Welcome! I guess the first question that you have is why oprah time? Well in my last year of college I used to sit in the house that I shared with my landlord and write my essays whilst watching cable TV.
There I would be sipping tea, writing away and referencing from text books spread around me on the couch and coffee table. One of the programmes on the in the background was Oprah Winfrey. A lot of the show was just background noise. But I was fascinated by Oprah’s book club.
She’d give her take on a book, maybe interview the author. And then it would be blasted up the New York Times bestsellers list. This list appears weekly in the New York Times Book Review. Oprah’s book club was later emulated by other talk show hosts, notably the UK’s Richard Madeley and Judy Finegan.
On the high end you had Melvyn Bragg‘s South Bank Show when they profiled an author of the moment.
When I came to writing my own review of books that I’d read, I was was brought back to that time working on a sofa. Apple laptop in hand. It made sense to go with Oprah time.
You might also notice a link called bookshelf. This is a list of non-fiction books that I have kept. And the reasons why I have kept them.
If you’ve gone through my reviews and think that you’d like to send me a book to review. Feel free to contact me. Click this link, prove that you’re human and you will have my email address.
Quick reviews of Unstuck and 11 1/2 Ideas that work.
I had been meaning to get around to reading this book for a good while. Unstuck is a trouble-shooting guide for situations when you can’t think your way out of a problem or are suffering from inertia. The book was based on a set of flash cards developed by the authors as part of an MBA module that they taught at Harvard.It is quite easy to imagine it as a big decision tree or one of them Dungeons and Dragons books that the geekiest kids at school used to read all the time as you are guided from problem recognition and diagnosis through to resolving the problem in a creative manner.
The best thing of all, unlike technical support helplines and customer service functions you are not kept on hold for an hour because they are swamped with other callers. Definitely one to keep in the desk drawer.
11 1/2 Weird Ideas That Work was a book that I read on the way back from Dresden. It is a thinkpiece for managers on how they can further develop innovation within an organisation that is not too corporate in its culture by bringing in disruptive influences and processes – a sort of ‘grain of sand’ in your shoe effect. Sutton is very particular about laying out the parameters of what kind of organisation his techniques will or won’t work for. He cites extensively examples from organisations like design and user experience company IDEO through to small business units in large corporates like phone-tapping technology company Hewlett-Packard.
Whilst the book makes for interesting reading, applying its ideas successfully may be much harder to do .
I had wanted to read Steven Johnson’s Everything bad is good for you: how popular culture is making us smarter since he gave a talk in association with Demos last year.
I finally got the chance to read the book on a three-day business trip to Dresden in eastern Germany.
The proposition of the book is that more complex layered story lines in modern television series such as 24 and many computer games give the people who consume them a different set of skills to the material that appeared in the past.
Forcing them to deal and understand complex social relationships and hit the ground running without having to see simple plot flags.Even shows like Big Brother and The Real World are supposed to stretch their EQ as they try to make sense of the goings on in the house These new skills also extended to new devices including computer games and internet communications technologies including email and messaging.
Everything bad is good for you sounds like a grown up version of the excuses that I used to give my parents as a child to unsuccessfully get more TV time. More book reviews here.
Now I believe in email because it allows users to maintain a larger loose network of contacts that researchers have found to have a number of advantages (and I am a PR tart, so it makes sense for me to try and extend my influence far and wide.)
However this piece in Popbitch was interesting:
In sickness and in email
Kid Rock and Pamela Anderson got married in the South of France last month.
They read their vows to each other off their Blackberries.
Who said romance was dead?
I can just see it now, The bride was wearing an ivory wedding dress with an external bodice and skull detailing to accent her glamous body art and the groom wore Levis and a 1974 Led Zepplin US tour t-shirt.
Both the bride and groom sported matching BlackBerry Pearl devices.
A BlackBerry is so essential that you need to take it to your wedding? Please! What about electronic ettiquette?
Blue Ocean Strategy is an easy to read book that I managed to zip through in next to no time at all. Kim and Mauborgne have written a book that is accessible and easy-to-read, cover-to-cover or dip in and out of for reference or inspiration.The book’s premise is that most business strategy books are about conflict and competition and this is wasteful. Instead it provides a framework for strategists to Think Different and differentiate their businesses instead.
The blue ocean of the title is the space that the business puts between itself and competitors, in contrast to the red ocean from business conflict. A classic example of a red ocean would be the Chinese approach to business. In China you will see competing restaurants right next to each other. The idea is that one might move in. It becomes successful, which encourages others to compete next to them since it is a known successful formula in that area. The neighbourhood of restaurants does bring in diners, but margins are small due to the level of competition.
A classic example would be to think about the PC manufacturers. A classic red ocean environment where IBM left due to competitive pressures, HP and Compaq merged to unsuccessfully in a failed effort to leverage the economic benefits of their combined scale and Apple and Dell are the only two long-term profitable success stories through innovation.
