Archive for 2010

Leadership From The Role Of COO – John Devine (Threadneedle)

Wednesday, October 13th, 2010

Our lecture keynote last week was John Devine who is the COO of Threadneedle and previously a vice president at Merrill Lynch. It was a superb talk very engaging and eye opening as I had always thought as the COO as an operations role.

Highlights

  • Treat your boss as a partner you are a team
  • Your personal values need to match the organisational values
  • Recognise and use opportunity
  • Manage conflict or it will destroy you
  • Healthy conflict (challenge and debate) is a good thing
  • Don’t hide from your mistakes, accept them and deal with them
  • Be open and honest with people

What does a COO do?

  • Day-to-day operations
  • Strategic development
  • Everything!

What are typical COO traits?

  • Understanding of organisational context and business cycles
  • Broad business understanding
  • Credible (must have had previous success)
  • The ability to get things done
  • Understanding of organisational dynamics
  • Clear messages
  • Vision
  • Direction
  • Decisions
  • Manages conflict within organisation

What is leadership?

Sunday, October 3rd, 2010

One of the great things about an MBA is that you get to discuss topics with a group of very smart people. The other thing I really like is that the lecturers are constantly trying to challenge your belief systems and make you think in a whole new way.

One aspect that has really got me thinking a lot is leadership.

Challenge 1: Leadership is making something new happen

“Leadership is imagining, willing and driving, and thereby making something happen which was not going to happen otherwise’.”(Fineman, Sims and Gabriel, 2005).

This is the definition we have been using in lectures which was different to my picture as leadership as a set of qualities. This makes leadership open to anyone in the organisation. It also draws a distillation between leading and managing; leading implies originating something where management does not.

Challenge 2: Leadership is a group activity

The second thing that really surprised me is that leadership is a group activity. Grint (2000) argued that leadership is a set of arts and usually all of the roles cannot be performed by one person.

The arts of leadership (Grint, 2000):

  • Philosophical art (identity). Creating the story that the organisation should work together.
  • Fine art (vision). Imagining a possible future (focus) to move towards.
  • Martial art (planning and tactical). Organising and making sure everything works.
  • Performance art (charisma). Persuasion using talking, stories, symbols, images etc to engage emotions.

Bureaucracy and Your Brand – Oh Dear Homebase!

Friday, October 1st, 2010

I have started my MBA lectures on Organisational Behaviour which I thought would be quite boring but so far it has been very, very thought provoking. The underlying principles of organisational behaviour studies look to understand how people and groups behave in organizations.

We had been debating the role of rules in the work place and the balance between lots of rules like government where rules govern everything contrasted with an organisation like Nordstrom which has only one rule, “Use good judgement at all times”.

I have learned that the strict definition of a bureaucracy is an organisation where the rules are inflexibly applied (the computer says “no” effect) and that the opposite end of this is an adhocracy, where there are few rules, lots of flexibility, and relies more on employees judgement.

This is all well and good but how might this affect your brand and your reputation. I had a perfect example of this today.

I was in Homebase (a DIY store) today and I was trying to return an item that I bought 29 days ago. I spent quite a long time queuing before being served and when it was finally my turn I presented my item and a valid receipt. The lady behind the desk said “I am sorry sir but you can only return an item before 28 days”. I looked at her in total amazement this was one day late surely she could make an exception or see this from my point of view? But no, “the rules are the rules”.

I left the store in amazement and I did not have the energy to argue my point for the sake of a £5 door lock. This total reliance on the rules with no flexibility has meant that Homebase have saved themselves £5 to their bottom line. This to me seems very short sighted, I will now not shop at Homebase so they have lost twenty years of my custom. More so than that I have written this post and if only one person reads it that might persuade them not to shop at Homebase either. Then there is the multiplying effect of me telling my friends and family of the childish behaviour and perhaps they might think twice about shopping there.

Contrast this with the much more flexible B&Q (a rival DIY store), earlier in the year I took some items back that I did not even have a receipt for and they issued me a credit note. This then led me to buy some tools, and then later in the year a kitchen and some wardrobes, which has resulted in a lot more profit to their bottom line.

It seems so obvious to me, give your front line employees the flexibility and empowerment to make customers happy and coming back to your store. Of course there has to be controls on this perhaps you set a maximum value of £50 before they have to get authority from a more senior manager. Inflexibly applying the rules in the long run is a recipe for disaster.

