business advice | Paul Wallbank - Brilliant Communications

What do we call the long term?

Yesterday Optus launched their revamped business services under the banner of Optus Vision.

As part of the launch, the telecommunications company released their Future Of Business report complied by Deloitte Access Economics.

In discussing the details, economist Ric Simes of Deloitte Access made some observations on what drives businesses in adopting digital technologies. Ric broke it down into management time horizons.

Short term: Economic uncertainty is no excuse for ignoring digital strategies.

Medium term: Companies start using digital technologies for competitive advantages.

Long term: Structural change disrupts industries.

On asking Ric what his definitions of short, medium and long terms are, he said “1-2 years”, “3 to 5” and “beyond five years”.

The interesting thing with this is that for most industries the long term has arrived, in fact it’s been with us for a decade. It’s just many managers and investors haven’t noticed.

John Maynard Keynes once said, “in the long run we are all dead.”

For some industries that long term disruption has happened and their business models have died – it’s just that managers haven’t noticed they are dead.

You’re doing it wrong

Earlier this week Smartcompany released the results of their 2012 business technology survey. One of the things that stood out was less than 30% of businesses are happy with their online results.

Almost certainly this is because most businesses diving into social media are doing it for marketing or advertising reasons – so they expect to make sales shortly after they start posting updates.

While social media can be a good marketing tool, it’s almost always time intensive and often it doesn’t work at all.

For most businesses social media is much more useful as a market intelligence tool or a communications channel.

Talking to your customers and helping them with their problems is probably the thing social media does best.

While it can be argued that good customer support is the best way to build a brand and market a business, that’s a major change in thinking for many organisations.

If you think social media is all about marketing – or customer support isn’t about your business brand – then you’re doing it wrong.

The View From The Cloud

I’m presenting View From The Cloud this afternoon where we look at the results of SmartCompany’s technology in business survey.

The results are interesting, with nearly half the respondents saying they don’t use any cloud services.

Almost certainly, those respondents are wrong – they don’t realise many of the things they do on the web are cloud based. The 9% who nominated “they don’t know” are closer to the truth.

Those “unknown unknowns” are the big challenge for business managers and owners – those who think cloud computing isn’t being used in their organisations don’t know what their staff are up to with their laptops and smartphones.

Of those who are knowingly using cloud computing services, over two-thirds said they did so for the flexibility while just under a half appreciated the cloud services’ ability to grow with their business.

An encouraging aspect of the survey is how only a quarter of the respondents nominated price as being the reason for adopting cloud services.

This is an aspect of selling cloud computing services that has worried me for a while, that companies are commoditising their market by giving away free – or insanely – cheap services.

As always, price doesn’t drive the good customers and this survey illustrates that. Provide a good service at reasonable price points and the customers will come.

Business respondents also illustrated a mature attitude towards risks with cloud service with 61% concerned about data safety and half of that number worried about access issues.

An interesting part of the threat response was that 17% had other concerns about cloud technologies – including being tied to one vendor.

This is an interesting attitude which indicates people don’t understand the degree of vendor lock in that already exists in the computer world and why the majority of businesses are using Windows computers running Microsoft Word. If anything, cloud services are far more open than boxed software.

Vendor lock in though is a real concern and something that all cloud computing users should check before they, or their business, becomes too dependent on any one software package, consultant or online application.

Overall, the SmartCompany business technology survey is an interesting snapshot of where business is today with emerging trends and services. Join us at 12.30 to discuss the results.

Now Facebook’s challenges really begin

The long awaited float yesterday of social media service Facebook was a triumph for the business’ founder Mark Zuckerberg, his management team and advisors.

A market valuation of 100 billion dollars for a business started less than ten years ago is an impressive achievement and that sum now presents massive challenges for management who have to deliver on what investors believe the service is capable of.

At US$38 a share, Facebook is valued at 76 times its projected 2012 earnings of 50 cents a share, and nearly twenty times its expected revenues of US$5 billion. This compares to Google which trades at less than 15 times its 2012 profit estimate and six times revenue.

For Facebook to match Google’s value, the social media service is going to have to start making serious money beyond they can from charging egoists and corporations $2 a time for featured posts.

Google’s success was in moving out of their walled garden, had Google focused on advertising just on their own search pages the company would be earning a fraction of the billions they now make every quarter.

It’s difficult to see how Facebook can move off their platform into other sites and with users moving to mobile, the company will find itself even more constrained by Google and Apple who want to control access to their devices.

A more obvious course for Facebook is to maximise income from the massive data base of likes, preferences, relationships and opinions they have amassed from their users. How they do this will probably be the biggest challenge to Facebook’s management.

In monetizing their database, Facebook will push the limits of the law, tolerance of privacy advocates and possibly the patience of their user base. This is going to test a company that has in the past been slow to respond to public concerns.

Another challenge is perception – with such a massive valuation, Facebook is going to attract critics regardless of what they do.

A good example of this is the number of people criticising the float for not ‘popping’ on the stock market debut. At the end of the first day’s trading the stock had only gone up 0.6% and some in the media claimed this showed the IPO wasn’t the successful.

The idea a successful IPO is one that soars on the first day of trading is a naive view from a 1980s mindset. The idea was born out of the privatisation of British and Australian utilities in the 1980s and 90s where taxpayers were seduced by the idea of “free money” in exchange for selling community assets cheaply.

A ‘stag profit’ from a share that soars on its public float is theft from the existing shareholders and a transfer of wealth to insiders and their advisors.

Silicon Valley venture capitalists and startup founders aren’t dumb and have never fallen for that trick – investors pay dearly for stock in their ventures.

While no-one would call Mark Zuckerberg and his management team dumb they have a big job ahead of them finding revenue sources to justify the $100 billion market valuation. It’s going to be an interesting ride.

Eroding business silos

During our ABC radio discussion on politics and social media with Jeff Jarvis, we inevitably came around to the issue of sharing information.

We’ve covered the risks of personal sharing extensively and Jeff’s view is that our perceptions of privacy are evolving as we explore what is acceptable or tolerable in an information rich world.

Overlooked in this discussion is just how important sharing is for businesses – particularly in breaking down silos within an organisation.

As organisations grow, silos develop as various groups or departments grow to address specific functions. It’s a natural process.

However silos can damage businesses as valuable business knowledge is kept within the group rather than shared with the entire organisation.

This is the opportunity we see now in the various cloud computing, social media and big data tools that have developed to help people, gather, curate and share information.

Today there is no excuse for critical customer information sitting in the call centre logs not being available to marketing, sales or management teams. That is just one example of thousands.

Over time we’ll see businesses owners and managers develop the skills and tools to use data more effectively. This is already happening as many IT people move from Information Technology to Knowledge Management.

Business silos won’t ever be fully eliminated; in many ways they are necessary as you can’t expect the company accountant to know everything the customer service or sales staff do.

Those businesses who are successful will be those who overcome internal politics and resist the managerial urge to build little empires, information is too important to be hoarded by middle management princelings.

In the 19th Century power came in the form of steam engines, today it comes in knowledge. How well are you harnessing the power in your business?

Category: business advice

What do we call the long term?

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