SEARCH - ABOUT - BEST SELLERS - BLOG - CONTACT - CUSTOM ORDERS - HELP - NEWSLETTER
Business Books & Great Ideas
My Account - Order History - Shopping Cart - Log In

February 15, 2013

Jack Covert Selects – Creating Room to Read

Filed under: Book Reviews,Entrepreneurship,General Business,Jack Covert Selects — Tags: Creating, good, Literacy, nonprofit, Read, RoomToRead, Wood — Sally @ 10:34 am
Tweet

Creating Room to Read: A Story of Hope in the Battle for Global Literacy by John Wood, Viking Books, 320 pages, $27.95, Hardcover, February 2013, ISBN 9780670025985

Some of us have a hard time turning our desire to “do good” into real action, which is why the option to donate to foundations active in doing good is so beneficial. This same desire to do good is what makes reading John Wood’s new book, Creating Room to Read, energizing. The former Microsoft executive has created a nonprofit with true impact, which at the same time provides a model for other do-gooders who want to do more than simply donate money.

Wood introduces Creating Room to Read with a summary of the circumstances—a “perfect storm” of sorts—that enabled and motivated him to launch Room to Read: supportive parents, an impressive career as an executive in one of the world’s largest software companies, and an epiphany after witnessing an almost total lack of fundamental literary tools at a Nepalese school. With Room to Read, Wood’s audacious goal is to give children worldwide access to literacy.

There is no single factor that Wood points to in accounting for the incredible growth and success of Room to Read, but there’s a recurring theme throughout his book, and it extends to the people that he’s hired: “ … most of them have been what I call GSD people. I lifted one of Room to Read’s early directives from my old boss Steve Ballmer: ‘Get sh** [sic] done!’” This modus operandi has proven so effective that Room to Read doubled their staff size in twelve months.

Wood also introduces a companion concept to GSD when he shares one of his ten laws of fund-raising: “No Money = No Mission.” Maybe the story of Room to Read is so exciting because it marries the benevolent nature of a non-profit with the intensely ambitious goal of the organization. For example, Wood’s chapter titled “The War on Overhead” reveals his organization to have the same scrappy countenance that you’d expect to find in well-organized and super-lean startups. Room to Read is run like a business, not like a charity—a word banished from organizational language.

The non-profit path is not for all, and the pool shallows dramatically when you introduce globe trekking to low-traffic regions in which the odds are poor of finding well-run schools. But when an organization can so completely break the mold of the traditional non-profit and see such quick and undeniable success, there are universal insights to be learned. Because of that, Creating Room to Read for do-gooders and profiteers alike.

Comments Off

January 22, 2013

Unconscious Branding

Filed under: Blog,General Business,Marketing — Michael @ 7:30 am
Tweet

Ask the customer what she wants; certainly this tactic is not unheard of. Companies do this constantly with focus groups, usability testing, et cetera. The general idea is that through a series of tests, we can better identify what our customer wants, and by extension what our customer will buy. But there is a certain risk involved in asking someone what he wants: perhaps what he wants is not something visible to his conscious self. This is exactly what Douglas Van Praet suggests in his new book, Unconscious Branding. The argument he makes, in his own words:

The quantitative copy tests, concept tests, and advertising tracking studies that make up the majority of [...] evaluative research only skim the surface. They fail to recognize and understand the underlying unconscious causes that often evade awareness.

Unconscious Branding is Douglas Van Praet’s bid for marketers to rethink their audience—their identities, desires, and feelings. Chapter 2, titled “Humans, Not Consumers”, helps to lay the groundwork for the book’s argument. Van Praet says that the tag ‘consumer’ dehumanizes a person or group, turning a complex person into an oversimplified lump of statistics. This perspective, he says, “strips them of their humanity and diminishes empathy.” The humane approach to your potential customer requires thinking about more than simply whether she’s going to buy your product. As Van Praet says, “The goal of most humans is to satisfy their own needs and drives, not to consume your product.” Perhaps thinking about our customers as people, rather than targets, can help to create stronger, more meaningful relationships with them.

