A level playing field| People rather than products| Gifts| Air of excitement| Nervous trepidation| Unorthodox thinking| Too much coffee| Not enough change| Screen time| Insomnia stimulating inspiration| Inert organisations| Flair| Straight jacket actions| Google| Creative remixing| Bags of ideas| Little impact| Trouble at the mill| Going slow fast| The miracles of innovation| The stupidity of arrogance| Making noise quietly| Fields of turnips| The lack of grace| Twitter| Inconvenient trouble| Broken promises| Plaster solutions| Launch and learn| Perfection is subjective| Ecosystems| Absurdity of naivety| The shape of business| Exploitation| The futility of resistance| Connection not networking| The significance of difference| Facebook| False profits| Fragile trust| Community not brand| A mass of individuals| So its all about intent| Linkedin| The same thing on repeat| Profit rather than being human| Initiating history| Art| The abundance of the phony| Vulnerability| Foursquare| Deep down feeling it more| Ironic expression of indviduality| Frozen relationships| Nudge advocacy| Non financial influence| The future of conversation|

Just thought I’d share some thoughts on how the eBook “Hang On” is doing after its recent launch. I’m conscious that lots of people are thinking about a doing a similar thing as part of their freemium model. Claire Marshall at www.RokkInternet.com suggested I do this at the launch. A promise I made and am about to keep.

I’ll not go into the too much detail, I’ll just point out a few facts that may help those of you thinking about making the commitment. I’m going to be honest, would I be anything else! During the production phase, think about these aspects:

1. Budget for it through opportunity cost. What ever time you think its going to take, double it. It cost my company £12k to write this eBook!
2. Do the research and always add your bibliography. Little tip, as you read stuff, write it down then, don’t spend two days at the end immersed in your bookshelf! Even Seth Godin’s started to include one!
3. Prepare for ‘bugger factors.” They always happen. I’d just started the book was on a very creative roll and my Grandmother passed away. Two weeks side tracked by more important things!
4. Get it designed properly by someone who knows how to do something that can be read on mobile, tablets and can be easily converted into an Apple app if so required.
5. Involve people. I’m not saying by reading the content. I personally prefer just to write it and then get the feedback once its done. But ask people to participate in the debate. I crowdsourced the words but would have liked to bring in Linkedin discussions etc if I had had time. Or made it part of my company’s ThinkLAB’s.
6. Its bloomin’ obvious but get it professionally proof read and get a creative comms license.

The aftermath has been fabulous. The launch party ridiculously successful. People networked, connected and have done new business. Perhaps it was the wine, perhaps just the atmosphere in the room, but everyone has fed back what a great evening it was. Many said they had made new friends! More specifically, there have been some fascinating insights:

1. It may be the design but most people are consuming it slowly. One reader said “Its not a McDonald’s , you don’t consume it in one sitting in 15 minutes. It’s more like a seven course evening dinner you spend hours on whilst washing down a particularly good merlot.” Fabulous. Main reason from several readers; apparently the content and the need to digest each ‘word’ as it’s so thought provoking. Thank you thats very kind.
2. No one is printing it. Just my intention!
3. I’ve been surprised by the number of people reading it on their mobiles and, in the last few weeks, the iPad. This perhaps indicates a trend for future eBooks.
4. There have been over 1000 downloads so far. We haven’t even rolled out the full marketing campaign for it so far. Just a launch party (highly recommended) and a little PR.
5. Since the launch, my Twitter account has gone haywire with the increase in the number of followers.

You don’t need to push me too much for me to say it was worth it and as any high end designer will tell you, your main piece of work, sometimes isn’t commercial. I’ve loved the process and learnt so much about myself. It is still early days yet, and I’ll give you a further update in six months! It’s not perfect but then thats just subjective anyway. What it is though, is it’s mine and you haven’t seen anything yet!!

Word provided by Scott Gould – www.scottgould.me

If you help, what I contribute will be better. Value, in the future for a lot of people, will be whether and how they participate in the businesses we run. They will be particularly motivated by group effort. Participation has almost become risk free because the cost of failure has dropped so we can mass innovate. The tools are there and the hierarchy removed to allow us to all to really take part.

Humans have always had a desire to make meaningful contributions. We lost that. Businesses deliberately organised themselves to control the participating. However, the case studies of Wikipedia and Linux have altered how close the horizon is. Participation is changing the way companies use resources and it’s bridged the gap between the amateur and professional. Amateurs are collecting data on behalf of wildlife trusts, we can transmit news items to the media, and astronomers are listening for other life forms for governments.

