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  • ‘Hacking better transatlantic work relationships’ at SXSW 2015.

    After four years away, I’ve decided to return to Austin, Texas next year for South By South West Interactive. I’ve put together a panel idea on a favourite subject of mine: cultural differences in doing business between UK/Ireland and the USA. Because we all use the same words, there’s often the assumption we speak the same language. But it’s not that simple in business; whether it’s pitching, hiring, selling or networking, there’s many cultural nuances that if overlooked could jeopardise relationships. Having covered this subject for the Financial Times, British Airways Business Life magazine and The Sunday Independent (Ireland), I’m assembling a panel from both sides of the Atlantic featuring:

    1. Feargall Kenny, an Irish recruiter in NYC, founder of New York Digital Irish.

    2. Grainne Barron, an Irish entrepreneur in San Francisco, founder of Viddyad.

    3. Katherine King, a New Yorker who heads up Invisible Culture, a cross-cultural consulting firm.

    The idea is now up on SXSW’s ‘PanelPicker’ site - along with 2,999 other ideas - until September 6th. We could do with some votes so if you think it’s a good idea please ‘like’ and share our page.

    Thanks!

  • 'Same words, different language': transatlantic business relationships

    First, they didn’t get my self-deprecating sense of humour on the conference call; the next week on their visit to London they didn't understand why I ordered wine at lunch.

    That was twenty years ago: it was my first experience of handling transatlantic business relationships, managing a joint venture with ABC Radio Networks, USA. As I got to grips with everything from conference call etiquette to what style of memo worked best, I soon learned the dos and don’ts (like not ordering in wine for an internal networking lunch).

    My career has seen plenty of transatlantic relationships since: working for US clients, writing for US audiences, visiting the US. And more recently, in my two years writing for the Financial Times management pages, the majority of people I interviewed were based in the US.

    What I’ve learned is that while the UK and US use the same words, we don’t speak the same business language. Whether it’s pitching, hiring, networking or just everyday office culture, there are many cultural nuances that if overlooked could jeopardise relationships.

    This has become a favourite subject of mine. Last year I accompanied a UK Trade & Investment-backed digital mission from London to New York and wrote about my experiences in The FT, ‘How To Bridge A Cultural Ocean’ (you may need to register to view). Last month I followed that up from an Irish perspective with a series of articles in the Sunday Independent, hearing from Irish expats in the US. My latest piece is in this month’s British Airways Business Life magazine where I spoke to five Brits working in the USA: the musician and creative entrepreneur Dave Stewart (Los Angeles); entrepreneur Hermione Way (San Francisco); co-owner of Rough Trade record shop Stephen Godfroy (New York); startup co-founder Richard Newton (Austin, Texas); and chairman of Walt Disney International, Andy Bird, CBE (Los Angeles).

    If you’re not in a British Airways cabin between now and the end of August, you can read about their experiences and advice online here.

  • Change your working scenery

    Twelve months ago I co-founded a meetup group in my local neighbourhood; yesterday, when I stepped into my co-founder’s shoes to facilitate the latest meeting, I decided to shake things up a bit.

    Rather than meet in our regular coffee shop, we headed for the beach where I led an alfresco workshop on the benefits of changing your working scenery.

    Most of us know that if we stay in the same working environment too long, we’ll become stale. Our productivity will suffer and our creativity will plummet. But still, so many organisations continue to build cultures around board rooms and offices. I think we need to challenge the automatic belief that offices are always the best places to work. I explained to the group how in my fourteen years as an independent, I’d never had a single fixed office, preferring to work from a mix of spaces instead. As a collaborator of mine once put it: “You *are* your office”.

    Earlier this week on another hot summer’s day, I was pleased to see some workers had taken their meetings outside; in the glorious surroundings of London’s Queen Elizabeth Hall Roof Gardens, a group of executives in summer dresses and rolled up shirtsleeves huddled around a table amongst the plants and flowers. Perhaps we should stop seeing alfresco meetings as a nice treat, and instead see them as a potentially better way of conducting business, where attendees are fired up by their surroundings, rather than sit yawning in an identikit bland meeting room?

    At yesterday’s meetup I explained how Nilofer Merchant had championed the ‘walking meeting’, getting exercise at the same time as a fresh perspective from the constant change in scenery. I introduced the group to Street Wisdom, the brainchild of David Pearl and Chris Baréz-Brown that shows us how we can use our surroundings to help guide decision-making; how the environment around us is full of wisdom that we tend to be too busy to notice. Having experienced my first Street Wisdom earlier in the year (read my post on that here), I tried a couple of exercises with the meetup group.

    Having warmed everyone up with an exercise to get them noticing their surroundings I then got them asking the street (or in yesterday’s case, the beach and promenade) to help them navigate a career or work decision.

    As the twenty members of the group came back from their ten minute walk, it was fascinating to hear how tuning into their surroundings had brought them clarity or a new direction. One guy explained how that seeing channels of water in the mud reminded him how he could pursue multiple options in his career, and how if it failed ‘the tide would come in again’. Another member of the group said how a ‘Keep off this structure’ sign on a jetty had reminded him how much he struggled being told what to do, and how we was more productive without having any rules.

    As the morning progressed, the beach filled with groups of school children on a day out to the beach. Whilst the noisy, excited kids were at first a distraction to our meetup, we soon noticed how the kids were having fun on the sand without a care in the world. This was a reminder to many of us to reframe our working lives, to make sure we make time for childlike curiosity and having fun.

    What we all learned in two hours is that taking meetings outside is more than just having a pretty-picture backdrop to conversations, it’s using our surroundings to inspire us to be more creative than we could possibly be inside meeting rooms and offices. Most of the group (hopefully) came away inspired and invigorated.