Once we’ve started thinking about people—human beings—instead of ‘consumers’, we’ve opened the door to a different approach to branding and marketing. Van Praet cites Richard Dawkins’ The Selfish Gene and his now ubiquitous neologism ‘meme’ to explain the relationship between humans’ six key “unconscious biological drives”—survival, safety, security, sustenance, sex, and status—and behavior. We now are privy to research that demonstrates that human sensation (e.g. when we see an advertisement) triggers feeling first, and rational thought soon after.

So what do we do with this new understanding of how people react to our marketing efforts? In some sense this is knowledge we’ve had for decades—things like sex and status have been central to many large corporate campaigns. A focus on biological drive has been and will continue to be an effective way to connect with individuals we want to market and sell to. Van Praet, however, has taken the emphasis on these underlying motivations and now suggests a seven step system for curating our marketing to these drives. Van Praet explains this system in good detail throughout Unconscious Branding, but a very simple reduction is this: get attention, get emotional buy in, satisfy the critical mind, and take action.

Comments (3)

December 18, 2012

The Elite Eight: Our Picks for the Top Business Books of 2012

Filed under: Book Awards,Entrepreneurship,Finance and Economics,General Business,General Management,Innovation,Leadership,Marketing,Personal Development,Sales,Small Business — Tags: 2012, awards, best, books, Business, list — Sally @ 12:40 pm
Tweet

In anticipation of announcing the winner of the 2012 800-CEO-READ Business Book of the Year tomorrow, here’s a recap of the category winners. Click on the links below to read more about these top books of 2012.

Which book is *your* pick for the top book of the year?

~General Business: PRIVATE EMPIRE | Steve Coll
~Leadership: THE COMMITMENT ENGINE | John Jansch
~Management: THE ADVANTAGE | Pat Lencioni
~Innovation & Creativity: THE ICARUS DECEPTION | Seth Godin
~Small Business & Entrepreneurship: THE $100 STARTUP | Chris Guillibeau
~Sales & Marketing: TO SELL IS HUMAN | Dan Pink
~Personal Development: SO GOOD THEY CAN’T IGNORE YOU | Cal Newport
~Finance & Economics: FINANCE & THE GOOD SOCIETY | Robert Shiller

Comments (9)

November 5, 2012

The Outstanding Organization

Filed under: Blog,Book Reviews,General Business,General Management,Leadership,Uncategorized — Michael @ 6:30 am
Tweet

A couple weeks ago I read and reviewed Bob Pozen’s Extreme Productivity, which turned my attention to some excellent concepts and strategies for streamlining day-to-day operations. It’s important to give attention to the more pragmatic side of operational improvement, an area in which Pozen has demonstrated excellence. I picked up this idea of improvement at a point where Extreme Productivity leaves off, with a consideration of something author and consultant Karen Martin discusses in her recent book, The Outstanding Organization. While the key to personal efficiency and excellence exists inside a certain circle of behavior that we control on a personal level, we should also be concerned with the benefit that self-improvement has on our work and the organizations inside of which we’re working. So it’s a natural step out into this broader idea for improvement that spans not just one person’s day-to-day habits, but a fundamental philosophy that provides the foundation for every organization.

Martin’s argument springs from a diagnosis she makes early in the book:

I’ve observed repeated patterns of behavior that undermine organizational performance, making sustained improvements impossible. These behaviors both cause and are a direct result from an insidious disease we’ve unwittingly invited into modern organizations—chaos. I’m talking about the type of self-inflicted chaos that robs your business of the energy it needs to innovate and respond to the marketplace’s ever-increasing demands for faster, better, cheaper.

And the four points of focus that she covers in the following pages—clarity, focus, discipline, and engagement—are elements that are within any company’s grasp. It’s an important distinction: there are things you can do to change your organization, and then of course there are things that are outside of your reach. While you can’t account for every element in the grand scheme of your organization’s operation, you as a leader can make sure that your own house is in order. The first chapter’s title, ‘Cracks in the Foundation’, uses the age-old building metaphor. Your business is a complex structure, and as it grows and extends further from the ground, it remains most essential to manage the foundation. The foundation is what’s closest to you and keeping it solid is your number one priority.

