Building Business Relationships a la Digital Media

Building Business Relationships a la Digital Media

Innovation and Crisis

In answer to the question about whether or not we innovate more during a crisis, I pose the following answer.

Yes. We do.

Assume for a moment that there is no crisis. Innovation requires a budget. There will be measurables to achieve. We really don't know what needs innovation without some form of market study. Our resources must be allocated in a manner that will be most cost effective. If we have additional funds, would those funds not be better spent on upgrades, marketing, sales, and so on.

If we have a crisis, we know exactly where to devote our precious funds. We know what we must focus on, and we have some indication of what we must achieve. In addition, the group knows we must achieve these goals to avoid becoming victims of the crisis.

Regards,

Slim


Copyright (c) 2010 Slim Fairview

City of Hope: A Children's Story:

I received the following email from a friend.

Subject: THIS IS THE SEASON OF GIVING, ISN'T IT?

On Capriole's site, caprioleproductions.org a Non-Profit production company, there is a Pay Pal link asking only for tax deductive donations from $1.00 to $ 10.00. or whatever moves people. (Click the "title link" to go to Capriole Productions)

With that stated: IQ2011 we will travel to BR to shoot a 30 minute short, updating the plight of the BR favela kids [street urchins] whose plight has escalated to 1) drug distribution, 2) sex enslaved kids from 6 to 12, 3) murder-for-hire and so forth. This IS A JUST CAUSE. Our footage from the nineties is tremendously outdated and the numbers of kids caught up in this mess has increased radically.

"City of Hope: A Children's Story" is one of good news. Not only is BR's democracy gaining on the drug lords, but faith-based organizations [NGOs] have increased exponentially as have community watch groups and private contributors.

Most remarkable is the Recovered children are now taking the GOOD NEWS back into their own favelas to open their own 'schools of recovery'.

Any amounts are welcome and all showings ,ticket sales, after expenses to locally use Brazilian film people, will be returned into the community.

Won't you help? Any help, either financial or your experienced advice is greatly appreciated.

Sincere thanks,

John

The Decline of Science As a Way to Make a Quick Buck

Where is Clyde Crashcup when we need him most?

The latest trend in education is to lament the lack of science performance. (Soon it will be declaimed that this is the result of not spending enough money.)

Science requires focus on a goal, attention over a long period of time, and does not offer instant gratification so much craved by young people. Science means enjoying the process.

We will not improve in science until we learn to delay gratification, focus on the problem we are trying to solve, and be able to offer our attention (span) over a long period of time.

Regards,

Slim

ps. Oh, yeah. Science is empirical as well as methodical--and precise.

e.g. In math, 10 x 10 = 100. 99 is not 99% correct. 99 is 100% wrong. Something some people can't seem to deal with. Desole :-(

Slim

Copyright (c) 2010 Slim Fairview

The Cut of His Jib

The Business Decision Making Curve:

In finance we studied the Sharp-Markowitz efficiency curve. The trade-off between risk and return. (Mayonnaise jar, no risk, no return. The fast horse, high risk, high return.)

There seems to be an unspoken curve in business. It is not only a cost curve.

Do we train the guy we've got, hoping he'll be a good manager, or do we hire a good manager who knows little about our operation?

Do we pay for safety upgrades on a hazzard with little potential for disaster, or do we take a chance and simply pay out on the accident?

Do we hire someone safe, with credentials and show little concern for his potential, or do we hire someone with a great potential (or track record) and assume the risks of hiring someone without the bursars stamp on his resume showing he paid his library fines?

The business trade-off seems to be falling on the side of safety the past 30 to 40 years.

When was the last time you ever heard anyone say, "I hired him because I like the cut of his jib?"


Slim


Copyright (c) 2010 Slim Fairview

Slim Fairview's Powerpoint Presentations

The G20 in Good Times and Bad. (The Future of the G20)

Global Management: A Shift in the Paradigm of Corporate America

Fairviews: The Quotations of Slim Fairview.