    So let’s stop looking at meetings-out-of-the-office as indulgences that are counter to our business culture; and instead recognise the business, human and cultural benefits that come from working and meeting in weird and wonderful spaces.


    [I’ll be hosting a free Street Wisdom in Southend-on-Sea in September; in the meantime if you’re interested in having me host an al fresco workshop to get your business inspired about the benefits of changing your scenery, get in touch hello(at) iansanders(dot) com]. 

  • ‘spaghetti lines’ are okay - why straight lines are overrated in delivering innovation

    It was an apt location for a discussion about innovation: last Tuesday evening I was at Wayra London for the latest in a series of events organised by the innovation consultancy The Foundation. The venue they’d chosen - Wayra - is the business incubator run by Telefonica that provides financial, managerial and technological support to digital startups. But we weren’t there to talk about startup innovation; innovation within larger organisations was on the agenda.

    I touched on this subject last year in an article I wrote in the Financial Times (‘The Product as Market Research’), where I spoke to the director of innovation at Nordstrom, the big US fashion retailer. I heard how Nordstrom is borrowing approaches from the startup community to rapidly prototype new product ideas.

    Of course we know it’s easier for innovation to thrive in smaller companies who are more agile and better at taking risks than large organisations. It’s that much-cited speedboat VS supertanker juxtaposition. Last Tuesday The Foundation assembled a panel at Wayra to discuss the challenge for those ‘supertankers’ [The panel line-up was: Natalie Ceeney, responsible for improving HSBC’s customer service and complaint handling; Dan Salmons managing director of PayPoint Mobile, previously director of global innovation at Barclaycard; and Mark Stansfeld, chairman of Giffgaff, a consumer led mobile operator, previously sales director at O2].          

    The panel agreed it’s hard for big organisations to balance short term health of the business with innovating whatever’s coming next. They recalled their experiences where innovation often gets stifled by boards, by business plans, by road maps that don’t allow for random left turns.

    From the discussion I’ve cherry-picked three factors to consider when encouraging innovation in larger organisations:

    1. Avoid the tyranny of finance. Mark argued that in order to thrive, innovation needs to be liberated from a finance-led culture of forecasts and KPIs. His advice was to grant autonomy to teams tasked with innovating new products and services, to free them from a business-planning culture.

    2. Think about innovation when you’re failing. The best time to look at innovation may not be when a business is succeeding, but when it’s failing. Natalie reminded us that First Direct - which has been a huge success in disrupting consumer banking - was launched by Midland Bank when the bank was failing.

    3. Don't ask the customer what they want. In the Q&A it was asked whether validation by focus groups and customer research is important before taking a new product to market. The consensus said not to rely on customer research. Natalie told the story of AT&T conducting customer research before the introduction of mobile telephony. They asked customers if they were interested in owning a mobile phone. Since the customers didn’t understood the benefits of having one (after all, they’d never seen or heard of one) they said no. Those results meant AT&T didn’t move forward in what proved to be a lucrative sector.

     

    In my own work as a writer/thinker, I’ve encouraged grassroots entrepreneurs to ‘unplan’ their business ideas to make them happen, rather than get paralysed by long-term planning. You might think large organisations aren’t brave enough to embrace such radical thinking. So I was pleasantly surprised by the views of a panel who’ve spent their careers in big business, I was encouraged by their advice to ditch the business plan when it comes to developing new products and services.

    Towards the end of the discussion someone voiced the view, straight lines and order are overrated; i.e. it doesn’t matter if you don’t take a linear path to making innovation happen, it doesn’t matter if you took a circuitous and unconventional route. If you have ‘spaghetti lines’ behind you, that’s okay. All that matters is that you took your innovation to market and that you made it happen.

    Amen to spaghetti lines.

  • A business that actually makes stuff: behind the scenes at sugru.

    Over the last twenty years I must have visited a few hundred ‘places of work’: co-working spaces, big corporation HQs, small business offices, artist studios, factories, and other workplaces of all shapes and sizes.

    But inevitably, most of the places I visit don’t actually make anything on site anymore, having outsourced production overseas; and whilst I’ve been impressed by the number of tech and digital businesses I’ve seen - if they make anything at all - they make things at a screen. Nothing wrong with that, but there’s nothing to touch and feel.

    So no wonder  I got such a buzz visiting sugru’s HQ last week. Here - in an unassuming building in a mixed street of houses and workshops in south Hackney - they actually make stuff!

    Over 500,000 people in 155 countries use sugru - a brightly-coloured self-setting rubber for fixing, modifying and making ‘stuff’. The invention of Jane Ní Dhulchaointigh, sugru was born out of an idea she had whilst a student at The Royal College Of Art.

    I noticed a tangible buzz as Jane showed me around the office/factory. There’s noise. Machinery. Hums and buzzes. There's a loading bay. Boxes being secured with packing tape. A room where they mix the ingredients. A lab staffed by a woman in white coat and goggles, a (miniscule) production line. With its small scale and bright colours, it looked like a toy factory scene, like something made by Playmobil.

    And behind all this buzz and industry is an entrepreneur with her feet firmly on the ground, and a dog under her desk. Jane says that growing up on a farm in rural Ireland helped shape her idea, one that encourages a new generation of consumers to embrace repairing items instead of throwing them away.  She told me: “Like a lot of people from rural areas and farms in particular, I grew up in a family where home-made was the preferred option for a lot of things. One of my Granny’s favourite things to do was to mend our clothes on a Sunday, and I loved watching her work”.

