Author Archives: David

Learning the Wheel vs. Reinventing It

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In a post I wrote earlier this month about pre-requisites to knowledge sharing, Ellen asked about what do when the same old question keeps popping up even if it has been resolved or hashed over ad nauseam in the past.

This question highlights what the title of this post sums up: there is a difference between rehashing the invention of the wheel vs. learning about how to use it.

Many knowledge sharing/capture/management/what-have-you efforts are developed specifically to avoid reinventing the wheel. What is often overlooked is that you then have to educate new members to the effort about what has been covered in the past. Often, the only way to do this is when the question arises. Rather than getting in a twist about someone asking about wheels, view it as an opportunity to connect them with what has already been discussed/developed about wheels.

The Strobist blog gives a good example of how to deal with this. This blog has coalesced a community of flash photography aficionados who interact via the blog comments and their Flickr group. Many newbies join this group every day. David Hobby, who writes the blog, has written a document called Lighting 101 that covers the basics of off-camera flash lighting. New participants are gently and quickly directed to it so they can then interact with some knowledge in the broader community. Same thing can be done in other environments as well.

Methods for guiding people to these foundational resources are quite varied and include everything from very prominent links, tailored local search engine results and members of the community acting as knowledge sherpas.

Even when your wheel has been invented, there is still a big need for others to learn about how to use it. Make sure that is addressed in your efforts.

Building Community and Collaboration with Global Customers

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I am appearing on a panel discussion next month where I will be sharing my views on how to build community and collaboration with global customers. The entire event looks pretty interesting so I have posted the information below. Use the promo code SPEAKER to get a $100 discount on registration.

The event is BDI’s Global Communications: Connecting Across Borders and Understanding Cultural Differences conference in New York City on May 13. It is being held The Graduate Center of CUNY. Here is the conference description:

It has been reported that a substantial number of U.S. based multinational companies’ primary source of growth and profits are linked to global markets. New generations of consumers are growing at a rapid pace in China, India and many other emerging markets. However, it’s not business as usual when communicating, connecting and branding on world-wide basis. During this full day conference, we will examine case studies from leading multinational companies who will share their lessons learned from a communications and branding perspective. 350 communications and marketing professionals from both the corporate and agency communities are expected to attend the conference.

Let me know if you’ll be there!

Prerequisites for Knowledge Sharing

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There are three prerequisites for enabling knowledge sharing among a group of people:

  1. Clearly understood goals for sharing knowledge that provide value to everyone;
  2. A trusting and safe environment for sharing;
  3. Effective processes and systems for sharing knowledge.

Without inherent value for the participants, you will not achieve significant or enduring adoption.

Without trust, you will not achieve significant or enduring adoption.

Without effective systems and tools, not much will be shared.

Web Design Implications for Translated Web Sites

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I have posted an article on the web design and architecture implications of content translation.

Translating web content sounds straight forward on the surface: identify a few key pages, translate them into French, English, Spanish and Chinese and you are done! Successfully supporting your outcomes with translated content requires a more thorough approach however. This white paper discusses various aspects of how to effectively translate and deploy web-based content. (More…)

Extrinsic and Intrinsic Value

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Every web site embodies both extrinsic and intrinsic value to its visitors.

Extrinsic value is the value of achieving a particular goal or outcome. It might include buying something, finding information or connecting to a colleague.

Intrinsic value is the value given by the experience of achieving the extrinsic goal.

One implication? Among extrinsically equal options for a desired outcome, that with the highest intrinsic value will be chosen more often. This is where usability goes from a nice-to-have feature to a crucial competitive advantage.

Another implication? People will jump through painful hoops if the extrinsic value of the goal is high enough and not available elsewhere. However, if you’ve read Innovators Dilemma, you know that such a high extrinsic value is very hard to maintain over time. Paying attention to intrinsic value protects your overall value while you have the luxury of a big lead.

A final implication? Intrinsic value isn’t worth a hill of beans if your site has no extrinsic value to begin with.

Getting the Interview

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I was quoted on CNN.com yesterday in an article on writing resumes and thought I would expand a bit upon the topic of getting an interview (this is the purpose of a resume, by the way).

