London’s Laundry Business. When the US has a better moral stance than you do, you know you’re in trouble.
“Everything became poorly lit and had tiny planes of sharp focus. Once gifted lighters became, almost overnight, “available light” photographers.”
SMB for ever, a very French curse. France creates as many SMBs as other countries, few thrive.
- Regulations and charges after 10 employees, 20 employees, 50 employees.
- Building a team.
- Difficulty in thinking internationally.
+ Probably very limited marketing.
Originally from HBR. Summary:
Professionals are good at ”Single loop” learning (solving problem at hand), bad at reflexive (“double loop”) learning (asking about causes of the original problem) because of defensive reasoning. Motivation is not enough to entice reflexive learning.
Theory of action vs theory in action: we don’t act like we think we should act. Theories in action that explain defensive reasoning seem to follow four values “to avoid embarrassment or threat, feeling vulnerable or incompetent”:
- Remain in control.
- Maximize winning and minimize losing.
- Suppress negative feelings.
- Define clear objectives and evaluate their behavior on whether they were achieved.
“Companies can use these universal human tendencies to teach people how to reason in a new way”: “behaving consistently and performing effectively”.
My consequences for a network of knowledge specialists:
- Establish the benefits of reflexive learning: new business opportunities, ways of improving the customer experience, lowering costs, leveraging knowledge across the organization.
- Establish a specific appreciation of reflexive learning by participants (e.g. points, contribution to solutions).
- Establish an organization wide map of what we have been learning.
- Establish the same standard for everyone, transparently.
- Attract people who value reflexive learning, filter out people with destructive attitudes, beyond single loop reasoning.
- Establish a clear plan to help people move from single loop to reflexive learning.
Libération employees vs stockholders (via management). Beyond the usual problems for newspapers there seems to be another issue: stockholders are “the enemy” as they represent “capitalism” (the bogeyman in France, as “socialism” is the bogeyman in the US)… Which loses sight of who the actual audience is: readers willing to pay vs journalists’ circle of friends and family (Paris centric? Artistic left?)…
Stockholders’ proposal sounds decidedly new age and vacuous, but would anything appease the staff, beyond entirely subsidized artistic lifestyles?
And this is with state subsidies for French press, so all taxpayers pay whether they actually read any of these titles or not.
“There are still two Silicon Valleys,” Mr. Hosanagar said. “Young entrepreneurs in San Francisco, working at a tech firm, surrounded by the tech 1 percent, solving problems for the 1 percent. And there are companies that manage to break through that and become relevant.
How we ruin social networks... Or how we let ourselves be ruined.
“the site as a means for passive monitoring.” i.e. stalking is now normal.
“Rather than try to describe themselves to others, users projected a sort of aspirational identity.” an online ego inversely proportional to their reality.
“These identity proxies also became vectors for seeking approval.”
The feeling of missing out, after being bombarded with what others are “achieving” (in their fake lives): Keeping up with the Jones. “The brewing feeling of inferiority means users don’t post about stuff that might be too lame”.
“Facebook can be connection, but it can also be alienation, driving us to its more secluded corners where we can watch without risk of scrutiny”. The risk has always been to foster a lack of morality, seeking psychological rewards at no psychological cost.
“use brands as a proxy for their own views”.
… As we’ve known him. “Today, customers find the car first, then the dealership… That has led many dealers to eliminate commissioned pay, price new vehicles closer to their own costs and station more staff in front of computers…”.
“The chain also instituted a no-haggle policy, setting an advertised price and sticking to it.”
“When Mr. Iacono jettisoned sales commissions, more than three-quarters of his sales staff left, he said. The store had to hire new people, and went outside the car business to find new recruits.”
“The heavy lifting is now done online and if you’re not in that flow, you’re not going to see the bulk of the business.”
Answers to jaded consumers:
- More of the same.
- Cut through marketing speak.
- Disarm with honesty.
“Many companies want to go further and bypass conventional ad campaigns altogether”. The value of “earned media”: responding instead of interrupting.
Going viral is a means, not an end…
“Only in places like Asia and Latin America, with lots of newish consumers, is there a bit more attachment to brands”.