By Alfred P. Sloan, Jr.
According to Bill Gates the single most useful book you can read on business. I agree it is great. This book states Sloan's business ideas in the unassuming voice of a personal memoir. Sloan must have been one of the best managers the world has ever seen. Read this book, and understand where all the stuff that Drucker wrote came from. Enough laurels, what does it say?
Sloan introduced organizational structures balancing central policy with decentralized execution (a lot of the most difficult issues he considers really come with size). He gave employees freedom to act guided by objectives and incentives. He was big on grasping reality, by collecting key operational data, by working out solutions by meetings of stakeholders. He looked ahead to preempt problems and see opportunities for innovation. And he did this on a level of success where it really becomes a bit scary.
Some concrete points:
Energy and logical action in accordance with facts and circumstances.
Purpose: The primary objective of the corporation is to make money, not just to make a product -- pay dividends and increase capital value. ROI is the unifying measure for each business unit.
Value: The future of the corporation depends on the ability to design and produce products of maximum utility in quantity at minimal cost. To succeed in business in the long run you must render service to the public.
Strategy: Companies compete in broad "policy" (i.e., strategy) as well as in products. Every enterprise needs a concept of its industry and the CEO must understand the industry. Think about what you are trying to do, in addition to the constraints imposed by customer demand, competition, technology, economic conditions and evolution. Establish principles and work from them.
Measurement: Measuring, organizing and presenting the significant facts about what is going on in and around a business is one of the chief bases for strategic business decisions. Finance can not exist in vacuum but has to be integrated with ops.
Consensus: Co-ordinate by committee. The executive committee is to pass policy in a clear cut way to supply the basis for authorized executive action, e.g. on quality standards, price schemes, market and competitive moves. It should have enough representatives from operations to come to realistic conclusions. The role of the executive is policy making. Have an operations committee of all unit heads. Gets all available data about performance, and includes executives. The goal: to bring about common understanding.
The Executive: There is a need need for authority of the chief. If possible have the boss be in charge of operations. A group can make policy, but only individuals can administer policy. If a company does not execute well, all policy is for naught.
Capital approbation for projects:
- what is the relative value of the project as compared to other projects in ROI and in necessity to support company operations as a whole
- does it work as a commercial venture?
- has it properly been developed technically?
- is it proper considering company interest as a whole (not just for the unit proposing)
Small projects can be authorized by the unit manager, large ones need a procedure and approval by top management/finance, and need to present their economic and technological benefit.
Organisational structure: Independent units coordinated by central management. There is need to separate divisional and corporate functions. The juncture between staff and line can be paralyzing if it turns into a battlefield. Have line representatives on staff committees to get buy-in and adequate representation of needs. Functions include development, engineering, production, sales, finance. There should be a separation between advanced product engineering and long term research.
Have representative members in parallel function from each unit get together to exchange and co-ordinate, give them authority and power so this coordination can be constructively applied. Confine the scope to problems/info exchange of common interest. Keep away from details, focus on basic problems. Keep sessions business like and to the point. Have a secretary to support the committee.
Personal productivity: Spend days with inspection and observation, nights with discussion. Only 5 direct reports to have time for large scale issues thinking. Put all your energy and experience into your work. Even at the cost of personal sacrifice.
Showing posts with label work. Show all posts
Showing posts with label work. Show all posts
2009-02-06
2008-12-07
The equation that couldn't be solved
By Mario Livio
Evchariste Galois was a genius and a romantic who forever changed maths by inventing group theory before he was shot at the age of 20 in a duel, and his life would make a fine subject for a hollywood movie a la "A beautiful mind".
The life stories of him and a bunch of other mathematicians who quested to solve quadratic, cubic, and quartic formulas and prove that there can be no general formulistic solution for the quintic make up the bulk. There is an explanation of what a group is (closure, associativity, identity, inverse) and a few simple examples of groups plus explanations that they are used to describe symmetry. There is a nice section showing that if you are looking for the best mate, but can't go back to earlier ones you separated from, sampling about one third of the overall you could have and then sticking to the first one better than all these after that is the best strategy - which means if the best one was in the first third, you'll have to try all and will get stuck to the last one ... I assume unless you'd turn out to not be their final choice and end up alone.
Evchariste Galois was a genius and a romantic who forever changed maths by inventing group theory before he was shot at the age of 20 in a duel, and his life would make a fine subject for a hollywood movie a la "A beautiful mind".
The life stories of him and a bunch of other mathematicians who quested to solve quadratic, cubic, and quartic formulas and prove that there can be no general formulistic solution for the quintic make up the bulk. There is an explanation of what a group is (closure, associativity, identity, inverse) and a few simple examples of groups plus explanations that they are used to describe symmetry. There is a nice section showing that if you are looking for the best mate, but can't go back to earlier ones you separated from, sampling about one third of the overall you could have and then sticking to the first one better than all these after that is the best strategy - which means if the best one was in the first third, you'll have to try all and will get stuck to the last one ... I assume unless you'd turn out to not be their final choice and end up alone.
