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Carry the Message to Garcia

January 18th, 2010

How often do you find yourself wishing you could find someone to Carry a Message to Garcia?

Finding people who understand the value of completing a mission without filing a flight plan, without endless questioning, without frivolous interruptions is a mission all by itself.

Initiative, according to Elbert Hubbard who wrote the famous essay had one definition:

Doing the Right Thing without being told.

Hubbard goes on:

But next to doing the thing without being told is to do it when you are told once. That is to say, carry the Message to Garcia: those who can carry a message get high honors, but their pay is not always in proportion.

Next, there are those who never do a thing until they are told twice; such get no honors and small pay.

Next, there are those who do the right thing onlywhen necessity kicks them from behind, and these get indifference instead of honors, and a pittance for pay. This kind spends most of its time polishing a bench with a hard-luck story.

Then, still lower down in the scale than this, we have fellow who will not do the right thing even when some one goes along to show him how and stays to see that he does it; he is always out of job, and receives the contempt he deserves, unless he happens to have a rich Pa, in which case Destiny patiently awaits around a corner with a stuffed club.

To which class do you belong?

I promise you that sometime in your life you will have wished you had printed Elbert Hubbard’s 1899 Essay so that you could hand it to someone and save them decades of excuses!

Find it here and save a copy to your computer for that eventuality:

http://www.nato.int/nrdc-it/about/message_to_garcia.pdf

General, Lessons Learned

Extraordinary Effort for Ordinary Gain

January 1st, 2010

It’s easy to be cynical if you are an end user who relies on an IT (Information Technology) support organization. How many unplanned outage notices have you wondering if anything is going to be working today?

Frustrated, you send that e-mail to the CEO to get some attention on something that should have been fixed a decade ago. Interestingly, this touches off a pattern of waste that is repeated daily in organizations everywhere. Allowing  pedestrian problems to ignite into full-blown all-hands-on-deck emergencies is completely avoidable.  Sadly, it’s more the norm than the exception.

Even worse, real emergencies often go unrecognized while extraordinary effort is expended for ordinary gain.

If this happens frequently in your organization, isn’t it time to look beyond the fire fighting?

  1. Do you have chronic issues that are never completely resolved?
  2. Do the same people make the same mistakes unable to turn a lesson learned into a lesson remembered?
  3. Are resources stretched so thin that a satisfactory root cause analysis is omitted in order to fight the next fire?
  4. Is Executive Management seemingly oblivious to the perils since they often benefit from extraordinary effort exercises?

Breaking your organization’s dependency on fire-fighting as a normal reaction is not a quick-fix proposition. Finding a way to measure and report the cost of extraordinary efforts and contrasting them against the underwhelming, ordinary results they produce is a good first step.

Getting someone to act on that data is the real trick.

Assessments, Lessons Learned, Technology

Critical Lessons in Economic Development

August 27th, 2009

Uncertainty and fear are common emotions expressed by executives during my conservations with them about their business outlook. However, those charged with economic development are undaunted in their efforts to raise awareness about their regions. I interviewed a veteran of this process, John Cody, President and CEO of the Longmont Area Economic Council (LAEC).

John-Cody-Web

John has over 25 years of economic experience with a Masters in Urban and Regional Planning, a Certified Economic Developer (CED), and prior experience in Louisiana, Wyoming, and Colorado.

Q1.You work with Primary Employers and Longmont has seen some interesting industry clusters develop in the area. What is an industry cluster and how long do they take to develop? What are the main industry clusters and the emerging clusters now developing?

Industry Clusters are basically concentrations of companies in a geographic region within a specific industry classification.  The term was popularized by Michael Porter in his book “The Competitive Advantage of Nations”.  In a classic sense they represent an industry group that is integrated on both a vertical and horizontal basis.  However, outside the classic definition, “clusters” are used to define concentrations of employment that are multiples of the national average.

In that regard, Longmont has four identified clusters: Data Storage, Biotech, Software and Semiconductor Design.  Each of these “clusters” has a high concentration in the Longmont area.  We are also seeing the emergence of possible clusters in the aerospace and renewable energy industries.  In a larger sense, Advanced Technology, as a group of industries, represents more than half of the primary employment in Longmont.  This is many times the national average.

In recent years we have also seen the rise of data centers in Longmont, due to our low cost and availability of electricity and because we are located in a relatively “disaster free area”.  While data centers are not specific to a given industry, we are beginning to see a concentration of these facilities.  So far, American Honda, Xilinx, West Corporation and Ongoing operations are here in Longmont.