    Why should you be interested in sugru’s story? Because it's doing things differently and they’re a great success. On the bus-ride from sugru back to Soho, I scribbled down five things that make the business distinctive:

     

    1. It’s a unique product. Try and describe sugru and it’s hard to do so; that’s the business’s marketing challenge - and opportunity.  It’s a brand new invention.
    2. Its customers are its sales force. We often hear how a business’s customers can ‘help do the heavy lifting’, by helping selling the product. So how do you sell the benefits of a product that has infinite applications? You get your customers to share examples, via video and photos, of how they’ve used the product.  Thereby inspiring new customers to buy the stuff!
    3. sugru stands for something. I’m a great advocate for businesses competing on their values and thinking as much as their products. sugru is smart because Jane has built a business based on a philosophy that it's better to fix things rather than throw them away. That purpose unites all the customers and makes them proud to use sugru, and to become advocates for the brand. People that use it are passionate about it.
    4. They have their own factory. As I’ve already noted, here is a business in London that makes stuff and sends it to customers around the world. That’s not just a novelty, it has advantages, I love how the factory is next to the office.  They could have split the operation across two sites or even outsourced production. But no, there’s just one door between them. The proximity of the founder of the business to functions like production and research is impressive. That gives them an operational and management advantage, being so close to where it’s made.
    5. They’re good at mixing offline with online. They built the business online, but they’re now reaching out to customers and markets offline. For instance, you can now buy sugru in the UK retailer B&Q, and they're expanding into other retailers worldwide.


    When we hear about start-up success stories, tech and digital businesses tend to dominate the attention, with the emphasis on shiny apps and digital tools. So it’s refreshing to see a business that makes something you can not only touch and feel, but also mould into infinite applications.

  • Personalised newspapers: taking digital content offline.

    If you still prefer reading newspapers over digital editions or you're the kind of person who prints out online articles to read them off the screen, you may be interested in PaperLater, a new product from Newspaper Club.

    With PaperLater you can save web pages to print, it’s a bit like the ‘read it later’ service Instapaper but delivered to your doormat in a newspaper. I just had my first issue delivered: a mix of ‘long-read’ blog posts and articles I decided I’d rather read off screen.

    I’m finding it interesting how the articles I selected for PaperLater change impact by going off screen. I still would have read them on a digital device, but probably would not have lingered over them for so long, just one of tens of articles I consume on screen every day. But when you get an article printed in a newspaper format, it gives it a higher sense of importance. I’m valuing that content more.

    It's a smart service (one that starts at £4.99 a copy), but of course it does beg the question about copyright and the intellectual property of the original writer/ publisher. All PaperLater needs to make it better is a mechanism where the publisher, writer or content creator can benefit financially from having their work printed out. Perhaps we’ll see the PaperLater team white-label their service to online publishers and sites who will offer these service to readers, and share in the revenue?

    Let's see how this grows...

  • The rise of crowdfunding

    In this month’s issue of British Airways ‘Business Life’ magazine I’ve written about crowdfunding. It’s a useful overview for anyone looking to learn more about the different types of crowdfunding and the rewards it offers backers and investors. In the piece I’ve interviewed managing director of Crowdfunder, Phil Geraghty, and profiled three businesses that got off the ground using crowdfunding: Good & Proper Tea, Chineasy and The Bicycle Academy.


    The magazine’s available all month in the BA cabin; you can read it online here.

  • Stepping out of my comfort zone to press pause.

    I’ll admit, it was not a typical Saturday evening. Along with six people I’d only just met, I spent my evening sitting around four lit candles in the otherwise dark surroundings of the ancient St.Peter’s chapel, Bradwell-on-Sea (built 654 AD). On my first yoga and mindfulness retreat, I was attempting to meditate.

    Mindfulness is big business. No longer dismissed as a fad, it’s championed by many entrepreneurs as just as important as going to the gym. Last year tech entrepreneur Loic Le Meur wrote about why he finds it essential to hit the pause button by learning to meditate; he’s not alone, other business leaders admit to practicing mindfulness whilst corporations like Google and General Mills host mindfulness sessions for their staff. Today’s FT reports on a business school professor who’s teaching MBA students meditation.

    Pressing ‘pause’ is something I’ve been trying hard to do for fifteen years. The trouble is, I’m not very good at it. Four years ago I went on a one-day course run by Andy Puddicombe and I subsequently tried his Headspace web app. More recently I’ve been trying BreatheSync, a breathing and relaxation app.

    I decided it was time to try something more intensive, to venture further out of my comfort zone. So I booked on to Yvonne Booth and Mike Elliott’s weekend retreat at the beautifully located Othona community. I’d only tried yoga once before, so in a group of eight attendees - me and seven women, including my wife - I was the newbie. But Yvonne and Mike reassured me, talking about the importance of bringing the ‘beginner’s mind’ to these disciplines, free of assumptions.

    Did I master yoga and meditation? No. But did I find value, did I switch off? Yes.

    For me the value was in the overall experience - the place, the people, the vibe, the sunny weather (and also, the fact I had no signal on my ‘phone). It forced me out of my routine, it forced me to find stillness and disconnection which I doubt I could have found in a community centre or conference room. Here in this beautiful, remote corner of England I was struck by the stillness: birdsong, the occasional hum of a machine harvesting the fields, the distant whirr of a wind turbine (Othona make all their own electricity).

    My highlight was Sunday morning at 06:55: just me, birds, rabbits and this view (above). Later that morning I skipped a yoga session to spend some time by myself, to do some sketching, to walk along the sea wall. That was a rarity.

    Some people have asked me on Twitter whether I would recommend going on a retreat. Yes, I would. But also: do what works for you. Mike Elliott told us that being mindful is about noticing the ‘raw experience of what it feels to be alive’. You can do that on a retreat in the middle of nowhere, but you can also try that in a busy street (as I did last month at Street Wisdom), or on a run, or on a train with an app. It’s a portable skill.