Why I Decided To Do An MBA At Cass Business School

Monday, September 27th, 2010

I started my MBA recently at Cass Business School and already I have met some really great people and I really feel I have made the right decision choosing Cass.

This post is quick summary of why I chose to do an MBA and why I chose Cass.

Why do an MBA?

I have wanted to do an MBA for a long time, it has been on list of goals for a few years so this year I decided to go for it.

Everyone’s reasons for doing an MBA are different but here are my reasons:

  • Develop a breadth of knowledge – to plug some gaps in my knowledge such as marketing, HR, statistics etc
  • To build my network – having access to and networking with the alumni
  • The fun of learning – I love learning and challenging my brain
  • Opportunities – getting access to companies and insights from business leaders
  • Build my professional value – having a qualification such as an MBA increases your value in the job market

Why did I choose Cass?

My criteria for a business school was:

  • Must be in London (or very close to it)
  • Must have a very good brand (top 10 university)
  • Evening based learning (not day release)
  • Strong Alumni
  • Value for money

There are not that many business schools in London so at first I narrowed the search down to:

  • Imperial business school
  • London Business School
  • Cass (City University)

I discounted London Business School as the fees are much higher than the rest due to it’s premium reputation. In the end I applied to Cass and Imperial. The decider for me when choosing Cass was the quality of the research, the size and quality of the alumni and a gut feel that I got from visiting both universities. The other really important factor was that a lot of the lecturers have been in industry and are not all purely academic.

Two weeks into my induction at Cass and I am totally certain that I made the right decision, the quality of my classmates is superb and the quality of the lecturers has been first rate.

Getting Things Done

Friday, September 24th, 2010

I have been attending a lot of classes recently and one in particular I found very useful.

Getting things done

Getting things done (GTD) is a philosophy of time/ productivity management by David Allen.

So in a nutshell this is what it is. The short term memory can only hold about seven things at one time, so if your to-do list is longer than that then your brain becomes cluttered. Then when you do have time to actually do tasks you never quite know what you need to do.

So what is the solution:

  • Get every task (large or small) out of your head and onto a to do list. I mean everything, shopping lists, work projects, DIY, travel plans, hopes and dream. Personally I use Omnifocus for this.
  • Organise your tasks into projects (group similar items)
  • Add a context to each task e.g. I can only do this task in the office, phone call, email etc
  • Every time you get a task pop into your head get it onto your to-do list as soon as possible

Then when you have time you do not waste anytime working out what you need to do, you just start doing. You can either work at a project level (e.g. DIY tasks) or at a context level (e.g. all the phone calls you have to make).

I can personally say that I have never slept so well since I have started doing this. I do not wake up in the middle of the night with a task popping into my head.

End Of An Era

Wednesday, September 1st, 2010

It has been a few weeks since I posted; that is because my house is a building site and my wife is eight months pregnant. So most of my energy has been focused on making sure the house is habitable and ready for a new baby. Thankfully this objective has now been completed!

So I can return my attention back to my professional life and it is with great regret that one of my team members is leaving for pastures new. I have worked with David for over three years now and he is one of the best developers I have ever worked with. He joined us shortly after finishing university and he has been a great asset to the team ever since.

His skill set and confidence has increased hugely over his time with us and that got me thinking that one of the most important jobs of a manager is coaching and professional development. This is perhaps something I have not had a structured approach to in the past but it is essential for the following reasons:

  • Better job satisfaction – this means people are more likely to stick around
  • More productivity – the more tools people have the quicker they can get things done
  • Better delegation – more skilled and experienced people are much easier to delegate to

With that in mind I started thinking about the best way to nurture and coach people:

1. Give feedback

The most important thing is to give feedback on specifics. I think it is important to give both encouraging and constructive feedback. Do not shy away from giving constructive feedback when things go wrong but you may decide to deliver it in private.

2. Regular professional reviews

Having a regular 30 minutes each week with each person where you can offering coaching and listen to any issues or problems they are having.

3. Career planning

Helping and supporting career development is a great way to build morale. Make sure you ask each person what direction they want to go in and then actively look for opportunities to help them achieve this.

