Most technology leaders are consistently amazed at the depth and sophistication in enterprise selling. Since most engineers or technologists have little experience big-ticket selling, other than perhaps buying a car, this isn’t a surprise. While you might not be a designer or engineer, as a product person you have an empathy or sense of the skills, roles, and processes used. The same usually can’t be said for sales and selling.Go read the full article!
There’s really only one key factor that distinguishes enterprise selling from everything a product person knows, and that is enterprise selling ends with the product and starts with the enterprise. Of course that is the complete opposite of what one might normallythink where everything starts with a product. Even with the most amazing and inventive product ever conceived, selling at the enterprise level and enterprise scale requires inverting your perspective.
Tim Urban at Wait But Why (highly recommended blog) recently published a 2-parts article series on Artificial Intelligence and its possible consequences for humankind:
This pattern—human progress moving quicker and quicker as time goes on—is what futurist Ray Kurzweil calls human history’s Law of Accelerating Returns. This happens because more advanced societies have the ability to progress at a faster rate than less advanced societies—because they’re more advanced. [...] So—advances are getting bigger and bigger and happening more and more quickly. This suggests some pretty intense things about our future, right?
The second article takes things further still:
To absorb how big a deal a superintelligent machine would be, imagine one on the dark green step two steps above humans on that staircase. This machine would be only slightly superintelligent, but its increased cognitive ability over us would be as vast as the chimp-human gap we just described. And like the chimp’s incapacity to ever absorb that skyscrapers can be built, we will never be able to even comprehend the things a machine on the dark green step can do, even if the machine tried to explain it to us—let alone do it ourselves. [...] But the kind of superintelligence we’re talking about today is something far beyond anything on this staircase. In an intelligence explosion—where the smarter a machine gets, the quicker it’s able to increase its own intelligence, until it begins to soar upwards.
If you don't trust my advice, maybe you'll trust Elon Musk's?
Estonia does have a lot of things to teach us:
Estonia may not show up on Americans’ radar too often. It is a tiny country in northeastern Europe, just next to Finland. It has the territory of the Netherlands, but 13 times less people — its 1.3 million inhabitants is comparable to Hawaii’s population. As a friend from India recently quipped, “What is there to govern?”
What makes this tiny country interesting in terms of governance is not just that the people can elect their parliament online or get tax overpayments back within two days of filing their returns. It is also that this level of service for citizens is not the result of the government building a few websites. Instead, Estonians started by redesigning their entire information infrastructure from the ground up with openness, privacy, security, and ‘future-proofing’ in mind.
At the heart of reengineering is the notion of discontinuous thinking—of recognizing and breaking away from the outdated rules and fundamental assumptions that underlie operations. Unless we change these rules, we are merely rearranging the deck chairs on the Titanic. We cannot achieve breakthroughs in performance by cutting fat or automating existing processes. Rather, we must challenge old assumptions and shed the old rules that made the business underperform in the first place.
Every business is replete with implicit rules left over from earlier decades. “Customers don’t repair their own equipment.” “Local warehouses are necessary for good service.” “Merchandising decisions are made at headquarters.” These rules of work design are based on assumptions about technology, people, and organizational goals that no longer hold.
25 years old, still insightful today.
h/t to Fred Wilson for the article.
It is this hurry-based reactive mindset that might give you the illusion that random shit time is more important than 1:1 time, but I would argue that properly and consistently deployed 1:1 time eliminates future random shit time. Because you met three weeks ago and discussed what appeared to be a listless Frank, you moved him to a new team and he didn’t quit.
Those teams are not fighting because you met with each of their leads last month and made sure each team felt heard. The proactive minutes you spend each week with your team might not contain as much energy, but they are far healthier minutes than unexpected, unhealthy, and avoidable high fructose random shit minutes.