The problem is now that Dell’s process smarts have become the norm and both Apple and HP have used their operational efficiency techniques to improve their own businesses with leaner supply chains and total product customisation.
I wholeheartedly recommend Blue Ocean Strategy. However the type-a personalities in charge of many organisations that most need to read it, will never touch the book or hear its message and as the bard said there-in lies the rub. More book reviews here.
Over my lifetime I have had a number of moments when I felt like I saw things with crystalline clarity: one time was when I was in the library doing a job search in the papers (this is pre-Monster.com kids).I suddenly came to the conclusion that even if I got a job that I would be in the same cycle soon again and I needed to get out of the blue-collar roles, even if it meant leaving vast tracts of my life behind.
The next one was in April 2000, the internet business had gone mental, the PR agency I was employed in was in mid-flow of the dot.com boom and all the mini-bubbles that went alongside it like the Java boom, the Linux boom, the broadband boom, the web business marketplace boom, the mobile web boom and rise of the PDA.
In fact, about the only thing that we didn’t promote was micro-scooters, though we did employ a German freelancer who commuted in from Brighton and rode one everywhere he had to go around London.
Anyway, things got so busy that we had to interview clients and decide whether we wanted to work for them. I met a gentleman from an incubator fund and quickly decided that they were start-up roadkill, but I couldn’t work out why this man who was obviously a lot more clever than me was involved in the enterprise.I asked him what made his companies offering different, to which replied “Ged, I am surprised that you asked that, we are trying to move at internet-speed, so aren’t thinking about things like that.” I had a sudden jolt of crystalline vision and saw how horribly it was all going to end and that my pension fund wasn’t worth squat. The elemental truth in this moment is that common sense trumps eloquent words and intellect every time.
Which brings me on to 8vo On the outside by Mark Holt and Hamish Muir. Steve bought this for me as a Christmas present and up until my move from Yahoo! and move back to agency life I hadn’t really had a chance to read the book in full.
The book charts the rise and fall of the design agency 8vo, their work and puts into context their pivotal role in modern UK graphic design.
The book is a collaborative work written by 8vo, former employees, former clients and industry observers. It is part history lesson focusing on design and the business of design, part a tale of technological change and part catalogue.
The way the book is written it is almost as if it is therapy for Hamish Muir and Mark Holt, I found it in turns fascinating and uncomfortable as they progressed through their work and found some elemental truths in their approach to design.
Much of their style of work has been co-opted by their modern day peers, so it is no longer remarkable, however what their peers lack is a good understanding of their approach to work. More book reviews here.
Iain Tait over at Crackunit had a link to an interesting interview with Eric Reiss who learned the same elemental truths as 8vo, but via a different road: in his case Vinterberg and Von Tier’s Dogme 95 rules for film making.
Anything that exists only to satisfy the internal politics of the site owner must be eliminated.
Anything that exists only to satisfy the ego of the designer must be eliminated.
Anything that is irrelevant within the context of the page must be eliminated.
Any feature or technique that reduces the visitor’s ability to navigate freely must be reworked or eliminated.
Any interactive object that forces the visitor to guess its meaning must be reworked or eliminated.
No software, apart from the browser itself, must be required to get the site to work correctly.
Content must be readable first, printable second, downloadable third.
Usability must never be sacrificed for the sake of a style guide.
No visitor must be forced to register or surrender personal data unless the site owner is unable to provide a service or complete a transaction without it.
Break any of these rules sooner than do anything outright barbarous.
Oh one completely useless piece of information that I found out today, the ZIP in ZIP code stands for Zone Improvement Program.
The book was a bit repetitive in parts and could have been reined in with some proper direction and editing, but that’s a problem of the editor rather than the author per se. Despite these flaws it provided an interesting insight into how a company had become such a colossal success in spite of itself and a parable on what happens when you try and shaft distribution channel partners.
The Coca-Cola Company used interesting accounting arrangements and stuffed its distribution channel in order to deliver results. But this just moved revenue allowed them to book revenue early rather than creating business growth. In this respect is similar to the way IBM started selling rather than leasing mainframes to book sales early whilst personal computing ate into its business market. It used an off-balance sheet transaction to set up a separate distribution company and then buy up its partners bottling operations. Eventually this arrangement together with product disasters like New Coke and Dasani caught up with them
Unlike Enron these weren’t bad people, they were just trying to keep Coke enjoying the kind of success it had always been in a changing world. The changing world increasing dominated by savvy consumers and operators like Wal Mart that have a touch of the night about them. Where it gets interesting is how someone like Warren Buffett could get taken for the ride by the Coca-Cola Company.
It is full of high-drama like directors being called to meetings in distant aircraft hangars, being fired by key shareholders and then all of them going home in their own Gulfstream jets – quality, you couldn’t make Pop Truth and Power up, even if you wanted to.