According to Martin, outstanding organizations are defined by a single factor: consistency. This consistency could be in customer satisfaction, employee retention, or virtually any other area of operation; the more, the better. While she acknowledges that this can make for a kind of subjective appraisal of a company, she identifies three capabilities that will help ensure excellence: problem solving, continuous improvement, and resilience.

Throughout the The Outstanding Organization, we get digestible advice on Martin’s big four. She talks about communication as the key to clarity, stressing the importance of honest and direct communication and the time and money you can save by being clear from the start. This extends to reporting of numbers too—honest and accurate statistics will expedite success and growth. On engagement (my personal favorite), Martin advocates for a progressive approach, something common among some of the world’s most outstanding organizations:

[Engagement] it is an outcome that results when an organization takes active steps with its employees to foster connections, to hand over control of appropriate aspects of the work environment, and to challenge the employee’s intellectual capacity and creativity in a way that benefits the organization, its customers, the employee, and society as a whole.

Whether you find value in one or all of Karen Martin’s big four areas of focus, The Outstanding Organization is a great tool to help solidify your organization’s foundation. If you’re looking to reassess your company’s foundation, but you’re not sure you have time to dive into a 200-page book, be sure to at least click over to ChangeThis to take a look at her recent manifesto, Cure the (Self-Inflicted) Chaos First.

Comments Off

September 24, 2012

Wild Company

Filed under: Blog,Entrepreneurship,General Business,Retail,Start-ups — Michael @ 2:40 pm
Tweet

Experience is the best teacher. I learn with my hands. If you find yourself saying things like these, perhaps you’ll find Mel and Patricia Ziegler’s story about the birth of Banana Republic to be an interesting item. Judging by the success of both Banana Republic and The Republic of Tea, one would think the couple were wed in the church of entrepreneurial genius, only to honeymoon on the beaches of business administration. The Ziegler’s new book is called Wild Company: The Untold Story of Banana Republic, and it uncovers an entertaining and enlightening history that provides a new understanding of what has now become a ubiquitous brand.

The book’s title does not exaggerate; the story of how Banana Republic began is a wild one. In the mid-1970s, Mel and Patricia—a journalist and a graphic artist, respectively—did not seem likely candidates for entrepreneurial enterprise. But similar to the case with our beloved Chris Guillebeau, there existed in this couple the raw determination toward independence. They coupled this determination with a set of unique skills and perspectives and the result was a clothing retail enterprise unlike anyone had seen.

The hiccups were plentiful over their first few years’ operation, and even at the company’s earliest moments:

“When we picked up the catalogues, we couldn’t wait to get some reaction. We rushed over to see two friends who lived close by, a couple who were also writers.

We handed them each a copy. They stared at the leopard print cover. We beamed.

“Go ahead, read it!” Mel said as we plunked ourselves down on their sofa.

Quietly. Watching them. Turning the pages. We waited for laughs, smiles, wows. But when they finished, they looked first at each other and then at us. Uncomfortably puzzled.

“You don’t expect this to sell anything, do you?” she asked, checking to assure herself that it was just a literary exercise.

Again and again, the Zieglers tell of incidents that for many businesses would have prefigured failure. But maybe that’s what makes the story of Banana Republic’s early years so interesting and fun: every time the company’s downfall is imminent, some turn of fate appears to change the future. To heap another cliché on top of the two lines leading this review: you can’t make this stuff up!

What makes Wild Company such a page turner is the background of the authors. At a point well into the book, Mel has a constructive digression, offering us a quick explanation of his and Patricia’s backgrounds—their lives prior to meeting in San Francisco, and the forces that shaped their shared personality, goals, and vision:

…the social upheaval came in our high school and college years. It shattered any plans our parents had for us living conventional lives. In our minds, our futures became all about freedom, the freedom to disengage from the safe and suffocating middle-class consumer-driven existence we had each come to disdain. We were determined to live life our own way; the last thing either of us wanted was orthodoxy in any form, particularly in our work, and we saw self-sufficiency as key.

