Friday, June 29, 2007

In other words, we're all just wildebeests...

Duncan Watts reported in the New York Times:
The long-run success of a song depends so sensitively on the decisions of a few early-arriving individuals, whose choices are subsequently amplified and eventually locked in... what people like depends on what they think other people like... a result that has implications not only for our understanding of best-seller lists but for business and politics as well.
This fellow is a professor of sociology at Columbia University, who thinks he's discovered something new. Most entrepreneurs will look at this like native Americans greeting Christopher Columbus.

At the end of the day, we live with this self-deception that we are rational creatures, when in reality there is only a thin layer of civilization on the cortex of our brains very easily overwritten by hormones. Much more often than we're willing to admit, we're all just wildebeests stampeding on an African plain.

Most great entrepreneurs not only know that, they know how to profit from it. Lewis Grizzard, a southern comic who was polular when I was in college, used to end each performance with the thought:
If you ain't the lead dog, the scenery never changes.

Thursday, June 28, 2007

The Myths of Innovation

Guy Kawasaki has a very interesting interview with Scott Berkun, author of a recently released book called The Myths of Innovation. Here are some of the highlights for me.

"A killer for many would-be geniuses is they have to spend way more time persuading and convincing others as they do inventing, and they don’t have the skills or emotional endurance for it."

No wonder I'm exhausted :)

"The problem is most schools and organizations train us out of the habits [of creativity]."

That reminded me of Sir Ken Robinson's observation that, "we’re now running educational systems where mistakes are the worst things you can make. The result is that we are educating people out of their creative capacity." And Bill Gates who said, "America’s high schools are obsolete... – even when they’re working exactly as designed – [they] cannot teach our kids what they need to know today."

"If [I was] a venture capitalist, ...I’d invest in people more than ideas or business plans—though those are important of course. A great entrepreneur who won’t give up and will keep growing and learning is gold. It’s a tiny percentage of entrepreneurs who have any real success the first few times out—3M, Ford, Flickr were all second or third efforts."

Amen

Tuesday, June 26, 2007

Watch the end of poverty

A fascinating discussion of poverty, and an even more fascinating use of technology to describe it.

We especially like addictive painkillers!

Kevin Fong of the Mayfield venture capital fund used to say:
We divide business plans into three categories: candy, vitamins, and painkillers. We throw away the candy. We look at vitamins. We really like painkillers. We especially like addictive painkillers!
Lifted from Academic VC

Sunday, June 24, 2007

Caveat innovator

And let it be noted that there is no more delicate matter to take in hand, nor more dangerous to conduct, nor more doubtful in its success, than to set up as the leader in the introduction of changes. For he who innovates will have for his enemies all those who are well off under the existing order of things, and only lukewarm supporters in those who might be better off under the new.

Niccolò Machiavelli, The Prince

A novel intersection

New innovations emerge at the intersection of technical disciplines that never intersected before. Or a new innovation — a breakthrough innovation — occurs where you apply a technology to a market where it’s never been applied before. The principle is that breakthrough innovations rarely occur within a technical discipline or within a market, but almost always where you create a novel intersection between markets.

Clayton M. Christensen, Harvard University, Interview in ConsultingMagazine.com
That's easy to say, but what's really challenging is creating forums, like InnoVenture, where lots of novel intersections can occur.

Thursday, June 21, 2007

Younger siblings just accept their fate in life!

The New York Times recently reported what many of us already knew: Study Says Eldest Children Have Higher I.Q.s
The eldest children in families tend to develop slightly higher I.Q.s than their younger siblings, researchers are reporting... Researchers have long had evidence that first-borns tend to be more dutiful and cautious than their siblings, early in life and later... The new findings, which is to appear in the journal Science on Friday... found that eldest children scored about three points higher on I.Q. tests than their closest sibling.
All you younger siblings just need to accept reality and get on with life :)

Wednesday, June 20, 2007

Now this is a serious announcement :)

No visit to Clemson is complete without a peach milkshake from the ‘55 Exchange! Back in the old days, they just called it ag sales, but the milkshakes were just as good.


