We are continuing here with the evaluation of John Biggs' article on the impact of digital technology on the Publishing Industry.
Amazon, Borders, and Barnes & Noble all offer self-publishing to their customers. Biggs calls it the vanity press. We in the industry have seen an incredible growth in this area in just the last year. This is now possible for under $100. An ISBN number is provided, as are royalties on titles sold through the store.
Amazon will do it for 30% on each book. Not a bad offer, particularly if the author doesn't expect much in the way of sales. I guess that's where the vanity press comes from.
Some best-selling authors have abandoned the book entirely in favor of digital distribution. They liken printed paper books to vinyl records. They have my attention; that's a scary thought!
Seth Godin is one author who's taken it to the extreme. He distinguishes publishing from printing. Publishing, he says, is all about taking the financial risk, and finding the readers to buy their book. He maintains that the Internet makes it far easier to find and keep readers, making the Publishers less valuable.
Content Aggregation is something I've made a big deal of, probably more than most in our marketplace. Interestingly enough, the Director of Product Management at Google, Ying Wang (no, I didn't make that up) insists that Google is not a traditional publisher, but an aggregator.
All of this is quite remarkable. I have gained new respect for Mr. Biggs. But the upside is that now we can read our book almost anywhere, even on our computer. And, to those who don't have the resources like many of us, loving to read & learn, and building a personal library, will be within the reach of most.
Those of us, who have been blessed working in this market for so long, will be fine - as long as we embrace the challenges and find the positives in it.
Tuesday, November 30, 2010
Publishers & the Digital Print Revolution
An article was recently written by John Biggs, regarding the effect of E-Readers on the Publishing industry. This was rather unique to start with, because John has quite an Internet presence on topics from humor to technology. He is the former editor-in-chief of Gizmodo.com.
What added to this unlikely course of events was that the article caught my wife's eye (I guess that means she pays attention to what I do) in the Delta Sky Magazine on a return flight from Minneapolis. Not exactly where I spend my time keeping up with the Book & Print Industry!
Nevertheless, John also writes for the New York Times & Popular Science, among others, and does his homework. Actually, he's quite an inspiration to me: if he can do it, why not me?
Let's get to the article. He gives a nice rundown of the different Readers available, from the Kindle to the Nook, with the iPad, Kobo, Libre, and Sony in between. His point is that while the end is probably not at hand, this technology is changing the way we publish, distribute, and read the written word. And do not limit this to only books; newspapers, magazines, & other content is impacted as well.
We who are involved know this, but have we truly internalized & accepted it? What are we doing within our own organizations to complement (not fight) it?
He makes another simple but startling point: Publishers have figured this out, that paper cannot compete, period. If they have figured it out, what does this mean for we who not only print, but repurpose, distribute, and store (hopefully) their content?
The business model is taking advantage of no (or little) distribution cost. But the real value-added is in the enhancements they're now adding like animation, video, and audio. They are providing apps for PCs & Macs as well as smart phones.
In the interest of space & time, I will finish this article in mine following.
What added to this unlikely course of events was that the article caught my wife's eye (I guess that means she pays attention to what I do) in the Delta Sky Magazine on a return flight from Minneapolis. Not exactly where I spend my time keeping up with the Book & Print Industry!
Nevertheless, John also writes for the New York Times & Popular Science, among others, and does his homework. Actually, he's quite an inspiration to me: if he can do it, why not me?
Let's get to the article. He gives a nice rundown of the different Readers available, from the Kindle to the Nook, with the iPad, Kobo, Libre, and Sony in between. His point is that while the end is probably not at hand, this technology is changing the way we publish, distribute, and read the written word. And do not limit this to only books; newspapers, magazines, & other content is impacted as well.
We who are involved know this, but have we truly internalized & accepted it? What are we doing within our own organizations to complement (not fight) it?
He makes another simple but startling point: Publishers have figured this out, that paper cannot compete, period. If they have figured it out, what does this mean for we who not only print, but repurpose, distribute, and store (hopefully) their content?
The business model is taking advantage of no (or little) distribution cost. But the real value-added is in the enhancements they're now adding like animation, video, and audio. They are providing apps for PCs & Macs as well as smart phones.
In the interest of space & time, I will finish this article in mine following.
Saturday, November 27, 2010
Interviewing for "The Book"
Gathering data & interviewing H/R Managers, middle managers, and President/Owners has been most fruitful. My purpose is to determine what exactly is going on in the trenches of the best companies. In this manner, I will not make the same mistakes Samuel Culbert made in his book, "Get Rid of the Performance Review".