The passive consumer is evaporating. We want to participate in the generation of new products and services. We no longer want to just wait for it down the line to be delivered. Charles Leadbeater talks about “mass production to mass innovation.” He has missed a process or two out of the equation. It’s more like this:

Mass production – Mass participation – Mass collaboration – Mass innovation

It’s just a thought. As companies we have misunderstood that it’s the non-financial, intrinsic factors that motivate people like participation more than the financial ones. We are always talking about the difficulties of getting customers and employees to understand what we do and the advantages of our product. Perhaps we should take a leaf out of Benjamin Franklin’s thoughts “Tell me and I’ll forget, show me and I might remember, involve me and I will understand.” Powerful stuff. Maybe participation gets rid of that communication problem we have been having?

We have no excuses anymore. All business can allow its customers and employees to participate. I’m not talking about amateurs doing brain surgery, not a great idea, I agree. But I am talking about using the social tools we have now to enable the impossible to be achieved. If we involve people in the process, they take ownership. From that they will easily become part of our community, which is where we need them to be in the future.

Brian Solis wrote an exceptional article last November on social media and traditional influencers, catch it here;

http://www.briansolis.com/2009/11/social-media-influencers-are-not-traditional-influencers/

Its interesting as it distinguishs the potential differences. However, if you’re moving that passive database to a proactive community, its more sophisticated than that. Any business community around your business will depend on differing levels of intimacy, different roles and distinctive connections.

We’ve already identified that it will have groups of people with different needs in the last post. To get to grips with this you start with the people who can have the most significant impact, not action, impact. Your ‘pillar’ influencers or as Marco Iansiti and Roy Levien call them “keystone influencers.” They are the same thing.

Brian Solis is right, these critical players in your marketing strategy, will be either offline, online or both. You’re ahead of the game if they are both. The first stage is to identify clearly who they are and segment them based on that premise,: online or offline. Then you can decide what you’re going to do with them that encourages dynamic interaction. Look at it in two ways:

1. Start with the offline people. They’ll be offline for a reason. What are you going to do with them that will encourage, collaboration, co-creation, innovation, product development, new referrals and a guiding hand on how your business grows? What are you going to give them? These are great team brainstorming events, believe me. In addition, you have an obligation to encourage these influencers to ‘dip their toe’ in the water of social media. It’s your responsibility to be honest.

2. Secondly, go and identify the online influencers and do the same.

Build an approach that is going to solidify the relationship and drive your business forward. However, the way in which you use technology and platforms will be different here. I know its obvious, but I have to say it. Build into the plan, physical meetings with these people too. I recently, met up with my top 29 Twitter influencers in my local region and its worked. I still have one to do.

All of the ‘pillar’ influencers will, strangely enough, have significant influence in their respective fields. They may be customers, suppliers, friends, businesses linked to your sector and even competitors.

Once you’ve created your plan, then start to connect with this small (not hundreds) number of people. It’s no different than creating a marketing communications plan. Just a point, understand why you are doing this. It’s not broadcast, it means using some shoe leather up and meeting, visiting and ‘eyeballing’ people whether online or offline.

This first step in the development of an engaging, alive business community is about enhancing and enriching existing relationships that are natural, energetic, appropriate and individual. And, perhaps by doing this well, it will lead to new relationships.

We need business communities surrounding our business as they will help us deal with the near chaos of rapid change. Having talented people no matter their involvement and role in the community will be important. I’ll talk specifically about this over the weeks to come and the war for talent.

Facilitating this community will take huge heaps of imagination, energy and unlearning. It can’t be controlled just guided. There will be some significant issues to overcome, not least how your business community will behave.

The people in your business community will only do something if they believe it is worth doing, if it intrinsically motivates them. Financial reward is not principally why they will be involved. It will be a desire to connect with likeminded people, learn, participate and be challenged. They really abhor control, power and hierarchy.

Once developed and approaching maturity, groups within your business community may act spontaneously and without your authorisation or the need for you to organise it. Look at www.lego.com new designs, new products and new animations all created initially as ideas without company interference.

Business community participants will need space and places to meet, discover, think and converse. This, of course, does not mean just physically, it may mean you creating a platform online to encourage this. Business communities once confident, will want to do their own thing. That is, they may not come up with what you had in mind and will be very clear when you have done something wrong. This means they will unnerve and miff you occasionally.

This is not about forming a cult. Often people in your community will be opinionated, diverse, outspoken and comfortable expressing themselves. How powerful is that, constant, unadulterated, true feedback, product development, creative thinking and participation.

If you get it right, your business community will know how to play. They know how to push the limits. Led positively, this means lots of ideas that are childlike but not childish. Be prepared for how much this business community will feel part of your brand and how committed and loyal you will feel to it.

It’s easier to maintain the status quo and kill a business, than to change it. The term ‘don’t disrupt for disruptions sake’ just doesn’t hold anymore. Who gets to say that anyway, the boss, who often can’t see the wood for the trees?

Unless you do something, you don’t know whether it will work. Often its the things you can’t see that are the aspects that will cause you problems in the future. Disruption is about finding innovation and innovation is about constantly finding new, improved ways of doing stuff.

