Category Archives: The Digital Age

But where’s the Jet Packs?

When I was a kid – programmes about the future always had Jet Packs. But Sunday’s Home of the Future programme didn’t have any – though it does reduce one family’s energy use by 40%.

Working with Amplified, Christian Payne (@documentally) and I were asked to see whether we could help to generate conversations and wider interactions around a TV show, and more particularly to see whether we could help to add more members to and raise awareness of an innovation challenge which is sponsored by E.On the giant energy services company. The challenge, E.ON Innovation is about finding new ideas to help the UK save energy. It’s based around a Channel 4 TV programme “Home Of The Future”.

Amplified is a Not-for-profit; a social business, we have a network of freelancers (me included) who use social media to ‘cover’ events aiming to enable and encourage community participation around events, conferences and public conversations.

We are independent. We do loads of events, mostly for Charities or 3rd sector organisations; sometimes for big public organisations; occasionally for big companies. Our experience with bigger organisations, especially public companies has varied. Bluntly, if it’s about PR spin and ‘control of the message’ then ‘we’re out’ (as they say…) if it’s about conversation, good intentions and opening up then we’ll have a go.

We did our due diligence. The opportunity came through a conversation between Roland Harwood and Steve Lawson of Amplified on Twitter – actually they were talking about Jazz, I think, and then the idea of Amplified helping with the E.ON Innovation project came up. Amplified has worked with Roland and his 100% Open business a number of times before and he helped with Amplified getting started while he was at NESTA. Christian pinged his various networks asking about E.ON – you can read his post about it. I got stuck in to the websites.

I spent time on the Home of the Future website, read the background on 100% Open’s involvement and spent more time on the E.ON Innovation website and I read the Terms and Conditions. The Ts&Cs were interesting (bet this is the first time you’ve read that!).

You can submit your ideas on the “Open ideas track” where they can be seen by the members of the site and they can be openly discussed and voted on – with obvious impact on any potential rights you may have – and you’re eligible for the prize. There’s also a “Private venture track” and the document says “Private submissions are suitable for those who wish to enter into a business relationship with E.ON. You won’t be eligible for a prize.” If you go this route – 100% Open becomes your Agent; you can sign them up to a confidentiality agreement and your idea doesn’t get seen by E.ON until both you and 100% Open agree. The site makes it clear that you need to think carefully and take independent advice. In other words, you need to be a grown up about this stuff!

I like this approach. It’s completely transparent. And the other thing is – there’s no shortage of ideas; getting them to turn into something tangible is the difficult bit. As early stage and Angel investors often say “Ideas are easy; execution is hard”. Sometimes, collaboration and involving others can be a way to move things on; and you always have the option not to share stuff. For well developed ideas or businesses that have an existing product or service then you can opt for the private track.

We agreed terms of reference for Amplified’s work; we’d Tweet, do a liveblog, have editorial independence and use the same protocols we have developed in our other work on events. We’d use our judgement. The liveblog would focus on the programme and we’d have conversations around it and the E.ON innovation ideas. Then we’d review it – see how it was and have a chat with 100% Open about it – which is what we’re doing this week.

It was an odd experience – but fun. Normally with Amplified we are at an event, working as a team and there’s a lot of interaction; side chats and banter. And we’re in the same physical space as the participants at an event. This time it was all online; and it was fast and furious. The time really flew by, I watched the programme with my family; hearing their comments and following the timeline on both hashtags and monitoring the liveblog. The show itself is very ‘wow gadget’ and a bit light on implications – it’s entertaining. The fact that they’ve reduced the family’s energy consumption by 40% even with 3 electric cars and all the gadgets is impressive. I watched it again on C4+1 as my lot went off to do other stuff. As I’d seen the programme once already, I had a bit more time to look at Twitter and see what other people were saying.

We talked about it over a family dinner. Someone had tweeted (Christian, I think?) that it’s when you see programmes like that and other people’s responses to it – you realise that not everyone is an early adopter! My kids thought that it was only a bit in the future – and we talked about how difficult it is to see what might happen. We all know that we have to look hard at ways to save energy.

We also talked about all those programmes when we were kids – Tomorrow’s World, Horizon; and that we were promised jet packs. We were certainly promised jet packs!

Here’s the Liveblog – let me know what you think, especially if you have views about Amplified’s involvement:

TurningPoint Newcastle

The Lean Startup

This event marks the publication of Eric Ries new book The Lean Startup as part of the LSE’s public lecture series.