    I’m not about to go out and buy a yoga mat and sign-up to weekly classes, but I am glad I went out of my comfort zone. I’m going to make an effort to get unplugged more often, to switch my ‘phone off, and to find some peace in the everyday. I’ll let you know how I get on...

  • Finding answers in the street: ‘Street Wisdom’

    I walk around London a lot. Walking - in any city - is my preferred method of transport. I love to discover side streets, to take random left-turns and see where I end up. Often I’ll choose to walk from east to west London, clocking up several miles in between meetings. I like how walking gives me the space to think: it beats a crowded tube carriage.

    Last Friday morning I spent three hours walking around central London, but I wasn’t heading to a meeting, I was trying something new.  I walked down streets I’d hadn’t seen before, I looked up at buildings, noticing what was around me, sometimes walking at a snail’s pace. With fifty other people I was taking part in ‘Street Wisdom’, the brainchild of David Pearl and Chris Baréz-Brown. Street Wisdom is based on the idea that the environment around us is full of wisdom that most of the time we tend to ignore. If only we can tune-in to what’s around us, then we can learn something new or solve a business or work challenge.

    During our morning of walking the streets, David taught us to notice our surroundings. We were tasked with following the story of a street, of finding beauty in a drab street scene, of seeing what happens when we slow right down in the middle of Trafalgar Square. And then, we were set a challenge: we had to pose a business or career challenge to the street and see how it responded. I found myself heading to Soho Square: I went into a church I must have passed over fifty times but never been in; I looked at street signs and notice boards, I kept an open mind and saw how my surroundings gave me signals. Yes, 'the street' gave me a fresh direction on my work challenge; by looking around and being more mindful of my surroundings I was able to see things from a new perspective (and there's a great post by a fellow Street Wisdom participant, Simon Heath, here).

    I guess I’ve always found trips to other cities really valuable in unlocking creativity or giving me the clarity to make decisions. In the past I've been on ‘inspiration jaunts’  to places like Brighton, Paris, Dorset, Amsterdam and Nice to get fired up creatively. What I like about Street Wisdom is that I may not need to get on a ‘plane so often when I’m looking for inspiration -  I may become more self-sufficient in London and my local neighbourhood. As David Pearl told me, “it might help me get away without actually going away”.

    As well as London, Street Wisdom has already rolled out in San Francisco, New York, Amsterdam, Berlin and Sofia: co-founders David and Chris are offering it free of charge to anyone who wants to try it. Here’s a little chat I had with co-founder David Pearl on video:

     

     

  • Towards a more human-centered approach to business: why every organisation needs its yin as well as its yang.

    A while ago I was hired by a new client. The guy that hired me recognised I was different, that I wasn’t a traditional consultant. He liked the fact that I lived in other worlds, that I wore other hats. He’d followed me on Twitter and found me interesting. He admitted he couldn’t precisely describe what I did, but he also recognised that my sense of being a ‘misfit’ added value to what I did for him. No-one else looked at things like I did.  He valued my ideas and the work I delivered.

    Then the guy who’d hired me left the company. His successor had a more traditional approach to doing business. On first meeting her, I suggested we grab a coffee in the foyer; she replied she’d rather the boardroom. She asked about my strategy, about similar projects I was doing for other clients. I explained that my strategy was founded on my curiosity, that the rest of my portfolio was a real mash-up of different projects from different worlds.

    The next morning she sent me an email explaining that the company would not be using my services any more. My initial reaction was disappointment. I liked working with the business and I’d miss it. I guess no-one likes to be dumped. But then I remembered not everyone likes the taste of Marmite. And that’s fine.

    Because there are those who like to do things the usual ways, who fit into neat boxes with labels on them. And then there are the rest of us; who have different approaches, who flip traditional thinking on its head.

    I was reminded of this juxtaposition reading Chris Baréz-Brown’s new book ‘Free!’; Chris talks about the ‘Yin and Yang’ of business. Businesses have always been very yang. This is the ‘machine-like’ approach, sticking to the way things have been done before, very planning-led, relying on empirical evidence and data. That’s not me.

    Chris argues that whilst the yang has served us well, today organisations need more of the yin. We need a more human-centered approach, based more on gut and emotion than spreadsheets and plans. That is me (it’s the kind of approach I’ve advocated in my own books, ‘Mash-Up!’ and ‘Zoom!’).

    From 2012-2014 I was a regular contributor to the Financial Times ‘Business Life’ pages; here in a newspaper that deals with very complex issues, I had the opportunity to tell simple stories from a human-centered point of view. My articles were successful because  - in crude terms - they were stories about people, for people. You didn’t need prior knowledge of startups or innovation to read them. Whether you were the woman sitting with her iPad at a midtown Manhattan Starbucks, or the bloke in a London pub flipping through the paper in the evening, everyone could get what I was talking about. Reflecting on Chris’s book I realised I was the ‘Yin guy’, bringing a human-centered approach to the pink pages of the FT.

    So I think every business needs to embrace the yin - to challenge conventional thinking, to suggest new ways of working and doing. And perhaps those of us who who bring the yin to work do get treated like Marmite, but that’s okay:  the value is in looking at things differently, shaking up the status quo.

  • Don’t hide your values away, share them.

    I was sitting in a company’s boardroom recently. Stencilled on the wall was a smartly designed statement of their values, what it means to work there, what the company stands for, what its purpose is. I was impressed. But I was also surprised, because until I walked in there, I had no knowledge of the company’s values. They hadn’t shared them anywhere, they weren’t on their website or on their Twitter feed. A limited number of people will ever walk into that boardroom - so by hiding their values away, are they missing a trick? I think so.

