347-878-3837

Business

Here are articles on Business

Hire that MySpacer with the sexy pictures. They just may know more than you.

Oh, man. I saw a query on PR newswire asking for experts on Job Dangers of MySpace. You see, your future employer is watching. That drunken picture of you will soon destroy your career. You’ll be broken at age 21. Defeat. Loss. Despair. You’ll end up in a gutter, covered in your own filth, drunkenly belching unspeakable gasses as your last few brain cells think, “If only I hadn’t posted that picture…”

I’m not sure who’s the stupid one here: the journalist? the companies? It’s certainly not the teenagers.

This is reality.

Look, people, MySpace, Friendster, Twitter, and the online world are here. They just are. And people post things that historically (pre-2003) would rarely have been shared publicly. That doesn’t mean they weren’t going on, only that we didn’t discuss them. Remember divorce, pre-marital sex, etc.? Once illegal, immoral, and hush-hush, now characters on TV lie in bed, steamy from orgasm, deciding whether to exchange first names. You can blame it on the secular humanists, or an erosion of values (whose? the conservative-owned media like FOX that produces and airs the stuff? that’s a fun twist!), but actually, the market—that’s us viewers—knows it’s real life, accepts it, and likes to watch.

This is irrelevant.

Any employer screening candidates based on a teenager’s MySpace page deserves to fail as more and more creative, capable, talented people go elsewhere. If you ran any business of 5 or more people and fired anyone who had ever done something foolish, you’d be working alone in a room. Until you re-read your own diary, that is, at which time you’d fire yourself. Chill out, people.

Employers think, “dumb teenage stunt means this person won’t be able to perform as an employee.” Hogwash. Racy MySpace pages don’t even show a lack of judgment, frankly. They show teenage judgment. What do you expect? Of course their judgment is different from adults. That’s why we call them “teenagers,” don’t let them drive without a permit, and won’t let them enter legally binding contracts until they’re 18. And they eventually grow up, developing skills, judgment, etc. Einstein failed classes in high school. Fortunately, some folks were willing to look past the teenager to see the adult.

And by the way, HR departments that think a 19-year-old’s drunken birthday party has anything to do with their ability to perform on the job are flat-out wrong. I’ve never heard of any study that showed that college partying, webcamming, or exhibitionist picture exchange affected job skills one iota (except the ability to market alcoholic beverages, in which case that background is a “plus”). If you are hiring a financial analyst, his goofy sophomore pictures are simply irrelevant. His financial analyst abilities and ability to behave at work are all that matters.

This is the future.

The piece that gets me the most is when all these self-righteous adults declare “These kids don’t know how the world works.” Au contraire. These adults don’t know how the world works. Teenagers do dumb things and these days, they put those things on web sites. That is how the world works. In ten years, the MySpace crowd will be at the hiring table. They’ll remember their public erotic escapades, foolish road trips, and bathroom barf pictures. They’ll remember the silly stuff all their friends did, too. And they’ll know, from first-hand experience, that having a public MySpace page is just part of being a 21st century teenager.

Maybe once they’re the hiring managers, they will ding anyone who doesn’t have a MySpace page. After all, someone who won’t show their full selves probably can’t be trusted. If a person pretends they’ve never done anything foolish, they’re obviously lying. And would someone of the MySpace generation really want to hire an aging liar? I don’t think so.

So relax, already, and enjoy your new employee, knowing that behind her prim-and-proper exterior lurks someone you really want planning your next holiday. Because unless she’s doing a lousy job at work, you’re free to ignore her MySpace page, even as she’s free to ignore your extra-marital affair. And yes, everyone knows about it, but they let you run your own life, and judge your work performance based on your merits.

Long-term Thinking: The Depopulation Problem

How much of our prosperity is driven by innovation, hard work, productivity, yada, yada, yada, and how much is simple demographics?

The Long Now is an organization that encourages long-term thinking. The have free seminars about long-term perspectives. I just finished listening to The Depopulation Problem. The author talks through many economic and social issues, all related to fertility rates and the aging population.

