Does your company have a fusbol table?

fusbol

I read a stat recently that said 24.1 per cent of start-ups have a fusbol (football) table in their office. Is this the new silver bullet, the difference between company success and failure? Are we missing out?

We have all seen the images of the coolest offices in Silicon Valley or Old Street with young hipsters in torn jeans and suede boots, mismatched colours painted on the walls and a corner set aside for unpronounceable coffees, portrayed as the best places to work, fuelled by leading-edge technology. But how real is this?

Does a fusbol table really attract the right people? I don’t think so. Aren’t the old values of making a genuine contribution and a clear career plan still the most important factors, regardless of generation? I believe they are.

The greatest word

wordI had a great conversation with Simon Perriton this week – he is the CEO of Just IT and we serve on a global education committee together – and he mentioned that he hires for attitude and can teach skills. Wise words.

Later in the day I thought about what might be the greatest word that we have at our disposal (a close run thing when words such as “love,” “thanks,” “family” and BBQ are considered). That word is “define.”

We can search and find the meaning of any word by using the word “define.” We can action this whenever and wherever we may be, and we get our answer. Let’s put our focus, therefore, on the skills that make a difference – the application of learning, the softer skills, the human side. People can search and find the meaning of anything, how to make things and fix them, on their own.

Don’t teach them what, teach them how, and give them skills employers are calling out for.

Non-technology

Be present slideTo end a busy week and help lead us into the weekend with some downtime (a term I had never heard until technology made its play on our time), I’d like to call out two things to help focus us away from gadgets and devices.

The first relates to this great little photo (on the right). A crowd has gathered to watch a parade, a celebrity or some runners and everybody has jumped to their phones to catch the moment. But isn’t it interesting that nobody is actually watching the event unfold, nobody except one little old lady who is very content to take in that special moment. The look on her face speaks a thousand words. Occasionally, leave your phone in your pocket and just be present.

The other item relates to something I posted on social spaces earlier in the week that received a most positive reaction – handwritten notes. Despite all the wonders of technology most electronic communication lacks the personal touch and if valued, lasts only a short time. Instead people truly value and often keep a handwritten note. I first read this during the 1990s when a famous rugby coach left handwritten notes under the door of each team member before a crucial game. It rallied the troops to great success.

So go on, send somebody a ‘Thank You’ note today. It will please you as much as it does them.

 

Tech = Art + Science

Driving in my classic car, listening to Grover Washington Jr on cassette tape (honestly, after all this car is 30 years old), I marvelled at how reliable this car is and how little tech was involved all those years ago in these machines, but mixing old thoughts with new, I realised just how technology is both art and science today. It is worth a post.

I think the biggest opportunities lie where technology is able to span both; let me explain why and how with education in mind.

Tech is science: one of the greatest opportunities in education is where technology can create a market segment of one: the individual. Where tech can help us create personalised learning so that students can learn at their own pace and level, and achieve goals and qualifications that are unique to their requirements, career aspirations and future. Tailored learning to suit a unique need at one point in time.

Tech is art: I experienced this a second time with air travel recently, where the entire check-in process was automated and I, as the traveller, had to self-serve. This is a masterstroke. Companies putting technology in place to allow customers to check-in themselves, print out their own documents, weigh their own luggage, print their own tags and calling it improved customer service – while saving costs all along the journey. How can technology help and even encourage people to learn, test and credential themselves, consuming small modules to achieve a goal, then move on to the next one? How can we utilise technology to predict, based on past learnings, what we need to do next?

I assembled the idea for this post sitting in traffic. I wonder as we get older whether we start going back to the old days, where we can be creative and have time to think, and not worry about the InBox.

A 3-layer cake worth sharing

cakeI recently returned from participating on a global advisory board on education and certification and we debated not just the future but how we can pin it down long enough to be able to describe it and build a strategy around it.

Tech refuses to stand still and while it isn’t quite the bedlam that the comedy series Silicon Valley portrays, it isn’t a million miles away. On my journey back I deliberated and concluded one thing for certain – the larger the audience we try to reach, the simpler the message has to be, otherwise it flies over our heads along with the rest of the information box labelled “overload.”

So what is the next wave? I summarised it as a 3-layer cake with all manner of ingredients built around intelligence, security and people.