4. MBWAL

By getting out into the office, walking around and listening you are more likely to spot aspects that need to be addressed and worked on. It is also a great opportunity to assess the morale and atmosphere in the office.

The Four Types Of Startup Markets

Wednesday, July 28th, 2010

As you will have guessed by now I am a big fan of Steve Blank and his customer development model for start-ups.

One thing that has helped me a lot when planning strategies for the start-ups I work with is the concept that there are four types of start-ups. Each of these types have a very different set of requirements to succeed. Steve argues that market type affects everything from customers, to sales, to finances and marketing.

The four types or market are:

1. Start-ups that are entering an existing market

If you are creating a product that is faster, quicker, or performs better than an existing product you are in this category. The good thing about this type is that customer and markets are known but so are the competitors. The basis of competing is all about the product and its features.

2. Start-ups that are creating an entirely new market

If you create a product that creates a large customer base who couldn’t do something before then you are in this market type. The first portable computer or first PDA are examples in this type. Feature set is almost irrelevant as there are no competitors, the bad news is that there is no market and a lot of customer education is required.

3. Start-ups that want to resegment an existing market as a low cost entrant

Resegmenting an existing market is a very common type and the first of these is a low cost entrant. This is customers at the low end who will buy performance that is just good enough.

4. Start-ups that want to resegment an existing market as a niche player

Niche resegmentation is slightly different. It involves products that address a particular part of the market and addresses only their needs. You need to convince customers that some characteristic of your product is radical enough to change the rules of the game.

If you have not read it I can really recommend Steve’s book, The Four Steps to the Epiphany. It is a complete road map explaining customer development with step-by-step lessons on how to achieve product market fit.

Analysing Internal Search Queries

Thursday, July 22nd, 2010

This is just a very quick post while it is fresh in my mind.

I have just listened to a short podcast with Lou Rosenfeld on analysing your internal search analytics i.e. the searches users perform once they are on your site. This seems like an interesting concept people are already familiar with looking at site analytics how can internal search analytics help you?

The main points I learned were:

1. Look at the most frequent queries

Rank the internal search terms by most frequent to least frequent and then you should:

  • Optimize the most frequent queries
  • Think about how to make better sign posts or navigation to the most requested content
  • Perform the top queries yourself on your website and see if there is anything missing

2. Use the internal searches to determine your user’s intent

By looking at the search terms you can determine what your users are trying to do once they arrive on your site.

3. Use searches to influence meta data or taxonomy

If you see patterns in your searches this can influence your meta data or categorisation if you do a content overhaul. The example given was a mail order catalogue that did not have sku on their website and they noticed a lot of sku searches. They went into the field and found that users were getting the sku from their catalogue while browsing and trying to purchase online.

Lessons Learned Surviving The GMAT

Wednesday, July 21st, 2010

Last week after much preparation I took the GMAT exam and I thought I would share the lessons I learned for anyone else who is thinking of taking this beast of an exam.

What is the GMAT?

The GMAT (Graduate Management Admission Test) is a computer adaptive test that business schools use to assess admissions for MBA programmes. If you want to apply to a business school chances are you will need to take this test.

It is a mammoth 4 hour exam, which places you under massive time pressure:

  • 60 minutes – two essays of 30 minutes each, one is an analysis of an argument and one is an analysis of an issue. These are not a particularly important part of the exam
  • Optional 8 minute break
  • 75 minutes – 37 maths based questions on problem solving and data sufficiency
  • Optional 8 minute break
  • 75 minutes – 41 verbal questions on reading comprehension, critical reasoning and sentence correction

The test is adaptive so if you get a question wrong it gives you an easier question, if you get one right it gives you a harder question, in this way it tries to hone in on your level of knowledge. All of your answers and difficulty are weighted and you are given a total score at the end of the test. Most admissions require a score of at least 600.

Preparation is key

Do not underestimate the test; it is very taxing and you will need to be on top form to conquer it. Ideally you will need several months to prepare and learn the nuances of how the test works. I tried various books, tools and online resources some were good some were not so good.

The best way to prepare is to:

  • Learn about the mechanics of the test
  • Learn the syllabus of content
  • Do lots of practice questions
  • Practice mini timed tests
  • Practice full-length timed tests

I bought several books but the ones I found most useful were:

The Kaplan live book gives you access to lots of online practice tests that helped me a great deal in preparing once I was comfortable with the syllabus.