“Most new businesses fail. But most of those failures are preventable. The Lean Startup is a new approach to business that’s being adopted around the world. It is changing the way companies are built and new products are launched. The Lean Startup is about learning what your customers really want. It’s about testing your vision continuously, adapting and adjusting before it’s too late. Now is the time to think Lean.”

I liveblogged the event – and here are my notes.

The Lean Startup

Eric Ries

Linda Hickman says the book has started a whole movement; there is some controversy about his thinking. Started as a software developer, founder of IMTU and on the board of startups and working with HBS.  The contentiousness of his approach is related to his reflective practice – it’s not about the ‘Great Man’.

Ground rules – don’t want anyone to be disconnected on his account. Use your mobiles.

Public policy-makers are keen on ‘entrepreneurialism’ – v exciting.

Startups are difficult and boring – and product improvement meetings don’t make good movies. The stuff that’s important is ‘too boring to be in the movies’.

A startup is a human institution designed to deliver a new product or service under conditions of extreme uncertainly.

“A startup is an experiment – can we build a sustainable organisation”.

  • Most startups fail
    • Some get bought – by big companies.
    1. Some enter the Land of the Living Dead

“We can build anything we can imagine”

Entrepreneurship is management. He blames Taylor – “In the past, the man was first. In the future, the system will be the first.” (1911). Fred Taylor’s scientific management gives the wrong signals – we needed more stuff; it was about building it; not thinking about whether is should be built.

We are dealing with ‘extreme uncertainty’
It’s about “The Pivot”

Pivoting is a core concept – a change in strategy; not a change it vision. Pivot sooner. Expands the runway without raising more money.

Achieving failure = successfully executing a bad plan.

Forecasting ad planning only works in a stable environment.

Which activities (from the perspective of the customer) add value and which don’t.

Pivot for him was throwing away 6 months worth of code development. But learning is the excuse to justify failure. “Learning is our most valuable asset” as entrepreneurs.

Validated learning is about how we achieve the learning with minimum effort. Need to minimise the total time through the loop. Build – measure – learn. The point of continuous deployment is implementing features very rapidly – but as experiments.  Need to make the “Minimum Viable Product”.

Innovation accounting. [Cites the Toyota Way]. Need to hold entrepreneurs accountable. Normally the metrics are ‘vanity metrics’.

“They can’t [VCs] tell whether you’re on the brink of success or whether you’ve spent the year ‘goofing off’.”

You need to:

  • Establish the baseline
  • Tune the engine
  • Pivot or persevere

“It’s better to have bad news that’s true than good news that’s made up”.

“When experiments reach diminishing returns; it’s time to Pivot”.

Questions

Q – re leadership of the business; why don’t you mention the directors?

A – masses of advice on that. It’s more about the process and the environment that they work in.

Q – re e-commerce; what does MVP look like?

A – inventory is about satisfying demand. Building up inventory in advance of a sale is not a good plan. Start with a very small number of early adopters. Apologies and take pre-orders.

Q – why should I listen to this – what have you built that’s successful?

A – argument by case study. The point of a framework is that it makes predictions – start with one concept and see what happens – make predictions and test. Do it for yourself and see what works.

Q – re scaling. How do you implement a MVP?

A – take one idea; try to get a competitor to steal it. ‘We should be so lucky!’. Big companies have plenty of ideas – but they can’t implement. If you can’t out iterate them – shame on you.

Q – stuff gets released that people don’t really want.

A – it’s about batch size. Think manufacturing. Apply it to software development. Cluster immune system.

Q – re Investors and their attitudes. How do they react?

A – Not easy to sell to investors. It’s difficult. We pivoted to a better product. A few of our investors understood what we were trying to do as a micro-scale experiment. And we knew what the inflection points were caused by. It’s a tough sell. “Don’t pitch the buzzwords – pick the results.”

‘There is zero penalty for shipping the MVP too early.”

Q – from a big company guy from an established brand. What are the challenges of getting big companies to change their ways’

A – The challenge is to get them to change the accountability. Start something that doesn’t need the corporate brand. Reverse the thinking – needs to come down from the top. Middle managers get paid to ‘make the quarter’ – and they kill innovation.

Q – What are you going to do next?

A – I have no idea. Something to do with the short term nature of public markets. Targets are part of the problem. We need a long term stock exchange. Needs full-on ecosystem reform.