The single best way to get an interview that leads to a job offer is through a trusted, personal, introduction. The reasons should be fairly obvious. Work your network when you are looking. This can often pay off faster and more easily than sending blind applications.

However, that doesn’t always work when you need it to. In that case, read this post I wrote a while ago that discusses the roles of cover letters, resumes and the interview in the hiring process. Tailor each stage to provide value to the hirer, not you!

Good luck!

The Value of a Realistic Dry Run

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Heathrow’s Terminal 5 opened last week in chaos:

It was 20 years in the planning, cost £4.3bn to build and its staff underwent six months’ training before it opened.

But none of that could prevent Heathrow Terminal 5 from descending into chaos on its opening day yesterday after the baggage system collapsed.

It’s always the baggage system, isn’t it? Denver’s new airport went through the same kind of issues when it opened over 10 years ago. Who could have predicted that Terminal 5 might have baggage handling problems? Apparently not the airport executives at Heathrow.

Look at what the article cited as the major issues:

  • Baggage handlers’ IDs were not recognised by computers and they were not able to log on to the handling system, resulting in the three flights taking off without bags
  • The handlers also could not get where they were supposed to go because they could not get into the car parks or get security clearance
  • Amid confusion over the layout of the new terminal, bag handling teams were unable to make good the delays, which left passengers in arrivals while their bags waited on planes
  • Problems were exacerbated by a lack of the baggage storage bins that are loaded on to planes. Carousels loading luggage also broke down
  • By the afternoon, the already crammed system became overloaded and a ban on checking-in luggage was issued
  • Delays in loading and unloading planes led to delays in departures and arrivals, forcing BA to cancel 34 flights to ensure that its jets start in the right positions to run a normal timetable today

The first four caused the effects described in the last two, none of which had anything to do with the baggage handling technology (that was Denver’s problem). A few dry runs of the facility under close to expected conditions would have easily revealed those issues. While individual staff were given significant training, according to the article, the results show that the system of the terminal as a transportation hub was not fully tested.

A full dry run would include all the staff, equipment, and passengers/baggage they anticipate handling. This is expensive but don’t you think the people in charge would happily pay for it now if they could back?

Here are a few things you can do to prevent this same kind of catastrophe striking your next major launch:

  • Map out the steps of your launch and identify spots where significant problems are most likely to occur. Look at factors both within and outside your own control.
  • Modify your plan to prevent those problems from occurring, if possible.
  • If they cannot be eliminated, identify how you will contingently resolve a problem if it does occur.
  • Test your plan via realistic dry runs to validate your assumptions and surface unanticipated issues.

No one’s perfect but we can all do a lot to eliminate potential risks with a little forethought and testing.

When Science Fiction Takes Over the Headlines

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This story reads like beginning of a science fiction novel: Asking a Judge to Save the World, and Maybe a Whole Lot More – New York Times.

I offer this to those of you who heard me speak about my experience getting stranded outside of the scientific facility where the Web was invented by Sir Tim Berners-Lee. Apparently, the world may end there as well. The possibilities include destruction by black hole or big dragons, take your pick.

Underestimate the work of CERN at your own peril.

(This is not an April Fools story by the way, if highly unlikely.)

Firing by E-mail

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I responded to a press inquiry this week about whether firing people by e-mail is a good practice. After picking up my jaw, I responded with the following:

Any executive who fires employees by e-mail should be fired from the closest available window. It is management by cowardice, pure and simple.

There are three reasons why firing by e-mail is a bad idea:

  1. It is inhumane. Anyone losing their job, no matter how deserving, should be shown the respect and basic decency of it being done in person by someone in authority. (This is reason enough not to fire by e-mail.)
  2. It creates risk. E-mails can easily be sent to the wrong people or at the wrong time. Either error can spur employee behavior and actions that will be harmful to the company. It is rare for someone to be terminated too soon or mistakenly when done in person.
  3. It is too easy for the firer. Firing should be a last resort outside of extreme cases. Sending an e-mail allows the executive to terminate someone in the abstract rather than facing them personally. You are more likely to make the right decision if you are willing to deliver the message to their face.

Terminating employees is something every manager has to do as part of their duties. When termination is warranted, have the guts to do it in person. It is the right thing to do as a human being and as a good manager.