Labels:
book,
communication,
decision,
learning,
work
2008-11-29
The Road to Serfdom
By F. A. Hayek.
I never had much exposure to politics at home. My parents were value-conservative, believing in hard work, tolerance, making money, and a good life. We had no business in telling others how they should behave. If you wanted something, you had to work for it. My brother and me worked for our pocket money, in the garden, writing computer programs for calculation of rental costs, or helping in sorting paperwork for my fathers practice. Some of his clients my father respected were immigrants, decent folk who worked hard. My father never told you whom he would vote for. He said that the vote is secret would stick by that. We did not discuss political developments other that mum complained when the government raised the taxes again, taking away from the gains of our work.
In high school most of the other kids were socialists, with a smattering of Marxists and anarchists thrown in. If you were conservative you stood out like a sore thumb. I could not relate to their ideas and kept out of political discussions.
I am politically uneducated. And a man who has read only one book is dangerous. Still this book, my first political book, impressed me deeply. It makes the case for individual freedom and equality before the law, and that without economic freedom other freedom can not be had. It makes the case that collectivism, putting the common good ahead of individual freedom leads straight to the evil of a society of slaves, of national socialism, of terror and serfdom.
The socialists want a society where equality is not only equality before the law, but equality of material goods; where it is taken from the rich and given to the needy; where man stops looking only after his own advantage and we have a brotherhood of men: a noble goal. It appeals to teenagers, because it is so unselfish. The liberal touting "if every man cares of himself, all are taken care of" sounds like an egotist prick in comparison. He seems to push for the winner-take-all society, without charity, without compassion, without pity. And regarding property rights, the Indian Chiefs asking how you can own anything, the air, the land, which was there before you, seem so much wiser than the greedy capitalists.
Socialism also is asking less of you. Liberal individualism means you struggle for survival all your life, competing all the time, no security, no rest. You let up -- you lose, someone else will get your piece of the pie. Who wants that? Socialism promises to organize the whole community, and everybody will be taken care of. If you are weak or can't keep pushing hard, don't worry: you will be provided for. "From each according to his ability to each according to his need." The tough guy is not going to plow over you any more now. He is going to support you instead, work for your benefit. Doesn't this sound much better? It sure sounds appealing to me. A good life without having to work for it, without pressure? Yes, please.
So what is wrong with this picture?
Firstly, if the community is more than the individual, then the individual has to give up his freedom. It is not any more the wealthy man's own decision to give. He has to and if he does not want to, the community will force him to. And there, just like that, freedom goes right out of the window. But "the community" as such can not manage, cannot execute. It has to appoint bureaucrats, men in power. And who will control those? Where the ends of the community justify to suppress individuals as a means, it is a slippery slope down to abandoning free speech and twisting the truth, to torture and people disappearing.
Even without those atrocities, by controlling material goods and regulating who may do what, you control every aspect of people's everyday life and murder their freedom. Free markets do not automatically mean political freedom. But in politically unfree countries like China or Singapore, which embrace free markets, their inhabitants scarcely notice: they can go to the supermarket and buy whatever they want, they build lives and houses, they work for themselves and prosper. That they can not speak out against the ruling party has little effect on their life.
Without freedom of choice, of occupation, of property, political freedom doesn't matter. One just needs to look at Russia or China during communism, needs to compare the former east and west Germany, to understand how severely central planning and regulation of trade limits personal freedom.
These countries are also good examples to show that a free market, a voluntary exchange of goods, money and services, is infinitely better at creating wealth and progress than central allocation and planning. Any kind of trade limitation, tariff, tax, or artificial restriction generating monopolies reduces this. Each time that people can not spend their money on those goods that they want and that fulfill their needs at the lowest price, their wealth and freedom to use it for other things shrinks.
I live in a western democracy, Germany, supposedly a free country. I have the right to elect my government every four years. The influence is very indirect. I can not pick and chose a combination of values from a menu and vote for them. I have to take programs of values proposed by the few eligible parties, like them or not. And I have no say on what those politicians do, once I have elected them. They represent me only in the vaguest, most distant form, which is natural as they represent the everyone that elected them, who on average is unlike me.
The freedom to do as I like with the money I spend appears to me so much larger. I can spend it on whatever I want. I can exactly chose where it goes. Even if I waste it on stocks that then crash, it still is my free decision, and only I am to blame for the disheartening outcome. The outcomes are not distantly related to where I voted to spend my money, they are directly related.
Meanwhile, more than half of the value I generate goes as taxes to the government, which then spends the money. Most of it in ways that I do not support. The government strong-arms me out of this money and then distributes it, inefficiently and wastefully, and not last on feeding a large and useless bureaucracy. If the government would take all I earn, I were entirely unfree. I would have to live in whatever flat I am assigned, in whatever city, eat whatever food is rationed out to me, all through benevolent central planning and programs. No doubt it would be miserable, no matter how well meaning and competently done. I still remember the ugly, gray single type of telephone set we had for decades in Germany when the phone was owned by the state. Once it became a free market, hundreds of different phone sets bloomed, in all colors, full of functions, and cheap!