    I recently blogged about the importance of capturing and sharing your organisational culture (‘Capture your business culture while you can. Or you’ll lose it’). Because if you don’t grab hold of it, communicate it and share it, you risk it slipping through your fingers.

    The trouble is, some businesses struggle with the notion of aligning themselves too closely with a fixed set of values or culture. If they are adaptable, in a state of constant flux, they might not want to set it in stone, they may not want to make that kind of commitment.

    That’s understandable, but it doesn’t mean you can’t capture what makes your business tick. Tim Brown is CEO of the global design consultancy IDEO; for many years he too shied away from capturing his organisation’s values. Tim explains how he typically responded when clients asked about IDEO’s culture:

    “For 20 years, I did a lot of hand-waving and gave vague answers. Then, about a year ago, we decided we really should put our values in writing”.

    The result is ‘The Little Book of IDEO’. It’s not just authored by the CEO, it features contributions from others in the organisation. That gives it a plurality, a natural reflection of the different voices and attitudes that make up IDEO (You can see a slideshare of some it here).

    But you don’t need to be a global business to capture what makes you tick. Two years ago I sat in a cafe in Barcelona and cranked out a charter of twenty things that make me tick. There was no grand strategy, no preparation, no editing process, it was a straight brain dump. It doesn’t exist in a pretty book, it’s just handwritten in my notepad, but I still use it today (you can see the list here). It’s like my Little Book of Ian, a compass to help guide me.

    So whether it’s a smart book or a handwritten list of bullet points, get it down on paper. It will help you navigate where you’re heading. And if you share it with your clients and audience, they’ll know where you’re heading too.

  • Capture your business culture while you can. Or you’ll lose it.

    I’ve seen some interesting conversations around organisational culture recently.

    This week airbnb founder Brian Chesky shared his internal note ‘Don’t fuck up the culture’ on Medium. ‘Don’t fuck up the culture’ was the advice investor Peter Thiel had given airbnb. One of the reasons he invested in them was their culture, but he also warned once a business gets to a certain size, it’s inevitable they “fuck it up.” Chesky wrote:

    The culture is what creates the foundation for all future innovation. If you break the culture, you break the machine that creates your products”.

    Then Scott Berkun weighed in with this critique of Chesky, where he argues that most organisations ends up screwing up their culture:

    “There is a presumption among many executives that culture is an asset created and managed like technological resources, which is a mistake. Culture is emotional. ... It is hard to describe culture rationally or in the same easily measurable terms the business world operates on, which explains why so many attempts by business leaders to control and scale culture ultimately fail.

    Berkun is right; too often within organisations ‘culture’ is intangible. It’s there, everyone can sense it and recognise it, but if it’s not captured, how can it scale?

    Culture is important for every business, not just tech startups. It remains the reason why people work somewhere, and why clients choose a business. I’ve seen many businesses where people working there knew there was something special or distinctive, but they hadn’t stopped to identify it. And if you haven’t grabbed hold of it, labelled it, articulated it, then you risk losing it.

    Of course, your culture will change as you grow and hire new people; a 1,000 person business can’t retain the intimacy of a twenty person business. But I don’t agree culture doesn’t scale. Look at what Tony Hsieh did with Zappos: how he famously created a large organisation united by a common culture and spirit. Why did that work? Because Hsieh was clear at the outset about the values of the business; he instigated a Culture Book which fed back and captured what was special about working there, created by workers from every part of the organisation.

    Businesses fail at scaling culture because they don’t appreciate what they have in the first place. I worked with a small successful business that made that mistake. In their formative years they developed this great culture where everyone from the CEO down took full and collective responsibility for what happened in the business. Everyone answered the ‘phones; when a courier turned up anyone who happened to be around would sign for a package; people in finance and admin roles stayed close to the core of the business and ‘got’ what the business did, they knew who the clients were, so they could engage with them too. This created a really strong culture that came to define the organisation. 

    But as the business grew, it was decided that there needed to be more organisational structure. A mantra of ‘that’s not my job’ was encouraged to focus on individual responsibility, office walls went up, other people beyond the founders took responsibility for hiring. When it was small, the founders interviewed every hire; when other managers did the hiring, they chose people who could do the job, and not those who reflected the culture and unique spirit of the place.

    Departments became fragmented. The passion got diluted. You might put some of this down to symptoms of ‘growing pains’, but ultimately it lost its unique spirit because it hadn’t grabbed hold of it and realised how precious it was.  Because it lost its spirit internally, externally it also lost its special ingredient that clients had fallen in love with.

    So Thiel is right - don’t fuck up the culture. If you need it, get an outsider's help ( a professional outsider like me) to capture your culture; to make it less ethereal, more tangible. Once you have it nailed, use it as a compass to help navigate decisions across the business; from hiring new staff to setting up new premises. Your culture is such a huge asset, it mustn't be taken for granted.

    If you value it, you’d better capture it while you can.

  • What's the point? Figure out the value by playing around first.

    Finding a sandwich bar in a foreign city that offers gluten-free bread is rarely easy. But last week in Barcelona I found one.  And there was only one reason I’d found Conesa: foursquare.

    I have to admit - even as a user - I’d often questioned the value of the location-based app foursquare. When I went to SXSW in 2009, people were using it to find out where the parties were (alas I didn’t have a smartphone then, so I was out of the loop). In those early days of the app, it seemed like many of us were using it as bragging-tool, letting our Twitter followers know we'd just arrived at a trendy NYC bar or an upper class airline lounge (fortunately most of us disabled auto-sharing on Twitter long ago). Founder Dennis Crowley describes it as a service that ‘combines social networks, location awareness and game mechanics to encourage people to explore the world around them’. Which rings true, but still doesn’t nail the value for the user.

