Friday, April 27, 2012

Setting Boundaries in Business

I've been involved in several projects, and the one thing that keeps coming up is the scope.  It is supposed to draw the line about where the project can and can't go.  Boundaries help determine where people should spend their time.  And its great for focused creativity.

Benefits

Drive Decisions

Similar to a vision statement, the scope of a project allows people to make tactical decisions about how to proceed on a project without direct supervision.  When people are unclear about the next move, referencing the scope helps.  Boundaries keep people from wandering from the vision.  It keeps them from regularly chasing new distractions and forces them to focus on the task at hand.

Focused Creativity

Creativity, too, can benefit from some limitations.  Often I've been told that you shouldn't take any idea out of the running during the brainstorming phase, and I agree with that.  But you need to start with some boundaries on the brainstorming phase itself, or the mind wont' have any place to begin.  For example, if I said "Let's discuss how to make money," your mind may go blank.  It would be more helpful to say "How do we use our people's skills in a different way to make money?"  Now you have something to analyze (the people), making for a more fertile discussion.

Comfort

We should never forget the psychological benefits of boundaries - that they make people comfortable.  You may view this as either positive or negative, but people feel safe when they know the boundaries of their life.  that is why changing jobs, corporate restructuring, and new product launches can be very stressful.  

Downsides

The greatest downside to using boundaries is in overuse.  People will resist innovative ideas specifically because they are outside their current boundary.  They allow great ideas to pass, often to their chagrin, because they can't aren't open to the possibility.  Or they may see its potential, but use their job scope to prevent it from moving forward.

-sjk

Friday, April 20, 2012

Four tactics to improve relationships with representatives from other specialties

At work, almost everyone is required to work regularly with others.  They need to collaborate on requirements, align execution, and work closely on followup and maintenance.  But 50 years ago, companies started to fragment, and divide up by function.  And its causing massive difficulties for some, as they try to bridge the gap between functions in their organizations.  A few reminders that can help you work well with others:  
  1. They are protective of their domain.   
  2. They already have a full workload.  
  3. They have a different culture that is specific to their function, department, etc.  
  4. They might not know what the heck you're talking about, or the reasons behind what they do understand.  
It's important to understand the above lessons.  If you want some steps to follow to help build a good relationship, the following worked for me:  
  1. Treat them as equals.  They are less likely to be threatened.  
  2. Don't formally demand much of their time unless its very, very, very, very important.  
  3. Try to learn elements of their culture, including jokes and acronyms.  
  4. Learn how to talk with people like them.  People are unique, but many of them are quite similar.  
Do you have any other little tricks that you think would help others to relate to people representing other functions?  

-sjk

Friday, April 13, 2012

5 Differences between Marketing and Sales

In my experience, there is often a correlation drawn between Marketing and Sales.  In fact, in some organizations, they are put into the same functional silo.  Traditionally, they are distinct functions, which can require significantly different skill sets. 

First, lets start of by discussing what they are. 
  • Marketing is any activity that influences the customer opinion of your product or service.  This includes everything from sales to advertising to fulfillment to customer service.  
  • Sales is the act of pursuing and completing the goods exchange with the customer.  That means it includes the entire sales cycle of finding prospects, pitching, and closing.  That is the end of the sales function in many companies. 
Whenever I talk about "Marketing" or "Sales" below, I specifically refer to the people within the function, not the actual function itself.  Below I've listed some of the key differences between Marketing and Sales.  When you read these, think about how they relate to the definitions I gave above.  

Sales brings in money directly - Marketing brings in brand awareness and recognition.

The first, most important, difference to consider is what they bring to the organization.  Sales, of course, brings cash.  And without cash, your company would grind to a halt quicker than you can start a chant by saying "Chapter?"... and waiting for a response.  Marketing works to get your brand into the mind of the customer.  Without it, you may get sales, but they will be significantly less, especially in B2C.  

Sales talks directly with customers - Marketing influences markets

Next, we have to discuss how each group connects with the customer.  Sales often has a direct line to the product buyer, be it end user, distributor, or other.  They hear the complaints and answer the objections.  Marketers work on a macro-scale.  They try to influence a group, from hundreds to millions, by broadcasting to the public and leading the company's actions. 

Sales is internally competitive -Marketing is unified.

Every company is unified around a message, and often Marketing is able to state that goal in the clearest way possible.  And a big part of their job is getting every customer-facing group to live their message.  They work together to convince others.  Sales is on the opposite spectrum.  They are chasing the same goal, but sales people are fiercely competitive.  A good sales person likes to stand alone, on their merits, because they have pride in their competitive sales skills.  


Sales capitalizes on Marketing - Marketing capitalizes on Operations.

