Archive for December, 2006

Not a panacea for implementing a “Blue Ocean Strategy”

Posted in Book Review, Innovation on December 31st, 2006 by Paul McArdle3 Comments

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We need to be innovative (but who doesn’t?).  We’ve had some successes in growing our company since 2000 in doing just that – though we’re just starting on the journey.

Given that this book has been feted in various circles as “the best thing since sliced cheese mousetraps”, we were keen to have a look

1) Binary Review

… however I was underwhelmed!

The Book

What we thought

BlueOceanStrategy
“Blue Ocean Strategy”
by
W Chan Kim &
Renee Mauborgne
thumbs-downI don’t recommend it
Full Disclosure – yes, that’s a tracked link to Amazon shown above. We buy quite a large number of books on a wide range of topics, all relevant to our business in some way. If you did happen to purchase the book from Amazon, they’d throw a few shekels our way, which would help us to buy (and hence publish reviews of) even more books. Hence, Karma would return the benefits to you…

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Book Review: Built to Last

Posted in 01 - Leadership & Management, Book Review on December 1st, 2006 by Paul McArdle18 Comments

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I first read this book sometime prior to 2007, and we re-visited the book after we had moved to our office in Milton in September 2007 and could initiate our book review process.

Hence, to put this review in context, I have used artistic licence with the post date…

Binary Review

The first of an excellent series of books:

The Book

What we thought

BuilttoLast
Built to Last
by Jim Collins and
Jerry Porras
Thumbs upAn excellent book.
Full Disclosure – yes, that’s a tracked link to Amazon shown above.

We buy quite a large number of books on a wide range of topics, all relevant to our business in some way.  If you did happen to purchase the book from Amazon, they’d throw a few shekels our way, which would help us to buy (and hence publish reviews of) even more books.  Hence, Karma would return the benefits to you…

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This book was written before “Good to Great” (from memory).

I read it some time ago, and don’t have the time to provide a review, but will come back to this one at some later stage…

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The details:

Some notes, aligned with the chapter headings:

Chapter 2) Clock Building, not Time Telling

Check back later…


Interlude) No “Tyranny of the OR”

Here’s a quote from the book that sums up this principle (p43 in my copy):

The “Tyranny of the OR” pushes people to to believe that things must be either A OR B, but not both.  It makes such proclamations as:

  • You can have change OR stability
  • You can be conservative OR bold
  • You can have low cost OR high quality
  • You can have creative autonomy OR consistency and control
  • You can invest for the future OR do well in the short term
  • You can make progress by methodical planning OR by opportunistic groping
  • You can create wealth for your shareholders OR do good for the world
  • You can be idealistic (values-driven) OR pragmatic (profit-driven).


A page or so later, the authors note:

Irrational?  Perhaps.  Rare?  Yes.  Difficult?  Absolutely.  But as F. Scott Fitzgerald pointed out, “The test of a first-rate intelligence is the ability to hold two opposed ideas in the mind at the same time, and still retain the ability to function”

A bit like another post I made about paradox!


Chapter 3) More than Profits

Check back later…


Chapter 4) Preserve the Core AND Stimulate Progress

Check back later…


Chapter 5) Big Hairy Audacious Goal (BHAG)

Here’s a quote from the book that sums up this principle (p94 in my copy):

A BHAG engages people - it reaches out and grabs them in the gut.  It is tangible, energizing, highly focused.  People “get it” right away - it takes little or no explanation.

Read the book for more!


Chapter 6) Cult-Like Cultures

Check back later…


Chapter 7) Try a lot of stuff, and Keep what works

Check back later…


Chapter 8 ) Home-Grown Management

Check back later…


Chapter 9) “Good Enough” never is

Jim and Jerry explain this very clearly in the opening paragraph (p185 in my copy):

The critical question asked by a visionary company is not ‘How well are we doing’ … or ‘How well do we have to perform in order to meet the competition’.

For these companies, the critical question is ‘How can we do better tomorrow than we did today?

(with my emphasis added).  The authors also note that:

There is no ultimate finish line in a highly visionary company

And finally:

Visionary companies, we learned, attain their extraordinary position not so much because of superior insight or special “secrets” of success, but largely because of the simple fact that they are so demanding of themselves.

Yes, our company name is sh*t!

Posted in Positioning on December 1st, 2006 by Paul McArdle5 Comments

We realise that.

The name “ROAM” comes from an anagram of the 3 founders who established the business back in 2000 – Rose, O’Brien and McArdle.   The “global” bit was an obvious reference to our aspirations, even back then.

Unfortunately it has proved to be a very unwise choice of name:

1)  For those involved in the Australian National Electricity Market (NEM), we are sometimes confused with our former sister company, ROAM Consulting – which is understandable;

2)  Everywhere else we are confused with a telecoms company (including by the people in the Telstra helpdesk, who direct to us calls from poor stranded Australians all over the world!).

Both are very understandable points of confusion – which reflect a very unwise choice on our part in the early days of the company.

Hence at the end of 2006 we began the process of renaming the company.  We’ve completed the following steps:

1)  We ran a competition in which we asked clients, and a few others, to suggest a name:

(a)  For as long as we maintain it, the details of the competition, along with some of the suggestions received, are here.

(b)  As implied by Hamish Chadwick, our competition was useful for providing us a view of how clients saw us, but was not useful in actually giving us any suggestions that made the “final cut”.

2)  With the assistance of a consultant (Image Substation) we spoke (in detail) with a select number of valued clients to gain a better understanding of what it is that people value us for.  Clarity, Convenience and Cost Effectiveness were some stand-outs.

3)  As a result of this, we brainstormed a range of different names.

4)  From a long list we picked a number of candidates and proceeded to:

(a)  Register the .com and .com.au domain names

(b)  Register trademarks in Australia (trademarks in a select few foreign countries still to be done at the time of writing).

(c)  Checked that the company name was available.

5)  What’s holding us up, most, is that we want to roll out the new company name at the same time as a new software licensing system, which has been the real roadblock.

(a)  This is one of the reasons we have recently begun to adopt the Agile software development methodology.

(b)  Hence, we hope that we won’t be stuck with our existing name for too much longer!


PS – yes, I back-dated this post as well, to be sometime around the time we started the process of renaming the company (aaaaaaaaaaaaaaages ago).

You will recognise, by now, that I see ICT as an enabler, not as an end in itself – hence I do apologise to any Blog Conservatives out there who I might have offended by this practice.