The speaker makes some fairly eye-opening observations. For example, demographically, religious fundamentalists tend to have larger families. Does that mean the population of 2050 will be more fundamentalist than we are now? He extrapolates to some pretty outrageous scenarios, but the basic issue is worth a listen. As fertility rates drop and lifespans lengthen, there are more and more old people for every productive young person. So at the end of the day (or the lifetime), the working population has to work longer and harder just to support the old people, leaving a lower standard of living for the middle classes.

Give a listen. It’s an important issue and, by definition, it will become an issue during our lifetimes.

The Best Excuses Ever

Have you noticed that people don’t like to say,

“I’m making this decision because it’s convenient for me. It may hurt others. It may even hurt them a lot, but my convenience is more important.”

They don’t like to say it because it forces them to face up to their own selfishness. While I’d love to say something warm and supportive, like, “You go, Girl! You deserve to put your convenience ahead of your responsibilities to your family, community, etc.”
Sadly, I don’t believe it.

Here are some of the excuses I’ve recently heard for people justifying doing crappy things to other people so they don’t have to take responsibility for owning their own actions:

  • Convenience. Yes, I believe loyalty is important to employees. But it’s hard to reduce costs in meaningful ways. Layoffs are just the obvious choice.
  • Groupthink. Everyone else does it, so if I’m wrong, then so is everyone else. (And yeah, you’re right about that.)
  • Someone-think. If I didn’t do it, someone else would.
  • Kids. My favorite. Blame it on devotion to the kids. I love environmentalists who claim to care about their kids’ future, while driving convenient minivans that help guarantee their kids will suffer with global warming, oil shortages, etc.

Oh, crap!! I just realized this entire post probably counts as a complaint (see a Complaint Free World below). I’ll stop here and move my bracelet to the other wrist. And I was going on 3 days, too. Rats!!

A Complaint Free World. Drats.

My purple bracelets from A Complaint Free World. arrived today. Darn.

They’re based on the simple idea that it takes 21 days to break a habit. You wear one, and decide to change the habit. If you relapse, you switch the bracelet to the other wrist and begin again. After you’ve gone 21 days without switching wrists, your habit is broken.

This sounds fine and dandy, but gosh darn it, the habit in question is complaining. I love complaining. I complain about how screwed up politics is. I complain about the work world. I complain about executive pay. I complain about my messy office. I complain about how much I complain. And then, I complain about that. Just this morning during Power Yoga (read my humorous yoga essay here), I was doing my deep breathing, my Vinyasa flow, and mentally rehearsing everything to complain about today.

And ARGH! I just realized that this very post is, itself, a complaint. Fortunately, I haven’t put the purple bracelet on… yet.

What will I do with all my new free time?

U.S. Auto Manufacturers outraged at 12-year target to reach below-average performance

I’m not quite sure what to say. The Senate has voted to raise mileage standards to 35 mpg by the year 2020. U.S. auto folks claim it will never happen, as AutoBlog reports.

Is it just me, or are these folks crazy? Gas gas gone up 100% in the last 10 years, and 30% in the last 2 years. By 2020, whether or not you believe in Peak Oil, the price will likely go up considerably, if only because China and India are drastically increasing their demand for oil. And they think that offering sub-35-mpg cars when gas is $5-$6/gallon will keep them in business? Get real. This is long-term planning of the worst kind: long-term planning to go bankrupt.

And by the way, the EPA reports that Toyotas, even the non-hybrids, already get around 35mpg. That means the U.S. auto manufacturers think that 12 years isn’t enough time to become competitive with mileage available today from imports. Gee, talk about American “can-do” ingenuity. And we’re paying these auto CEOs how much money?

If this represents Detroit’s true attitude, let’s just liquidate the companies now and distribute their remaining assets to startups committed to helping us find a long-term transportation solution.

How to think strategically

What is strategic thinking, anyway?

Click here to listen to this article as a podcast.

