Doug Kreitzberg

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Archives for August 2010

Tune Out to Tune In

August 30, 2010 by dkreitzberg

Do you ever get that feeling that, when you’re struggling for an answer, you never can find it, but when you’re focused on something else, you suddenly see the answer right in front of you? And in fact, from then on, everything you look at, everything you read, everyone you speak to, is giving you more bits and pieces to the answer?

I do. Not often enough, because I don’t always take my own advice. I fight through questions too much at times, going over and over situations, running scenario after scenario until my brain hurts.

Two articles I’ve read recently, from two very different perspectives, tell a similar story. One, an article from the New York Times “Your Brain on Computers — Digital Devices Deprive Brain of Needed Downtime” talks about the fact that the exercise machines with the tvs and ipod ports and video displays may help keep you sweating but don’t give your brain the same release as excersing outside.

Putting your brain on hold or downtime, helps place things in perspective, because it is during down times that the brain literally puts things in their place. “‘Almost certainly, downtime lets the brain go over experiences it’s had, solidify them and turn them into long-term memories,’ said Loren Frank, assitant professor in the department of physiology at the university [of California, San Francisco]….He said he believed that when the brain was constantly stimulated, ‘you prevenet this learning process.'”

The other article (courtesy of Mitch Joel’s Blog) is from Wired magazine, about a transportation engineer in Holland who has focused on removing roadsigns to increase awareness (and thereby improve safety). The author travels with the engineer, Hans Monderman, to a city intersection he designed. “..there it is: the Intersection. It’s the confluence of two busy two-lane roads that handle 20,000 cars a day, plus thousands of bicyclists and pedestrians. Several years ago, Monderman ripped out all the traditional instruments used by traffic engineers to influence driver behavior – traffic lights, road markings, and some pedestrian crossings – and in their place created a roundabout, or traffic circle….To an approaching driver, the intersection is utterly ambiguous — and that’s the point….The drivers slow to gauge the intentions of crossing bicyclists and walkers. Negotiations over right of way are made through fleeting eye contact. Remarkably, traffic moves smoothly around the circle with hardly a brake screeching, horn honking, or obscene gesture. ‘I love it!’ Monderman says at last. ‘Pedestrians and cyclists used to avoid this place, but now, as you see, the cars look out for the cyclists, the cyclists look out for the pedestrains, and everyone looks out for each other.'”

We live in an age where we are assaulted by data, signs, stimulation. Perhaps now, more than ever, we need to step back, perhaps even away, rip off the ear buds, tear our eyes from the tv or the computer and live at analog speed for a while. Then, when we least expect it, we’ll see what we’ve been looking for all that time. Or at least be aware of all that we can see and (like driving through an intersection without directions) live a life more self-directed.

Filed Under: self discovery Tagged With: awareness, mitch joel, New York Times, self-directed, Wired Magazine

Death by Dashboard

August 28, 2010 by dkreitzberg

Two years ago, I had all the operations in my business put together dashboards — metrics on many aspects of our business (from sales calls to retention) — that could help us understand what was working and not working before we saw the results in our P&Ls. Since then, the dashboards have been extremely helpful in focusing our attention and adding more energy and resources where needed.

But dashboards, as helpful as they might be, are no substitute for thinking broadly. Dashboards (or metrics, or formulas or whatever set of tools you have which measures your business) are constructed based on your business model, your knowledge of the model and your ability to gather data with respects to that model as it exists today. Dashboards do not discriminate between good or bad models; they simply describe it.

And what they describe are the hundreds of critical tasks that managers and employees need to pay attention to every day. These are the “Critical but not Important” tasks Stephen Covey writes about. You can’t ignore them. They need to be done. However, these tasks may not be the ones needed to deal with something unforeseen or to exploit the next new opportunity.

Most financial dashboards did not describe the financial collapse of 2008 because they were not built to describe it — it was not in their models. Likewise, many health insurance brokers are scrambling to define themselves in the new world of Health Care Reform; a world in which the old dashboards did not anticipate.

Clay Shirky writes in his blogpost “The Collapse of Complex Business Models”, that businesses begin to fail when they become too complex to deal with changing realities. I actually think it’s simpler than that. Businesses (or individuals) begin to fail when they misread the processes and metrics used to describe the success of their model for the world itself. They fail when they focus too much inward. If complexity is an issue, it’s an issue if it impedes the ability to communicate with (and receive communication from) the world outside the model. It doesn’t matter if you’re AT&T or the florist on the corner. If you’re not paying attention to how people are buying and how their buying activities are beginning to change, your business will suffer.

Don’t get me wrong. Dashboards are important; they are good at telling you whether a process is on track or not. But they can’t be confused — and they often are — as an accurate forecast tool to predict how your business overall will fare in the future. A dashboard is no substitute for strategy. Dashboards are linear, specific, measurable. The world is nonlinear, chaotic, and challenging to determine ahead of time which cause will lead to which effect.

The key is to do what is critical, but raise your eyes to look over the dashboard and really look around you. Leave time to play around with what the world tells you is important. And “play” is the operative word, because if you want to predict something which cannot be predicted, you’ll have to make up a lot of stuff (and test them out in your make-believe world) as you go along.

Filed Under: business growth, communication, innovation Tagged With: change, clay shirky, dashboard, growth, innovation, model, stephen covey, strategy

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