I've just published a new presentation on Slideshare:
The apparent inability of IT people to accurately estimate the effort, time and cost of IT projects has remained an insolvable problem. In interview after interview with business people, our group has found that poor estimation is one of the major factors in the breakdown of relationships between IT people and their clients.The article reminded me of the famous Programmer Time Translation Table. What's interesting is that the article focuses on the interpersonal aspect of the estimation process:
Almost all research into improving software estimation miss a vital point: it is people who estimate, not machines.This simple point underpins the real problem in estimation. In fact, our research has shown that within certain conditions, IT people are pretty good at estimating. Further, our research has shown that the major precondition for improving estimation accuracy is the existence of an estimation environment free of inter-personal politics and political games.
If you have ever been impacted by this problem (and if you work in IT, you have!), read on!
It is our belief that over the 30 plus years of commercial computing has developed a series of sophisticated political games that have become a replacement for estimation as a formal process. More importantly, like all good games they are passed on from generation to generation by "children" IT people learning from "adult" managers who of course learnt the games from their adults when they were children and so on.
The first 30 days for a new sales rep is all about shadowing existing team members as well as training with the sales manager. Then, by the end of the month, it’s time for live calling and prospecting. Training is a critical part of the sales rep on-boarding process.
The sales team should be working towards a reproducible, and profitable, sales process. As part of that iteration, a sales playbook should be at the top of the sales manager or entrepreneurs list of items. A sales playbook is the how-to manual for a sales rep.
Last week I was talking with an entrepreneur about their new product focus. After digging in, he volunteered something that really stuck with me: their new direction connects the product with the wallet in a way it never was before. Similar to the idea of candy, pain-killers, or vitamins, products that can clearly demonstrate an increase in revenue for the customer are more desirable.
Literally billions more people now have a much simpler way to express themselves online thanks to the ease-of-use that is characteristic of any service that seeks to focus on one particularly aspect of communication, a big contrast to a blog’s ability to do anything and everything relatively poorly. It’s fair to ask just what a blog is good for anyway.
And there, in that definition, is the reason why, despite the great unbundling, the blog has not and will not die: it is the only communications tool, in contrast to every other social service, that is owned by the author; to say someone follows a blog is to say someone follows a person.And that's definitely something no other service will give you.
Plenty of them are must-follow lessons.
The following 15 clichés might prove helpful and worth making sure you’re really doing the things in product development that need to get done on a daily basis. Some of these are my own wording of other’s thoughts expressed differently. There’s definitely a personal story behind each of these...
How Strong Company Values Lead to Success by Dave Hersh
Easy to say, harder to do!It was 10 years ago and I was CEO at my previous company. I had been called out by an employee on one of our core values of only hiring "passionate" people. I fumbled my way through an excuse, but they were right. We had done a great job with a purpose and vision, but the values were vague, trite, and ultimately useless in decision-making or inspiring people. It was like asking the contractor working on your house to "make it more interesting."...
Policing by consent by Jason Kottke
Interesting re-read after the recent events in France.In light of the ongoing policing situation in Ferguson, Missouri in the wake of the shooting of an unarmed man by a police officer and how the response to the community protests is highlighting the militarization of US police departments since 9/11, it's instructive to look at one of the first and most successful attempts at the formation of a professional police force...
The basic gist is that in situations where costs come before revenue (like, say, a sales force for selling to enterprise), chasing growth over making money increases the amount of long-term profitability. Seriously, read the whole thing.
Suster’s article was not about Box specifically; for that I refer you to Dave Kellogg’s piece, Burn Baby Burn: A Look at the Box S-1. He concludes that the Box numbers are very reasonable and that the business is scaling well...
Most of you have never heard of Energy Future Holdings. Consider yourselves lucky; I certainly wish I hadn’t. The company was formed in 2007 to effect a giant leveraged buyout of electric utility assets in Texas. The equity owners put up $8 billion and borrowed a massive amount in addition. About $2 billion of the debt was purchased by Berkshire, pursuant to a decision I made without consulting with Charlie. That was a big mistake.
Unless natural gas prices soar, EFH will almost certainly file for bankruptcy in 2014. Last year, we sold our holdings for $259 million. While owning the bonds, we received $837 million in cash interest. Overall, therefore, we suffered a pre-tax loss of $873 million. Next time I’ll call Charlie.