One of the most interesting things to me about organizations is that sometimes individuals or groups can convince themselves that a certain function or skill set isn't as important as another.  But every group capitalizes on the skills of another to function well.  Sales needs Marketing to make the brand sticky in your mind.  Marketing needs Operations to fulfill the product promise implicit in the marketing message. 

Sales requires skill in selling - Marketing requires skill in marketing.

Sales skill involves a lot of procedure and memorization.  It also requires a personality that is dedicated, independent, and self-confident.  On the flip side, Marketing skills include trend tracking, number analysis, design, psychology, leadership, IT, and others.  In fact, Marketing people can have a variety of different skill backgrounds.  And their personalities can range across the board, and many different personalitiy types thrive.  


Conclusion

I want to remind you of the definitions of Marketing and Sales I gave at the beginning.  Marketing touches every point of customer interaction, while Sales is a very specific point of customer focus.  Their importance in formal organizations varies, but they are both indispensable. 

Do you have any other thoughts on how Marketing and Sales differ? 

Friday, April 6, 2012

Overcoming Adoption Apathy

Change management has been high on my personal list of business concepts for a while.  I've been really focused the last few weeks on overcoming adoption apathy - the feeling that sets in during any type of change initiative that prevents you from wanting to change anymore.

Source

I'm sure everyone has, at one point or another, wanted to change something about either themselves or someone else.  At the beginning, everyone sees the need to change.  They're excited about improving the situation.  You have buy-in from everyone.  But then after a few weeks or months, that great momentum diminishes.  People stop being excited about the change, because its actually taking place.  But because they're not paying attention, the actual change itself slows, stops, and may even reverse.  

Overcoming Adoption Apathy

Over the past few weeks, I've come up with my personal ideas for working through Adoption Apathy.  I've tried out several, and these are the tactics that seem to work best for me.  

  • Approach the change tangentially.  When I think about an obstacle all the time, I get overwhelmed with the scale.  I do better just going about doing it, and forgetting about how big of a chore it is.    
  • Have a secret change partner.  The most powerful push for me to work is when I know someone is counting on me, and they will recognize my work and accomplishment.  But your brain is wired so if you tell someone your goal, it will fill you with happy chemicals.  So you have to keep your goal to yourself, but know who you're hoping to get recognition from.  
  • Keep it fresh.  Don't let the change be something you did last month.  Make changes in your plan that still meet your goal within the framework of your plan.  This keeps you engaged and excited about it.  
  • Don't fret over failure.  Yes, you should set goals.  They should be B-HAGS (big hairy audacious goals) so you push yourself to the best of your abilities.  But meeting those goals is not life-or-death.  If you don't meet them, remember that the journey was important, too.  There will be another chance tomorrow.  
  • A change plan doesn't work for everyone.  You have to know the people involved (yourself, employees, customers, etc.) to find a change plan that will work.  Just be aware that a single change plan, no matter how broad, will not touch everyone involved.  Work to adapt the plan to the individual, if you can.  
I hope that some of these help you.  Each individual and each group is different and needs different rules to make change happen.  If you have any other ideas, I'd love for you to post them in the comments below.  

-sjk

Wednesday, April 4, 2012

Robot Prototyping Program

I've talked about 3D printing (aka. Additive Manufacture) in other posts.  The "limits" there are often thought of the be only in your mind.  Of course that doesn't address the fact that you can't easily make moving arts in those additive manufacturing processes.  And you can't use every material for home 3D printers.  And you have to be a designer to get it all to work for you.  Wow, there are a lot of barriers, aren't there...

One company is trying to remove that last one.  This article discusses the possibility of a universal robot prototyping software that helps you build a robot in just a few hours.  Again, the "possibilities are endless", but a) they haven't finished the program yet and b) you need to have additive manufacturing capabilities.

Automation like this is a great thing.  It looks like designers are learning from computer programmers.  Additive printing is a new technology that started by only taking CAD drawing or other drafting documents.  They're adding a layer of intelligence to it, making it much easier to program.

-sjk

Monday, April 2, 2012

Bacteria Backpacks

Whoo, doggy!  I'm always intrigued by the crazy things medical science comes up with when it comes to pharmacology.  The breadth of drugs, the diversity of their manufacture (traditional, biologics), and now their dosage medium.

According to an article I found from Kurzweil, scientists are trying to use bacteria for delivering nanomedications inside the body!  That means more targeted drug treatment with less side effects.  The caveat is that they sound very difficult to produce.  Just the idea of tying loaded beads with nano-wires boggles the mind.  It is certainly not something that can self-replicate. And scientists might have a tough time getting something like this shelf stable.

But I love the idea of tying bacteria up with nano-wires.  Nano-wires could be the next Spider-man-web-like material.  Maybe using these wires is the way to secure nano-level electronics?  I'm sure there will also be frivolous uses of such technology, such as individually branding a bacteria for carrier purposes.