Clemson ice cream sales shop extends summer hours

CLEMSON — The ‘55 Exchange, retail sales shop for Clemson University's famous ice cream, is extending its hours to better accommodate alumni, visitors, new students, families and students on campus during the summer. The extended hours, through July, are 11:30 a.m.–8:30 p.m. Monday through Thursday; 11:30 a.m.–6 p.m. Friday and 1–6 p.m. Saturday-Sunday.The ’55 Exchange is on campus in the Hendrix Student Center, at the corner of Cherry and McMillan roads.

A gift from Clemson's Class of 1955, the Exchange is a student-run retail operation that sells and serves Clemson’s world-famous ice cream and blue cheese. All revenues generated through the retail center go to support the university's students and academic programs.One popular feature of the ice cream shop is the Tiger Slab, where customers can customize their ice cream flavor, mixing Clemson ice cream and an assortment of ingredients.
END

Why not to do a startup

Courtesy of the Gnoso Blog, here's a post by Marc Andreessen, co-founder of Netscape, about “Why not to do a startup.”

The one that resonates most clearly with my experience:
In a startup, absolutely nothing happens unless you make it happen.
What else resonates is:
You get told no -- a lot.
Of course, once you are successful, it is amazing the number of people who will remember being around when "we" started.

Sunday, June 17, 2007

Wikipedia is about as accurate on science as the Encyclopedia Britannica

Much of academia views Wikipedia as the dark side. I think this is because the model of knowledge creation it represents is so discontinuous to the the way the academy operates today.

The academic indictment of Wikipedia is that it is unreliable. There generally isn't any evidence cited. Academics just dismiss Wikipedia because, as reported in a article from BBC News, "it is based on wikis, open-source software which lets anyone fiddle with a web page, anyone reading a subject entry can disagree, edit, add, delete, or replace the entry." The fact that people outside the academy can add knowledge really bothers academics.

Well, here's some evidence to illuminate this debate.

The British journal Nature examined a range of scientific entries on both works of reference [Wikipedia and the Encyclopedia Britannica] and found few differences in accuracy...

Nature conducted a peer review of scientific entries on Wikipedia and the well-established Encyclopedia Britannica.

The reviewers were asked to check for errors, but were not told about the source of the information.

"Only eight serious errors, such as misinterpretations of important concepts, were detected in the pairs of articles reviewed, four from each encyclopedia," reported Nature.

"But reviewers also found many factual errors, omissions or misleading statements: 162 and 123 in Wikipedia and Britannica, respectively."
Another issue raised by academics is that students shouldn't rely on any one source for their research. That's true, but it is as true for Britannica as it is for Wikipedia.

My guess, though, is the facts won't get in the way of teachers banning Wikipedia as a resources for their students.

Thursday, June 14, 2007

Immigrants Outpacing Native-born Americans in Entrepreneurial Activity

When John Sibley Butler from IC2 in Austin spoke at InnoVenture 2006, he discussed how entrepreneurs are often people outside the power structure who do what they do because they have to. In particular, he noted how many entreprenuerial companies were started by immigrants.

The latest assessment of entrepreneurial activity by the Ewing Marion Kauffman Foundation provides startling numbers for yet another year. The study found that an average of 465,000 people created new businesses each month in 2006. Asians, Latinos and immigrants far outpaced native-born Americans in entrepreneurial activity. African Americans experienced a decline. The report also contains data on activity at the state level. The five states with the highest rates of entrepreneurial activity included three of the Southern Growth states: Montana, Mississippi, Georgia, Oklahoma and Maine. See the report and data sets at http://www.kauffman.org/items.cfm?itemID=861.

Monday, June 11, 2007

Very intersting way to present a very complex topic, the US Budget

This is a very interesting and powerful way to present a complex topic, the US budget. http://www.thebudgetgraph.com/poster

Click on any part of the poster, and it will resolved to greater and greater detail.

Sourced from: http://blog.guykawasaki.com/2007/06/visual_represen.html

Saturday, June 09, 2007

How wealth is created in Plato's City


Click the navigation to advance the slides in the presentation.

SC Technical College System and New Carolina Tie Workforce Development to Clusters

SC Technical College System and New Carolina Tie Workforce Development to Clusters
New Report Outlines Roadmap for South Carolina’s Future Workforce

SC Technical College System and New Carolina-South Carolina’s Council on Competitiveness recently released Developing South Carolina’s Workforce: A Roadmap for the Future (Roadmap for the Future),which outlines the findings of the first comprehensive discussion tying workforce development to economic clusters in South Carolina.