It sounds easy: my client wanted to think more strategically. isn’t that the hot buzzword? “Strategic thinking.” Oooh! Sexy. There’s only one problem: what, exactly, does it mean?

You’d think we would know. But I’ve seen executive teams discuss in all seriousness what the lever does on a piece of machinery. That’s about as non-strategic as it gets. In fact, a general rule is that if you read it in a manual, it’s quite likely not strategic.

What is strategic is when you’re doing something that changes the structure of the business in some basic way. Paint a machine lever red? Not strategic. Decide to outsource manufacturing to China? Strategic, because it changes who you hire, how you manage them, and what they’re capable of achieving. You punt your machines and take on eager young managers who speak Mandarin.

This is the first kind of strategic impact: changing organization structure. This includes outsourcing, selecting vendors (since what you can do now becomes expanded and limited by what they can do), mergers and acquisitions, changing the org chart, going public, and hiring and firing people who will in turn make strategic decisions.

Or consider an entrepreneurial client who insists on answering the phones himself. He’s done it since founding the business 20 years ago and prides himself on knowing everything that’s going on. But now that the company gets a hundred phone calls a day, he decides to install an automated attendant, freeing himself to do other things. This is an example of “business process reengineering,” which is a fancy way of saying “doing things differently.” Changing how a business does something is strategic because different hows give the business different capabilities. If your product is produced on a machine that turns out 100 widgets a day, then you simply can’t bid on a job that wants 500 units by tomorrow. If you can rearrange your factory processes and produce 5,000 units a day, whole new markets open up.

Speaking of markets, choosing the markets to compete in, what to sell, and how to price are all strategic decisions. After all, those decisions determine who you’ll hire, how you set up your org structure, and how you’ll deliver your product or service.

The American Express web site lists 20+ cards. I called a friend in Amex’s strategy group to help me understand the difference between the “Platinum Business” and the “Business Platinum” cards. He said, “I work in strategy. I don’t really know our product lines.” A strategy group that doesn’t know the products? I don’t know what they do, but it seems awfully dangerous to be making organization structure and process decisions without even knowing what your customers are buying.

Everything we’ve discussed so far is cross-functional; they can involve changes that affect many parts of a business. Though it’s possible to make strategic decisions in one area of a company without involving other areas, that’s a dangerous game. If our marketing department starts competing in a new market that cares about delivery time, but doesn’t tell our shipping folks, they can set the company up for failure.

Don’t make the same mistake. Learn when your decisions are strategic. That means decisions about org structure, process–the HOW–, cross-functional decisions, and the marketing decisions of what to sell and who to sell them to.

If you want to learn more about strategy, my very favorite book is Co-opetition by Adam Brandenburger and Barry Nalebuff. I also liked Geoff Moore’s “Crossing the Chasm.” Both books are circa mid-90s. There are 83,416 other business books that will teach you some kind of strategic thinking. I’m not sure the specific strategic approach is very important (though consulting firms will make big bucks telling you otherwise); to me, the value comes from learning to think at a strategic level consistently and integrate strategic thinking into your daily running of the business.

Newly minted Harvard MBAs, already violating ethics to make a buck

I had dinner tonight with a friend graduating from Harvard Business School tomorrow. Her family needs an extra ticket to the graduation ceremony. A fellow classmate is offering to sell her his spare ticket for $100. The catch? The administration has specifically told students they’re not allowed to sell tickets for cash, and if they do, their diploma can be withheld.

So under these clear unambiguous guidelines, our Fellow is already making a profit by acting against community standards. “But everyone does it” is, I’m sure, the rationalization. But it’s only a rationalization. I once hoped that places like Harvard would strive to instill in graduates a sense of duty to be an example of the highest standards of ethics and moral behavior. Nope. They aspire to get what they want, happily enjoying the privileges that come with the degree, yet stooping to the “everyone does it” excuse when asked to exercise a modicum of integrity.

“Everyone does it.” Imagine a world where “everyone” acted with honor, generosity, and trustworthiness. That’s a world where “everyone does it” might be a reason to follow the crowd.