There’s no denying the success of Banana Republic, even at the point when it was acquired by Don Fisher, owner of The Gap (also covered in the book). The Gap was already very successful then, and Fisher obviously knew what he was doing when he made the couple an offer. Wild Company gives us a reminder regarding the fickle nature of success in the world of entrepreneurs, and it does so with a friendly narrative that’s difficult to set aside. Finally, it should be noted that this book is primarily a story about a creative couple and their early experiences with running a retail clothing store. The Banana Republic of today bears almost no resemblance to the Banana Republic of 1982. You most certainly don’t have to be a patron of the current Banana Republic to enjoy reading Wild Company.

Comments (1)

July 23, 2012

The Best Business Writing 2012

Filed under: Book Reviews,Current Events,Finance and Economics,General Business,Global Business — dylan @ 11:10 am
Tweet

There is nothing that excites me quite as much as the English language when beautifully crafted, burdened with a purpose, and bearing the truth. I find it in my favorite poetry and great works of fiction that expose our human core, in artfully crafted works of nonfiction that explore the human story in all its facets and fascination, and yes, even in the best that business books have to offer.

But, I find it most often when I sit down with The New York Times, The Wall Street Journal, or The Milwaukee Journal Sentinel every day over lunch, or when I follow the thread of a story contained in the a link in an email from ProPublica, when I relax with The New Yorker, Fast Company, and Foreign Affairs at home, or when I listen to a well-crafted story on This American Life or a great interview with Charlie Rose. It’s this everyday reporting, story-telling, and exploration of current events and interests—the fruits of our free press—that enriches and informs us on a daily basis, that many call the lifeblood of democracy, and that forms the tapestry of our collective intellectual lives.

In the first of what I hope will be many annual publications, The Best Business Writing 2012 from Columbia Journalism Review Books, edited by Dean Starkman. Martha M. Hamilton, Ryan Chittun, and Felix Salmon, captures much of the finest examples of that output from the last year in one collection. You’ll find within it some of the past year’s greatest stories crafted by some of the best storytellers working today, the most exhaustively researched and fact-checked journalism, with some opinionated and insightful commentary sprinkled throughout from the likes of Paul Krugman, Warren Buffett, and many more—all from a wide variety of sources and mediums. Dean Starkman’s introduction explains more:

[O]ur fearless panel scoured the Internet, approached traditional and nontraditional news organizations for what they thought was their best, and asked people in our networks what they had read and liked. We also asked Twitter and received some of our strongest entries. We didn’t care about medium. This book has newspapers, magazines, blogs, radio, even a movie. [...]

The result is a collection of nonfiction writing of the highest caliber. Never mind the subject, these are fantastic stories. You will find a riveting yarn of executive-suite intrigue at a major multinational corporation (psst, it’s Pfizer); fascinating behind-the-scenes profiles of businesses behaving badly (Countrywide, Massey), business behaving brilliantly (Ford), and business behaving weirdly (Ikea). You’ll read trenchant critiques of failed policy makers (yes, Greenspan is there) and business boners (Netflix, Hewlett Packard). You’ll find penetrating looks at a distorted market (psychotropic drugs) and searing investigations. We have insightful think pieces on subjects including the rise of the new elites, Steve Jobs’s genius, and Google’s omnipresence.

These kinds of anthologies are important not only because of the recognition they bestow upon great work, but because it is essential to put the events of the day into a larger context, and books like this help us do that.

George Santayana once wrote that “Those who cannot remember the past are condemned to repeat it.” Living in the midst of the modern, 24-hour news cycle, it often seems like we’re stuck on repeat. We can barely remember what made the news yesterday, let alone last week or two months ago, but it usually feels the same as what’s happening today. If there is nothing to comfort or enrage us, you can be certain that something will be manufactured for those purposes, and all we have to do is turn the dial, flip the channel, or head to one of our go-to websites to find the feeling we’re looking for.

So often lost in the mix are the facts we should be seeking, and the stories that ferret them out. The Best Business Writing 2012 searched those facts and stories out and gathered them back up in one important and entertaining collection. Some of those facts and stories may challenge your beliefs and change your mind; I know they are doing so for me. You are also certain to find much that will comfort and/or enrage you. Most importantly, you will find excellent, purposeful writing, well-told stories, and a search for the truth.