The first, top layer, a segment called ‘intelligence,’ is the topping that will propel us into creative new spaces – AI, AR, VR, 3D, (already too many acronyms), drones, robots and my favourite internet of things. This will lead us towards everything cloud, everything connected and everything mobile.

The foundation or base is the security that will be necessary to hold things together, protect the safe business transition to the above and without which we can expect a myriad of challenges that could well hold back progress.

The flavouring in the middle, always the best bit, is where we come in – the people and the skills that underpin the change, the brainpower to drive it forward and the mindfulness to ensure things are done correctly, competitively and for the long-term.

The ultimate in convenience

Westin-Gear-Lending-New-Bal Move WellI don’t normally talk about one product or brand but this deserves a mention, even though I have learned it’s not that new. Staying at a Westin in Chicago last week, I noticed the room keys had a small advert promoting their Stay Well campaign.

For just $5 you can borrow a complete set of New Balance running gear including training shoes, so you don’t have to pack your own each time you travel – this is very smart. I didn’t take up the offer as I had my gear with me, but in future…

That is real innovation in thinking and also the ultimate in convenience to the customer.

So let’s loop technology into this – it is a great example of how technology needs to be serving us, integrating with and re-imagining business processes, offering customers choice and making it easy for them to purchase from or partner with us.

Plus, if we exercise in the morning and have to hand back the kit before check-out, it leaves that extra little bit of time for email and online activity later in the day…or is that counterproductive? Either way, I am impressed.

Hewlett and Packard: the difference

I blogged about Intel a couple of posts ago and today I will blog about another IT-industry stalwart, Hewlett Packard.bill_and_dave_21c

Quite simply, this is a brand that I have always liked. I have only ever bought HP printers and I like the story of the founders, William Hewlett and David Packard (take note, no shortening of names taking place here – the two gentlemen deserve full name spelling). They started HP in 1939 out of a garage in Palo Alto where the company was born.

What really stands out, however, is their reaction to the market soon after the war began. Not surprisingly, the government labs were shutting down and the engineers leaving their employment. But Hewlett and Packard saw the opportunity. Although they were going through staff layoffs themselves, they realised that the greatest opportunity their company ever had wasn’t that of technology.

So instead they went out and hired those engineers.

Digital transformation: voice and choice

Following my story about the legendary Andy Grove and how he transformed Intel, all companies are now encountering the six stages of digital transformation, according to research by Altimeter; and right at the top of the list of key drivers is customer experience.

It is important to understand ‘digital’ here: it is the application of information and technology to bolster human performance.

The customer experience is also more than just marketing to your audience via different media; it is building the most personalised customer journey across sales, service, apps, communities and channels and even the huge opportunity that is the connectivity of every device defined as the internet of things.

It also includes learning and getting to grips with this is really important. The next generation will “consume” on the devices they are glued to all day – they will digest news, connect, network and purchase in this way, and they will insist on learning in the same fashion: when and where they want.

Technology has given the customer a voice and choices. The tables have turned. Customers are defining the marketplace and with 75% of our workforce being next gen by 2025, we had better listen if we want to be a part of it.

Be the disruptor, not the disrupted

Here is a great story from one of pioneers of the IT industry, Andy Grove, former Chairman and CEO of Intel. It comes from his book Only the Paranoid Survive and is well worth retelling.

In a discussion with then Chief Executive Gordon Moore, he asked what would happen if the board kicked them out and started anew. They agreed that a new CEO would no doubt leave the past behind and detach them from their memories.

So Grove and Moore decided there and then to do that themselves. They left the business of chips behind, moving into microprocessors and thereby set the stage for the next generation of the Intel business.

It was, and remains, a lesson in management: leave the past behind, don’t let a single line of business define you and be the disruptor, not the disrupted.

It’s about people, it always is

My internet

Here’s an interesting clipping from a newspaper. As funny as it reads, there is an underlying message that however technology is helping and enhancing how we communicate, work and do business, ultimately it is about the relationships we build with people that create loyalty and the long-term partnerships we crave.

Business isn’t about B2B or B2C, but about the human-to-human relationships we build and nurture over time.

Tech has given us an excuse to think short-term. Life and real success isn’t like that.