Click the Title for a direct e-link.

or

copypaste:

http://www.slideshare.net/slimfairview

Sincerest regards,

Slim

Copyright (c) 2010 Slim Fairview

JUST ANOTHER EXAMPLE OF A DECENT SORT TRYING TO HELP. TAKE A LOOK AT: City of Hope: A Children’s Story documents the stark life of Brazil’s favela (slums) children, and is a feature-length documentary capturing the lives of displaced children caught in a seemingly unending web of drugs, violence, prostitution, sexual slavery and deliberate acts to exterminate these unwanted children. In a country with an enlightened government, it is also a film of hope and salvation as both government and Brazil’s affluent private sector work to save these children.

Regards,

Slim

Having Problems With the Hiring Process? I Wonder Why?

FLASH!

A burst of inspiration. It was there right in front of me all the time, hiding in plain sight: "...the hiring PROCESS" op. cit. my remarks on committees and the paradox of management.

We are, and have been for a while, more focused on the process than on the results. Hiring has become a process. Therein lies the rub.

No doubt a consultant came in and convinced the Big Boss that he could solve the problems he didn't have until he had a solution for them (Remember Professor Harold Hill?) simply by engaging a consultant to help his employees understand The Process; The Shared Vision; Team Building; Consensus Building.

Those on the committee told the Consultant what he wanted to hear. The consultant reported to the Big Boss that he (The Big Boss) was indeed a visionary (Does that sound like "Ceo the Executive or The Executive's New Clothes"*?) The Big Boss, not unlike Moliere's Le Bourgeois Gentilhomme, "...is surprised and delighted to learn that he has been speaking "prose" all his life..."

Ah....plus ca change, plus la meme chose.

Regards,

Slim

* Ceo the Executive or The Executive's New Clothes located here on Slimviews.


Copyright (c) 2010 Slim Fairview

The Paradox v. The Paradigm: Decision Making

The Paradox v. The Paradigm


One good definition of paradox arises from the discussion about decision making. It is the paradox where people say or do what they think others want them to say or want them to do. Thus, everyone (the group) ends up saying what no one believes or doing what no one wants to do. This accurately describes how we've been making decisions in the U.S. lately.

The next step in the paradox comes when we try to solve that problem by continuing to do what caused the problem in the first place.

I read about a consultant teaching groups how to avoid group-think. (Advising them to think outside the box and so on.) In the explanation of how this person leads people to avoid group-think and to think outside the box, this person rewards people for coming up with (very) different ideas.

You don't have to be seven years old to know that if you want positive reinforcement (reward) you tell people what they want to hear.

Thus, the leader (a consultant?) succeeded in shifting the paradigm. (Group members giving looney answers instead of constructive ones. Looney defined as more "out there" than conventional. Some call it, "being creative".) Thus, the consultant tries to eliminate group-think by enforcing and reinforcing group-think. (The group catches on very quickly--all begin making abstruse suggestions. At least to the extent that they do not focus on the problem at hand.)

The result of all this is that the process becomes more important than the goal.

"We must change the process so we can achieve our goal," is the mantra. The result, we never achieve our goal. Why not? This brings us back to square one. Because everyone seeks rewards by saying what they think others want to hear. Except for me. But no one listens to me anyway.


Sincerest regards,

Slim

Copyright (c) 2010 Slim Fairview

EI v. IQ

Time was:

If you did well in school, you were "intelligent".

If you did well at sports, you were "athletic".

If you were good at painting, you were "artistic".

If you played the piano well, you were "talented".

Not anymore.

Today,

If you play the piano well, you have musical intelligence.

If you paint well, you have artistic intelligence.

If you are good at sports, you have athletic intelligence.

However, if you are good at school, well....you must have worked very hard.