Comments Off

May 21, 2012

KnowledgeBlocks

Filed under: Ask 8cr!,Big Ideas,Book Reviews,Careers,Entrepreneurship,General Business,General Management,InBubbleWrap,Innovation,Internet,Leadership,Personal Development,Publishing Industry,Small Business,Technology,The Company,Thought Leaders,Training and Development — 800-CEO-READ @ 3:34 pm
Tweet

We’re very pleased to announce the official opening of KnowledgeBlocks, a subscription-based service and online resource that gives readers access to quality content and business resources, a way to save, organize, and customize the information that is important to them, and engages business authors and thought leaders to help solve business problems and build new knowledge.

Among the key features of the site, subscribers have access to the following:

  • Explorations: Every month we publish three business book explorations that examine a narrow subject within a broader business topic. Each begins with a featured book and then branches out in unexpected directions, introducing you to author insights via podcast or interview, other related must-reads, curated links, and brief analyses that will help you build your business knowledge.

  • Thinkers-in-Residence: This key feature of the site offers authors the opportunity to connect directly to a dedicated audience via webinar and a stand-alone page of author-contributed material such as Q&As, blocks, and featured books.
  • Giveaways: Continuing the weekly book giveaway tradition of our inBubbleWrap program, we will put the latest releases in the hands of a smart, dedicated, interested and influential business audience.

The site is being administered and curated by the immensely talented and capable Sally Haldorson, who has been with the company for 14 years and was the editor of The 100 Best Business Books of All Time, giving her a wealth of knowledge on the business genre that is hard to top.

We hope to see you over there.

 

Comments Off

January 19, 2012

The B2B Executive Playbook

Filed under: Book Reviews,General Business — bob @ 4:56 pm
Tweet

Selling to consumers is different than selling to businesses. Most marketers and business strategists understand this empirically, but it doesn’t stop them from trying to use celebrity spokespeople and other tried and true consumer approaches to sell to business markets.

Why is this the case? Why does life in the two eco systems – business-to-consumer and business-to business – require different approaches? Sean Geehan, founder of the Geehan Group, sets out to explain as well as how to find success in The B2B Executive Playbook: The Ultimate Weapon for Achieving Sustainable, Predictable and Profitable Growth.

Geehan has spent the past 20 years helping to drive growth in B2B companies through his work in executive training and strategic planning. He wrote the book out of frustration as most business books chronicle the successes of business-to-consumer books as well as the fact that many executives are unclear on what is required to grow a B2B company.

Geehan begins the book by explaining the three realities B2B companies labor under:

• The fate of a B2B company rests in the hands of relatively few customer companies. Geehan cites Celestica, a Canadian-based company that provides supply chain services. He writes that Celestica has $7 billion in annual revenue that comes from 100 total customers and contrasts that with Starbucks, which has $10 billion in annual revenue derived from 80 million worldwide customers.

• The fate of a B2B company rests in the hands of just a few people. Here, Geehan cites the case Oracle, where someone whishing to sell to that company, there are one or two decision makers, 65 influencers, and 3 purchasing players making decisions for 22,000 users. Contrast that with iTunes, where one person plays all those roles and decided whether to purchase and is also the end user.

• B2B companies rely upon the knowledge and acumen of customers. B2B decision makers have knowledge extremely valuable to the companies selling to them… In the B2B world, your customers may not be familiar with your offerings per se, but they usually know their industries better than those who supply it, and they know hoe to evaluate you solutions in light of their needs.

Geehan writes that the goal for B2B (and all companies) is to achieve sustainable, predictable, profitable growth. To facilitate that effort, he includes a number of ideas and techniques to help companies sell more and grow. He also includes a chapter on pitfalls to avoid, ideas on social media marketing and a number of case studies.

If you work for a company in the business-to-business space, finally there is a book to help you and your company grow. Consider The B2B Executive Playbook the B2B bible.

