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As far as the Samsung event is concerned, this was the second I watched. And like the other one I wasn’t able to watch it through until end. The first event I watched was the announcement of the latest Samsung Galaxy IV. I saw dancers on a Broadway stage. A step-dancing child! And I saw a confusing mess of features being mentioned, interrupted by some weird show. A lack of proper demos. But most importantly, a lack of focus. Provided I had recorded the event, then stripped off all bullshit, to just learn what’s new about the phone, I guess I had just a few minutes worth of watching. Let’s not forget I also had to re-order sequences to make any sense out of the presentation.
The latest Samsung event I watched introduced a Galaxy Note and the Gear. A smart watch designed with an obvious lack of taste. I admit this is a very personal thing, and there are maybe people out there liking it, I wouldn’t take money wearing it. Independent of features offered. And that’s the other thing. What on earth has Samsung packed into the device? Why the heck do they think I need that on my arm wrist? Why is there a Galaxy Gear? Just why?
I was thinking for myself, what was driving Samsung? Engineering pride, certainly. It’s very obviously a result of a thinking to pack everything in that’s technically possible. And a bad desire to be first to market. To be the ones who define a new market. The product is just not ready. Lack of device support. Lack of being small enough. Lack of battery life. Lack of doing the things that matter most as easily and obvious as possible. All clear signs of a product that was rushed to market under a deadline. And the end result? I don’t think … Continue reading
The process behind is beautifully described by John Cleese. If you have about 10 minutes to spare, this is so worth the time. What it, and you’ll understand a lot about creativity. And you’ll understand a great deal of how I’m wired.
There is no such thing as the perfect deal and blending together two companies is never easy. There are bound to be issues that come up before and after you make that agreement, but it all depends on a sound strategy. You can fix a bad deal structure, you can fix a bad integration, but you can’t fix a bad strategy. Based on my experience in corporate development I’ve come up with seven steps to developing and following a smart M&A strategy.
First, what is „conflict“? In the Wikipedia article about conflict I find this statement:
„Conflict refers to some form of friction, disagreement, or discord arising within a group when the beliefs or actions of one or more members of the group are either resisted by or unacceptable to one or more members of [the] group.“
Well, fairly simple. At its core, conflict is about different opinion or judgement, and it includes the reaction of „resisted by or unacceptable to“. Seems so common, we should all be very used to it, and dealing with conflict should be something so basic, we’d all be able to master it easily.
It’s not. And the reason it is not, I believe, is the „reaction“ to the friction, disagreement or discord. That reaction involves emotion, and unless you’re an ego-centric person with both no hesitation to express emotion and a position or status with no fear from sanction, that’s a very uncomfortable situation. For nearly every person emotions like defiance, anger, rage are … Continue reading
First of all, I don’t think there’s a question whether it makes sense to have everybody together in the office. If you think meeting, if you think brainstorming, if you think collaboration, getting stuff – it’s all done much better together. So easy to speak in a conference room, or better yet, the cafeteria, hallway, or the bar after office hours. A phone call, or worse phone conference, can never get close. And video chat doesn’t change much here. So it seems natural, that spending the day together in the office makes sense.
At the same time, there are cases where it’s difficult, or even counter-productive, to spend the (full) day at the office. When you’re working isolated, you don’t need help or collaboration with others, when all you want to do is get some stuff done. Uninterrupted, focused, … Continue reading
Wikipedia, in the article about the Myers-Briggs Type Indicator, describes it as follows:
„[Individuals] who prefer intuition tend to trust information that is more abstract or theoretical, that can be associated with other information (either remembered or discovered by seeking a wider context or pattern). They may be more interested in future possibilities. For them, the meaning is in the underlying theory and principles which are manifested in the data.“
Wikipedia – Myers-Briggs Type Indicator
Contrarily, people who prefer sensing are described in that same article as individuals who prefer to trust information that is in the present, tangible, and concrete. For them, the meaning is in the data.
How to bridge that gap?
Well, very obviously it is a real gift if key stakeholders in the process, decision makers, executive management either are intuitive individuals, or can relate to it. This often happens when positive experience had been made in the past. Predictions of intuitive product managers have become true. Even if the suggested actions had not been approved, changes in the market, the competitive landscape, have proven … Continue reading
adyton provides sales and business development services for software companies that need to be successful in the European market. The adyton sales team has extensive international experience in the sale of products and services. They provide access to the Top 500 Decision Makers Network in Europe. They are ideally suited to help you build or expand a European sales team, or as top sales consultants to help you grow your European sales. You can learn more about adyton at http://adyton.de/ or contact me directly for an introduction. … Continue reading
For many years I’ve put a lot of attention to doing things visually appealing. Simple, clear, precise. And it’s more a question of attention, not time spent. Obviously it does take time to get things done right, however the more work is done, the easier it gets, and results are confirming how much customers appreciate the attention to quality. … Continue reading
I’ve seen a lot of companies in my career who have great talent to build fantastic software. However, in many cases there is a significant disconnect between technology and outbound communication – as well as vice versa. This applies to many areas, including support, training, marketing, public relations – what I found in many cases simply because people with very different attributes, or talent, are working together, and it often appears far more difficult to bridge the gap left by different language, different ways to express things, and often simply different levels of understanding of technology vs. customer needs.
I’ve come to view this capability as a key strength – bridging the gap, being able to listen very carefully, asking the right questions to extract what’s relevant, and then translating it into meaningful, interesting and appealing material, whether it’s web content, PowerPoint slides, various forms of collateral and other forms of communication. … Continue reading