The report can be downloaded at the New Carolina website.

Roadmap for the Future reports recommendations from participants in a research project initiated by the Southern Growth Policies Board, and presented by the SC Technical College System and New Carolina.

Southern Growth’s goal is to define practical recommendations to build workforces that efficiently support southern states’ economic initiatives. The SC Technical College System and New Carolina built on that mission by hosting Panel Discussions and Community Forums around the state that focused on identifying both general and specific economic cluster workforce needs, and providing recommendations for future development. Key themes outlined by participants from the Statewide Policy Dialogue and the six Panel Discussions and Community Forums ranged from:

· the need to develop comprehensive statewide workforce solutions

· concerns about the consistent need for funding innovative initiatives

· a sense that the involvement of the entire educational continuum – pre-K through 16 – is critical

· a sense of the increasing need for “soft skill” development in general workforce training—e.g., problem solving, critical thinking, communication, working as a team, etc.

· the importance of continued dialogue. The SCTCS and New Carolina are exploring ways to develop a structured method of collecting community feedback on a more regular basis.

Friday, June 08, 2007

I love people who have the courage to think different

What's most fun to me is seeing this fellow approach something common place in a novel way. Changing our paradigms of how things are supposed to work is easy to say and incredibly difficult to do.


Andy Mckee Amazing Guitar Player - Watch more free videos

Monday, June 04, 2007

Pelzer SC is in the Lead in Top 10 Greenest Cities

I was recently contacted about spreading the word about a contest to identify America's Greenest City. Below is what I received. I was intrigued that Pelzer, SC was in the lead. If you don't know where Pelzer is, it's a nice town in Upstate SC, but don't blink when you drive through of you'll miss it.

I'm as intrigued with the social networking aspects of this contest as I am with the specific contest itself - especially that the contest organizers could motivate folks in a small town like Pelzer to band together to win this contest. Or on second thought, perhaps it is because Pelzer is a small town that people are banding together to win a contest like this. There probably is a social networking lesson there.

Anyway, log in, have fun, and help Pelzer win!

Pelzer, SC is one of the top contenders in Yahoo’s Green City Challenge. Cities across the country are competing for the fleet of hybrid taxis -- the more residents of Pelzer use Yahoo! Be a Better Planet (http://better.yahoo.com/planet), the better your chance of having the hybrid taxis or $250,000 for an environmental project for the city.

There’s only a week left in the challenge, but Pelzer is currently in first place -- and definitely has a chance to win. I was hoping you might be interested in rallying your local readers to try to win the challenge, along with fostering some South Carolina pride, and bettering our planet!

Thursday, May 31, 2007

A Powerful Idea: Design for the Other 90%

Cooper-Hewitt, National Design Museum: Design for the Other 90%

"There must be some role for technology to solve poverty... they don't need a handout, what they need is an opportunity."

The majority of the world’s designers focus all their efforts on developing products and services exclusively for the richest 10% of the world’s customers. Nothing less than a revolution in design is needed to reach the other 90%."

Featured in the New York Times: Design That Solves Problems for the World’s Poor

"A billion customers in the world, are waiting for a $2 pair of eyeglasses, a $10 solar lantern and a $100 house."

Wednesday, May 30, 2007

The Interface Becomes Ubiquitious

Computers embedded in every surface in your environment, down to the wallpaper.



Thanks for TechCrunch

Tuesday, May 29, 2007

Developing South Carolina's Workforce: A Roadmap for the Future

This new report outlines input from Panel Discussions and Community Forums on the future of South Carolina's workforce, and explores how clusters can be linked to workforce development issues. These Forums were hosted by SC Technical College System (http://www.sctechsystem.com) and New Carolina.

Thanks to the industry leaders, educational administrators, workforce development experts and policy makers from across the state who shared their thoughts. Read what they had to say!

Download the report at http://newcarolina.org

New Carolina Executive Director George Fletcher:
"Thanks to Dr. Barry Russell for the invitation to partner on these forums. I was pleased that the SC Technical College System wanted to look at the state's workforce relative to industry clusters. With some exceptions, fully developed clusters are regional and often drive regional economies. They can also provide a basis for regional workforce strategies."