Comments (2)

November 14, 2011

Thoughts on “Generation Sell”

Filed under: Careers,Current Events,Finance and Economics,General Business,Innovation — dylan @ 9:09 pm
Tweet

“The characteristic art form of our age may be the business plan.”

That quote comes from an intriguing opinion piece called Generation Sell that was published in the New York Times this weekend. It is a piece about a generation just coming of age and today’s youth culture. It really deserves to be read in its entirety, but I think that if one passage can sum up the basic argument of the article, it is this:

Today’s ideal social form is not the commune or the movement or even the individual creator as such; it’s the small business. Every artistic or moral aspiration—music, food, good works, what have you—is expressed in those terms.

Call it Generation Sell.

The piece was written by William Deresiewicz, and there is so much I agree with and so much I disagree with in it—and it’s all wound tightly together in a wonderful and entertaining piece of writing. I’m a member of the generation he’s writing about, “people born between the late ’70s and the mid-’90s, more or less,” so I probably took it more personally than others, more personally indeed than I should, but I do take issue with some of Deresiewicz’s characterizations.

The first issue I ran into was in what I think was an unnecessary or misguided attempt to say something about hip-hop, which has undoubtedly had an affect on the generation and merits mention, but the sentence Deresiewicz offers doesn’t do it justice. After describing the (counter)cultural characteristics of the beatniks, hippies and punks, he briefly offers this:

Hip-hop, punk’s younger brother, was all about rage and nihilism, too, at least until it turned to a vision of individual aggrandizement.

Because that’s all he offers us on the subject, I feel it would have been better to have left it out altogether. Because hip-hop, like jazz or rock-and-roll, shouldn’t be defined as a “youth-culture” in and of itself, but as an art form that influenced youth culture. And while some of its currents may have been “all about rage and nihilism,” it began as party music more predominantly wrapped up in a social conscience and commentary, cultural irreverence, and the urban art forms of dance, painting and poetry. There may have been a decent amount of rage there, but I don’t get the nihilism. To “punk’s younger brother” seems to miss its roots and how it ended up as part of the youth culture he’s critiquing. It would be more accurate to define it as a part of the millennial generation in the way he did with jazz and beatniks, of which he wrote:

Theirs was a culture of jazz, with its spontaneity; … of flight, on the road, to the West; of the quest for the perfect moment.

Something like this might have been more accurate:

Theirs was a culture of hip-hop, with its social conscience and cultural irreverence (and confusion); of finding a voice, of the city street; of the quest for personal invention and aggrandizement.

But, of course, that doesn’t ring true either, because it isn’t a culture defined solely by rap. The generation wasn’t defined by any single movement in music as much as previous generations have been—movements that the major record labels could latch onto and push out into the wider consciousness to become the soundtracks of their generations. I think, if anything, this generation was shaped by the demise of the major labels’ cultural influence, the proliferation of independent labels, and all the noise, cross-pollination, creativity and confusion that has spawned from that. The last real uprising or rebellious “movement” in popular music was the rise of grunge music in the ’90s. Since then, the only movement I can detect is one toward ever smaller, more focused independent labels. It is, as the author rightly notes, a movement to a new business model, and he’s right that “selling out” has largely left our lexicon since then:

It’s striking. Forty years ago, even 20 years ago, a young person’s first thought, or even second or third thought, was certainly not to start a business. That was selling out—an idea that has rather tellingly disappeared from our vocabulary.

But I think there’s a more important reason for that. “Selling out” used to mean that a band was abandoning one of the little labels so many cherished for a major. People were passionate about those labels—Dischord, Matador, Thrill Jockey, Touch & Go, etc.—and a move like that felt like an abandonment of something just on the verge of exploding and choosing a paycheck over principle. “Selling out” was also applied to those who sold a song for use in advertising, a move I don’t think many begrudge bands for anymore due to the paradigm shifts in the music industry. And I think the larger idea that starting a business 20 years ago was considered selling out is a misnomer. I doubt anyone accused Fugazi’s Ian MacKaye of selling out when he started Dischord in 1980, or told Aaron Rose he was selling out when he opened Alleged Gallery in the early ’90s. Selling out would have been signing with a major label or taking a job curating art at the The Met.