Some things, like a legal system and police to enforce it have to be maintained by the state, and need funding. But apart from that, I would feel more free if taxes and government were as small as possible. We are already more than half-way unfree. Each time the taxes mount, the part of our income that gives us choice gets smaller.
Hayek warned of society becoming unfree due to central planning. By its very nature, the higher the taxes are, the more needs to be centrally doled out by the government. Taxes, as much as political absolutism or dictatorship, mean serfdom.
Secondly, coming back to why collectivism fails: if you can not keep the spoils of your hard work and struggle, your motivation to work hard and struggle goes away. Then who is going to create the wealth that is to be distributed? And if you get subsistence for free, without having to work for it, why would you be thrifty about spending it and live economically?
When I was in India I met a MP of the communist party of Tamil Nadu. His first question when he heard I was from former West Germany was "But, in East Germany, everybody was equal, no?". "Yes, " I said, "everybody was equally poor.". It seems to me, that the very fact that collectivists are so concerned with what the next guy has compared to you, shows that making people materially equal must fail. Being able to do better than your neighbor is just such a strong motivator that to take it away will condemn people to general listlessness. And it is no wonder either: success gives you better access to partners, gives your offspring better chances, gives you a more enjoyable live: not the least perk of it being your neighbors' envy.
Collectivism and taxes make you not only worse of by taking away your freedom, and forcing you to eat parts of the pie you don't like. They also make the pie smaller.
Freedom for me is when nobody can tell you what you do. (As long as you do not try to take you neighbor's freedom away, kill or otherwise hurt him). Equality is when everybody is treated the same before the law. The same rules apply to all.
That humans are born free and equal are fundamental ideas which we have grown up with. There are other ideas possible, like in old India, where you were not equal, you were born into a caste and station of life. Works too. But not our idea of what is right.
I never had much exposure to politics at home. My parents were value-conservative, believing in hard work, tolerance, making money, and a good life. We had no business in telling others how they should behave. If you wanted something, you had to work for it. My brother and me worked for our pocket money, in the garden, writing computer programs for calculation of rental costs, or helping in sorting paperwork for my fathers practice. Some of his clients my father respected were immigrants, decent folk who worked hard. My father never told you whom he would vote for. He said that the vote is secret would stick by that. We did not discuss political developments other that mum complained when the government raised the taxes again, taking away from the gains of our work.
In high school most of the other kids were socialists, with a smattering of Marxists and anarchists thrown in. If you were conservative you stood out like a sore thumb. I could not relate to their ideas and kept out of political discussions.
I am politically uneducated. And a man who has read only one book is dangerous. Still this book, my first political book, impressed me deeply. It makes the case for individual freedom and equality before the law, and that without economic freedom other freedom can not be had. It makes the case that collectivism, putting the common good ahead of individual freedom leads straight to the evil of a society of slaves, of national socialism, of terror and serfdom.
The socialists want a society where equality is not only equality before the law, but equality of material goods; where it is taken from the rich and given to the needy; where man stops looking only after his own advantage and we have a brotherhood of men: a noble goal. It appeals to teenagers, because it is so unselfish. The liberal touting "if every man cares of himself, all are taken care of" sounds like an egotist prick in comparison. He seems to push for the winner-take-all society, without charity, without compassion, without pity. And regarding property rights, the Indian Chiefs asking how you can own anything, the air, the land, which was there before you, seem so much wiser than the greedy capitalists.
Socialism also is asking less of you. Liberal individualism means you struggle for survival all your life, competing all the time, no security, no rest. You let up -- you lose, someone else will get your piece of the pie. Who wants that? Socialism promises to organize the whole community, and everybody will be taken care of. If you are weak or can't keep pushing hard, don't worry: you will be provided for. "From each according to his ability to each according to his need." The tough guy is not going to plow over you any more now. He is going to support you instead, work for your benefit. Doesn't this sound much better? It sure sounds appealing to me. A good life without having to work for it, without pressure? Yes, please.
So what is wrong with this picture?
Firstly, if the community is more than the individual, then the individual has to give up his freedom. It is not any more the wealthy man's own decision to give. He has to and if he does not want to, the community will force him to. And there, just like that, freedom goes right out of the window. But "the community" as such can not manage, cannot execute. It has to appoint bureaucrats, men in power. And who will control those? Where the ends of the community justify to suppress individuals as a means, it is a slippery slope down to abandoning free speech and twisting the truth, to torture and people disappearing.
Even without those atrocities, by controlling material goods and regulating who may do what, you control every aspect of people's everyday life and murder their freedom. Free markets do not automatically mean political freedom. But in politically unfree countries like China or Singapore, which embrace free markets, their inhabitants scarcely notice: they can go to the supermarket and buy whatever they want, they build lives and houses, they work for themselves and prosper. That they can not speak out against the ruling party has little effect on their life.