Not only will I be accurate, factual, and unemotional, I will be able to document what I say while helping others to understand the "why".
To prepare the approach, as well as assist those willing to be interviewed, I made a list of questions, which also ensures that nothing is missed in the intensity of the interview itself. Starting in this way also allows me to stress confidentiality for them, their people, and the company itself.
Here's the list:
Questions for Book interview 11/10
Confidentiality – Whatever you share will be “scrubbed” taking persons, places, and companies’ identity out. You will be given full recognition to the extent you approve. You will also approve, before publishing, any & all manuscripts. This is being recorded with your full knowledge and approval.
Tell me about your background in management and H/R.
How do you get the most out of your people?
How do you help them find satisfaction in what they do?
Is their happiness important to their performance? How do you help them find it?
Can you give me a story regarding the above?
How would you characterize your management style? Why are you in that certain mold?
How does the Performance Review (PR) fit in?
What is most troubling to you about using the PR? Can you illustrate with a story?
Would you stop using it (the PR) if you could? Why?
How would you replace it?
If you had the power, what would you change about it?
What do you especially like about it?
If you had the power, how would you best make use of (this) these thing(s)?
How does the manager rating the employee help or hinder the process? Example?
What would you change about how the rating manager administers the PR? Why?
Talk about top management’s involvement. How does it affect the PR? Example?
Would you like to see change in your boss’s support, or lack thereof, of the PR?
Do you believe that H/R Managers as a profession support the PR? Why or why not?
What else would you like to say that hasn't been asked? Thanks so much.
Not only will I be accurate, factual, and unemotional, I will be able to document what I say while helping others to understand the "why".
To prepare the approach, as well as assist those willing to be interviewed, I made a list of questions, which also ensures that nothing is missed in the intensity of the interview itself. Starting in this way also allows me to stress confidentiality for them, their people, and the company itself.
Here's the list:
Questions for Book interview 11/10
Confidentiality – Whatever you share will be “scrubbed” taking persons, places, and companies’ identity out. You will be given full recognition to the extent you approve. You will also approve, before publishing, any & all manuscripts. This is being recorded with your full knowledge and approval.
Tell me about your background in management and H/R.
How do you get the most out of your people?
How do you help them find satisfaction in what they do?
Is their happiness important to their performance? How do you help them find it?
Can you give me a story regarding the above?
How would you characterize your management style? Why are you in that certain mold?
How does the Performance Review (PR) fit in?
What is most troubling to you about using the PR? Can you illustrate with a story?
Would you stop using it (the PR) if you could? Why?
How would you replace it?
If you had the power, what would you change about it?
What do you especially like about it?
If you had the power, how would you best make use of (this) these thing(s)?
How does the manager rating the employee help or hinder the process? Example?
What would you change about how the rating manager administers the PR? Why?
Talk about top management’s involvement. How does it affect the PR? Example?
Would you like to see change in your boss’s support, or lack thereof, of the PR?
Do you believe that H/R Managers as a profession support the PR? Why or why not?
What else would you like to say that hasn't been asked? Thanks so much.
The Consultant's Responsibility in Project Implementation
Previously, we looked at how to effectively implement a project undertaken by a consultant to foster desired change within the organization. And we focused on the responsibilities of Top Management. In this article, we will concentrate on how the consultant should assist in the process.
Assuming that the proper time has been spent interviewing and observing the appropriate areas, gathering data, and evaluating all, the findings are given to top management. With approval, the time is at hand to implement the agreed upon changes. What might the consultant do to facilitate and energize this process?
1) The consultant must work closely with the President, keeping her/him briefed on successes, challenges, & setbacks. There should be no surprises here.
2) The consultant must not have an agenda. First of all, it is not the consultant's company. It is also not his role to force or even steer the changes. Rather, he/she should facilitate and help the company DISCOVER its way.
3) The consultant must be discreet & trustworthy. Confidences should not be betrayed; rather, the findings should be "scrubbed" for anonymity. If one wants honest answers, there cannot be a consequence associated with truth telling.
4) The consultant must be capable of "Fierce Conversations". Communication must be truthful, uncomplicated, & caring. It's direct & to the point, but professional.
5) Value must be given for the cost to the customer. Not only should the desired results be attained, they should be commensurate with the billings. This means taking into consideration the size & resources of the organization, and balancing it with the task to be done. Look at revenue generated, short & long term with the cost.
