Category: Book Reviews


I read the book “Viral Loop” by Adam L. Penenberg a few weeks ago.  This is a book about a business model where the business grows almost by itself – without the typical investment needed.  As usual I don’t like to re-has the book but talk about what I’ve learned.  I’m not going to really talk about the viral concept – but the some thoughts on how this isn’t so new.

I think most business owners have known for a long time that the best marketing they have is their own customers.  Many business are grown on word of mouth – customer A likes business A – so they tell customer B about it – and they contact business A.  A customer knows the most about the business – and they have creditability as they are already doing business with them.  The more excited they are the more likely they are to tell somebody else about the business.

The other thought is that a good business meets the needs of it’s customers.  It grows well when it works – mainly for the customer – but also for the business itself.  I think Facebook is successful not just because it is well run – but because it meets a basic human need in a very effective way. If you can provide something for me that I need and want – I’m also going to tell others about it.   If I pay attention to my customers I’m more successful than when I don’t.

So when I think about the concept of “viral” growth –  a social networking driven business – these trends hold true.  They grow because I tell someone else about.  They grow because when I hear about it from a friend or colleague I become a customer because it meets a need.  What technology has done is facilitate the exchange of information – it’s far easier than it used to be.  You can tell a lot more people in a lot more ways than ever before (the smart companies make this easy).  The technology can also make the user experience far better – so it just makes sense to us to use it and recommend it.

So the learning points are the same as before – your customers are you best marketing source.  Treat them well, meet their needs and listen to them.  Build your business intelligently – watching for what works and what doesn’t.  Somehow that doesn’t sound too radical..

I just finished reading the book “Crowdsourcing” by Jeff Howe.  This was a very interesting book to read – as I found some fascinating facts.  Part of the book was more obvious to me – some success stories about companies that built their business models on the crowd.  That they worked with their customers to co-create a successful business.  That these new business models are a threat to many traditional businesses – ones based on scarcity – not on abundance.

The world has changed in many ways – but one of the profound ones is that we can all produce content (I’m writing this blog) far more cheaply and effectively than ever before.  One of the concepts I’ve read a lot about lately is that technology is creating a world with far less scarce resources (post-scarcity).  One of the examples of this in the book is iStockPhoto – a place for inexpensive stock photography.  It used to be that stock photos were hard to come by – it was a scarce resource controlled by a limited number of people.  iStockPhoto is the opposite – it’s an abundant resource of stock photography submitted by a host of people.  Therefore the price of the stock photo plummeted – but both the availability and the ability to contribute increased dramatically.

The part of the book I liked the most was the part about crowd intelligence.  That a large number of diverse people can be more intelligent than a group of experts.  He gives an example of a game show – with the option to ask the audience.  The audience is almost always right – the math is interesting.  Say there are only 4% of the people who know the right answer.  If there are 3 questions the odds are that each answer will get an equal share of the votes – therefore those 4% added to the random portion is always greater.

The fascinating part was the diversity of the crowd was the important part – not the size of it.  That the diverse viewpoints are the key to a more intelligent decision – as they bring to light answers that would not be expected.  That we together – each contributing – not necessarily equally – can come up with a substantially better situation than we could independently.  One of the examples from the book was the often if a thorny problem is presented out to the “crowd” for help that the those with an entirely different background come with the solution (different discipline, no training, etc.).

I don’t feel like I’m doing justice to the book – so you’ll probably have to read it.  I think the key learning from me was the crowd has great potential – in part because of the diversity of viewpoints within it.  I think of many large corporations in america and wonder how this wisdom can be applied.  The changing economy – with it’s focus on sharing information – not controlling it – presents many problem to the traditional culture of a corporation.  How will corporations learn to work both with their customers and with each other?  That not taking the risk to ask for help from a larger group robs us of the wisdom of that larger crowd.

It will be interesting to see how these trends play out – how our world will keep changing toward openness and co-operation.  How will we all adapt to these trends – and make the best of them…

Interesting book – exposing a world I frankly don’t understand – poverty. I grew up in a middle class family, went to college and am solidly middle class now.  Living in poverty is as familiar to me as living in Africa.