Without freedom of choice, of occupation, of property, political freedom doesn't matter. One just needs to look at Russia or China during communism, needs to compare the former east and west Germany, to understand how severely central planning and regulation of trade limits personal freedom.
These countries are also good examples to show that a free market, a voluntary exchange of goods, money and services, is infinitely better at creating wealth and progress than central allocation and planning. Any kind of trade limitation, tariff, tax, or artificial restriction generating monopolies reduces this. Each time that people can not spend their money on those goods that they want and that fulfill their needs at the lowest price, their wealth and freedom to use it for other things shrinks.
I live in a western democracy, Germany, supposedly a free country. I have the right to elect my government every four years. The influence is very indirect. I can not pick and chose a combination of values from a menu and vote for them. I have to take programs of values proposed by the few eligible parties, like them or not. And I have no say on what those politicians do, once I have elected them. They represent me only in the vaguest, most distant form, which is natural as they represent the everyone that elected them, who on average is unlike me.
The freedom to do as I like with the money I spend appears to me so much larger. I can spend it on whatever I want. I can exactly chose where it goes. Even if I waste it on stocks that then crash, it still is my free decision, and only I am to blame for the disheartening outcome. The outcomes are not distantly related to where I voted to spend my money, they are directly related.
Meanwhile, more than half of the value I generate goes as taxes to the government, which then spends the money. Most of it in ways that I do not support. The government strong-arms me out of this money and then distributes it, inefficiently and wastefully, and not last on feeding a large and useless bureaucracy. If the government would take all I earn, I were entirely unfree. I would have to live in whatever flat I am assigned, in whatever city, eat whatever food is rationed out to me, all through benevolent central planning and programs. No doubt it would be miserable, no matter how well meaning and competently done. I still remember the ugly, gray single type of telephone set we had for decades in Germany when the phone was owned by the state. Once it became a free market, hundreds of different phone sets bloomed, in all colors, full of functions, and cheap!
Some things, like a legal system and police to enforce it have to be maintained by the state, and need funding. But apart from that, I would feel more free if taxes and government were as small as possible. We are already more than half-way unfree. Each time the taxes mount, the part of our income that gives us choice gets smaller.
Hayek warned of society becoming unfree due to central planning. By its very nature, the higher the taxes are, the more needs to be centrally doled out by the government. Taxes, as much as political absolutism or dictatorship, mean serfdom.
Secondly, coming back to why collectivism fails: if you can not keep the spoils of your hard work and struggle, your motivation to work hard and struggle goes away. Then who is going to create the wealth that is to be distributed? And if you get subsistence for free, without having to work for it, why would you be thrifty about spending it and live economically?
...we were promised abundance for all,
By robbing selected Peter to pay for collective Paul;
But, though we had plenty of money, there was nothing our money could buy,
And the Gods of the Copybook Headings said: "If you don't work you die."
--Kipling, The Gods of the Copybook Headings
When I was in India I met a MP of the communist party of Tamil Nadu. His first question when he heard I was from former West Germany was "But, in East Germany, everybody was equal, no?". "Yes, " I said, "everybody was equally poor.". It seems to me, that the very fact that collectivists are so concerned with what the next guy has compared to you, shows that making people materially equal must fail. Being able to do better than your neighbor is just such a strong motivator that to take it away will condemn people to general listlessness. And it is no wonder either: success gives you better access to partners, gives your offspring better chances, gives you a more enjoyable live: not the least perk of it being your neighbors' envy.
Collectivism and taxes make you not only worse of by taking away your freedom, and forcing you to eat parts of the pie you don't like. They also make the pie smaller.
Freedom for me is when nobody can tell you what you do. (As long as you do not try to take you neighbor's freedom away, kill or otherwise hurt him). Equality is when everybody is treated the same before the law. The same rules apply to all.
That humans are born free and equal are fundamental ideas which we have grown up with. There are other ideas possible, like in old India, where you were not equal, you were born into a caste and station of life. Works too. But not our idea of what is right.
The economic naturalist
By Robert H. Frank
This popular economics book, is written by the academic who wrote the Principles of Economics textbook which I dearly love.
This book contains short essays that try to answer from first economic principles puzzling questions like "Why are round trip airfares from Kansas City to Orlando lower than round trip airfares from Orlando to Kansas City?", or "Why is it easier to find a partner when you already have one?", or "Why are soda cans not shorter and wider, and thus cheaper by using less alloy for the same amount of liquid?"
The principles invoked are scarcity, opportunity cost, price discrimination, supply and demand, the tragedy of the commons, externalities. In many cases they fall short of giving a good explanation, and the answers resort to speculation about human psychology. Some answers are altogether unsatisfactory. Soda cans remain a mystery to me.
This popular economics book, is written by the academic who wrote the Principles of Economics textbook which I dearly love.