Q2.Are there any industry clusters Longmont currently hasn’t developed that would be a good fit for the area?

No, not really.  Business, like water, tends to seek its own level.  We look for a presence in the region as evidence that an industry likes this area and then we determine if that industry is poised to grow and how effectively we can compete for expansions and relocations.

Q3.Awareness is a problem for many regions. What kind of outreach are you doing outside of Colorado to highlight the business benefits of Longmont?

As a small community (87,000 population) we rely on two primary vehicles for getting our word out.  First, we work with our regional and state partners to promote this part of Colorado, recognizing we will compete best when this region is selected as a good location by a prospective company.  We participate in trade shows, site selection conferences, trade missions and national marketing efforts by these groups to get the word out about the Denver metro region.

We then begin the process of “coopitition” to try and attract a given prospect that is looking for a community like Longmont.  Second, we use our web page, which has become the standard for initial stages of the site selection process.

In addition to information (demographics, incentives, community profile, industry profile, etc.) we also maintain a comprehensive real estate database that is searchable online and which is maintained completely by our organization.  We are the only organization in Colorado to do this.

Q4.I’m often surprised by Longmont Primary Employers who are unaware of each other. What kind of events does the LAEC sponsor so these companies learn about each other?

We promote our companies in a variety of ways including:  two industry recognition events that have a 10 year history in Longmont, promotion on our web page and quarterly newsletter, promotion through our quarterly supplement in the Boulder County Business Report and news items that are included in our weekly updates to investors.

In addition, we periodically bring together companies that have common issues to facilitate discussion.  Topics have included government procurement, employment law, lean manufacturing, telecommunications, etc.

Q5.What have you found is the best-kept-secret of Longmont that businesses are surprised to learn when you engage with them?

With the advent of the Internet, secrets have become mostly a thing of the past.  What I do notice is that people seem surprised about the caliber of companies we have based on the size of our community.  Names like Seagate, Amgen, DigitalGlobe and Intrado locally and IBM, Ball Aerospace, Lockheed Martin, Microsoft in Boulder County are usually reserved for much larger populated areas.

Our competitive advantages include the quality of our workforce, the cost of doing business (especially for advanced technology companies), and a business friendly local government are usually uncovered before we talk with them.

Q6.What advice can you give Longmont Primary Employers who are interested in seeing their particular industry cluster develop or grow?

Obviously, no one is better at growing their companies than they are.  What we want companies to know is that when they are ready to grow, Longmont has the right talent, the right tools and the right business environment to contribute to their success.

Q7.Is there anything you’d like to add about LAEC, Longmont, or business development?

Just that the site selection process is complex because there are so many factors to be considered.  Our office has over 50 years of experience in working with companies to find a location and a process that meets their needs.  Not every community is a good fit for every company.

We can facilitate a company’s needs in finding the best location and in the time frame that matches their needs to be operational.  Longmont is a great community for the right company and we want them to know they have an ally in the Economic Council and the City of Longmont.

See these additional LAEC resources if you are considering the Longmont Area for a corporate relocation:

You can contact John Cody and Staff at the Longmont Area Economic Council via phone at 303-651-0128.

About the Author:

Blaine Berger is the President of E-Oasis, a business and technology veteran with over 25 years of experience. You can contact Blaine via e-mail at blaine@e-oasis.com or follow @eoasis on Twitter. You may also leave a comment here.

E-Oasis offers complete data center moving services for the  life-cycle of a data center or computer room move. We help you avoid Complexity Blindness in your data center move planning. Additionally, our workshop series addresses all aspects of data center moving.

About republication:  Contact blaine@e-oasis.com with your republication inquiry about this story.

About your Economic Development organization: Send your pitch and information about your organization to be considered for future stories on economic development to blaine@e-oasis.com .

DataCenters, General, Lessons Learned, Welcome

Nothing Concentrates the Mind Like a Hanging (at Dawn)

June 23rd, 2009

IT (Information Technology) projects stall for lots of reasons. They also fail spectacularly. Worse, they don’t fail soon enough and organizations bloat staffing in pursuit of a project that should be killed. It’s also common to see unqualified resources stumbling through what an expert can finish with little effort.