I was impressed with the vision and intelligence of the couple who started this organization.  It’s a non-profit who operates with excellence.  It’s a testament to business people who make the transition to the non-profit world successfully.

This initiative was based on research and numbers – and the results showed.  Too many things in life can be destroyed by good wishes but poor planning.  And they changed when things didn’t work – they wanted measurable results – job retention and self-sufficiency.  They created an environment for success – it required hard work on the part of the attendees – and a commitment to them over time.  They realized that the problem was not just about them finding a job – but changing a lifestyle.

They observed that the chronically unemployed didn’t have the same skills that many of us have.  They may not react the same way at work – we push through it – complain to others, etc – they often will just quit.  There are a host of other skills, attitudes, etc. that we are so used to we’re not aware of them – that many who grow up in poverty are unfamiliar with.

I think I will be thinking about this book for a while – for the lessons it has for me.  I’m still impressed with the excellence of the organization…

I remember hearing about this Facebook a few years ago – wondering what it was.  I was talking to a marketing guru type person – who explained it was used more by twenty somethings. This was one of those moments where it was obvious I wasn’t as young as I used to be.  So basically I ignored it.

About a year later (maybe less – I’m horrible with time) a friend of my wife’s (of course younger just to again remind me) invited me to Facebook And I decided to try it.  I didn’t do much with it first – mainly re-connecting with old friends who moved away (that’s when I realized they have another kid).  I found it was interesting and incredibly time efficient to communicate what’s going on and learn about their lives.  I’m now pretty well addicted to it – checking it multiple times a day and helping businesses use it.
After using it for a while I really wanted to read the ‘Facebook Effect’ – to learn more about how the company came to be.  I’m glad I read it – as I learned some fascinating details of how it came to be – mainly just how well Mark Zuckerburg managed it’s growth.

Again I don’t like to re- hash the book – but talk about what I learned. One of the fascinating things is the network effect - how growth is nearly exponential – as well as the value it provides grows as well.  Facebook grew faster than they hoped – as it was useful to their users – and they wanted their friends to be a part of it – their real friends in lfe.

That was the other part of it – on Facebook you are you – not some persona or alias.  This changed how we interacted and how we behaved (unlike the comments on newspapers where you can anonymously be a total jerk).  So it makes sense that I want my friends online – to be involved in their lives.

Now that’s why it’s also addictive – as all your friends are on it.  It would be hard to go to a competiitor as your friends aren’t on it.  So they’re in a great position in that sense.  And frankly we also find it incredibly useful – it meets a strong need and want in our lives.

So in a way Facebook is our story – as we are a part of it.  What I find interesting is that this company grew because it worked for us – we made it grow.  So many companies spend money promoting their idea of what we want and fail.  I think finding what we want and meeting that is a much better way to go.  So what affect has Facebook had on you and your business?

I recently read “On the Brink” – Inside the Race to Stop the Collapse of the Global Financial System – by Henry Paulson.  This is the former Treasury Secretary’s personal view on the recent Financial Crisis.  It was a fascinating book in the sense that it showed a viewpoint of a government official during this timeframe – how scary it was for them.

One of the interesting things about reading a book like this is how it demonstrates the difference in viewpoints depending on what you know and how it affects you.  To Paulson – the “bailouts” were about saving the system – to me (at the time) and to many it was about covering Wall Street for their own mistakes.  Paulson describes a view of the crisis where he really believed that the whole system was about to come down – that he was dodging crisis after crisis – just trying to keep everything afloat.  It was a crazy, hectic and unique time in history to him – one where he literally felt like he was on the brink many times.

After reading this and thinking about my own feelings it demonstrates how differently we can see the same sequence of events.  That the American people despised the bailouts yet a Republican was a staunch supporter of them.  Do we always have the right information to back up our conclusions – or do we just react without thinking too much?  We can debate the roots of the crisis – but I look back and see that I was very angry with helping these companies – yet Paulson explained it was absolutely necessary.  And frankly the technical terms they used probably wouldn’t have made sense to most of us – so we couldn’t comprehend why he thought it was necessary.