This book contains short essays that try to answer from first economic principles puzzling questions like "Why are round trip airfares from Kansas City to Orlando lower than round trip airfares from Orlando to Kansas City?", or "Why is it easier to find a partner when you already have one?", or "Why are soda cans not shorter and wider, and thus cheaper by using less alloy for the same amount of liquid?"
The principles invoked are scarcity, opportunity cost, price discrimination, supply and demand, the tragedy of the commons, externalities. In many cases they fall short of giving a good explanation, and the answers resort to speculation about human psychology. Some answers are altogether unsatisfactory. Soda cans remain a mystery to me.
2008-11-08
The Logic of Life
by Tim Harford
Another entertaining "popular economics" book. Although not quite as good as the undercover economist, is covers a wide range of everyday experiences and explains why the apparently unreasonable makes sense - for example: why your boss is overpaid, why real wages in the world's large metropolitan cities are lower (hint: not mainly because you can go out in the evening), why divorce rates are high and eligible bachelors scarce, why rich neighborhoods have better streets and infrastructure (hint: not because they are chummy with those in npower or bribe politicians), why race discrimination at work is hard to stamp out even if employers don't have any personal preferences.
Usually it comes down to rational decisions that each individual makes, which in aggregate lead to irrational outcomes or freeze in bad situations.
Another entertaining "popular economics" book. Although not quite as good as the undercover economist, is covers a wide range of everyday experiences and explains why the apparently unreasonable makes sense - for example: why your boss is overpaid, why real wages in the world's large metropolitan cities are lower (hint: not mainly because you can go out in the evening), why divorce rates are high and eligible bachelors scarce, why rich neighborhoods have better streets and infrastructure (hint: not because they are chummy with those in npower or bribe politicians), why race discrimination at work is hard to stamp out even if employers don't have any personal preferences.
Usually it comes down to rational decisions that each individual makes, which in aggregate lead to irrational outcomes or freeze in bad situations.
2008-07-31
The Art of the Start
by Guy Kawasaki
This is a book on how to get a startup off the ground.
It's good in the sections where he relates his industry experience about dealing with venture capitalists. I especially like his advice to "tell new lies", not the same projections and claims they hear over and over, to work out the details in partnering contracts in person before committing anything to paper, and to be able to nail the essence of what you do in one short sentence. (Compare with Amazon's Jeff Bezos "We make electricity so that you don't have to." and "Pay by the drink".)
Other than that, it's flaky. His advice about how to run things is loaded with platitudes. His overall tone is that of a promoter and evangelist, not that of someone with experience in getting things done. He makes mistakes that show he never put his own advise to the test: For example, his advice on the powerpoint slides for pitching to VCs is that you should always use only 10 slides, take 20 minutes, and use 30 point text. That will go very well with a slide on Competition, where he tells you to "provide a complete view of the competitive landscape".
The best thing about the book is the opening quotation by Halford E. Lucckock:
The quote by Dwight D. Eisenhower is also good:
This is a book on how to get a startup off the ground.
It's good in the sections where he relates his industry experience about dealing with venture capitalists. I especially like his advice to "tell new lies", not the same projections and claims they hear over and over, to work out the details in partnering contracts in person before committing anything to paper, and to be able to nail the essence of what you do in one short sentence. (Compare with Amazon's Jeff Bezos "We make electricity so that you don't have to." and "Pay by the drink".)
Other than that, it's flaky. His advice about how to run things is loaded with platitudes. His overall tone is that of a promoter and evangelist, not that of someone with experience in getting things done. He makes mistakes that show he never put his own advise to the test: For example, his advice on the powerpoint slides for pitching to VCs is that you should always use only 10 slides, take 20 minutes, and use 30 point text. That will go very well with a slide on Competition, where he tells you to "provide a complete view of the competitive landscape".
The best thing about the book is the opening quotation by Halford E. Lucckock:
Many years ago Rudyard Kiepling gave an address at McGill University in Montreal. He said one striking thing which deserves to be remembered. Warning students against an over-concern for money, or position, or glory he said: "Some day you will meet a man who cares for none of these things. Then you will know how poor you are."
The quote by Dwight D. Eisenhower is also good:
In preparing for battle I have always found that plans are useless, but planning is indispensible.
Labels:
book,
decision,
enterprise,
work
2008-07-30
Persuasion
by James Borg
A tedious read. First, there is no red thread to the book. Part it is popular psychology heavy on theory from body language to Jung's personality types; part are practical scenarios like what to say on the telephone to get through a secretary. It is filled with pointless made-up dialogues that claim to show how failing communication attempts are transformed into easy victory by its wisdom. As if.
The good points I took from it were that you should show empathy and sincerity: respect the people you deal with, by not wasting their time, by listening and focusing your attention to them and putting yourself in their shoes to understand their feelings and needs. Take interest in them and their plans. And as everyone is different, not just extrapolate from yourself, but try to understand what they need to feel comfortable - be it socializing and praise, or detailed facts and numbers, or visions. Nothing new, though, that's straight out of Dale Carnegie.