6) Results should be given in writing, with a complete review of services rendered versus the cost. Furthermore, this should be given face to face with at least the President. In larger companies, it may be given to the Board. This is also an opportunity to discuss what else, if anything, needs to be studied.
With everyone, meaning employee, top management, and the consultant, following these guidelines, success will be that much closer for all.
Assuming that the proper time has been spent interviewing and observing the appropriate areas, gathering data, and evaluating all, the findings are given to top management. With approval, the time is at hand to implement the agreed upon changes. What might the consultant do to facilitate and energize this process?
1) The consultant must work closely with the President, keeping her/him briefed on successes, challenges, & setbacks. There should be no surprises here.
2) The consultant must not have an agenda. First of all, it is not the consultant's company. It is also not his role to force or even steer the changes. Rather, he/she should facilitate and help the company DISCOVER its way.
3) The consultant must be discreet & trustworthy. Confidences should not be betrayed; rather, the findings should be "scrubbed" for anonymity. If one wants honest answers, there cannot be a consequence associated with truth telling.
4) The consultant must be capable of "Fierce Conversations". Communication must be truthful, uncomplicated, & caring. It's direct & to the point, but professional.
5) Value must be given for the cost to the customer. Not only should the desired results be attained, they should be commensurate with the billings. This means taking into consideration the size & resources of the organization, and balancing it with the task to be done. Look at revenue generated, short & long term with the cost.
6) Results should be given in writing, with a complete review of services rendered versus the cost. Furthermore, this should be given face to face with at least the President. In larger companies, it may be given to the Board. This is also an opportunity to discuss what else, if anything, needs to be studied.
With everyone, meaning employee, top management, and the consultant, following these guidelines, success will be that much closer for all.
Thursday, November 4, 2010
The Importance of Implementation
We consultants make quite a big deal of interviewing people, gathering facts, and evaluating the data. Where we sometimes can be lacking is in explaining how we can actually help in stimulating the necessary change.
This implementation is critical to ensuring that you realize & gain the value you pay for in the project. Because implementation is a PROCESS, like most good things, let's take a look at it here in some depth.
Another way to look at it is to ask what results are we wanting/needing, and what do we have to do to attain them. Let's make a list:
1) Embrace the change. The irony here is that we sometimes are fearful of the very outcome that we need and want. Questions pop up like; Will I be found lacking? Will my people be angry, or rebel? Will the recommendations create stress? Will the company grow from it? Talk through these thoughts with your management team. Changing the status-quo means taking a risk, but there is so much more to be gained than lost.
2) Be a confident leader. The way we carry ourselves will be contagious. Be available, communicate in an honest & straight forward manner, and answer questions head on.
3) Listen to your people. If you have assembled the right team, the answer lies within the room. Treat your employees accordingly and they will rise to the occasion, and be a part of the solution.
4) Give the project your commitment from the top, time-wise, & financially, Nothing can doom a change more than top management apathy. And if the change has merit, it should be adequately funded. Otherwise, only lip service is being paid.
5) Be willing to make sacrifices yourself. Nothing is better received from your rank and file than a president who's willing to work harder, be paid less money, or agrees to support a decision he/she is against.
These are all things you can do in the company leadership role to imporve the implementation process. We'll discuss the responsibilities of the consultant next.
This implementation is critical to ensuring that you realize & gain the value you pay for in the project. Because implementation is a PROCESS, like most good things, let's take a look at it here in some depth.
Another way to look at it is to ask what results are we wanting/needing, and what do we have to do to attain them. Let's make a list:
1) Embrace the change. The irony here is that we sometimes are fearful of the very outcome that we need and want. Questions pop up like; Will I be found lacking? Will my people be angry, or rebel? Will the recommendations create stress? Will the company grow from it? Talk through these thoughts with your management team. Changing the status-quo means taking a risk, but there is so much more to be gained than lost.
2) Be a confident leader. The way we carry ourselves will be contagious. Be available, communicate in an honest & straight forward manner, and answer questions head on.
3) Listen to your people. If you have assembled the right team, the answer lies within the room. Treat your employees accordingly and they will rise to the occasion, and be a part of the solution.
4) Give the project your commitment from the top, time-wise, & financially, Nothing can doom a change more than top management apathy. And if the change has merit, it should be adequately funded. Otherwise, only lip service is being paid.
5) Be willing to make sacrifices yourself. Nothing is better received from your rank and file than a president who's willing to work harder, be paid less money, or agrees to support a decision he/she is against.
These are all things you can do in the company leadership role to imporve the implementation process. We'll discuss the responsibilities of the consultant next.
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