Jeff Bezos: his management values

1. Base your strategy on service, not gadgets. Products and technologies will always change. What never goes out of style is a commitment to “wider selection, lower prices and fast, reliable delivery.”

2. Obsess over customers.

3. Be willing to be misunderstood for long periods of time. Bezos tends to take a long-term view on innovations that don’t pay off right away.

4. Work to charge less. Many companies try to charge as much as they can, when they can — Amazon’s culture emphasizes frugality.

5. Determine what your customers need, and work backwards. “Specs for Amazon’s big new projects such as its Kindle tablets and e-book readers have been defined by customers’ desires rather than engineers’ tastes,” says Anders.

6. “Our culture is friendly and intense, but if push comes to shove we’ll settle for intense.”Data — not social cohesion — rules Amazon.

7. Be willing to fail — often. Amazon recognizes that failure is a natural part of the innovation process.

8. “In the old world, you devoted 30% of your time to building a great service and 70% of your time to shouting about it. In the new world, that inverts.”

9. “Everyone has to be able to work in a call center.” Perhaps a page borrowed from the US Marine manual, in which every marine, regardless of rank or specialty, is a rifleman first. All Amazon managers are expected to be trained as call center representatives.

10. “This is Day 1 for the Internet. We still have so much to learn.” Bezos first said that in 1997, and still believes it.

The Masterclass on Informal Learning

Your organization has decided to tilt in the direction of informal learning. Colleagues tell you that it can be faster, better, and cheaper than traditional approaches. You need to satisfy increasing demands with reduced staff and budget. You’re concerned that your current offerings will not satisfy the new generation of workers. So now what do you do?

Two options

1. Masterclass for L&D managers, instructional designers, and senior instructors on the concept and implementation of informal learning.  This is generally a one-half or one-day onsite engagement with thirty to forty people.

2. Retreat for CLOs, HR directors, planners, and policy makers on the philosophy of informal learning, the change management process required to support it, and the corporate culture that fosters its success. Two or three managers spend two days at the Internet Time Lab in Berkeley, California, in a heavily personalized experience.

What’s covered?

Here’s an overview of the topics from recent Masterclasses.

What is the organization’s primary goal?
How well are you preparing people for the future needs of  the organization?

fastenough

Introduction to informal learning. Push vs. pull. The spectrum. How to recognize it in its many forms.

poster

A dive into 70:20:10 as an example of informal, experiential learning.

70

A dose of my philosophies of what matters in life and learning.

fire

We talk about how schooling is the wrong model for organizational learning and discourage using schoolish vocabulary.

carlin

learnn

learn2

 

goodp

 

perf

 

workscape

 

tradl

 

functions

 

pull

 

optimize

class

From this foundation, we explore communities of practice, capturing and disseminating news, knowledge sharing at Intel, experiential learning at Xerox, conversation at HP, volunteerism at SAP, Twitter at Deloitte, product knowledge at BT, and learning from microblogs. We also address implementation and values at a large company rollout, curation as learning, and creating the business case in several different industries.

objections

702010 Forum - 10 point approach to implementation (2)

Depending on the level of the group, we may apply the 10-step implementation program from the 702010Forum.

Recent Masterclasses and Retreats

discuss

worldbank

We recently conducted half-day Masterclasses at the WorldBank (above) and Dutch high-tech company Ordina (below).

ordina

Senior managers and strategists attended a two-day management planning retreat at the Internet Time Lab earlier this year.

ober

Members of the Internet Time Alliance may join us virtually or in person during a retreat. In this case, Harold Jarche and I joined forces to help this team launch an expansive nationwide educational arm for a major non-profit.

haroldTo maintain quality, I offer no more than four Internet Time Lab Retreats per year.

 

#ITASHARE

Reinventing management, the Stoos movement

Full house (10) for today’s Hangout on Air. I don’t know how many watched on YouTube.

We had a good discussion of the Stoos Movement and combining agile with management. Or replacing management with agile.

YouTube:

Slides from Hangout:

Transcript from Hangout:

You invited people into the hangout.

Peter Isackson

9:49 AM

Hi Jay

You invited people into the hangout.

Loretta Donovan

10:37 AM

Given Continue reading

Pope sells Vatican to Google

 

exchange sold-sign

Capitalism’s epicenter and holy shrine, the New York Stock Exchange, has a new owner!

A guy in Atlanta bought it.

This is like Disney buying the Capitol or the Israelis buying Mecca. Unthinkable.

Founded in 1792 by twenty-four brokers under a buttonwood tree at 68 Wall Street, this is where the rules for buying and selling bonds and shares of companies were drawn up and agreed upon. For more than 200 years, brokers who knew one another performed all buying and selling of Continue reading

Your social wishlist

How will you take advantage of your in-house social network?

Use networks to create services and share collective intelligence

Your company will install an in-house social network. The only question is how soon. Wise Chief Learning Officers are thinking about how social networks will augment learning & development.

Imagine that a Senior Executive in your company returns from Thanksgiving weekend having read white papers from IBM that say social business is the next step in the overall Continue reading

The Coherent Organization

Coherent (k-hîrnt, -hr-) means

1. Sticking together; cohering.
2. Marked by an orderly, logical, and aesthetically consistent relation of parts: a coherent essay.
3. Physics Of, relating to, or having waves with similar direction, amplitude, and phase that are capable of exhibiting interference.

(The American Heritage Dictionary)

This post continues an ongoing conversation about The Coherent Organization. While I’ll focus on interchanges among Harold Jarche, Clark Quinn, and myself, Continue reading