The chapter about how to talk on the phone at least was practical and hands-on.
I found the chapter on attention interesting, how it and momentum get destroyed by interruption. So remind your partner where the discussion left off when resuming, or if possible postpone to discuss again later, and avoid rejection today. Also apparently, you should look people in the eye a lot.
It is fitting that the book, contrary to what it's cover says, is somewehere down in the nether regions of sales on Amazon.
A tedious read. First, there is no red thread to the book. Part it is popular psychology heavy on theory from body language to Jung's personality types; part are practical scenarios like what to say on the telephone to get through a secretary. It is filled with pointless made-up dialogues that claim to show how failing communication attempts are transformed into easy victory by its wisdom. As if.
The good points I took from it were that you should show empathy and sincerity: respect the people you deal with, by not wasting their time, by listening and focusing your attention to them and putting yourself in their shoes to understand their feelings and needs. Take interest in them and their plans. And as everyone is different, not just extrapolate from yourself, but try to understand what they need to feel comfortable - be it socializing and praise, or detailed facts and numbers, or visions. Nothing new, though, that's straight out of Dale Carnegie.
The chapter about how to talk on the phone at least was practical and hands-on.
I found the chapter on attention interesting, how it and momentum get destroyed by interruption. So remind your partner where the discussion left off when resuming, or if possible postpone to discuss again later, and avoid rejection today. Also apparently, you should look people in the eye a lot.
It is fitting that the book, contrary to what it's cover says, is somewehere down in the nether regions of sales on Amazon.
Labels:
book,
communication,
decision,
learning,
work
Creating good stuff
When you want to create something meaningful that makes a difference to the world, what do you work on? And how do you go about it?
Is it better to start small, bring out a product fast, with few features, crappy design and even bugs, or is it better to take your time, polish it, make it beautiful, scalable and robust?
My thesis is: quick and dirty winds hands-down, for several reasons. Why?
Quick and dirty surely is the better approach in the early phases of a new large wave, when nobody yet has a good answer to the problems and everyone just scrambles to get any kind of solution.
Venture capitalists call this a "hair on fire" problem: someone who's hair is on fire will not care if the fire extinguisher you have is ugly, wasteful, leaky and has no certification label. He also will not haggle much about the price. The only thing that counts for him is: it extinguishes fire.
In this situation, you win if you can deliver something crappy right now, and lose if you could deliver something great some time in the future. Find out what is needed and go get it.
Once the original fire is gone, you will want to buy the certified, safe, effective extinguisher. So the situation is different in mature markets. There what counts is the best, most user-friendly solution. In software production costs per user are essentially zero once the thing is written, so it also makes sense to hire expensive, genius-level hackers and designers, or lots of hackers and designers, if only they can come up with the best tool that will sell millions of copies. Because when you selling a crappy thing to ten users, all you can afford is an undergraduate with bad breath.
Look at the iPod. There were MP3 players before it, but they were not friendly to use. The design of the iPod was so far above the rest, that it created a huge market by itself. So excellence, a truly great product can succeed where mediocre ones fail.
Building perfection is also the only way to create something timeless that will be valued in it's own right. Crappy work dies with the change of the tide. On the other hand, progress marches on, and unless you look at something from the aesthetic standpoint, as a work of art, any technological achievement will be temporary and superseded. Just look at the Apple II. Or at VisiCalc.
Sometimes being first creates an advantage, momentum that can be kept going, especially if there are network effects, where usefulness for each user increases with the number of other users (think ebay). But if these effects are missing it often only paves the way for others, who can look at the first solution, take time to understand the problem better, and create a clean, elegant product which is easier to use and maintain and then takes over. Look at AltaVista and Google. Or again, at VisiCalk, which was replaced by Lotus 1-2-3, which fell to Excel.
How do you create something wonderful?
There are cases where brilliant people just get it right at the start. Often from observing their own problems and building a solution to them. But usually, you will get it more right by listening to user's requests. Not always by doing what they ask for, but by understanding the underlying problem they have, which is the reason why they ask for what they ask for, and solving it. See VisiCalc.
One advantage of the quick-and-dirty approach is that it enables you to get feedback from users right away. So you can listen, understand better what they need, iterate quickly in small steps from something that already works, and develop what they need. All the while you are growing a user community, and if they see things improve, they may stick around and ride the glitches out. In that sense, quick-and dirty is the best way to be fast, and to be good. I would bet on it rather than on a masterminded project that will come out fully fledged five years down the road.
In my opinion, great things are the outcome of so many little steps. People just do not come out with the great solution, even if it looks like that from afar. But every time you look closer, they have been tirelessly working on it long before you heard about it.
The downside of quick-and-dirty is the risk of disappointing users that will never come back, so you can't get it all wrong in the beginning. or you'll have no users to get feedback from.