Slim


copyright(c) 2010 Slim Fairview

Impediments to Executing Strategy

I. The first impediment to executing strategy will be others who do not share your vision.

a. Your vision competes with their vision.
b. Your vision contravenes their assumptions.

1. If their strategy is based on their vision, your vision will threaten their position.
2. If their assumptions are repudiated, their reputation will suffer.

II. There will be challenges to the data you use to substantiate your strategy.

a. If you use the methods they use, your results will challenge their competency
b. If you use different methods to arrive at your conclusions their methods will be challenged.
c. Either a. and or b. will diminish either their self image or their image within the company.

1. If you challenge their self-image they will become hostile.
2. If you threaten their image in the company, they will become devious.

All of the above assumes that the people you work with and work for like you.

If they do not, the job of executing your strategy will be even more difficult.


Regards,

Slim

If you find anything here to be helpful, please don't hesitate to send me a really
tricked out Macbook and to tuck a few dollars into the envelope along with
a thank you note.  Slim.

Robert Asken
Box 33
Pen Argyl, PA
18072

or

GoFundMe

Thank you.

Slim.

Mail: slimfairview@yahoo.com


Copyright © 2010 Robert Asken
All Rights Reserved.

STRATEGIC BREAKDOWNS (In Three Acts)

Introduction:

Nothing succeeds like success.

It is very encouraging to see people using both quantitative and a qualitative approaches to planning. (I find the word strategic to be a word not unlike words like shared vision, visioning process, avoiding group thing, consensus building and the lot. Each expression worthy in its own right--perhaps when first conceived, but not trite. Also, too often a crutch. "There is no expedient to which a man will not resort to avoid the real labour of thinking." Sir Joshua Reynolds. (A favourite of Thomas Edison.)

Speaking of which, Thomas Edison did not need a committee to invent the light bulb.

Then, too, he fell prey to faulty assumptions: AC v. DC. He was too close to his brain-child to see its flaws.

The greatest strategic risk most often overlooked by Executives is that the person in charge of putting someone in charge of managing a project simply is not qualified. That person then relies on more than assumptions. I dislike the word "toolbox" so I will use the word, template.

As Executives began to move to the shared vision, no I in team philosophy they failed to see inherent flaw. The greatest one: "The Player."

.............................THE PLAYER [In Three Acts]...........................


Here we not only read The Player's mind, we are also that fly on the wall.


"Anon."*

Player [speaking to self.] "I have no clue what's going on. I know, I will embrace the concept of horizontal management. We need a committee. I will get on that committee."

[Now, for those of you who are really "into" metaphors:]


Leader: "Okay, group, anyone have any ideas?" [Think outside the box; there are no stupid ideas, questions, etc. Only the stupidity of not saying anything; shared vision; no I in team.]

The Player: "Yes. The world is not round, like this orange. The world is round like this plate!"
[Stolen from a Smother's Brothers skit.]

Leader: "Really? I would like you to share your feelings on that Idea. I think we can all benefit from the discussion even if some on the committee respectfully disagree!"

Player: "I heard it on the Smothers Brothers show!"

Leader: "Anyone else like to comment or share viewpoints? [As long as we are all sitting around wasting time.]

Other Members: "Blah, blah, blah..."

The Player: "You know, after listening to other people, I believe you may be right. The world is round like this orange."

Leader: "Good for you! You see! This method works. We now have a shared vision.!!!! I will tell Mr. Big, upstairs how well we all worked.

Everyone: [privately] "At first we thought he was a real jerk. But we can see he is willing to embrace the ideas of others in the group. He is a team player.

Leader [to boss] "At first I thought he was a real jerk. However, you were right, Sir. This shared vision thing really works. He is a team player willing to embrace a shared vision and see the other members' points of view."

Big Executive: "Great! I always knew I was a great Executive with great Leadership Skills!!!"

End Act I


* Anon. A word often used in literary plays. [Ed. note: We don't want the audience to feel cheated.]