Nothing Concentrates the Mind Like a Hanging

A sense of urgency is often missing in IT projects. Milestones are missed with regularity and it’s often unclear who is responsible for deliverables. The expectation that a Google search will yield the technical recipe often substitutes for seeking out experienced help.

It’s not uncommon to hear some imaginative reasoning for why a project missed a deadline or failed to accomplish the objective. Most of these reasons are just fabrications. Sometimes the simple steps such as having clear consequences (the hanging) and an immovable deadline (at dawn) are not sufficient to provoke any meaningful results.

Now what?

It’s no secret that most people inherently avoid conflicts. They know what they should do, but inexplicably can not confront the situation before them. It’s no different with a technology project but there is a twist. You may not be able to overcome the imaginative technical fabrications in addition to confronting the individuals involved.

It’s time to seek out a peer review of the project and place a technical expert in direct conflict with your in-house resources.

What happens next will be the real test of your own leadership.

Assessments, General, Lessons Learned, Technology

Healthcare’s Glacial Journey

April 9th, 2009

I recently attended the HIMSS09 Healthcare conference in Chicago.  Most of you know that Healthcare is receiving almost $20 Billion in incentives from the ARRA (American Recovery and Reinvestment Act).  To claim that stimulus, participants must demonstrate the mostly undefined “Meaningful Use” criteria.

Can We Afford Point Solutions?

The Vendor interest at HIMSS09 was apparent, however the physician reaction to the stimulus is lukewarm at best.  A first year payment of $18K in 2011 or 2012 to the physician practice is hardly an economic incentive to deploy a point solution that is unlikely to integrate with anything else.

Speaking with CIOs after the CIO Forum in Chicago, the overall view expressed was one of apathy towards the stimulus changing priorities within their organizations. Some spoke candidly that the stimulus will not affect the current IT initiatives already underway in their organizations. Others wondered if their organizations would be able to avoid the penalty phase of the ARRA.

What Problem Are We Trying To Solve?

Clearly, we’re not trying to fix healthcare with these incentive payments. In fact some view that this program will worsen the healthcare crisis. Absent from HIMSS09 were discussions about a revolution in healthcare with more of the same glacial progress expected in the coming years.

Does Healthcare’s Journey Continue Glacially Down The Same Path?

What do you think? Is the inertia so great that healthcare will not be able to overcome its own coefficient of drag?

General, Lessons Learned

Diagnosis Twitter – Listening at the Flash-Point of Need

January 19th, 2009

It’s difficult to write a post about Twitter without defining it. The problem is that Twitter is a work in progress. None of these elements will be explored in this post:

  1. Will Twitter find a way to make money? (Apologies to Fred Wilson)
  2. Is Twitter useful for <insert favorite use>?
  3. How does Twitter <help><hurt> me <my business>?
  4. What the heck is Twitter anyway?
  5. I <hate><love><don’t care about> Twitter.
  6. You should not use  Twitter for <insert-your-favorite-rule>.

Ignore the fail whale, the fanboys/girls,  and the crowd-based do’s and don’ts. Even Captain Obvious can see that Twitter is a work in progress as evidenced by the good folks at Twitter explaining they will scale first and seek revenue second.

Suppose instead you conduct this thought experiment:

Every Person on the planet with a wireless phone or computer is a Twitter user.

And these millions of Twitter users are all talking at once all in the same room.  Some in small groups and some in large. Some organized and most ad-hoc. Some talk is polite, some is rude, and most is seemingly without context.

What then becomes important when you realize these conversations, occurring in real time and possessing the possibility of crowd consensus, are about your brand?

About your industry? About something you care about? Maybe even about you personally?

What becomes important once Twitter scales?

What will matter when the discordant din from Twitterville is loud, overwhelming, and impossible to manage with the current tools?

Listening.

Not eavesdropping, but really Listening.

Listening at the flash-point of need.

Responding is an entirely different post.

But Listening is something you can start right now. This reason alone may not be compelling enough to compete for your time at this point in Twitter’s development.

Maybe there’s plenty of time and you can relax while Twitter is the rock your competitors break themselves against.

Or maybe others have the Listening part down and they’ve moved on to Responding?

Diagnosis Twitter: Relevant, not yet at scale, and ignored at the expense of your brand.

What’s your story about listening at the flash-point of need?

