten Key Aspects of Web 2.0 Strategy JAN 8, 2009 9:44AM • It’s not about technology, it’s about the changes it enables. • The implications of 2.0 stands many traditional views on their head and so change takes more time than usual. 1
  2. 2. Today’s Tabbloid PERSONAL NEWS FOR lexeulnotes@free.fr 09 January 2009 LEXEUL NOTES LEXEUL NOTES Digital & Physical worlds “It is not the strongest or most JAN 7, 2009 2:04PM intelligent of the species that • Three products generated the most passion in the gizmosphere: survive, but those that are... Nintendo’s Wii, Activision’s Guitar Hero series, and Apple’s iPhone. What do they have in common, besides creating happy JAN 7, 2009 10:57AM shareholders and long lines at stores? They all integrate the digital world into the physical world in a straightforward way. Steven Levy • “It is not the strongest or most intelligent of the species that survive, but those that are most responsive to change.” Charles Darwin LEXEUL NOTES Music change LEXEUL NOTES JAN 7, 2009 1:50PM “When everything is coming • “Musicians have shifted “from recording songs that ordinary your way, you’re in the wrong listeners want to buy to making music that marketers can use.” Jon Pareles in lane.” Steven Wright JAN 7, 2009 10:55AM LEXEUL NOTES • “When everything is coming your way, you’re in the wrong lane.” Change Steven Wright JAN 7, 2009 11:21AM • “Just as doing risk sports will create stresses that lead to bettering LEXEUL NOTES of one’s self, so should a company constantly stress itself in order Faciliter to grow. Our company has always done its best work whenever we’ve had a crisis. I’ve never been so proud of our employees as JAN 6, 2009 9:23AM in 1994, when the entire company was mobilized to change over from using traditional cotton to organically grown by 1996. It • It’s increasingly becoming a reality that companies no longer make was a crisis that led to writing down our philosophies. When and/or deliver value. They FACILITATE it. This is a huge leap in there is no crisis, the wise leader or CEO will invent one. Not by business models, customer relationships, marketing and the crying wolf but by challenging the employees with change. generally accepted concepts there-in. Mashmeyer • As Bob Dylan says, “He not busy being born is busy dying.” • New employees coming into a company with a strong culture and values may think that they shouldn’t rock the boat and shouldn’t LEXEUL NOTES challenge the status quo. On the contrary, while values should Bienvenue dans la frugalité never change, every organization, business, government, or religion must be adaptive and resilient and constantly embrace JAN 5, 2009 11:05AM new ideas and methods of operation.” Yvon Chouinard, Patagonia • A shift in the price/value balance when buying products or services. An entirely different logic comes into play now. When people are tight with money, they want their basic needs (food, clothing, shelter) to be addressed in the cheapest possible way, whereas other higher level acquisitions are only done when the vendor can guarantee security, durability and long-term value. This applies also to corporate purchases. The throw-away culture is grinding to a halt; • A shift in needs: what seemed liked needs just half a year ago, are no longer perceived as such. There is a back to basics and a no frills culture, but it is not yet clear what that might imply on a larger 2
  3. 3. Today’s Tabbloid PERSONAL NEWS FOR lexeulnotes@free.fr 09 January 2009 scale, as things are evolving quicly and little research exists; • A renewed focus on people’s physical community: your neighbourhood, town, core friends and family - the people who are always there and can help you out if needed. You look for company when you are in trouble; • When people are spending more times in their physical communities, their demands for good infrastructure, housing, city planning, transit and energy are bound to increase, and these will need to be met by various Public Works-like public programmes; • But it’s not just the hardware that matters. There will also be an increased demand on public institutions to deliver good services. The excesses of politicians and public servants are no longer tolerated during times of scarcity. People will demand effective policy making, good public administration, and little waste of their tax money. Many politicians, too steeped in their world of political games, have not yet understood this. Friction is bound to occur. Social and service design are bound to increase (read this article by Alice Rawsthorn); • Increased demand on companies: companies will have to listen more and help people achieve their goals. Modesty and long term commitment are more important than ever (which is surprisingly similar to the discourse one can hear in emerging markets); • A fundamental questioning of the growth paradigm: the paradigm of everlasting growth in a limited ecosystem has proven to be a fallacy. Most people - who see their real incomes decline and an environment in increasing disrepair - are not hard to convince of this. What this will imply, remains to be determined and invented, but changes are bound to be dramatic. The Slow Food movement provides one possible way of looking at the future, but also they will need to become less elitist and more down-to- earth. This issue contains posts from between Dec 26, 2008 7:00AM and Jan 9, 2009 2:01AM. To change your settings, visit http://www.tabbloid.com/22326.35672883 3