1. 09 January 2009
Today’s Tabbloid
PERSONAL NEWS FOR lexeulnotes@free.fr
LEXEUL NOTES • Get the ideas, concepts, and vocabulary out into the organization
and circulating.
Future of medias
JAN 8, 2009 10:09AM • Existing management methods and conventional wisdom are a
hard barrier to 2.0 strategy and transformation.
• Newspapers are going to get more elitist and less elitist. The elitist
argument is: “Be the Economist or New Yorker, a small, niche • Avoiding external disruption is hard but managing self-imposed
publication that says: ‘We’re only opening our mouths when what risk caused by 2.0 is easier.
we say is demonstrably superior to anything else on the subject.’”
The populist model is: “We’re going to take all the news pieces we • Incubators and pilots projects can help create initial environments
get and have an enormous amount of commentary. It’s whatever for success with 2.0 efforts.
readers want to talk about.” Clay Shirky
• Irreversible decisions around 2.0 around topics such as brand,
reputation, and corporate strategy can be delayed quite a while,
LEXEUL NOTES and sometime forever.
Faster horses in the age of co- • The technology competence organizations have today are
inadequate for moving to 2.0.
creation
JAN 8, 2009 10:05AM • The business side requires 2.0 competence as well.
• “If I’d asked people what they wanted, they’d have said ‘faster • Start small, think big.
horses’ “Henry Ford
• We need to be in the business of providing the customer what she LEXEUL NOTES
wants when she wants it, where she wants it, how she wants it. We
Have you something interesting
need to focus on making things that the customer wants to buy,
rather than trying to get customers to pay for things they neither
to say ?
want nor need.
JAN 8, 2009 9:32AM
• There was a time when we could decide for the customer. There
was a time when we could constrain the customer’s voice and • Every planner working on any piece of business should be
choice. There was a time when dinosaurs ruled the earth. Now is continually asking themselves two questions.
not that time. Now is the time for faster horses.
• - What interesting things does this company have to say?
LEXEUL NOTES • - Who’s interesting who works at the company? Ed Cotton
Ten Key Aspects of Web 2.0
Strategy
JAN 8, 2009 9:44AM
• It’s not about technology, it’s about the changes it enables.
• The implications of 2.0 stands many traditional views on their head
and so change takes more time than usual.
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2. Today’s Tabbloid PERSONAL NEWS FOR lexeulnotes@free.fr 09 January 2009
LEXEUL NOTES LEXEUL NOTES
Digital & Physical worlds “It is not the strongest or most
JAN 7, 2009 2:04PM
intelligent of the species that
• Three products generated the most passion in the gizmosphere:
survive, but those that are...
Nintendo’s Wii, Activision’s Guitar Hero series, and Apple’s
iPhone. What do they have in common, besides creating happy JAN 7, 2009 10:57AM
shareholders and long lines at stores? They all integrate the digital
world into the physical world in a straightforward way. Steven Levy • “It is not the strongest or most intelligent of the species that
survive, but those that are most responsive to change.” Charles
Darwin
LEXEUL NOTES
Music change LEXEUL NOTES
JAN 7, 2009 1:50PM
“When everything is coming
• “Musicians have shifted “from recording songs that ordinary
your way, you’re in the wrong
listeners want to buy to making music that marketers can use.” Jon
Pareles in
lane.” Steven Wright
JAN 7, 2009 10:55AM
LEXEUL NOTES
• “When everything is coming your way, you’re in the wrong lane.”
Change Steven Wright
JAN 7, 2009 11:21AM
• “Just as doing risk sports will create stresses that lead to bettering LEXEUL NOTES
of one’s self, so should a company constantly stress itself in order
Faciliter
to grow. Our company has always done its best work whenever
we’ve had a crisis. I’ve never been so proud of our employees as JAN 6, 2009 9:23AM
in 1994, when the entire company was mobilized to change over
from using traditional cotton to organically grown by 1996. It • It’s increasingly becoming a reality that companies no longer make
was a crisis that led to writing down our philosophies. When and/or deliver value. They FACILITATE it. This is a huge leap in
there is no crisis, the wise leader or CEO will invent one. Not by business models, customer relationships, marketing and the
crying wolf but by challenging the employees with change. generally accepted concepts there-in. Mashmeyer
• As Bob Dylan says, “He not busy being born is busy dying.”
• New employees coming into a company with a strong culture and
values may think that they shouldn’t rock the boat and shouldn’t LEXEUL NOTES
challenge the status quo. On the contrary, while values should
Bienvenue dans la frugalité
never change, every organization, business, government, or
religion must be adaptive and resilient and constantly embrace JAN 5, 2009 11:05AM
new ideas and methods of operation.” Yvon Chouinard, Patagonia
• A shift in the price/value balance when buying products or
services. An entirely different logic comes into play now. When
people are tight with money, they want their basic needs (food,
clothing, shelter) to be addressed in the cheapest possible way,
whereas other higher level acquisitions are only done when the
vendor can guarantee security, durability and long-term value. This
applies also to corporate purchases. The throw-away culture is
grinding to a halt;
• A shift in needs: what seemed liked needs just half a year ago, are
no longer perceived as such. There is a back to basics and a no frills
culture, but it is not yet clear what that might imply on a larger
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3. Today’s Tabbloid PERSONAL NEWS FOR lexeulnotes@free.fr 09 January 2009
scale, as things are evolving quicly and little research exists;
• A renewed focus on people’s physical community: your
neighbourhood, town, core friends and family - the people who are
always there and can help you out if needed. You look for company
when you are in trouble;
• When people are spending more times in their physical
communities, their demands for good infrastructure, housing,
city planning, transit and energy are bound to increase, and
these will need to be met by various Public Works-like public
programmes;
• But it’s not just the hardware that matters. There will also be an
increased demand on public institutions to deliver good
services. The excesses of politicians and public servants are no
longer tolerated during times of scarcity. People will demand
effective policy making, good public administration, and little
waste of their tax money. Many politicians, too steeped in their
world of political games, have not yet understood this. Friction is
bound to occur. Social and service design are bound to increase
(read this article by Alice Rawsthorn);
• Increased demand on companies: companies will have to listen
more and help people achieve their goals. Modesty and long term
commitment are more important than ever (which is surprisingly
similar to the discourse one can hear in emerging markets);
• A fundamental questioning of the growth paradigm: the
paradigm of everlasting growth in a limited ecosystem has proven
to be a fallacy. Most people - who see their real incomes decline
and an environment in increasing disrepair - are not hard to
convince of this. What this will imply, remains to be determined
and invented, but changes are bound to be dramatic. The Slow
Food movement provides one possible way of looking at the future,
but also they will need to become less elitist and more down-to-
earth.
This issue contains posts from between
Dec 26, 2008 7:00AM and Jan 9, 2009 2:01AM.
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