Sincerely,

Slim

copyright (c) 2010 Slim Fairview

THINK INSIDE THE BOX

THINK INSIDE THE BOX! For consideration and debate


Cliches, Slogans, and Platitudes have infiltrated our culture to such an extent that we can no longer think straight; or we are not allowed to. It seems people our age are the only ones who still possess what is no longer legal to possess: Intelligence and the ability to think.


Please share what you've experienced on the subject.


The expression has evolved. Initially, it came across as a tactical manoeuvre which translates, "Surprise! Here I am, I invite myself to your house. What do you mean, you do the inviting when you entertain people in your home? You should think outside the box."

The box became a symbol of old-fashion, draconian, narrow minded, limiting, ad nauseum. Thinking outside the box became the new, hip, trendy, now, together, what's happening way of doing things. The new ways of doing things to meet the new challenges we will confront. Oh, boy!

However, as with many cliches, think outside the box is no longer actually heard anymore. It is like the part of the dialogue in a novel where we see, he said, she said. Those are fine markers for the reader, however, the reader is not actually cognisant of the he said, she said. Only what they represent.

Still, it is very interesting to hear different perspectives from different people.


Just something to consider.

Sincerely,

Slim

copyright (c) 2010 Slim Fairview

Business Gift Giving

Business Gift Giving. How about some general thoughts and a few caveats on the matter?


A few years ago, we'd adopted a free-range cat. (My fault, actually.) This cat was an ideal house guest. When she wanted to thank us, she'd meow outside the door to come back in. When I opened the door, I would find a dead mouse. This is a cat's way of saying, "Thank you".

The dead mouse was a lot nicer gift than some of the gifts I'd received.

First of all, it was sincere.

Second of all, the cat did not become insulted when I did not hang the dead mouse on the wall, nor display it on the coffee table.

Now, there are a few codicils and cavets to the arts and sciences of giving gifts in the business world.

In this country, it is innapropriate to give a gift that the recipient know is more expensive than the giver can afford.

I'd heard, many years ago, that when giving a gift in Japan (e.g. a pen and pencil set), it is more appropriate to give the set in silver than in gold as gold is seen to be ostentatious. ( I need verification on that matter. )

In some Asian countries, you never wrap a gift in white paper. That is the colour associated with funerals.

In some cultures, red is the proper wrapping-paper colour for festive gift-giving.

Perhaps we could open up a discussion to share advice on the matter of gift giving in the business world?

Sincerest regards,

Slim.

ps. If your cat ever gives you a dead mouse, be sure to make a positive fuss over it. If you can't see how pleased your cat will be, you should not share your accomodations with a cat.



copyright (c) 2010 Slim Fairview

Compare and Contrast

You can't compare Communist Bulgaria with free market France.

You can't compare Communist Hungary with free market Portugal.

However,

You can compare Communist East Germany with Free Market West Germany.

You can compare Communist East Berlin withe Free Market West Berlin.

Enought said?

Regards,

Slim


Copyright (c) 2010 Slim Fairview

Experts???

.

Experts:

For every ten experts who say "Do this!", you have ten experts who say, "Do that!"

Then someone else will come up with ten experts who say, "Do something else."

Another ten experts will say, "They're all right".

Another who will say, "They're all wrong".

Then another who will ask, "Who's to say what's right or wrong?"

Then the facilitator of the group will say, " There's no "I" in team! :-) "

If you don't believe me, ask an expert!



Regards,

Slim

Mail slimfairview@yahoo.com

Copyright (c) 2010 Slim Fairview

Developing Competitive Strategies

For Those In a Discussion Group

As an analogy,

I am new to a role. (Answering your question.)

I want to develop my knowledge in competitive strategy (competing with the others in the group to offer the best answer.)

To be as productive as possible as quickly as possible I would, as was suggested, do a quick industry analysis of my niche market. (Who is answering your question?)
Then, as was said, learn about the market. (Read up on what you do.)