Something can great by leaving out distracting features. Few things are harder to do well than simplicity. "A designer knows he has achieved perfection not when there is nothing left to add, but when there is nothing left to take away." —- Antoine De Saint-ExupĂ©ry. There's also an anecdote about Pascal who wrote in a letter "I apologize that this letter is so long. I did not have the time to make it short.". On the iPod you could not change the battery.
This is interesting, because it overlaps with the quick and dirty approach in which by necessity you are forced to some extent keep things small. In fact, many entrepreneurs quote the lack of initial funds as a blessing, because it forced them to focus on the important stuff. The difference is that a lot of thought and obsessive attention to detail goes into the few things that are present.
Is it possible to start quick and dirty and then refine to beauty? I think it is simpler to restart from scratch, when the problem and the alternatives are fully understood. No matter of tinkering will turn your Lada into a Ferrari. Brooks stated "Build one to throw away, you will, anyways" -- although his point was that the second one would be even worse.
What this altogether tells me is that you should be either working in a new field, where you matter by discovering it, or in an existing one where you matter by creating something so much better. There's no point in redoing in a slight variation what had been done before.
This was made more clear to me by being at a scientific conference where I saw hundreds of posters, but most scarily free of new ideas, a defining high-performance implementation of old ideas, or diligent scientific study and inquiry of fundamentals. It was somehow pseudo-scientific, so many people playing around with slight variations of the same old data sets, machine learning tools or crappy implementations of web sites on the same stuff that was done before. A question so obscure and narrow that its solution tells you nothing worthwhile also is a popular way to avoid doing something that matters. To find an original, disciplined thinker is the exception.
This leads to the last area: people. It's been said that you should rather put your money on a great team than a great idea, because the team will be able to fix a bad idea, whereas a mediocre team can screw up implementation of a good idea. Yet there are plenty of cases where droves of very smart people fail, because they fall in love in solving complex puzzles with little bearing on the world, because they have invested their ego in an old idea, because they get caught up in a problem so messy that there really is no good solution, or because they work in a field that is old and mature where it is very hard to do better than what already has been done.
There can be no great surfer without a great wave. It is really observing a pressing problem and finding an ingenious solution. Seeing a trend or change, a market being born, and going for it.
So for you, if you are weak, it does not matter what you work on, you probably will fail, even if you have the right idea. Be content with your life and do not worry. The world would be a terrible place if all the billions of people would be reinventing it all the time. If you are average in skills, like me, and have the good luck to find an idea that matters, you may be able to do something good. So go and look for it. If you are great, but work on the wrong stuff, you may yet create something good and solid that will prevail in it's field, but it will not make a large difference, and you are wasting your gifts. Go work on the right stuff, and magic happens.
Is it better to start small, bring out a product fast, with few features, crappy design and even bugs, or is it better to take your time, polish it, make it beautiful, scalable and robust?
My thesis is: quick and dirty winds hands-down, for several reasons. Why?
Quick and dirty surely is the better approach in the early phases of a new large wave, when nobody yet has a good answer to the problems and everyone just scrambles to get any kind of solution.
Venture capitalists call this a "hair on fire" problem: someone who's hair is on fire will not care if the fire extinguisher you have is ugly, wasteful, leaky and has no certification label. He also will not haggle much about the price. The only thing that counts for him is: it extinguishes fire.
In this situation, you win if you can deliver something crappy right now, and lose if you could deliver something great some time in the future. Find out what is needed and go get it.
Once the original fire is gone, you will want to buy the certified, safe, effective extinguisher. So the situation is different in mature markets. There what counts is the best, most user-friendly solution. In software production costs per user are essentially zero once the thing is written, so it also makes sense to hire expensive, genius-level hackers and designers, or lots of hackers and designers, if only they can come up with the best tool that will sell millions of copies. Because when you selling a crappy thing to ten users, all you can afford is an undergraduate with bad breath.
Look at the iPod. There were MP3 players before it, but they were not friendly to use. The design of the iPod was so far above the rest, that it created a huge market by itself. So excellence, a truly great product can succeed where mediocre ones fail.
Building perfection is also the only way to create something timeless that will be valued in it's own right. Crappy work dies with the change of the tide. On the other hand, progress marches on, and unless you look at something from the aesthetic standpoint, as a work of art, any technological achievement will be temporary and superseded. Just look at the Apple II. Or at VisiCalc.
Sometimes being first creates an advantage, momentum that can be kept going, especially if there are network effects, where usefulness for each user increases with the number of other users (think ebay). But if these effects are missing it often only paves the way for others, who can look at the first solution, take time to understand the problem better, and create a clean, elegant product which is easier to use and maintain and then takes over. Look at AltaVista and Google. Or again, at VisiCalk, which was replaced by Lotus 1-2-3, which fell to Excel.
How do you create something wonderful?
There are cases where brilliant people just get it right at the start. Often from observing their own problems and building a solution to them. But usually, you will get it more right by listening to user's requests. Not always by doing what they ask for, but by understanding the underlying problem they have, which is the reason why they ask for what they ask for, and solving it. See VisiCalc.
