Thanks for visiting. This is a welcome post to orient you around the main purpose of this site and its core focus areas. I’ll break it down into three.
A blog intended to capture adventures by the author and others, of the mind and at work 👉
So much of what determines progress happens in the mind and how we manage our attitude.
So much time is spent at work and business is a driving force for so much that happens in the world.
Find out more about the author of this site, his adventures and latest work by sliding open the menu. And one more thing on “why”. Because in the words of a famous adventurer of the spirit who has come to inspire millions:
Life is either a daring adventure or nothing at all.
NOTE: this post is made up of 3 pages so click through the pages at the bottom to get it in full.
To own or to use is not a new concept. I started grappling with this at least 12 years ago when I worked for a technology division at Sony and we developed a mobile music streaming service with Vodafone. That was in the day before iPhone was launched, before Spotify, when the iPod was on the rise. I remember the naysayers at the time saying, no one will pay a subscription fee for a mobile service for music they don’t own. CAN YOU IMAGINE THAT??? Check out the video I recorded of the service back in the day in case you don’t believe me.
To Have Or to Be? is one of the seminal books of the second half of the 20th century. Nothing less than a manifesto for a new social and psychological revolution to save our threatened planet, this book is a summary of the penetrating thought of Eric Fromm. His thesis is that two modes of existence struggle for the spirit of humankind: the having mode, which concentrates on material possessions, power, and aggression, and is the basis of the universal evils of greed, envy, and violence; and the being mode, which is based on love, the pleasure of sharing, and in productive activity. To Have Or to Be? is a brilliant program for socioeconomic change.
How does that resonate for you 22 years later, in this day and age?
I’ve just come off a week of successfully helping a customer run a Microsoft Teams Live Event for an annual event they run. The nature of the event they ran last week was to showcase innovation by the IT department to the rest of the organisation. This was the 5th such event being run in as many years.
This specific event was actually part of a broader effort. It was a test of the Microsoft Teams Live Events function ahead of further potential use. The context was an executive sponsorship program with the CIO as a lead executive from the customer.
We had started this executive program a few months previously. This included senior executive involvement from Microsoft to match the customer executive and provide mentorship based on Microsoft’s success with related activities.
The Executive Sponsorship program was itself a subset of the customers Digital Workplace program. The purpose of the Executive Sponsorship program is to connect executives with employees and to help drive the culture change needed for the new Digital Workplace program to succeed.
Supporting the innovation event by live streaming key elements of it was seen as a good test case for use of new technologies. It could also broadly be seen to be a test of the following:
A learning exercise through the sharing, discussion and recording of innovative or new work to a broader audience. Microsoft always live stream key events such as Ignite and Ready where we talk about new releases, strategies and messaging – see Ignite on demand sessions for example.
In most ways I would say the customer nailed it and these broad objectives. There were some exceptions. Not because they were tried and failed but because they were omitted on this occassion.
For instance, the event was successfully live streamed but there was no discussion or interaction during the live stream. This was consciously left out only because it would have added an element of complexity which would be better handled at a later stage of proficiency. Once again, at Microsoft this is a key component of our Live Events and broader efforts at culture change (see part way down this article): How Microsoft Builds a Sense of Community Among 144,000 Employees.
We had superb feedback from many of the employees and participants. The next stage is to consider doing an all company live event with the CEO engaging with employees.
1. Professional broadcasting equipment and capability. We used a Microsoft partner, Comworks, who brought their own equipment and they most definitely brought some hard core capability. The capability was both from a Microsoft Live Event point of view (the actual running of the event using the tool) as well as filming. These are both important especially the latter when you consider quality of the footage (video and audio) and wanting to use the recorded footage for other purposes as we did. You can run a Live Event with just a PC and its limited video and audio capability – it just depends on the purpose of the event.
Important to note: include a test event before the first real live event as we did. We ran into some administrative/permission issues which were quickly resolved. And in terms of availability to users who may not have access to Microsoft Teams or any of the other tool interfaces, you can run a public event as we did to overcome that (more here).