There are many places to get access to full-length timed exams, the MBA.com  site has free preparation software that includes a couple of full length tests. Timing is everything on the GMAT and a couple of really key points I learned on timing were:

  • Don’t time yourself on each question. Some questions are harder than others so you will naturally spend more time on some questions. I timed myself over a set of 10 questions so for the maths section I made sure that every 20 minutes I had done 10 questions.
  • Don’t get behind. You will be heavily penalised if you do not complete all the questions. If you feel that you cannot do a question in the allotted time, use an educated guess and save your time for questions you can do.

In the month before the test I only did practice questions. By the last month the syllabus should be in-grained so you need to try as many different question styles as you can. After a while you will begin to see a pattern and this will help you a lot on test day.

Personally I like to relax the day before a test to make sure my mind and body are well rested, if you do not know something the day before it is unlikely you will learn it and be able to apply it under pressure in one day.

On the day of the test I had a good breakfast and started the test at 8.30am, I booked an early exam as I am at my best in the morning. There was no food or drink allowed in the exam so make sure you drink a lot beforehand and use the optional breaks to top up on water and snacks.

If you are taking the GMAT and have any questions please let me know and the best of luck on the big day.

Integrating Payments Into Your Website

Monday, July 5th, 2010

In my last post I outlined the basics to taking payments online and how to choose a payment provider. This time we look at what you need to do once you have chosen your payment provider the ways you will integrate payments into your website.

1. Integration options

I have integrated most of the major payment engines and they all work differently but in principle there are two main methods:

Form Integration

This is the way that most websites integrate with a payment provider and is usually the only option if you are using eCommerce software. The basic premise is that you process the order on your site all the way up to the point the customer pays. At that point your customer is redirected to your payment provider’s secure payment page where they enter their credit card. The customer is then directed back to your website once they have completed their payment.

Pros:

  • Very simple to do (most eCommerce software will do this for you)
  • You do not need to store or process credit cards
  • Customers may feel more secure as they are on a separate secure site

Cons:

  • It can give a less professional or smaller shop feel
  • Less design control over the checkout process

Integrated

In this method you take payments on your own site and pass them securely to your payment provider. The customer never leaves your site.

Pros:

  • Perceived as more professional by customers
  • A more streamlined checkout process
  • More control over the design and workflow of the checkout

Cons:

  • You will need to be PCI compliant (see below)
  • You will need to have a secure method of storing credit cards
  • You will need a SSL certificate (secure sockets layer, this is when you have a lock icon in your browser)

2. What about PCI compliance?

If you take payments online (or offline for that matter) then you need to be aware of PCI compliance. The Payment Card Industry Data Security Standard (PCI DSS) is a set of requirements designed to ensure that ALL companies that process, store or transmit credit card information maintain a secure environment. Which translates to if you process payment cards you need to make sure you keep the customer’s card information safe during the process.

There are different levels of compliance depending on how many transactions you process per year. Most merchants will fall into the lowest category which is level 4 (fewer than 20,000 transactions per year) and for this there is a self-certification questionnaire that needs to be filled in and the possibility of a scan of your site to determine any vulnerabilities. The higher the level the more work (and potentially an audit) there is to comply.

The key to remember is that if you take credit card payments in any form you need to be compliant. If you want to learn more this site is a great place to start: http://www.pcicomplianceguide.org/pcifaqs.php

3. Should I use 3D secure?

First of all if you do not know what 3D secure is. Verified by Visa and Mastercard Securecode helps to customer’s cards against unauthorised use when they shop online by requiring them to enter a personal password each time they buy. The customer only need to register once to create a password for each credit card they own.

There is no right or wrong answer to whether you should use 3D secure or not. Personally I like it as it means lower per transaction costs and less fraud. I think eventually that it will be mandatory for all online transactions so you may as well use it sooner rather than later.

Pros:

  • Less fraud (which means less costly chargebacks)
  • Lower transaction costs with your payment provider
  • Makes the buyer feel more secure

Cons:

  • It is an extra step for the customer to complete which increases the risk of them abandoning their purchase
  • It is another password for them to remember (or perhaps forget)

That is the quick introduction to payments online, if you have any questions please add them in the comments.