1287 down, 8713 to go

If you’re here, I’m sure you’ve already heard of or read those rags to riches stories about failure. Normally they’re packed into a motivational quote somewhere, Probably hanging on a wall or gracing a Linkedin post near you.

One of the classic examples out there is of Thomas Edison. It is widely reported it took Mr Edison 10,000 attempts to get the electric light bulb right. It certainly describes his tenacity to a T (or at least the tenacity of his lab assistants), but it also raises another question; Maybe he wasn’t all that bright after all?

Don’t get me…

“It’s funny” my colleague started. “Businesses always seem to get stuck at the same point, around that 25–30 million mark”. “You know why that is don’t you?” I replied. He has known me long enough now to know what was to come next.

I am sure if you asked them, most businesses coaches and consultants have seen this phenomenon. Maybe it is not revenue, but a specific number of employees or customers that appears to be the limit. A kind of speed hump that businesses need to get over to move to that next stage.

Whether you would like to…

I am sure would not be alone by saying I hate office politics. The conniving antics and empire-building that seems to go hand in hand with many a corporate life. It is at a minimum a distraction on getting the job done and can be overall, pretty harmful to organisational performance.

Part of the economics of how businesses work is, internally at least, team members are not subject to open market dynamics. You do not have to compete with the person next to you for your next paycheque. …

There is no doubting that the decisions we make form the cornerstone of any organisation’s performance. Every action we take is prefaced by a decision on whether to take it. Ostensibly millions of decisions, big and small, which when added up, form the shape and direction of our businesses.

How often though, do we think about the process we have used for those decisions and their impacts? That the process used was effective, unbiased (1), or even legal (2). How often have you considered the direct and indirect costs of those decisions, be it financial or otherwise?

I can say…

My wife and I recently remarked about one of our childhood memories. The set of drinking glasses just about every family had based on old jam, Vegemite, or Nutella jars. I don’t mean the faux hipster look with the threads on the top and a handle, but proper drinking glasses often sold as collectors’ items.

Beyond the environmental benefits this provides, it is a product package that created value and continued to add value, long after its original use was forgotten. There is probably a reason you don’t see them very often these days, or perhaps I’m just not looking…

There is no doubting the world has just gone through a significant emotional and social change. Fear, uncertainty, anger; All natural, even predictable responses to the threat of widespread death and disease. It has upended lives in ways many are still coming to terms with.

All that is probably about to change. Not the pandemic induced disruptions to life. Those have probably a good few months left to run, if not years. Increasingly though, society will start to accept those disruptions, changing and adapting in ways we are probably yet to still see.

For many business leaders, which changes will…

Whether you agree with it or not, I bet your workplace has a work from home policy. If it doesn’t, as sure as mustard I bet it’s about to.

Maybe you’ve already allowed one or two of your team to do it from time to time; to pick up the kids from school or let the plumber in. You may have even had to send your team home for the day. Like that time when the grease trap of the restaurant downstairs caught fire.

When was the last time though, that you sent your whole team home for say a…

“Australian’s are a resilient bunch”

Are we really? Because the events of the last few months might suggest otherwise. Stories lay abound of fights breaking out and people being tasered over toilet paper. There’s clear evidence of unnecessary hoarding and profiteering.

That doesn’t sound like resilience to me. All in all, it makes us sound more like the bunch of kids from lord of the flies. The scary part is potentially, the worst of it all is yet to come.

It is all too easy to poke fun here at those with this scared frantic behaviour. Those empty shelves, however…

It’s amazing the number of “networking” meetings I’ve had in the past that have amounted to nothing. Conversations where you quickly realise there’s too much overlap in what we do. Or the flipside, that as businesses we are just too far apart to ever come together in a meaningful way.

That’s not to say all those meetings were entirely fruitless. I’ve developed some great friendships from an initial introduction over coffee. We are, however, unlikely to ever do business together. For these same reasons, I’m sure the networking value was also limited.

People develop business relationships with each other because…

I read with interest the other day that Apple are potentially going to knock iTunes off. How much of that is rumour or reality I’m not sure but it makes sense. Why? well because I just happened to be looking at this very market the other day, with Google Trends.

As they often say in the finance industry, past trends may not predict future performance but in many cases you can. If you look at just about any major topic on Google Trends, they pretty much all follow one of either two models. A hype cycle, or a nice elegant…

Craig Armour

Focus your opportunities, optimise your delivery: Specialist in Business Value Ecosystems, Technology Delivery & Innovation. Learn more: https://craigarmour.com

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