Friday, May 25, 2007

Memorial Day Meditation: It's not just a name. It's my Daddy's name.

“For me and my brother, it’s not just a wall. It's a name. And it's not just a name. It's my Daddy’s name.”

Regardless of whether we agree with the policy makers, this is why we humbly pause to honor all those who sacrifice to keep us safe, especially those like Pfc. Arthur Doiley, 19, who made the ultimate sacrifice ten months after enlisting in the Army.

39 years after his death, veteran joins list on state's Vietnam monument

Stop on the way to the beach: Renowned artist preserves Swamp Fox history

General Marion was an elusive character that never got caught and helped win independence in the south. Today, the General himself may be gone from this world but his legend continues.

Renowned artist, mural society preserve ‘Swamp Fox’ history

Wednesday, May 23, 2007

String Theory: Vote for the Home Team

Discovery Magazine presents several videos in a contest to find the best explanation for string theory in two minutes or less.
Science in Two Minutes or Less
On the menu bar to the right, scroll to the bottom to see String Theory for Dummies, by Jason Lonon's astrophysics class at Spartanburg Day School in Spartanburg, SC.

VOTE FOR THE HOME TEAM.

Hat tip to Paul Winston.

Sunday, May 20, 2007

An elementary rule of business that is violated wholesale

Mass production... generate[s] great pressure to "move" the product. But what usually gets emphasized is selling, not marketing. Marketing, being a more sophisticated and complex process, gets ignored.

The difference between marketing and selling is more than semantic. Selling focuses on the needs of the seller, marketing on the needs of the buyer. Selling is preoccupation with the seller's need to convert his product into cash, marketing with the idea of satisfying the needs of the customer by means of the product and the whole cluster of things associated with creating, delivering, and finally consuming it.

This may sound like an elementary rule of business, but that does not keep it from being violated wholesale.
Theodore Levitt, Marketing Myopia Harvard Business Review, 38 (July-August 1960),
The goal of... [marketing] is to create a space inside the customer's head called "best buy for this type of situation" and to attain sole, undisputed occupancy of that space.

First, let us understand that... [the reason business people don't do this] is a failure of will, not of understanding. That is, it is not that these leaders need to learn about niche marketing. MBA marketing curricula of the past 25 years have been adamant about the need to segment markets and the advantages gained thereby. No one, therefore, can or does plead ignorance. Instead, the claim is made that, although niche strategy is generally best, we do not have time—or we cannot afford—to implement it now. This is a ruse, of course, the true answer being much simpler: We do not have, nor are we willing to adopt, any discipline that would ever require us to stop pursuing any sale at any time for any reason. We are, in other words, not a market-driven company; we are a sales-driven company.
Geoffrey A. Moore, Crossing the Chasm: Marketing and Selling High-Tech Products to Mainstream Customers, (New York: HarperBusiness, 1991)

Henry Ford's operating philosophy succinctly stated

Henry Ford, as quoted in Marketing Myopia by Theodore Levitt, originally published in the Harvard Business Review, 38 (July-August 1960)

Our policy is to reduce the price, extend the operations, and improve the article. You will notice that the reduction of price comes first. We have never considered any costs as fixed. Therefore we first reduce the price to the point where we believe more sales will result. Then we go ahead and try to make the prices. We do not bother about the costs. The new price forces the costs down. The more usual way is to take the costs and then determine the price; and although that method may be scientific in the narrow sense, it is not scientific in the broad sense, because what earthly use is it to know the cost if it tells you that you cannot manufacture at a price at which the article can be sold? But more to the point is the fact that, although one may calculate what a cost is, and of course all of our costs are carefully calculated, no one knows what a cost ought to be. One of the ways of discovering ... is to name a price so low as to force everybody in the place to the highest point of efficiency. The low price makes everybody dig for profits. We make more discoveries concerning manufacturing and selling under this forced method than by any method of leisurely investigation.

Levitt's comments about Ford's operating philosophy:
He was brilliant because he fashioned a production system designed to fit market needs. We habitually celebrate him for the wrong reason, his production genius. His real genius was marketing. We think he was able to cut his selling price and therefore sell millions of $500 cars because his invention of the assembly line had reduced the costs. Actually he invented the assembly line because he had concluded that at $500 he could sell millions of cars. Mass production was the result, not the cause, of his low prices.