####

General, Lessons Learned, Technology

Weak Sauce Motivational Poster

January 5th, 2009

Hopefully, none of my blog visitors are “weak sauce”! Just remember it’s not possible to be a SuperStar without some weak sauce.

weaksauce

General, Lessons Learned

Brace for Impact – Expense Cuts No Silver Bullet

December 8th, 2008

Enterprises are cutting operational expenses for 2009. Common expense reduction items cited include:

  • Eliminate Travel
  • Eliminate Training
  • Cut Contractors
  • Layoff Employees
  • Extended shutdown during the Holidays
  • Eliminate employee reimbursements for cell phones and Internet access
  • Eliminate trade show exhibits
  • Reduce Management bonuses
  • Reduce Staff salaries
  • Stop Hiring
  • Consolidate or eliminate physical locations

However, even an arm-chair economist knows that cutting expenses alone does not ensure business survival. Now that the latest job loss numbers are out, the acceleration effect those job losses have on confidence and other industries will be telling. This effect will be fueled by media-led fear-based metaphors and inaction by those watching the panic parade.

After you’ve cut the expense side of the equation ( one hint: Kill your Weak IT Projects Right Now), what are you doing about the demand side of the equation?

The C-Suite can not legitimately hide behind “unexpected weaker demand” and fail to act.  By now, who doesn’t expect weaker demand?

The question is, what are you doing to stimulate the demand for your products and services given the economic downdraft?

General, Lessons Learned

Kill Your Weak IT Projects Now

November 13th, 2008

The predictable reports of  CAPEX (Capital Operating EXpenditure) and OPEX (Operational EXpenditure) cuts (not just in Information Technology) have already surfaced. Sales projections for public companies are being slashed on a daily basis.

“Weaker than expected demand” seems to be the favorite language. Does anyone in the C-Suite really fail to expect weaker demand? That’s unlikely given the kind of daily data available to every business.

Analyze your customer base with the knowledge that they are or will be forced to cut both CAPEX and OPEX and identify the necessary products and services they can’t live without. If you’re not already supplying one of those products and services, then expect the weaker demand for your organization.

Almost every company of any size has IT (Information Technology) projects at various stages of completion. Many of these may have substantial resources dedicated towards them and yet they wander in the desert of incompleteness. Can you afford this?

Kill your weak IT projects now. It may be painful, but it’s long overdue and you know it. You are wasting resources that you’re going to need to combat the “weaker than expected demand”. The first place you should re-deploy those resources are into those IT projects that have a direct impact on keeping your company competitive.

  • Finish that Exchange cut-over and kill the old servers.
  • Actually retire those servers you replaced with VMware.
  • Upgrade your storage to the higher capacity drives with the lower power consumption and get rid of the old storage.
  • Consolidate or move your data centers into more efficient and cost-effective space.

Finally, Dan Rua reminds us not to neglect the interpersonal opportunities that adversity can bring. Reach out to a trusted adviser. You may be able to help each other with your respective challenges.

General, Lessons Learned

Are You Marching in the Panic Parade?

October 30th, 2008

Data about job losses, housing starts and foreclosures, venture capital pull-backs and stock market volatility can be used to justify almost any thesis. Watching the panic parade play out in both traditional and online media has resulted in at least one identifiable outcome from the C-Suite: Fooled into Inaction.

Whatever thesis you subscribe to, shouldn’t you be taking some kind of appropriate corrective action to match your conviction?

I found three good and recent examples in predictable places to illustrate the kind of critical thinking that can help you break from the crowd to form your own roadmap. The first is from Irving Wladawsky-Berger. There’s a lot to digest in his post, but Diversification, Mass Extinction, and Survival poses this central question: What can a company do to maximize its chances of survival at such times?

Attempting to answer that question for your business is likely a better use of your time than marching in the Panic Parade.

The second example comes from Chuck Hollis. “Better Times Ahead For Service Providers?” suggests some reasons why a downturn could help these types of businesses. More importantly, you can learn  from Chuck’s reasoning and apply to your own business. He’s spot on with the notion that “Transparency of Costs” will be something that will become familiar to all.

The difference-maker for business will be those that deal now with many of these issues while the paralyzed enjoy the parade!

Finally, Brad Feld put up a guest post he received via e-mail from Sarah Reed. I found The Legal Lexicon for an Economic Meltdown a refreshing and humorous reminder that this has all happened before. Humor is a necessary stimulant for critical thinking.

Survive or Thrive?

Remember that while you’re watching the parade, there are other individuals doing the planning  to thrive in the current climate.

General, Lessons Learned