And this leads me to a the generalized character at the heart of the article—the “hipster” that the author feels is “a lot more representative [of the Millennial Generation] than most of them care to admit.” The definition is bandied about and applied to many people, but I’m still not sure what exactly a “hipster” is (though perhaps n+1‘s What Was the Hipster could help), and putting it in the same category as the counterculture figures that preceded it seems problematic to me. Beatniks, hippies and punks were all actively participating in larger countercultures, and defined themselves with those movements. The one predominant characteristic of a “hipster” is that nobody self-identifies with it. It’s always a label attached to others, and usually with a heavy dose of derision. As such, it’s not really a counterculture that anybody’s participating in or defining themselves with as much as it’s, if anything, an alternative lifestyle loosely defined. I do agree with the author that this lifestyle and its bohemian values were heavily influenced by the baby boomers and “Bobo in Paradise” parents that David Brooks wrote about a decade ago.

But outside of the skinny pants and fixed gear bicycles, the irony and the vanity, the defining character traits of the so-called “hipster” lifestyle—being young, urban, fashionable, artistic, and entrepreneurial—are mostly seen as positives. And I think the aversion to the label “hipster” is an aversion to labels and definitions in general. This generation hasn’t fully defined itself and doesn’t want to be defined by others—even their peers. Statistically, it’s more likely to switch jobs many times, move to new cities, to freelance, start a business of the their own or work for themselves. I don’t think of this as the end of history of counterculture in any major way, but as the rise of many independent yet interconnected subcultures that are entering the popular culture in a way that mirrors how previous countercultures were absorbed and watered down—except that today’s subcultures seem to be entering it with more artistic and economic control and largely on their own terms.

The characteristic art form of our age is not the business plan; it is do-it-yourself, independent local production, scale and control. Most people I know didn’t start with a business plan and still don’t have one. They started with a vision and are working every day to realize it. They made the decision to strike out on their own and practice their art, craft or trade—and hope people value their vision enough to pay for it. My wife, a self-employed photographer, began Ellagraph Studios. My friend dwellephant is a working artist. My friends Daniel and Maria run Ball & Biscuit, the best catering company in Milwaukee. My neighbors run Orchard Street Press, an eco-friendly printing company. I could go on and on, and wouldn’t be able to find a “hipster” in the bunch—just a lot of hard-working, creative and passionate people.

If I could sum up the generation, it would be with the once annoying labels “indie” or “underground” (which became so annoying simply by virtue of being such ubiquitous labels). The indie rock and the underground dance music and hip-hop that grew up in the ’80s and ’90s dominated the subcultures that we ourselves grew up in, and have since turned into more codified and sustainable (though possibly not very profitable) small business models. That simple yet profound change in how we learn about, purchase and consume (in the best sense of that word) the music that so shaped us during our formative years has fundamentally altered the cultural landscape. The “rockstars” of our generation were closer to us, more accessible, usually a part of our artistic communities. And alongside the independent music sprang up independent labels, music venues, galleries, coffee shops, screen printing operations, skate shops, DIY arts and crafts fairs. The internet then came along and kicked it all into overdrive.

The author says “the hipster ethos contains no element of rebellion, rejection or dissent.” But I think that that is what so defines the generation. It’s a rebellion of production, a commercial rejection and inner dissent. It’s a rejection of corporate principles and a simple consumer choice for the alternative. It’s a generation not fundamentally different in attitude than its predecessors, but in the solutions it offers. The heretics of today saw previous generations’ protests and rebellions crushed in the street, so they rented the abandoned buildings beside it and started trying to build something new inside them. It’s in some ways a return to mom-and-pop capitalism.

Sure, you can call it “generation sell,” but I think “selling” is a dirty word rather deliberately used. It could easily be called “generation create” or “generation present.” It does often seem as if everyone nowadays has something to present, advertise, market or “sell,” but by-and-large I think it was and is being done with good art, the right intention and decent manners. And if one of the results of that shift is that people fault this generation for being polite and pleasant, well… being the affable generation it is, I think they’d be okay with that.