    So whilst there were many fellow foursquare users in my network, few of us could have nailed its value back in 2009/10. Some were hooked by the gamification element, delighting in unlocking the badges that came with more check-ins, checking their weekly score. Sometimes the obsession became antisocial: I remember several meetings where the other person spent the first 60 seconds fumbling in their laps to check in to their venue on their phones.

    I’m still on foursquare today, although I’m inconsistent in how I use it. I may check in at venues in London, but not at ones in my own neighbourhood. Sometimes I don’t want everyone to know where I am so I won’t check in at all. And if I’m working with a new client, I don’t think it’s my prerogative to announce that I’m at their offices unless I’ve cleared it with them first. So my foursquare data is not a full reflection of my movements.

    My experience has reminded me that the value of a product or service is not always instantaneous, you need to play around with it before you 'get it'. So all these years later, here’s my ROI from being on foursquare:

    1. A special restaurant finder. As I’m gluten-intolerant, it’s hard finding restaurants and cafes that cater for me in a city I don’t know. Traditional search engines throw up too much noise - search on ‘gluten free restaurant Barcelona’ in Google and there’s a lot of irrelevance . But try searching ‘gluten free’ (or better, ‘sin gluten’ in Spanish) on foursquare and the results are specific to user tips at actual venues.
    2. A recommendation engine. When you’re in a new city and check in at different types of places (cafes, bars, art galleries), foursquare connects the dots with other user’s behaviour. Recently on a trip to Amsterdam foursquare told me that others who liked the cafe I’d been to and the gallery I’d visited also liked a suggested bar, which I then tried. Unsurprisingly it was my kind of place. It knows my habits.
    3. A location-based connector. Sometimes others in my foursquare network have found themselves near me with time to spare, and got in touch saying they happen to be on the same street. I’ve had several unplanned meet-ups with people that way.


    So sometimes it takes time - and time to play - before you figure out the value of a digital product. Of course founders need to define the value of a service at launch, but once the product is out in the wild they also need to be brave enough to listen to their users about where the real value lies.

  • ‘The Future is Freelance’: the realities of the F word

    The entrepreneur and Financial Times columnist Luke Johnson wrote in yesterday’s FT that ‘The future is freelance - and that is healthy’ (you may need to register to view the article). He said the growth of self-employed and freelance workers will have important implications for our politics, culture and economy:


    “Their growing numbers stimulate free enterprise, innovation and wealth creation, and create a more adaptable country, better equipped to deal with the challenges of the modern global economy.”

     

    As a long-time freelancer - I took the leap in 2000 - I share Luke’s enthusiasm for this trend. But there are a lot of myths around freelance work. So in response to Luke’s piece, here is my take on the freelance economy:


    1. Freelancing is more than just an economic model, it’s a completely different way of life. The act of going freelance not only means we have to replace the pay cheque with finding clients and invoicing them. Going freelance is a conscious decision to choose a different path, a desire to be more independent, to be more authentic, to ditch the rules. It re-negotiates our relationship with that four letter word: ‘work’.
    2. Being freelance isn’t only about self-sufficiency, becoming an all-rounder. It requires a whole new mindset. Success isn’t about how good you are at completing your tax return or how adept you are at creating PowerPoint slides, it’s about your attitude - having an enterprising mindset to turn your talent, contacts and ideas into invoiceable work. It’s also about staying agile, being able to react rapidly to opportunities rather than stick to a three year plan. In that sense being freelance doesn’t carry all the usual entrepreneurial baggage.
    3. We’re not all capitalist by default. Luke argues that ‘every self­ employed citizen becomes a capitalist by default – which means a more economically literate population’. I’m all for economic literacy, but again it neglects the reason why many people choose the freelance life. It’s not about following the moral code of The Apprentice contestants, it’s a reaction against the mediocrity of corporate life. So we’re not trying to build versions of the businesses we just exited, and we’re not all motivated by wealth-generation. We may be more excited by the flexibility our new work life offers in going for a lunchtime cycle, than by sweating to earn the most money we can.
    4. Freelance interests still need protecting. Luke says that the self-employed are the opposite of public sector workers who are frequently union members. True, but as the number of freelance workers grows, so too have communities where freelancers can hang out and get support. Look at the emergence of The Freelancers Union in the US, founded to protect worker’s rights. You won’t be seeing any unionised strikes, but you might see more groups form around freelance interests.
    5. You’re not a failure if you don’t scale to become a start-up. Being freelance is not necessarily a step towards full entrepreneurship. Luke notes that whilst most freelancers never end up hiring staff, many entrepreneurs - including Bill Gates and Steve Jobs - started out as freelancers. True. But let’s be clear: it’s viable carving out a work life as a freelancer. You don’t have to scale to become a start-up entrepreneur. Freelance career trajectories are not always linear; in my fourteen years I have gone horizontal rather than vertical, crossing borders from one world to another, adding new strings to my bow, rather than build my expertise in one single, narrow area.


    I read Luke’s column yesterday morning, when I was using my local library as a workspace. As I cycled home at lunchtime to continue my working day, I happened to pass my father on the street. “Skiving?!” he joked, as he saw me. And that’s probably one of the biggest changes between traditional work practices (where my father spent his career) and being a freelancer in 2014: work is a mindset, not a place you go.


    [and if you’re interested in reading more, check out my post ‘Life after the leap. 14 lessons from 14 years freelance].

  • It’s 2014 but some brands and businesses are still getting it wrong on Twitter.