You are in the [Business of].

What is a niche market in a [Your industry]?
A particular country, a particular industry, a particular service? These would be essentials to answering the question.

You can use the old stand-by SWOT test. (strengths weaknesses opportunities threats) but you should probably be more application specific.

Who are my customers?
What do they need?
Why are they buying from me?

Who are my competitors?
What do they supply?
Why are others buying from my competitors?

Who will be my customers?
What will they need?
Why should they buy from me?

What features do my customers need?
What features will my customers want?
Am I able to provide the product?

What are the prices?
What are my costs?

Time place utility. Can I get my product (or service) to where my customer needs it? Can I get my product (or service) to my customer when he wants it?

Form utility. Does my product meet the customers' needs or will it be necessary to modify my product or service.

Just to suggest a few.

Sincerely,

Slim

Mail: slimfairview@yahoo.com

Copyright (c) 2010 Slim Fairview

MicroFinance: $10.00 To The Road To Prosperity

Years ago, in a newspaper article, was the story about a man living in a small village in Western Africa.



This man was a shoemaker.

He made sandals by hand.

Though he did the best he could,

He was barely able to make one or two pair a day.



They sold for a dollar.



If he had a sewing machine, he could make more than one or two pair a day.

But to pay for the machine was too much to pay.



This man could save the money for a machine. The price was 10 dollars.

Still, a princely sum for a man who made a dollar a day.



Since he could support his family on half his pay, in twenty days he could buy the machine.

You can figure out what that would mean.

Still, his village was small. His neighbors were poor. They had no food.



Since the man could not let his neighbours die, he helped support them with the

money he had left after supporting his family. Still, it could not have been

enough to help all the villagers. Some died.



All he neededd was ten dollars.



With ten dollars, he could buy the machine.

He could make two pair, or three pair, or four pair, or more.

He could pay a villager to sell his extra sandals.

Soon, he could afford to buy a second machine.



He could train an apprentice to run the machine.

You can figure out what that would mean.

Ten pair of sandals, possibly more.



Another machine, and a salesman or two.

Think about all that that man could do.

He could buy a donkey to be ridden to town,

And sell the sandals for what the market allowed.



Then the man could invest, in a neighbor or two.

And they could make money to do what they do.

Reeds for baskets and clay for pots,

And a cart for the donkey, to sell things by lots.



The village could prosper, money for food,

money for schools, and clothes, and tools.



Then the man awoke, to another hot day.

He worked on his sandals, to earn a day's pay.

With the money he made, he stayed barely alive.

And helped a few neighbors to barely survive.


The resources for SME's are a potent force. Or would be if they were available. Think of it as a leveraged investment. Sounds much better said that way, doesn't it?


Sincerest regards,

Slim

Mail: slimfairview@yahoo.com

Copyright (c) 2010 Slim Fairview

Leadership

Some people get paid for what they do.

Some people get paid for what they know.

Some people get paid for what they think.

Some people get paid for the way they think.


Slim Fairview


copyright (c) 2010 Slim Fairview

The Future: What About the Path of the Trajectory?

As we plan into the future, are we considering the path of the trajectory?

Case in point. The pendulum swings both ways. The farther it swings one way, the farther it swings back.

Globalisation: Will the path of globalisation eventually lead to a path of isolationism.

Information: Will the information that we are relying upon so heavily, eventually become a curse that will lead people to retrench? An information overload can make the information virtually worthless if too much stuff cannot be accepted as reliable.

Technology: Will the technology that enhances our efforts become so "intrusive" that we are paralysed by its intrusiveness?

Politics: Will the politics of globalisation lead to "Superpower Centers" with a detente between ie: The Asian Center, The African Center, The Middle Eastern Center, The European Center, The Latin American Center, the North American Center?

Regards,

Slim

Mail: tilden9@yahoo.com

Copyright (c) 2010 Slim Fairview