The other thing I see is that how much emotions and fear drove the whole crisis – as it’s so not rational.  Wall Street doesn’t always represent the real valuation of a company – it represents a guess of what is to come for companies and the economy.  Confidence in a company has a powerful effect on how it interacts with the market and other companies.  Much of what drove this crisis was that companies lost confidence in each other – they were scared and didn’t trust each other (for good reasons).  This also affects the economy in general – as when people lose faith in the economy the whole thing quickly falls apart.

What is the real lesson?  That we are a part of the economy – our choices and behavior both as individuals and within organizations have an impact on the whole system.  Are we making wise choices?  Are we over-extending ourselves?  Are we acting with trust – are we trustworthy or trying to hide?  Do people have confidence in us – in the organizations we a part of?

Bursts, by Albert-Laszlo Barabasi, was one of the most enjoyable books I’ve read lately.  It was not only informative – but very well written.  It uses an interesting style of continuing a story from history throughout the book.  This really drew me into the story and made me want to continue reading – to find out what as going to happen.

This book is about a fascinating topic – patterns to our lives and to the world around us.  That there are mathematical formulas that can be used to predict our behavior. We all see now how there is so much more data being collected about us – from Google to our grocery stores.  The point of much of that data is to sell us stuff – via targeted advertising.  Companies don’t like wasting money on advertising – the whole point of spending that money is to make more money.

To me this is both good and bad:

  • on one hand it’s disturbing that companies know this much about me and I worry sometimes about it getting into the wrong hands
  • on the other hand advertising that’s targeted is much less annoying – and it could even be useful

The author’s premise is that much of how we behave is neither random nor linear – but it occurs in bursts.   Think about how you check your e-mail – do you do it at random intervals or continuously over time?  No – we do it at times – not so random – but how much time we spend jumps up and down.  Another fascinating example is the travel of dollar bills at http://www.wheresgeorge.com/ This tracks how bills move – in that they spend much of their time in the same place – then suddenly jump to another place.  There are many patterns in nature and our lives which follow this.

How does this apply to our lives? One disturbing aspect is how the government tracks us.  One individual - Hasan Elahi – got caught up in this himself (see http://trackingtransience.net/).   He doesn’t fit the profile of a normal person – he travels much, much more than most of us.  Therefore the U.S. government, in trying to detect terrorism, ending up detaining and questioning him soley because of his travel patterns.  They were attempting to detect terrorism by looking for patterns of behavior.  Hasan’s behavior was similar to that of a terrorist – in terms of his travel.

I can’t do justice to this book – so I highly encourage you to read it.  It’s both informative and enjoyable.

A few weeks ago I was at the library browsing some books and saw this interesting book: “The Fires – How a Computer Formula, Big Ideas and The Best of Intentions Burned down New York City – and determined the future of cities” – by Joe Flood.   This book is about how a computer formula was involved in the era of mass fires in New York City – which burned down a significant part of the city (destroying many neighborhoods).

Overall it was a fascinating book – painting a picture of an era and some of the people involved in it. It was in some ways a tragic picture of the results of urban planning – in terms of whole neighborhoods lost to fires (which are actually a predictor of social change).  One of they key points of this book was how they attempted to use some computer modeling to manage their resources more efficiently.  From a technology perspective this makes sense in a way – in that there are some impressive things done today with data modeling (anybody like Pandora?).

Unfortunately in this case technology was at an early stage and had a critical flaw – bad data.  A model is only as good as the data that defines it – garbage in => garbage out.  The firefighters were hostile to the ideas – so they faked data or were just too busy to accurately record it.  They were also trying to solve an impossible problem – of allocating too few resources to accomplish the job (New York City was broke).  It was also interesting to note that they didn’t follow the recommendations completely – as the more influential areas (not the poor ones) would lobby to keep their fire stations open even if closing was recommended.