3. Important supporting technology: Hive Streaming. The customer partnered and integrated Hive Streaming technology to scale and offer frictionless video delivery and end-user experience.
Hive Streaming offers a unified SaaS solution for Live, VoD, testing with advanced reporting and analytics such as Hive Insights and Hive VI engagement index capabilities with network offload up to 99%. Some generic screenshots from them below
4. A good agenda for the live streaming part of an event. A pretty obvious point for any event. Here I make it specifically in relation to events that are happening in a physical location and only part of that is being live streamed as we did. There is a limit to the duration of Microsoft’s Live Events to be aware of (4 hours) when there is an all day event.
But I am speaking more about what part will be of interest to viewers and how live streaming will make that come alive for them. For instance, in my event last week there was an opening ceremony with short speeches from the CIO and other executives and then immediately a dive into interviews and demo’s of the main innovations being showcased. At the end there was a wrap up session. This was live streamed and included brief interviews of the main innovators in terms of the feedback they received from visitors and executives.
5. Cost saving
By this I mean can you establish whether something like Live Events from Microsoft can save you money. This applies to the software part especially. If you are paying for O365 already, of which Live Events is a part, then you can avoid costly expenses from using third party software that non Microsoft partners may be using to help run your live events. Check out licensing requirements here if interested. This was the case in my customer example.
Hoping this was of value. I may add to this over time as I plan more such activities with customers. Hit me up with a comment if you have any queries.
This is based on the thinking of someone who has extensive experience working with startups, investing in them really, in her role at Goldman Sachs. Here is her Ted talk on the subject.
AQ is not just the capacity to absorb new information, but the ability to work out what is relevant, to unlearn obsolete knowledge, overcome challenges, and to make a conscious effort to change. AQ involves flexibility, curiosity, courage, resilience and problem-solving skills too.
My interest is in how lessons learned working with startup founders on what is likely to make them successful can be applied to work and career management. This is the essence of the BBC article. It’s especially relevant in the work I do with customers in Digital Transformation, with concepts like tech intensity that speeds up the need for change and adaptability which I wrote about here: Tech Intensity and the Adaptive Organisation.
So compelling is this interest that I wrote an eBook and trend report about it (more here: Startup Innovation) and write many posts like this one under the category with the same title. My premise and that of many others is that large traditional and incumbent organisations (and the employees in them) would do well to emulate startups in many ways and innovate like them.
I have written about it before in the context of agility and speed as it is implicit in all the technology adoption work I do, indeed in Tech Intensity: Agile in nature not just by name.
In that last post I wrote in the video there was a graphic which is similar to the one above but in this one I wanted to simplify and call out the role of IT specifically.
Essentially the graphics main statement is as follows:
The pace of technology change which is exponential will never be matched by slower moving logarithmic organisations. But everyone in the organisation, especially IT departments who’s traditional role is to manage technology adoption, need to get behind technology adoption that strives to narrow the gap to at worst, remain competitive. At best, adaptive organisations close the gap and compete better.
I’m calling the role of IT out because of the two different kinds of IT organisations and mindsets I often encounter in my work. Those that inhibit and those that enable. Here are some differences between the two:
See themselves as the only arbiters of technology decision making and adoption.
Under the pretext of IT governance, everything is locked down.
See business / user technology decision making as an existential threat to their roles.
Think the technology adoption cycle still works in months and years.
Act with vendors as gatekeepers to the business and users.
Believe that value outcomes should be measured in IT terms.
Understand that the business and users are who ultimately should inform decision making.
Have a strong governance program in place that is flexible.
Understand that enabling the business and users in decision making is a valuable role.
Understand tech intensity and that speed of adoption now works in weeks.
Work closely with vendors to empower and educate business and users.
Believe that value outcomes can only be measured in business terms.
Not much elaboration needed but a few words just to be clear about what I am saying in this doodle:
These three elements of product, service and strategy are the biggest (but not only) influencers on the success enterprise customers have with the use of their technology. For instance I believe the sales process and what is promised has a huge impact too but not for this list.
