Tag Archives: in the news

when you say you’re sorry, mean it

livingsocial was recently hacked, affecting nearly 50 million account holders—myself being one of them. unfortunately in recent years these types of incidents are becoming more and more commonplace. but whether this type of situation is a common occurrence or not, it should never become trivial.

the email i received about the situation, however, seemed to treat it as if it was trivial. in the 269 word letter (not including boilerplate or tim o’shaughnessy’s sign off and signature), it wasn’t until the 247th word that there was ever an apology of any kind. that is far too long to wait to hear “i’m sorry” when failing to secure your customer’s personal information.

brand management 101: when you say you’re sorry, mean it.

the perks of being a CEO

there is a lot of discussion lately surrounding marissa mayer’s decision to discontinue the work from home policy at yahoo!

people both for and against the decision have stated their case ad nauseum, so i won’t do that here. (for the record i support marissa’s decision.) but one thing i wanted to comment on are the comments on marissa having a nursery in her office. they claim the ban on working from home is an attack on working parents—mostly working mothers—and that it’s unfair that she gets to take care of her child while other yahoos can’t.

but think about your own organization. how many perks do the people above you in the hierarchy get?

private jets?

company-issued smart phones?

better computers?

the ability to expense certain items you can’t?

in any hierarchical structure, the people at the top get more than the people at the bottom. that’s part of what drives people to reach those upper echelons. bigger offices, fancier conference rooms, personal assistants. if you’re not going to storm the castle in disgust at your own organization’s leadership for taking advantage of opportunities that you don’t get, then perhaps we should be a little more lenient towards marissa mayer.

it’s just the perks of being a CEO.

a business case for universal healthcare

image by a.drian, flickr artist

universal healthcare might be the only thing that can save the united states from total meltdown, and it’s not about keeping healthcare costs low.

i firmly believe that the only way to do that — keep healthcare costs low — is for people to stop being irresponsible stewards of their own bodies. we need to exercise more (myself included), eat better, cut down on the fast foods and preservatives (and bullshit ingredients like red #40), and find a way to remove ourselves if only briefly from the non-stop stress that engulfs our lives.

that being said, i’m not talking about universal healthcare keeping costs low, i’m not on a crusade to save every low-income family from having to pay for basic healthcare screenings, or any of that. in short, this isn’t some sociopolitical argument.

i’m talking from a strictly business perspective.

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the united states: mba’ing ourselves out of an economy

with the united states’ 2012 presidential election season picking up momentum (obama’s campaign has already changed his twitter avatar and background for the upcoming re-election bid), more and more of the discussion is falling back onto the topic of jobs.

it was reported some months ago that the united states was in a jobless recovery — where macroeconomic indicators showed progress while the jobs market remained stagnant. a lot of people have wondered where are the jobs? how can businesses be making so much money, but at the same time adding such few new hires to ‘fuel the furnaces’?

unfortunately things don’t work that way anymore.

manufacturing doesn’t happen that much in the united states — we just don’t make many things now a days. no, we’re an information and knowledge based economy now, and that’s exactly where the issue comes in at…

enter the mba graduate.

we’re graduating an ever increasing amount of mbas every year and application numbers continue to rise. and what are we teaching these graduates to do? with pressure to keep wall street happy, we’re teaching optimization: how can you manage your resources properly to get the most utility with the least amount of cost? how can you drive your profits up while using less? that’s a dangerous position for us to be in as a nation when you consider what it is we’re building… information.

in an information economy the people are the resources, and just so happen to be the largest cost drivers for any organization. in order to keep costs down, we have to keep the number of people down — or at least the cost of those people. anyone who has been working for 20 years and suddenly found themselves out of a job because they were replaced by a freshly minted college graduate knows this very well. why would a company, looking to maximize profit, choose to keep or hire an experienced professional with a higher market salary when they can pay a fraction of that for someone much younger? so, joe america, if you’re reading this during a break in between your job searching — understand that the fact that you haven’t been hired isn’t because you’re old, but because you’re expensive!

so where are the jobs at?

technology has increased drastically, we’ve gotten really good at doing certain things, and — believe it or not for all the problems with our primary schooling systems — our education system is pumping out more and more college graduates each year. where are the jobs? in short: we don’t really need them. not with the focus of the economy right now: bigger profits and happier investors. we’re mba’ing ourselves out of an economy. with no one at work, there’s no money at home to spend on those things which keep our economy afloat. no houses, no cars, no $100 cell phone bills, etc.

so how do we fix this? you can’t just take the billions of dollars that organizations’ c-level executives are making right now and reinvest that money into growing the workforce because you’re going to blow up the system. you’re going to have a lot of people getting paid to do nothing because they won’t have any work to do. we’ve already optimized what it takes to turn a profit; we can’t get any better than we already are. we need an economic revolution. we have to fundamentally change the way that we think about business. we have to embrace risk again (and reward it). we have to invent. we have to innovate. we need companies and organizations that are focused on helping people and improving the quality of life in our communities rather than being focused on turning a profit.

the revolution will not be tweeted? think again.

image source: treycopeland.com

i have to say this right up front: malcolm gladwell is my boy. i’ve read his books, i’ve watched his talks, and i’ve read his other pieces in the new yorker (his article on concussions in football is a must-read). so, with that being said, it pains me to say this but i think gladwell was wrong in his assumptions about the inability of twitter and facebook to rally people around an idea to promote social change.

in his recent article for the new yorker, gladwell states: “the revolution will not be tweeted”. i say, if the revolution will not be tweeted, ask gap how their new logo redesign efforts went.

now i know that malcolm gladwell is talking specifically about social activism more so than he is about anything else. he even mentions that social media can be used quite well for other situations that don’t really require people to risk much of themselves in order to do it. but if that alone isn’t a revolution, then i don’t know what is. because if there’s one thing that we’ve seen from gap dumping their logo redesign (and from facebook bending to the will of the user community and making changes to their privacy settings on multiple occasions), it’s that the authority is no longer the authority anymore.

organizations are responsible to more than their boardroom now. they’re responsible to their clients; they’re responsible to their people; they’re responsible to just about anyone that owns an internet-connected device. public opinion has always been important, but even more so in such a web-integrated world where one person’s tweet can turn into a meme that instantly spreads across the globe. it’s a lesson that organizations are going to have to learn, and learn quickly, if they’re going to be successful in this new world.

the revolution will not be tweeted? think again, gladwell.

it already has.