The end result was something of a disaster – in that too much of New York City burned down – revealing the overall deterioration of the city’s infrastructure.  I’m cautious to blame the technology – as it’s just a tool – not the decisions that really caused the issue.   No technology can solve all of our problems or absolve us of the need to be involved.  On a small scale it’s the responsibility I have to verify the data coming out of a spreadsheet calculation is reasonable – does it make sense.  If I just blindly put the data and calculations in – I can produce erroneous results. My boss may not be too happy if I don’t verify they make sense first.

I recently read “Paper Fortunes Modern Wall Street; Where It’s Been and Where It’s Going” by Roy C. Smith.  This was a lot to absorb – as it made me realize just how complicated the financial system has become.  We’ve all seen the catastrophic results of chaos in the financial markets – so I’ve been trying to understand more.

This was a fascinating book – in that it showed me how little I really know about the complexity of financial markets.  It provides enough history to help you understand how things have come along – from simple roots to the complex financial system we have today.

There were 2 eras mentioned in the book that significantly involved technology:

  • Backroom Crisis of 1968
  • Complex derivative products

Paperwork Crisis of 1968

In 1968 there was a problem in the financial system- the paperwork involved in a growing number of trades was getting lost.  Back in this era mostof the trades moved by hand – in that a piece of paper had to move from one person to another.   This manual system couldn’t keep up with the volume of trades – therefore a computerized system had to replace this manual paperwork system.  I know today it’s hard to imagine buying a stock or mutual fund and having to mess with paper – but that was where it started.  And computerizing the system made it feasible to handle the large volumes that an expanded financial system brought.

Complex Derivative Products

One of the areas of the recent meltdown had to do with complex derivative products. A derivative product is one where you don’t buy the thing – but something related to it.  For example the most common object of this era was collective mortgage obligations – a package of mortgages together sold for their value.  The value of this package is a function of the underlying assets – or in this case the value of the payments coming from those mortgages (cash flow).

Technology also came into the forefront as these financial objects that can be invested in become more complex.  There was also a lot of financial modeling going on – trying to locate underpriced assets, predict the market, etc.  To support all this a large (and probably still growing) amount of hardware and software had to be developed to support this businesss.

Conclusion

I would recommend this book to others – in that it will help get a sense of what’s going on in the Financial world.  I still don’t understand it all – but I appreciate the complexity of the system much more now.  From a geek perspective it would interesting to know how I would feel now if I had created some of the code that helped sell these complex derivatives that subsequently fell apart.  That said I also can see that as technology evolves it will be easier to understand what the risks and benefits of these packages are -as we continue to gain more information and how to process it better.

I recently read “The Chief Culprit – Stalin’s Grand Design to Start World War II”  by Viktor Suvorov.  I picked this book up as I’m a WWII buff – for some reason really interested in the history of that period.   The intent of this book is to provide the argument that Stalin had a much bigger role in WWII than is typically thought of.  I enjoyed reading this book and thought it was well written – with solid research to back it up.

I think there are 2 main lessons from this book:

  1. Things are not always as you seem – as someone may be misleading intentionally.
  2. People don’t act rationally – depending on that can be dangerous.

Misleading Intentionally – things may not be what they seem

One of the major points of this author (a Soviet by birth) was that Stalin intentionally misled the world about the Soviet’s role in WWII.  The typical portrayal of the Soviets in WWII is a weak one – where they are victim of Nazi aggression – of them needing help to stand up against the Nazis.   That the reason the Soviets intially lost to the Nazis was obsolete equipment and poor leadership.

This author paints a strong portrait of how it was actually the Soviets that were prepared to invade Germany – that they were on a strong offensive footing.  Their entire industry and military allocations were designed for this – that they were close to an overwhelming offensive themselves – of the being the aggressor and not the victim.

The author then rationally explains why the Soviets were initially hurt so hard by the German invasion – that they were not prepared in any way for defense.  They were set up so strongly for an offensive operation that they were very susceptible to an attack.  That even the equipment they had was poorly suited for defense – as it was set up for offense.

