Why did Facebook eclipse Yahoo?

Yahoo had a web site, e-mail and photo sharing. It didn’t have micro-blogging, nor was it able to leverage the market- and mind-share of Facebook’s initial applications publishers.

It was self-obssessed and under takeover threat, but it had great brand value, and most people would accept that it is run be people that will take customer privacy more seriously; their business model treats their users as customers, not commodity (eyeballs).

Yahoo is not a secret garden either, which should make it more attractive, you can use it to share with non-yahooers. Is it just that the deal, “Your privacy in exchange for e-mail and micro-blogging”, is worth it? Admittedly, it’s initial growth was driven by teenager adoption, but why take up with Facebook and not Yahoo?

Yahoo was almost there. Interesting how close you can be and miss! …

NESSI AGM (2007)

I have visited Brussels twice on NESSI business and on holiday with Mrs. L. These trips were originally blogged on my sun/oracle blog as series of article, I have brought the articles across here, and presented them as two articles, This article chronicles the NESSI AGM. I wrote about NESSI last time I visited Brussels in November, but it is having its AGM over the next two days.  …

McKinsey on strategy, services and product

On my sun/oracle blog I wrote a note/précis of an issue of the McKinsey Quarterly. The keynote article, “Distortions & deceptions in strategic decisions” looks at the flawed human values often inserted into major business decisions. They quote a major acquisition decision taken by a dominant player and suggest that the major advocate of the merger wanted it for personal political gain. They look at ways in which these human factors can be brought into the open and evaluated in the decision making process. Despite identifying over-optimism as a frequent occurrence once a proposal has been made, the decision not to proceed is often taken in private and so collaborative decision making cannot neutralise these human shortcomings. One suggestion is to ask the proposer, what their next best proposal is. …

Friends rewarded for innovating

Fantastic News! Company-I, one of Sun’s long term partner organisations has just won the CBI’s “Innovator of the Year” award. So congratulations to Mark Pennycook & all his team that have built the company to the point it can win this major prize. The prize for the Innovator is given for, going to extreme lengths to create a “buzz” in the workplace, radically reconfiguring their internal processes, having a track record of improvement and innovation and embracing modern practices. …

10 around town

10 around town

Sun commissioned a competition amongst the students at the Royal Institute of Art to associate, using sculpture, key values to the No 10, and hence Solaris to celebrate the launch of Solaris 10. The winners are available for viewing outside the Lloyd’s building on Thursday.  I may try and get down to St Helen’s Piazza, these look quite good. The reason I like  this marketing project, is it mixes publicising the great qualities of Solaris 10, with communitarian sponsorship and we get the double whammy of people talking about the art and talking about Sun & Solaris. Also, I like sculpture. …

More about managing the professional services firm

This is an article I original wrote as at the date posted and brought across to this blog in Nov 2015. It is a review, and maybe a development of some ideas published by Geoffrey Moore in an article entitled “Just Shoot Me!”, which was published in Under the Buzz, Nov 2002. The article was subtitled “Managing the Services Function inside a Products Company”. The article was sent to me by a colleague, Mike Habek after reading my previous article. It astonishes me how useful it remains, eleven years after first reading it and thirteen after its initial publication.

Moore believes that the service functions of product companies are trapped inside a life cycle inimicable to optimal service strategies, but that by understanding the cyclical nature of these factors, management can build valuable and valued service delivery companies. In 2015, I’d add that his model offers insight to both data centre architects and consultancy strategists looking to avoid areas that lead to the conflicts Moore describes as endemic in product attached consultancy. …

Managing the Professional Services Firm

This article was written in July 2004, and is a manifesto for change in Sun. In passing the article reviews and borrows from David Maister’s book, “Managing the Professional Services Firm“. I copied it across to this blog in 2015. It still reads as a manifesto, which was ignored.  I suggest, its remaining relevance is based on insights I hope still stand to be repeated. In summary, Consultants offer Expertise, the ability to invent and solve problems for the first time, Experience, the promise of having done it before or Efficiency, a cost promise based having done the thing many times. These propositions have different values to customers, overselling is hard and will be resented. Organisations will find it hard, Maister argues impossible to optimise for all of these propositions. …