    Since I signed up to Twitter in 2008, I’ve spent a lot of time on the platform. It’s where I do my research, how I consume most of my news, where I share what I’m thinking, where I make connections with contacts.

    I’m particularly interested in how businesses and brands are using Twitter; as a business storyteller I advise clients on how to tell their story online and Twitter is a part of that picture.

    I’ve seen how businesses use Twitter: how some use the platform well and others use it badly. How some big service companies use it as an effective conduit for customer service, how consumers can use it to talkback (earlier this year I used Twitter to feedback to Essex Police who actually changed a practice as a result of my tweet). So I know what works.

    But I’m still surprised by how many businesses continue to miss a trick by under-utilising the platform. They think it’s enough to grab an account, get some followers, tweet out twice a day, and leave it at that. Below I’ve shared some ‘How to’s based on good and bad practice I’ve seen on Twitter in just the last week (you may think some of this advice is obvious in 2014, but some businesses are still not getting it right).

    How a business can raise its game on Twitter:

    1. Remember that it’s two-way.  Firstly, Twitter isn’t Facebook. People aren’t following your business because they ‘like’ you; it’s because they want to hear from you and engage with you. So make sure you’re equipped to handle two-way traffic.
    2. Twitter hours aren’t office hours. When do you most expect to go to a pizza restaurant? Probably at evenings and weekends. I tried to engage with Pizza Express recently. When are Pizza Express on Twitter? 9am-5pm Monday to Friday. I had to wait til Monday morning for a response. That doesn’t feel very 2014 (but once I found them, they were helpful).
    3. Make time for one-to-one conversations. If your Twitter account is just a stream of broadcast messages and you’re not having any direct conversations, you’re missing a trick. That’s hardly new advice, but still I see brands engaging in one-to-many communication, but missing out the one-to-one.
    4. Live within the constraints. The beauty of the platform is brevity. Nail your message in 140 characters. If you’re tweeting in a series-of-tweets (i.e. ‘this is 1 of a 2 part tweet’) you’re missing the point.
    5. Look through the user lens. One UK business magazine I follow likes to sends six news articles out one after the other. The result is I get a lot of noise in my feed. It says to me they haven’t bothered to stop to think how it looks for the user - it would be better to send them out across the morning, not all in one go.
    6. Be grown-up but have a personality. My award for best-practice on Twitter by a big company goes to my local train operator c2c Rail. They’re grown up, they’re serious, they provide an importance source of information about train times and delays but they also have a personality (and - when appropriate - a sense of humour). They engage in lots of one-to-one conversations, they’re helpful and they have a great tone of voice consistent seven days a week. They get it. 
    7. Be smart, don’t spam. The other day I tweeted that it was a sunny day in London and I’d decided to walk to my meetings. I got a tweet back from an app company telling me they could help me with my meetings. I asked ‘Why?’. I didn’t hear back. So I asked again. The company explained that they helped busy executives with their meetings. Again, I replied ‘how and why?’. I didn’t hear back from them. It wasn’t a very human-centric approach; they’d obviously searched for people tweeting about ‘meetings’ so they could sell me what they do. Two lessons here: 1) it was lazy. I wasn’t tweeting saying I couldn’t deal with my meetings or was stressed, I said I was enjoying walking to them; 2) when I did engage back, they failed to even communicate what they did or how they could help. Fail!


    And if you’re a business in need of help, give me a shout: @iansanders

  • Is it time to put corporate storytelling back on the shelf?

    Andrew Hill wrote a column in the FT earlier this week, ‘Corporate storytellers are best left on the shelf’, suggesting that now might be a good time ‘to put storytime back in the nursery’. So what’s the problem with corporate storytelling? Here is one of Andrew’s concerns:

    “...there is a risk that corporate storytellers start to believe their own stories. To make a business narrative stick, leaders have to repeat it, reinforcing the story for themselves. What starts as a way for chief executives to guide and motivate staff, investors, customers and boards, becomes a plot from which they cannot extricate themselves”.

    I agree that it becomes problematic when a business’s story gets divorced from reality; if a business leader’s story is bullshit, then it should be clearly filed in the category marked ‘Fiction’.

    But let’s not throw the baby out with the bathwater; a business needs its story. Not only as a marketing tool but also as a cultural touchstone to get an organisation aligned.

    So how to steer clear of creating works of fiction? Capturing and telling a business’s story should cut through the bullshit rather than create a new layer of it. Corporate storytelling is not about the Disneyfication of a business’s purpose, it’s not about mythmaking, it’s actually about holding up a mirror. When I work with client businesses I often spot a disconnect between what a business says it is, and what it really is. I’ve found that crafting an - authentic - story can help bridge that gap; and also cut through the marketing puff. Organisations change, but often they don’t update their stories - they tell the old story that’s not relevant anymore. Standing back, getting an outside perspective to help capture and craft the real story is a great way to bridge that disconnect. In my experience it’s hard to manufacture a story when you apply that external journalistic rigour to tell it like it is. A business’s story has to be sustainable, it has to be believable. If the story is bullshit, then someone will blow the whistle sooner rather than later.

    Of course there is a risk that ‘star’ entrepreneurs and business leaders generate myths which they then stick to no matter what, and it panders to their egos. As Andrew says, “To avoid becoming heroes in myths of their own creation, business leaders need to be honest and transparent – with others, but above all with themselves.”

    By telling its founder story in that honest way, a business becomes more open and more real. By telling its - true - story a business can emphasise its ‘why’, its purpose. A story gives a business the tools to compete in a crowded or abundant market. Businesses likes Zappos, TOMS Shoes, Hiut Denim and Rough Trade have achieved commercial success not only because they have a good product, but also because they have a good story.