So why did we have the wrong understanding for so long?  The author believes that it was intentional on Stalin’s part – to avoid portraying the Soviet Union as an aggressor.  It was an intentional deception to minimze how dangerous the Soviet Union really was.  That it was in their best interest to appear weak – when they were actually strong.

What does this have to do with business and technology?  The unfortunate reality is that sometimes another party – a vendor perhaps – may intentionally be distorting the truth.  The higher the stakes the more risk there is that this could be true.  The good news is that the technology today makes it harder in some ways to do this – as so much more information is available – provided we look at it carefully.

People don’t act rationally

One of the more interesting points of this book was that Stalin was surprised by Hitler’s attack – as it was an act of irrationality.  The Soviets knew that opening an eastern front with the Soviets was nearly an act of suicide on the part of the Germans – as they didn’t have the resources to accomplish the attack.  In fact they believe Hitler was doomed from the start – as his country lacked the natural resources to sustain a long war – especially in terms of oil.

It wasn’t that the Soviets weren’t paying attention – they had significant intelligence resources devoted to this – watching coat production, gas conversion, etc. – all items needed in order to successfully wage in winter of Russia.  Germany did not take any of the actions they were looking for.  In fact were very unprepared for a war in Russia – even though they attacked.

So again – the lesson is to not assume that people act rationally.  Maybe technology geeks like me are more susceptible to this – as we work with rational computer systems a lot (they behave predictably for the most part).  People often don’t act rationally – they will do things that they’re unprepared for, nobody expected.  Sometimes this works well – other times it certainly does not.

I had seen or heard the “Cluetrain Manifesto” talked about in some other book or podcast so when I saw it at the library (yes I still go to the library and get those physical page thingys – as the price is right) I picked it up.  This book is actually about a website created a number of years ago – and still online – by a few authors who wrote provoking thoughts about the effect of the web on business – on how things were changed forever.

In my usual style I’m not going to reiterate the book – but draw a few observations from it.  I think this is especially one of those books you need to read for yourself – to soak in the thoughts and perspectives of the authors.  This is not a history book or a how-to book – but an observational book.

One of the major themes of this book, and others, is that the web pushed back the “mass” tendencies of our society – creating more democracy and connecting people in new ways.  That the web gives us the ability to have a voice, to connect directly, to find more information and do so in new ways.   The web is without order – without much control – so it’s more a of free playing field.

I have this blog – but I’ve been putting my thoughts on the web since the mid-90s (that seems like such a long time ago) with a website.  I only needed a website – didn’t have to participate in some group, get some editor’s permission, pay large sums of money (a lot of my initial sites were free in fact).  Am I pretending that they had a large audience – no – but I do remember that one of my original thoughts I published was picked up by someone else for their newsletter (my small claim to fame).

I’m not the only one who can do this – millions of people put their voices out there for us to hear.  And guess what – we like it.  If you’re like me you like to hear what your friends think – not just read authoritative articles.  We smile when we read something that connects us to a person – more than just what they are saying – we do want to hear their voice.  For me my writing is often a brain dump – it’s the closest thing to the thoughts in my head – to the narrative of my mind.  I don’t think I’m the only one that thinks that way – that wants to communicate that way.

What does this mean for business?  That some businesses are in trouble – and others are on a growth path.  One of the dumbest things you can do in business is to try to fight an industry trend – you’re always going to lose.  No business environment is static – the world keeps changing – and so must your business.  Now that’s easier said than done – as who can walk away from a cash flow – from what works today to move to what works tomorrow.

The authors have a good recommendation – treat people like people and let them be people.  Don’t try to fit things into a box that’s convenient for your business – as it doesn’t work like it used to.  Your customers aren’t willing to fit into that box anymore – as they know better.  They want things they way the want – sorry many other competitors are spoiling them by listening to them and meeting their needs (oops – that was a little harsh).

I intentionally wrote this in a rambling style – to give it a very human voice – something the authors of the Cluetrain Manifesto valued…

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