B4RN – Broadband For The Rural North

Heading to Lancaster and the launch of “B4RN”  an innovative project in bringing FTTH to the people, by the people.  This from their site

The purpose of the project is to take a new approach to the ownership, financial and deployment models used traditionally, and still proposed by, telecommunications companies. These models invariably leave rural areas outside of the scope of economic viability for the telecoms companies, and have helped to create the Digital Divide between rural and urban Britain.

The event was packed – standing room only and a lively audience with lots and lots of questions.  It seemed surprising to some local people there that there were so many “foreigners” there.  As a Yorkshireman, based in Kent, I am foreign in so many ways!  One distinguished-looking lady kept asking “Why are they here? What are they doing here?”  and someone else said (and you can see it on video) “The eyes of the world are on you!”.

It was a great event – the various politicos; Mayors etc seemed impressed and quite surprised at the strong turn-out.  A notable (and worrying) absence of Lancaster Council officers and County Council people; and no one from BDUK (though I’m sure they would have been welcome!).  You may speculate why they were not there…

Here’s a video of the Mayor cutting the cake!

I made an Audioboo in the event space immediately after the formal presentations finished, trying to capture some of the excitement in the room.  You can hear it in the  embed below.

I also spent a bit of time with Barry Forde – and was keen to get his take on what ‘demand ‘ means.  I also wanted to understand the dynamics of this project.

And there was massive interest afterwards in looking at the network plan…..

Here’s a liveblog, which went live at 0912 on 15th December, catching tweets with the #b4rn hashtag. I tried my best to use it for the launch but poor connectivity defeated me.

INCA Seminar – Models for Next Generation Broadband

In collaboration with NYnet and Manchester Digital Development Agency
Sponsored by Fujitsu Telecom and the Nominet Trust

24th November 2011 Royal York Hotel, Station Parade, York, YO24 1AA

National Freelancers Day

The Freelance Lecture 2011

I covered this event for PCG and Amplified Networks (both Not For Profit organisations).  PCG is effectively a ‘trade association’ which speaks out for Freelancers.  This is the third year they have sponsored National Freelancers Day – and it seems to be getting bigger every year.  It was great fun and I learnt a lot. (Photo courtesy Benjamin Ellis)

I talked to a couple of the speakers after the event and made some audioboo.

Karen Stephenson was insightful and the way she spoke about how freelancers in organisations can ‘connect’ and innovate gave me a lot to think about.  She focused on the importance for freelancers of building ‘trust networks’ both inside client businesses and with other freelancers.

I also interviewed John Brazier – he’s the Managing Director of PCG and I spoke to him about how he sees the role of freelancers developing, and in particular, the descriptor; should it be “Freelance” or “Independent Professional”?

I like the term Freelance…

Working with Steve Lawson and Benjamin Ellis is always fun.  Benjamin ran round taking photos, Steve concentrated on generating conversations on Twittter about the event and I liveblogged using CoveritLive – incorporating Tweets from a number of hashtags.  It’s high pressure stuff – but a great buzz.  There was a lot of action on the #nfd23nov hashtag.  Here’s a report from Tweetreach:

Here’s the liveblog:

#Occupy – What do they want?

A “First Wednesday” Event at the Frontline Club, London.

To watch in a pop-up window – Click Here

Review of the meeting made immediately it finished:

Phone hacking – ethics and tabloid journalism

At the Frontline Club for this event.  More info here: Ethics and Journalism

From the Frontline Club site:

“Chaired by Channel 4 News presenter Jon Snow.

With:
David Banks, former editor of the Daily Mirror and editorial director of Mirror Group Newspapers. Worked in London, New York and Sydney over a thirteen-year career with Rupert Murdoch’s News Corp during which he edited two papers in Australia. Now a columnist and regular broadcaster.

Jane Martinson, women’s editor of the Guardian and former media editor;

Martin Moore, director of the Media Standards Trust, an independent charity that looks for ways to foster high standards in news and a founder of the Hacked Off campaign;

Toby Young, freelance journalist and associate editor of The Spectator, where he writes a weekly column. He also blogs for the Daily Telegraph and is the author of  How to Lose Friends & Alienate People and The Sound of No Hands Clapping.”

I’m liveblogging using coveritlive.

Watch live streaming video from frontlineclub at livestream.com

“Social Networks for Business Advantage”

I spoke at the Communications Managers’ Association conference “Communications –  the Key UK Growth Accelerator” on March 9th; I had a 10 minute plenary slot.  The CMA is a trade association whose members are responsible for about £15bn of spending on IT/Comms. I’ve written up the notes I used for the talk and they follow.

I said I was ‘the light relief before coffee’  – talking about ‘Social Networking for Business Advantage’.  Two global brands and an ex Ofcom senior person spoke before I did.

