Squares are hip
February 16, 2011 § 4 Comments
Individual civilians and their freedom and liberties are no longer at the top of the pyramid, having been replaced by a self serving political class using government functions and institutions to enlarge, entrench, and enrich itself.
Earmark abuse, favorable campaign finance laws, excessive political function benefits, bonuses and perks (through corporate contributions), bailing out banks, confiscating large amounts of public wealth and income via taxes and inflation, and a general low priority for the needs and desires of a country’s civilians.
An idea who’s time has come. It’s So Hip to Be Square. Here, There and Everywhere!
Notice and take down
November 23, 2010 § Leave a comment
Suppose you lead a small and flat organisation that delivers internet services as middle man. Suppose you lead an ISP. People can take each others place in your organisation. People are quite capable and the organisation is flexible. But overall your company or aggregate uses a variable pattern and now and then you have to put out fires.
Western “knowledge is power” political mindsets desire a grip on the internet, and to regulate the flow of information and knowledge. New regulations appear from the political above as if “live fast, die young, and leave a good-looking dead horse behind” is motto. And each new regulation could potentially ignite some new fire. The latest in this never ending story is Notice-And-Take-Down
Satir Workshops a razor blade business?
November 5, 2009 § Leave a comment
Only a few companies have ever been successful selling one product or service into one market for its entire existence. When prices drop, or the market is saturated, or the economy comes to a grinding halt, usually new markets or new products or services are sought. Alternatively, revenues can also be increased by selling a series of related products and services. The razor and blades approach.
The razor and blades model is the concept of either giving away a salable item for nothing or charging an extremely low price to generate a continual market for another, generally disposable, item.
What agile roleplay can do for our customers?
November 5, 2009 § 1 Comment
Agile Roleplay is intended to serve explorative and experimental decision making. It is a powerful and versatile tool that can reveal dynamics an organisation has tacitly agreed not to talk about and that can have a powerful influence on our success.
The gains are tremendous. It can generate useful data for laying the basis for a long term program of work on key organisational issues for system effectiveness. The only restrictions are our imagination, skills, and abilities.
Gains agile roleplay
November 5, 2009 § 2 Comments
Even when you are building a market around your product or services, you enter a market, because it is many layers of markets. A person exist not only in yours, but also in the market around a tooth paste, a washing soap, an enterprise or organisational model, a car, and countless other products. If and when your product is close to another product (solves the same or a similar problem), the markets overlap and you enter the other’s market.
Get a lay of the land, and anticipate responses
Agile roleplay a better mousetrap?
October 21, 2009 § Leave a comment
“I trust a good deal to common fame, as we all must. If a man has good corn, or wood, or boards, or pigs to sell, or can make better chairs or knives, crucibles or church organs than anybody else, you will find a broad hard-beaten road to his house, though it be in the woods.” ~ Ralph Waldo Emerson, 1855
The better mousetrap theory presents many sales and marketing problems that we can test and Small Design Up Front for
Better a witty fool than a foolish wit
October 21, 2009 § 1 Comment
One of the important ingredients of a sound business planning process is that we can report on the results of contacting customers and end-users for our product. Commonly (traditionally) this is done by mailed surveys, distributing surveys and/or interviewing at conferences, and telephone interviews.
Who to approach? Objectives? What questions? What information to give? What information not (trade secrets)?