I’m indicating with the size of the circles which ones I believe have the most influence.
The pull and push points relate to the nature of the influence on the use and ultimate success of the technology.
I think most of the items listed in each area are clear enough but if you are not on the job to be done point I added a link to a good explanation. And on professional services, by these I generally mean paid for services delivered by the vendor or partners and could include things like change management, training, etc.
I’m trying to distil the essence in this doodle, often for my own sanity, to help me focus on the right activities in the work I do with customers.
Ultimately its for colleagues and customers, to help them understand and rally them behind my efforts 😁
It’s fairly self explanatory I think as I wanted to keep its simple and within a framework of three – three main outcomes, three main causes for each outcome. But here is some brief elaboration.
Activities are sequential. You can only get to value when you have done important pre-work, i.e. introduce a new tool and focus on its use, then how it should be scaled and embedded in real work and then on changing behaviours and driving real business impact.
But planning and focus is nonsequential. You have to start with the end in mind and work backwards – what are you trying to achieve, what is necessary to achieve it, how to measure it, what activities will drive it, etc.
These activities are all that matter in customer success. Everything else is peripheral. If you can get people to focus on these things, their supporting activities and the measurement of them then you will be successful. If you lead a team of customer success managers, remove everything else that does not contribute to these activities or gets in their way.
By supporting activities I mean things like tools to track these activities and the impact they are having, measurement systems, playbooks to drive the correct activities, systems and governance, etc.
One caveat to emphasise: These are activities that apply largely to the enterprise Software as a Service category in which I have the most experience.
I’m by no means perfect in my views. These are based on roughly 8 years in a customer success role. But I spent approximately 2 hours on putting this together. I’m pretty sure I’ve missed something so would love to hear from you if so 🙃
I decided to take that a little further and extend that into how Microsoft Teams which I am currently using heavily at work (in my work and in supporting customers to use it successfully) can be used. Here is the result below:
Not sure I’ve quite nailed it yet. So in the working out loud spirit, if you have any feedback that you think would make this better, please let me have it 🙏 😆
PS: the definition of Hell in the featured image is mine and I’ve created an entry on Urban Dictionary for a laugh – vote for it if you agree (but mostly for some irreverent fun😜 ). Find the entry from here.
It focuses on many things and chiefly the direction is forward looking, as opposed to his first book, Homo Sapiens, which looked backward from whence we have come.
One aspect I was fascinated by was his account of the recognised decoupling of consciousness and intelligence and how this might play out in the future given the rise of “machines” and their impact on humans.
With machines and technology getting bad press of late, I thought it would be useful to highlight the positives that I see.
It’s very much in line with my take on Dharma Hacking – more below.
I created a #daneldoodle of course, to summarise my thinking. Here it is:
And some added notes to elaborate:
Why the Dharma Hacking in the title? There is more here on what it is but essentially it is based on the the interplay between humans finding our way, developing our mental capacity (especially consciousness) and using technology to help.
We have only just scratched the surface in terms of expanding our known mental states and utilising our super consciousness.
Technology, far from being the bogey man that it currently is, can greatly help us get there.
It plays its role (intelligence), we play ours (consciousness), in a unique cosmic dance of creativity.
In this past post (The post robotic AI age and the role of creativity and innovation) I think I was somewhat deluded in my belief of what will distinguish humans based on their unique skills in the future. Intelligent technology will be able to master these skills and are already (see next point) but it will be advanced levels of consciousness (super consciousness) that will be our unique differentiators.
AI and Super AI is already doing credibly well with being creative and innovative. Check out the comments in this video I uploaded a while ago of famed theoretical physicist and futurist, Michio Kaku (you’ll need to view the video on YouTube for that). He also it appears, was deluded.
How technology will help us develop our consciousness and to what ends is outlined in some of the elements I position in the doodle. Essentially it is between the island on which we currently find ourselves with our known mental states and the antipodes of the mind as I call them. I’m not sure what these supporting roles and end states all are yet but I will be exploring further – watch this space 😊