    So let's not put storytelling on the shelf, instead let's just make the stories more accurate. If you stick to fact not fiction, if you get the help of outsiders who can make honest evaluations, and the business is sensible and honest enough to reframe when they need to, then a business’s story is still a powerful touchstone.

  • The importance of 'place' in driving productivity and creativity

    This week I took my 'office' (well, me) to Amsterdam. Here's a little video I shot on why we need to think more carefully about the importance of 'place' in our business and work lives.

  • Injecting curiosity into your career and work life

    Last week I was delighted to give a presentation on curiosity to the nice folk at Dentsu Aegis, as part of their Route 500 career development programme. At the end of my talk I got asked some smart questions, so I’m sharing them - along with my responses - below:

    1. Q. How do you avoid getting digitally distracted when you’re being curious on platforms like Twitter?Checking Twitter is a great route for exploring and learning, but you might want to avoid getting lost down online ‘rabbit holes’. It can be hard to strike the right balance. What I try is to ‘check in’ with myself every few minutes. Check in and ask: is what I’m doing right now valuable? What have I learned in the last ten minutes? If you’ve caught yourself out and find yourself watching some random video after getting distracted from an article you were reading, maybe it’s time to take a break.
    2. Q. Being curious requires you to ‘think like a kid’ and ask questions without fear of failure; but how does that work in a practical sense - what if you're not comfortable being so inquisitive?Sure, we’re not all extrovert enough to go round asking questions of everyone we meet. In my own experience, it’s about switching into the right mindset, where I give myself that ‘licence to be curious’ to start talking to shopkeepers or to strangers in coffee shops. I don’t walk around with that mindset all the time, it’s a behaviour I switch on when I feel like it (check out my post ‘Do talk to a stranger’ if you want to explore this further).
    3. Q. How do you differentiate between people in life who are genuinely curious and those who use the internet to be curious, who are perhaps ‘fraudulently’ curious? I don’t believe one version of curiosity is necessarily better than the other. Both approaches are valid. Sure, nothing beats deep-dive curiosity when you are learning about something new, but sometimes it’s necessary to take digital shortcuts. I gave my own example of going to South By South West. Nothing beats going to SXSW in person, sitting watching a panel, meeting new people face to face. But it’s not always practical to spend the time and money going to a big conference like that; sometimes it’s more convenient to be curious by following a hashtag rather than being there in person. And that’s fine.
    4. Q. Any tips if you’re feeling stale and not getting very curious?When your curiosity muscle seizes up, change your surroundings. I always find journeys very productive for exploring my curiosity and coming up with new ideas. So, if I don’t have any business trips coming up and I’m feeling stale, I go somewhere. I take a journey (see my post on the value of ‘inspiration trips’ if you’re interested in finding out more).
    5.  Q. How can we make an organisation more curious? My advice is to get the people in an organisation hanging out together; getting them communicating and interacting across different disciplines outside of their comfort zone. Socially as well as in the workplace, informally as well as formally. I’ve found it’s that cross-fertilisation of ideas and experiences that nurtures curiosity.
  • London-Austin for SXSW

    Today, hundreds of my fellow Brits are flying to Austin, Texas for this year's South By South West Interactive. It's a few years since I've been at SXSW; whilst I've heard grumbles that it's now got too big, there's no denying it continues to be a hugely influential festival. Whether you're a freelancer looking for inspiration, an executive looking to network, or an author, brand or product looking for a breakthrough moment, these few days in Austin, Texas remain THE annual place to be.

    This week British Airways launched its first London-Austin route, and published a special 'switched on guide' to both cities.  I've written a short piece about London's Silicon Roundabout and also profiled six tech startups. The magazine is available in the BA cabin - you can also check it out online here.

  • Balancing the purity of what you want to do, with the need to earn money

    Often in our careers and work lives, we think we have to make black or white, all-or-nothing, choices. We might dream of giving up the drudgery of a boring job to become an artist. But the reality is that success is not about transitioning from one to another, but instead balancing what we do for love with what we do for money. The designer and entrepreneur Paul Smith talked about this last week in a presentation at The Design Museum.

    When Paul started out in a tiny shop in Nottingham, it only opened two days a week. The shop was his dream but he knew it wouldn’t sustain an income five or six days a week. So he freelanced as a photographer and stylist. Paul explained that he spent the majority of the week doing whatever it took to earn money – all to keep the creative purity of his shop afloat.  

    “For the rest of the week I would make all the compromises that I had to, but for the two days a week, I was able to keep it completely pure, he said.

    Paul explained that this balancing act has been a constant through his life. In the Q&A afterwards a woman asked how he approached designing a new collection. Paul returned to his balancing act: how he needed to balance designs that would be commercially successful with the purity of his ideas that may be less commercially popular. Paul told us his jeans collection generated much more revenue than his mainline collection; he relied on the popularity of the jeans business to pay for his office and staff overheads. If he had one without the other it wouldn't work; but if you can get the balance between the two, then it becomes viable.

    Paul’s story interests me because most of us can relate to this tension between 'Love' and 'Money'. It’s true for freelancers as much as it is for small service businesses like creative agencies. Last year some of my best experiences were projects that had low revenue attached; alongside this I admit I had a couple of projects I did for the money. A portfolio of solely passion projects would not be commercially viable; a work life comprised only of commercially lucrative gigs might not satisfy me creatively. But as a mash-up it is viable (this was at the heart of my 2012 book 'Mash-Up!').

    Paul Smith is right. We’ll always have that tension between the purity of our dreams and our ‘bread and butter’ work. Rather than think of it as a battle of either/or, perhaps we should accept we need them both?