One more reason that blogging is becoming a business medium is provided by Robert Scoble, the famous Microsoft employee who blogs.
I think the time is coming where executives and employees who blog well are going to start getting promotions. Why? Ask your execs what happens to them when they start turning down keynote opportunities at major industry conferences. Ask what happens to them when they consistently get invited to speak at industry conferences and they do a good job at it.
As a free agent, most of my business comes from referrals. Speaking at conferences or workshops has been my best venue for meeting prospective clients, because you are not giving a marketing pitch, and the audience is receptive to what you are saying (or should be, if you’re doing a good job). I’m relatively new to blogging, but it will be interesting to see over the next year or so if my customer contacts come more from my blog than from speaking engagements.
Rick Bruner has created a blog on the business aspects of the medium. This is an excellent site for corporate professionals, especially sales & marketing, wanting to know how to use blogs for more than just personal journals.
Business Blog Consulting is a site devoted to demonstrating how effective weblogs can be for communicating with customers and marketing to new customer prospects.
Via Lee Lefever.
Dave Pollard completes his piece on A Prescription for Business Innovation in Part 3 of this series. I’ve previously commented on Part 1 and Part 2.
Simply put, we are living in an age when we cannot afford innovation, and cannot afford to be without it. Perhaps the most critical innovation need therefore is for creative mechanisms to finance, price and pay for the costs of innovation itself. Funding, pricing, and cost management are now inseparable parts of the innovation process.
Dave Pollard has created an innovation model that includes eight stages, and comprises three key processes – Analytical, Communicative and Creative processes. The eight stages are: Listen, Understand, Organize, Create, Experiment, Listen Again, Design, and Implement. Note how important "listening" is in this model.
My recent experience in the NB Learning Industry capacity initiative reflects that we are not listening enough. During the industry meetings this Winter, there was much discussion on "our" issues and needs, but very little on "broad ideas" from the market, key ideas from "pathfinder customers & competitors", "stories from the front lines", or an understanding of why customer wants and needs are not met. Maybe all of this information is proprietary, and not willingly shared, but we talked more about our needs, than our customers’ needs.
If we want to innovate, Dave Pollard’s model provides us with a starting point – Listening. We can provide a forum for listening through the Web, especially blogs. Remember that "markets are conversations", and innovation starts by really listening to those conversations. This is why we have to keep our R&D community of practice open to the public. Are there any users of learning products and services who have some advice for this industry? Post it here.
Update for the education community: George Siemens comments on Dave Pollard’s three articles as well:
Much of what he writes is applicable to education, training, and knowledge management. Formal education really needs to explore what innovation means in delivering learning. So much potential…yet so little focus.
Lee leFever has won Judith Meskill’s Perfect Pitch Competition. If you didn’t know about the competition, it was looking for the perfect elevator pitch (e.g. no pictures) explaining the business benefits of blogging to the uninitiated. Here’s a piece of Lee’s pitch:
By making internal websites simple to update, weblogs allow individuals and teams to maintain online journals that chronicle projects inside the company. These professional journals make it easy to produce and access internal news, providing context to the company ?ï¿½ï¿½Ç¨ï¿½ï¿½ï¿½ context that can profoundly affect decision making.
If I could have referred to this pitch last week, I would have appeared much more erudite in Halifax 😉
Lee LeFever hits the nail on the head with this Esse Quam Videre (to be rather than seem) post about weblogging in business. It’s just too easy to see through the smoke when you post every day. You have to be yourself, or you’ll get caught. Lee talks about this idea stemming from the Cluetrain Manifesto (worth the read in spite of its rant style). From Rick Levine’s section of Cluetrain, "Talk is Cheap", is this excellent sidebar – "A knowledge worker is someone who’s job is having really interesting conversations at work." That would be most bloggers, I would say.
Blogging, like e-learning, is not for everyone or for every business. What’s great about blogging is the low barrier to entry. The bad part is that once you start, it’s tough to get off the "blog train". That’s the thing about interesting conversations; you want to keep them going.
For businesses, the trick is to find a balance. First you have to find out what you are passionate about, and who your audience may be. Then determine how much time you can spend blogging, without adversely affecting other business processes. For us free agents, blogging is marketing, market research and research all rolled together. The rewards are long term, I hope 😉
Tomorrow I’ll be in Halifax for the Nova Scotia eLearning Summit. As a panelist during the "eLearning in the Corporate Environment" forum, I will have ten minutes to focus on weblogs and provide:
Practical, real-life examples of how companies/organizations are using elearning to strengthen their competitive position, streamline employee training and bring value to customer relationships.