Comments Off

September 22, 2010

LeaveSmarter with Jonathan Byrnes

Filed under: Events,General Business,Interviews,Leadership,New Releases,Sales,Small Business — dylan @ 3:05 pm
Tweet

We were thrilled to have Jonathan L. S. Byrnes, author of Islands of Profit in a Sea of Red Ink, in Milwaukee yesterday to speak at our latest LeaveSmarter* event, held on the third floor of the breathtaking Grohmann Museum. Jonathan’s book won’t be released until next month, but Portfolio was kind enough to provide us with some copies in advance, and Jonathan was kind enough to sign them. An autographed book wasn’t the only thing the attendees left with, though.

Mr. Byrnes, a senior lecturer at MIT, dropped a lot of knowledge on the room, telling us that, “In almost every company, including leading ones, 30-40% of the business is unprofitable by any measure,” and that “20-30% is so profitable it provides all the reported earnings and subsidizes the losses.” He has advised more than 50 major companies and studied many more, and has found these numbers to hold true in almost every case. But he has also uncovered ways to turn the situation around, which he explains in great detail in his book and was able to cover with surprising depth (given the amount of time he had) yesterday.

Jon sat down with him after the event and asked him a few questions.

For the majority of you, unable to attend yesterday, don’t despair… we will have the video of the event itself available for you soon and Jonathan’s book, Islands of Profit in a Sea of Red Ink, comes out on October 14th. Until then, here are some pictures and video from LeaveSmarter* with Jonathan L. S. Byrnes.

*We began our LeaveSmarter series in 2006 to bring nationally recognized business thinkers and their books to our hometown. M&I Bank approached us soon after the first event to discuss partnering with us on the series and, along with local law firm Whyte Hirschboeck Dudek, they have been the series sponsor ever since. If you’re interested in partnering with us to create a future event, let’s talk. You can contact me at dylan[at]800ceoread[dot]com.

Comments Off
Older Posts »




  • Categories
    • 100 Best (90)
    • Advertising (18)
    • Ask 8cr! (23)
    • Audio (120)
    • Author Pow Wow (2)
    • Bestsellers (8)
    • Big Ideas (167)
    • Blog (594)
    • Book Awards (100)
    • Book Reviews (217)
    • Careers (44)
    • ChangeThis (67)
    • Communication (81)
    • Current Events (87)
    • Customer Service (38)
    • Design (38)
    • Entrepreneurship (9)
    • Events (25)
    • Excerpts and Essays (338)
    • Fables (1)
    • Finance and Economics (89)
    • Friday Links (99)
    • General Business (193)
    • General Management (248)
    • Global Business (78)
    • Guest Post (8)
    • History and Biographies (99)
    • Human Resources/Organizational Development (99)
    • In the Books (5)
    • InBubbleWrap (23)
    • Information Technology (69)
    • Innovation (117)
    • International Bestsellers (28)
    • Internet (23)
    • Interviews (17)
    • Jack Covert Selects (627)
    • Jack's Thoughts (38)
    • KnowledgeBlocks (4)
    • KnowledgeBlocks (2)
    • Leadership (169)
    • Lists (164)
    • Marketing (300)
    • Misc. (287)
    • New Releases (32)
    • Newsletter (2)
    • Personal Development (196)
    • Personal Finance and Investing (42)
    • Presentations (1)
    • Public Relations (7)
    • Publishing Industry (183)
    • Quotations (105)
    • Retail (19)
    • Safety, Health, and Wellness (14)
    • Sales (66)
    • Small Business (50)
    • Social Responsibilty (40)
    • Start-ups (78)
    • Strategy (93)
    • Technology (11)
    • The 100 Best (13)
    • The Company (140)
    • Thinker in Residence (6)
    • Thought Leaders (32)
    • Training and Development (12)
    • Uncategorized (604)
  • Meta
    • Log in
    • Entries RSS
    • Comments RSS
    • WordPress.org



 
800 CEO Read - Daily Blog - 100 Best Business Books -
© 800-CEO-READ (800)-236-7323