One advantage of the quick-and-dirty approach is that it enables you to get feedback from users right away. So you can listen, understand better what they need, iterate quickly in small steps from something that already works, and develop what they need. All the while you are growing a user community, and if they see things improve, they may stick around and ride the glitches out. In that sense, quick-and dirty is the best way to be fast, and to be good. I would bet on it rather than on a masterminded project that will come out fully fledged five years down the road.
In my opinion, great things are the outcome of so many little steps. People just do not come out with the great solution, even if it looks like that from afar. But every time you look closer, they have been tirelessly working on it long before you heard about it.
The downside of quick-and-dirty is the risk of disappointing users that will never come back, so you can't get it all wrong in the beginning. or you'll have no users to get feedback from.
Something can great by leaving out distracting features. Few things are harder to do well than simplicity. "A designer knows he has achieved perfection not when there is nothing left to add, but when there is nothing left to take away." —- Antoine De Saint-ExupĂ©ry. There's also an anecdote about Pascal who wrote in a letter "I apologize that this letter is so long. I did not have the time to make it short.". On the iPod you could not change the battery.
This is interesting, because it overlaps with the quick and dirty approach in which by necessity you are forced to some extent keep things small. In fact, many entrepreneurs quote the lack of initial funds as a blessing, because it forced them to focus on the important stuff. The difference is that a lot of thought and obsessive attention to detail goes into the few things that are present.
Is it possible to start quick and dirty and then refine to beauty? I think it is simpler to restart from scratch, when the problem and the alternatives are fully understood. No matter of tinkering will turn your Lada into a Ferrari. Brooks stated "Build one to throw away, you will, anyways" -- although his point was that the second one would be even worse.
What this altogether tells me is that you should be either working in a new field, where you matter by discovering it, or in an existing one where you matter by creating something so much better. There's no point in redoing in a slight variation what had been done before.
This was made more clear to me by being at a scientific conference where I saw hundreds of posters, but most scarily free of new ideas, a defining high-performance implementation of old ideas, or diligent scientific study and inquiry of fundamentals. It was somehow pseudo-scientific, so many people playing around with slight variations of the same old data sets, machine learning tools or crappy implementations of web sites on the same stuff that was done before. A question so obscure and narrow that its solution tells you nothing worthwhile also is a popular way to avoid doing something that matters. To find an original, disciplined thinker is the exception.
This leads to the last area: people. It's been said that you should rather put your money on a great team than a great idea, because the team will be able to fix a bad idea, whereas a mediocre team can screw up implementation of a good idea. Yet there are plenty of cases where droves of very smart people fail, because they fall in love in solving complex puzzles with little bearing on the world, because they have invested their ego in an old idea, because they get caught up in a problem so messy that there really is no good solution, or because they work in a field that is old and mature where it is very hard to do better than what already has been done.
There can be no great surfer without a great wave. It is really observing a pressing problem and finding an ingenious solution. Seeing a trend or change, a market being born, and going for it.
So for you, if you are weak, it does not matter what you work on, you probably will fail, even if you have the right idea. Be content with your life and do not worry. The world would be a terrible place if all the billions of people would be reinventing it all the time. If you are average in skills, like me, and have the good luck to find an idea that matters, you may be able to do something good. So go and look for it. If you are great, but work on the wrong stuff, you may yet create something good and solid that will prevail in it's field, but it will not make a large difference, and you are wasting your gifts. Go work on the right stuff, and magic happens.
2002-03-27
Fundamentals
You have to stand firm on the things that are important to you. You have to communicate them, so others can understand. You should be generous when it comes to unimportant stuff.
From Sascha I learned: you learn things by just tackling them. Don't begrudge the facts. Recognize problems and stuff that went wrong, think about how you can avoid what went wrong the next time, and think what you can do in the given situation.
From Sascha I learned: you learn things by just tackling them. Don't begrudge the facts. Recognize problems and stuff that went wrong, think about how you can avoid what went wrong the next time, and think what you can do in the given situation.
2002-02-14
Hompage must-haves
Research in website design, as narrated by Phil Greenspun has shown that any home page should offer three features:
For me that's three out of three, now ;-) Also you should ensure that interior navigation answers the following questions:
Where am I? (breadcrumbs) Where have I been? (moot point, back button) Where can I go? (links in standard colors).
You should include a logo or site name in the upper left-hand corner of each interior page, linked to the site home page, too, so users can know if they are still on your page. Check your links, to make sure they are still alive. Linklint is a good option.
- a navigation directory to the rest of the site
- news
- search
For me that's three out of three, now ;-) Also you should ensure that interior navigation answers the following questions:
Where am I? (breadcrumbs) Where have I been? (moot point, back button) Where can I go? (links in standard colors).
You should include a logo or site name in the upper left-hand corner of each interior page, linked to the site home page, too, so users can know if they are still on your page. Check your links, to make sure they are still alive. Linklint is a good option.
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