Do you spend you’re time fixing things rather than disrupting the core? And what is more healthy; consistently being disruptive, or consistently holding onto what you’ve got? Expect to, in the future, be leading highly talented people who live in creative chaos, rather than the trudging towards synergy.

There needs to be overall coherence to your business but not the routine of sameness. Disruption can bring your brand’s character alive and stimulate the entrepreneurial spirit we all desperately need. Your business is a bubbling cauldron (or it should be) of ideas, thoughts and messing about with ideas. That’s being disruptive.

If it isn’t broken, disrupt it. If you don’t someone else will! Guaranteed.

Deliberately forgetting stuff is actually quite hard to do. As Dee Hock, creator of Visa once said “The problem is never how to get new innovative thoughts into your mind, but how to get old ones out.” Familiar? And, blimey are we having to forget things. We need to unlearn how we’ve been taught to market, how to treat people, how to do business, what aspects to focus on, how we make money, who is important. The trouble with all of this is that its rather unsettling!

Jack Uldrich outlines unlearning in his neat post below:

http://www.unlearning101.com/fuhgetaboutit_the_art_of_/2010/03/mix-up-your-mind.html

People often say that they don’t want to disrupt something thats good or works. I understand this, but is it working and is it good is my next question. This isn’t about reinventing the wheel, its about forgetting a lot of what we have been conditioned to do. If you want to stimulate new stuff, you have to accept you need to forget the old stuff.

We need to stick our necks out more, play more and forget more. What do you need to forget this week?

Our lives have been invaded by technology, that’s not a bad thing! However, it does present a paradox; we can work anywhere, anytime. Conversely, it means little escape from work. We tweet, blog, email and talk all the time. Next time you go for dinner, count the number of people who pick up during one of the courses!

We live in a world of interruption. First, it was advertising agencies intruding into our homes, now it’s via a little device that’s in our pockets. We must restore order over our time. Time has lost its boundaries which makes it even more excruciating to manage as we have little of it. We have ultimately lost control! It means that we are not often ‘there’ when we have conversations. We concentrate on several tasks at once rather than one or two that we do truly well. We answer our mobiles, become distracted by emails and faff about far too much. We have given technology permission to control our time not the other way round. For some it gives a sense of being important, but all we are doing is ‘biting off more than we can chew.’ It results in us living fast when actually being able to chill is far more appropriate and conducive to results.

We all need to find ways to control our time. Only opening emails three times a day, switching our phones off when we are at a dinner party, focusing on the people we are having a drink with and finding a little balance. You are dodging the issue if you think other people are controlling your time. It’s about learning to say no constructively. Controlling our time is not just about being more effective, it’s actually more about enriching our lives, enhancing our relationships and adding true value to what we do.

Controlling interruption gives us the opportunity to intensely focus on important, meaningful activity not the sheer volume. Time isn’t to be messed with; we let it pass us by far too easily without feeling it and enjoying it. We only get one shot at that moment in time, that day, that meeting, that client, that dinner party. Rushing through it, slightly dictated by interruption doesn’t add anything, it just really takes away.

The first Word from ‘Hang On’ the new eBook provided by Phil Rees @ www.defacethis.com

Being distinctive defines us. Distinctive is about people (there is that word again) having a distinct idea of us in their mind. For a lot of companies, it’s easier to remain indistinctive than to become distinctive! Our product, even service is probably not as distinctive as it used to be. It’s possible its competitive edge has been backed into a corner by the plethora of new products in the market place, or, the bad ones just caught up.

Tom Peters said years ago “Ask yourself what on your turf (local and global), is clearly unusual about the services you offer.” For me, if we can’t answer that in five bullet points, we’ve lost the right to be a great business. Look at the worst bit of your sector, even your closest competitors and change the customer experience; it at least gives you a stab at the five points of distinction.

We need to almost forget about our product. It’s great isn’t it? Cheaper certainly is distinctive but how is being mediocre? Being distinctive now is about how we use design to differentiate, by building a community from our clients, being recognized for meaningful work, the passion we inspire in people, how we engage and build relationships. Get used to it. Don’t get me wrong it is about developing a sense of currency and curiosity in parallel, however, the biggest barrier to us identifying what makes us distinctive is internal not external.

Little question; is your business more like a circus or the waiting room at your doctors? We really can’t afford to be ignored by the masses and silent to the few. Don’t be known for everything but something! Distinguish by identifying your tangibility.

We’ve come to accept blandness as the norm not imagination. The basis of imagination is the freedom from constraints, the abolition of conditioning, the space to think and the confidence to push boundaries.

Limitations constrict the ability to break the habit of consistent repetition. As I’ve mentioned before, the tragedy of complacency is eventual failure. Imagination allows for exploration and going places you haven’t been before. Consistent repetition needs to be replaced with consistent imagination, permitting your mind to roam free and play with the existing experience and expertise in your head. Imagination can even sometimes make you believe the impossible.