I started by saying – of course, this audience will probably regard Social Networking  as “all that fluffy stuff your marketing and PR people may be waffling on about” – the audience’s body language said as much!  “Oh and a few geeks might be going on about it as well.”  You can just make them all go away; but it’s coming to something when the marketing and PR people  and your geeks are on the same side!  Might be worth thinking about a bit.

The question is, can we gain Business Advantage from Social Networking?  My approach was to talk about three things which make it important for me, and which might be useful in thinking further; it’s about

  • Being entrepreneurial; and taking a bit of risk in a new area
  • Avoiding being caught in the hype – but don’t let your predjudices (people Tweeting about what they had for breakfast for example) drive your behaviours
  • Being prepared to have a go at it  – for yourself; to see how it might work (or not!)

Being Entrepreneurial

I was described as “Entrepreneur” in the programme and I joked that the conference organisers had looked at my bio and thought “No idea what he does – just put Entrepreneur – he won’t mind”. You’ll also note that that they didn’t put “wildly successful and influential” in front of “Entrepreneur”.  Nor did they put “failed”.  I’m working on the former – and have had a bit of the latter (but not too much).

I set up on my own in late 2002 – and I now do lots of things.  Consulting with Complexity Partners where I work with Thias Martin and Neil Gregory and a network of other business partners.   I’m on the Board of CBN (a Coop) and Aquafuel Research Limited (a venture capital backed technology business).  I work closely with Amplified Networks (a not for profit) at the cutting edge of the use of social media and collaborative working.

I use Social Networks to sustain meaningful conversations with customers, stakeholders and business partners.  I’m actively using technology to generate realtime and near-realtime content using widely available technology; mostly for C4CC and Amplified.

Over the past 6 years or so, Social Networks have become an integral part of the way I do business.

One of Complexity Partners’ major projects is the Centre for Creative Collaboration (“C4CC”).  C4CC is a joint venture between the University of London, Goldsmiths, Central School of Speech and Drama and Complexity.  C4CC exists to support collaborations that can deliver both economic impact and public value.

The hypothesis is that by focusing the development of Creative Industry businesses – most of them SMEs (as one of the key outcomes of the work at C4CC), we can make rapid and meaningful economic impacts.  These businesses can grow faster (and fail faster!) and offer the potential for employment growth over and above that of “traditional” STEM based businesses.

As part of this, the management of the Social and other networks around C4CC is an integral part of the design.  We actively manage the Physical, Virtual and Social ‘spaces’.  We have a Social Artist in Residence.  We host London’s Leading Social Media Cafe (aka the “Tuttle Club”) and a number of other business, cultural and artistic and performance networks.  And we do this for reasons of ‘Business Advantage’.

The power of the approach I describe is that it brings the kind of people we want to work with into the space.  And we invite them in on their terms – not ours.  And it’s working.

Avoiding the hype

I warned earlier about not being caught in the hype; a collection of anecdotes (sometimes called ‘”case studies”) does not deliver actionable data.  However in using Social Networks we can both set sensible metrics and track them.  So, in the case of C4CC what are the data for our first 12 months of operation?:

  • Collaborative projects; target set 20; actually achieved 80
  • People involved in projects and events; target set 200; actually achieved 2,100

And we were told “There’s no demand” for this kind of neutral collaboration space combined with high quality support and facilitation services.   We also have 4 start-up businesses (2 emerging from projects at C4CC and 2 we have brought in from outside).

Being prepared to have a go

Over the past 12 months or so, interest in Social Networks from businesses has grown and seems to have accelerated over the past 6 months.  Much of the action has so far been in the B2C area with ‘Big Brands’ using Social Networks to promote themselves and communicate.

And there is massive potential in B2B and also in internal communications; Enterprise versions of Social Media tools for example.  But to capture the value in this, it’s necessary to ‘have a go’ and not leave it to the PRs and the geeks.

Recently I was at a Round Table discussion of the use of Social Networks by business; a scattering of Fortune 500 companies, technology companies; a mixture of operational people, public affairs people and consultants.  All discussing the impact of Social Networks on business; and one of the participants,  a very senior corporate public  affairs person said “The Genie is out of the bottle – it’s just that the “C-Suite” hasn’t accepted it yet”.

So the best thing to do – is have a go.  And remember, this is what we wanted – pervasive, ubiquitous, accessible IT/Comms technology.  Deeply embedded in our lives  and businesses.  So we have to deal with it by getting involved.