This is like getting the perfect blogging elevator pitch, which is currently being sought by Judith Meskill, but unfortunately her competition isn’t over yet, so I can’t view the collective wisdom of the blogosphere.
So far I’m cobbling together ideas from Rob Paterson, Jay Cross, Robert Scoble, Kathleen Gilroy, and Lee Lefever. I’ll also tell how blogging has become an essential part of my free agent business. I’ll publish the feedback when I return.
Dave Pollard continues his discussion in A Prescription for Business Innovation Part 2 and gives us further principles of innovation strategy:
Flat, small, responsive, democratic organizations are inherently more innovative.
True innovation only occurs where there is consensus that there is an important problem to solve and a sense of urgency to solve it.
Competition is now dysfunctional, a vestige of earlier times of resource scarcity, and cooperation is now essential to effective innovation.
The customer is now king and needs only better decision making tools to become the sole driver of economic activity, rendering obsolete the need for marketing, branding, and other producer-driven mechanisms of influencing customer actions.
… organizational structures, processes and behaviours more commonly associated with businesses run by women are gaining traction in the New Economy, and that bodes well for innovation.
This is a current interest of mine, as I’m moderating a community of practice around elearning R&D in the region. The central issue is how to get a disparate group of companies, united by geography, to collaborate on innovation in the form of a problem, project or issue. As Dave Pollard writes:
Perhaps this is a universal trait that we need to consider when designing innovation programs: Everyone loves to engage in social activities that are fun, challenging and unthreatening, but when the social activity impinges on individual ‘territory’ or property, or on scarce resources, social and collaborative behaviour ceases and confrontational, competitive behaviour takes over.
I believe that the key to this community of practice will be to find that fine balance between collaboration and confrontation, but also holds peoples’ interest.
Seek and ye shall find. In response to my question, the Otter Group’s Kathleen explains some of her current business-related blog & RSS projects.
I believe blogs are ideal peer-to-peer learning and communications channels. Because they are so inexpensive to produce and maintain, they can be cost-effectively used for small groups and small projects.
It seems that the participation levels are higher with blogs. This was an issue that we had a few years back with a community-building project using a hefty document management system (think expensive) – it was just too cumbersome. This post is much more practical than what was reported in the NY Times on BloggerCon II and blogs for business, via Weblogg-ed.
More on Tom Malone’s new book "The Future of Work", this time from Fortune Magazine. According to the author, Malone expects that pervasive information technology will force businesses into becoming more democratic. Malone envisages four potential organizational models:
Loose hierarchies (e.g. open source)
Literal democracy ?ï¿½ï¿½Ç¨ï¿½ï¿½ï¿½ voting for your boss
Outsourcing through specialized guilds
Markets within organizations
I have not read Malone’s book yet, but it is now high on my to-do list. Via Stephen Downes, who makes this pertinent point in yesterday’s OLDaily – "… if democracy is actually the best form of governance, why don’t we use it in our institutions?"
Dave Pollard in A Prescription for Business Innovation Part 1 cites six basic principles of the innovation process:
Need Drives Innovation
Innovation starts with the Customer
Innovation Drives Technology
Innovations are Interconnected
Stories Transfer Knowledge
Innovation Requires Discipline & Patience
Having just completed an analysis of the learning industry in New Brunswick, I had the opportunity to reflect on global issues relating to the industry and make suggestions on how the industry could better position itself. Using Dave Pollard’s principles, what could the industry infer?
Since need drives innovation, a solid understanding of customers is essential. Build it and they will come, will not work. Neither will products that are developed because they have new features. Learning companies have to fill a real need ?ï¿½ï¿½Ç¨ï¿½ï¿½ï¿½ and there are lots of learning needs; just listen to the customers.
If innovation drives technology, then your competitive advantage is the ideas you can generate, not your technology, with its ever shortening half-life. Not only are creative people necessary, but they need a creative environment. Too many learning companies are still structured around the industrial command and control model.
The interconnectness of innovations means that you have to be looking outside your industry, your discipline and yourself, in order to see the connections. Perhaps magazines like the Utne Reader should become required bathroom reading.
If stories transfer knowledge, why do most companies (including learning companies) insist on PowerPoint slides with lists of bullets that are read out loud. Having survived another ?ï¿½ï¿½Ç¨?ï¿½death by PPT?ï¿½ï¿½Ç¨ï¿½ï¿½ presentation last night, it seems to be obvious to everyone, except the presenter, that no one is interested in reading a bunch of bullets. Tell a story. Tell your story. Share your stories. Remember that "markets are conversations". For example, all learning companies should be encouraging blogging so that they can look outside the region, sharing their stories and learning. Get the conversations going.
Like blogging, innovation requires discipline and patience. As Ms. Rice says, there is no silver bullet.