| Mark |
all sounds good to me!
|
| Seth |
Good, but difficult.
|
| Mark |
indeed
|
| Seth |
It’s interesting to watch google
|
| Seth |
they desperately want to zoom
|
| Seth |
but as they get bigger, sooner or later they hire non-zoomers
|
| Seth |
hire enough, fail to prune, and the next thing you know…
|
| Seth |
you’re AOL.
|
| Matt |
so what’s the solution? don’t get bigger?
|
| Seth |
which is a fine solution, imho
|
| Matt |
prune ruthlessly?
|
| Seth |
also a fine solution
|
| Seth |
and the third choice is to do what msoft should have done
|
| Seth |
let the justice department split them up!
|
| Matt |
is not getting bigger a real option for Google though?
|
| Seth |
why not? what’s the point of going to work every day? to have more co workers?
|
| Matt |
Don’t shareholders expect growth?
|
| Mark |
i prefer small teams, but then that’s been my whole career
|
| Seth |
it’s a mythical man month problem.
|
| Mark |
growth of what… not employee count!
|
| Seth |
Shareholders expect growth, but always end up bitterly disappointed when the growth
|
| Seth |
fades.
|
| Matt |
Obvs we here at 37s agree small is great.
|
| Matt |
Just seems like a diff ballgame when you’re a public company.
|
| Seth |
Google could set the bar higher. Higher on what it takes to be hired, higher for what it takes to stay there, and higher for what it takes to be a viable project.
|
| Seth |
And yes, being public is a problem, but that’s not a good excuse. They’ve done a fantastic job of avoiding most public company problems… largely by completely ignoring the shareholders
|
| Jason |
Google could go private. I actually think we’ll see more companies making that move over the next 10 years.
|
| Mark |
i think another pertinent question is what people should do who are at non-Google companies
|
| Mark |
again re the Apple example – i think the Google example is instructive, but it’s a very special case
|
| Matt |
We talked about underrated earlier. How about the opposite…Is there a company you think really does NOT "get it"? One you just shake your head at?
|
| Seth |
There are industries that astound me. Airlines sure, but they’ve got problems they can’t fix. I mean folks like the cellular companies.
|
| Seth |
why do they establish expectations so aggressively and fail to meet them? Why don’t they lay a framework for their future? why don’t they reinvent the systems while the cash flow is there to support it?
|
| Mark |
health care
|
| Matt |
MH, what specifically about health care?
|
| Mark |
just listing another sector that is well-established, makes lots of money, and is comically uninterested in the user experience
|
| Seth |
Healthcare is a great example of the problem with distributed problem solving. It gets you partway, but sooner or later, you need really clear leadership
|
| Seth |
For example: who will decree electronic prescriptions? How will we finally deal with iatrogenic problems in hospitals?
|
| Seth |
or my fave, kidney transplants.
|
| Matt |
Cell companies def seem to be one area everyone can agree on as sucking.
|
| Mark |
i’d say most big sectors are like this – which is why being a leader in customer-centered business is often a matter of clearing a very low bar of service
|
| Seth |
Mark is exactly right. the bar is low, and still no one jumps it
|
| Mark |
like banking: remember the Commerce Bank speaker at Gel ‘06 last year? they’re a huge success in large part because, drum roll, they have weekend hours. what a concept
|
| Mark |
i can’t tell you how many bad – comically bad – experiences i’ve had, or directly heard about, in banks in NYC
|
| Jason |
You guys are so right about the low bar.
|
| Jason |
I see low bars everywhere.
|
| Jason |
It’s hard not to trip over them.
|
| Mark |
there are plenty of good, well-meaning people at all these banks – it’s the lack of customer-centered leadership (re the question at the beginning of this chat)
|
| Seth |
except, wait
|
| Seth |
what about the great bank manager who makes THAT bank better?
|
| Mark |
i actually saw that happen
|
| Seth |
we’re still talking about human beings interacting with other human beings
|
| Seth |
and some people refuse to blame their boss
|
| Seth |
they just do it. they treat people with respect
|
| Mark |
at bank X i had a great bank manager
|
| Mark |
but the system didn’t reward customer-centered bank managers
|
| Mark |
and so in the next re-org, out she went to another division, with another job entirely
|
| Mark |
next bank manager was standard-issue
|
| Jason |
I continue to believe the reason more bars aren’t raised is because people don’t think it’s sexy to execute on the basics beautifully.
|
| Jason |
That’s what it comes down to. Don’t give me the airplane with the fancy screens in the seats, give me the airplane with a comfy seat and more legroom. Those are the basics.
|
| Mark |
basics basics basics – but jason, it just doesn’t make for sexy press pieces
|
| Jason |
It has for us
|
| Mark |
i’m doing something wrong then
|
| Jason |
But yeah, you’re right. It’s generally not sexy.
|
| Seth |
If I had to close this thing with one message to the 37s reader who is reading at work when she should be reading, and who is busy blaming her boss for the low bar and lousy service and the Dilbert world she lives in, it would be this:
|
| Seth |
TAKE RESPONSIBILITY! If there’s a problem, fix it. If your job can’t be fixed, quit. How dare you waste your life in exchange for a paycheck. You have high speed internet access, bub, you’ve got no excuse. You don’t live a hovel in Ghana. Go do it!! Pick up the phone and call someone.
|
| Seth |
There.
|
| Seth |
I feel better now.
|
| Jason |
I like it Seth.
|
| Mark |
|
| Matt |
Good stuff. How about you Mark…If you could give our readers only one piece of advice, what would it be?
|
| Mark |
oh, for me…
|
| Mark |
i’d say just try to become more aware of experience – whether at work, while using technology, while in a store, in a bank, or wherever. i think the more people are aware of good and bad experiences, the better they are at taking responsibility (re seth’s comment) for creating good experiences where they can
|
| Matt |
I think Paco Underhill’s book Why We Buy is a great example of this.
|
| Matt |
Nothing to do with web sites yet teaches you so much about how to think about experiences.
|
| Matt |
|
| Mark |
SVN teaches you a lot
|
| Matt |
Great stuff in this chat guys. Thanks so much for participating. Any final thoughts to share or should we wrap up?
|
| Mark |
this was fun! campfire worked great
|
| Seth |
Thanks for having us. And even better, thanks for showing the way. The stuff you guys do raises the bar every single day.
|
| Jason |
Go to GEL would be my recommendation. And that’s not ass kissing.
|
| Jason |
GEL is the best conference I’ve ever attended.
|
| Mark |
thx
|
| Matt |
JF, for readers, why do you think GEL is great?
|
| Jason |
GEL is great for a variety of reasons… Here are a few
|
| Jason |
1. High production values. It’s taken seriously and tastefully executed.
|
| Jason |
2. A wide variety of speakers from a wide variety of industries.
|
| Jason |
3. Information and education and entertainment all in one. There’s no better way to learn.
|
| Jason |
4. Inspiration abound. The speakers and the attendees are fascinating.
|
| Jason |
5. It’s comfortable, kind, and focused on the things that I think really matter.
|
| Mark |
thx, j!
|
| Jason |
That’s enough.
|
| Mark |
whew
|
| Jason |
But really, it’s a great show and you’ll hear things at GEL you haven’t heard anywhere else.
|
| Jason |
You’ll actually learn something. You’ll be inspired.
|
| Jason |
And inspiration and motivation is everything.
|
| Jason |
Seek out inspiration and motivation and you can go far.
|