Archive for August, 2007

Keeping people happy….

I’m always interested in the office politics/keeping employees happy debate. I’ve read in the past Ricardo Semlar’s book Maverick (highly recommended – Amazon it) and it struck a chord with its stories of employee autonomy and self-determination. I struggle however to translate that ethos into other business situations. I guess at its most crude one can see how to increase employee participation with highly motivated workers, but to translate that aim right across the workforce is hard.

I don’t buy the concept that, for example, giving a worker a business card and title, created that sort of commitment all of a sudden. Especially not in the event that the management is too busy focused on deliverables that it doesn’t have time to do simple things like actually talk with them in passing!

Anyway – this movie from Campbell live showcases two very different organisations and looks at their methods for achieving employee buy-in.

Recommended viewing!

Small business expo….

Tomorrow is day one of the Small Business Expo, I’ll be attending and will blog my impressions.

It’s been a full on year what with export year and all the other love fests (no disrespect to anyone of course) I’m hoping the SBE will be a worthwhile and valuable event for the sector – watch this space!

Thinking about what’s important….

I just read this post from the president of Atlassian (the Atlassian boys were at Morgo).

Makes one think about the bigger philosophical things in life and obtaining some work life balance doesn’t it.

I’m leaving early this afternoon to go with the boys to swimming lessons – family comes first and all!

It won’t happen overnight…

Following on from my post about Xero’s general release, and some comments I received in response, I got to thinking about peoples expectations. People generally and people in NZ specifically.

We seem to have this attitude that everything should happen yesterday (and I’m restless and as guilty of this as anyone). Let’s look at the facts in relation to Xero in particular;

  • The prospectus was very clear that revenue would be a medium term goal
  • Similarly it was clearly stated that there was a three year development window for Xero during which time resource would be put into systems, processes and capability building

And people are now (only a few months post listing) moaning about revenue streams and dividends.

Put t this way – I’m a father of young kids – I’d love for them to be at Med school and Law school right now (one of each thanks and I’m yet to decide on which specialities I’d like them to move into but I’m thinking Anaesthesia and resource management Law – no pressure though!) but that’s simply not viable.

Businesses, like kids, need time to grow, to develop and to mature before which too much pressure is counter productive.

It’s encapsulated in a doodle that a friend sent to me recently – enjoy!

applesthumbnail.jpg

Maybe our focus on value add and the knowledge economy was misguided….

News this week that the Fonterra estimated milk solids payout to farmers is looking to go stratospheric and pump billions of dollars into our economy.

There has been plenty of discussion about the downstream effects of this. Farmers are, as expected, downplaying the windfall and just talking about debt reduction, while others are talking of huge multiplier effects on our regional, and hence national, economy.

All this has got me thinking….. I’m one of the myriad of commentators who for years now has been pushing the necessity of building knowledge based businesses, adding value to raw products and joining the knowledge economy. The $8bill dairy windfall is all on the back of a pretty much non-value added commodity (OK I realise that Fonterra have done some good things in terms of diversification, global production expansion et al – but at essence it is still an unimproved product). Maybe our focus on the sexy industries missed the core issue.

Just perhaps the primary producers understood things that we hadn’t quite grasped;

  • NZ is seen as clean and green, so,
  • Our food products have an extra selling edge
  • We produce milk and meat pretty efficiently
  • While we have significant down steam risks in terms of water resource threats, our water situation is better than the majority of our dairying competitors
  • These are all significant differentiators

On the other hand lets look at other industries, design, IT, apparel etc etc

  • What unique selling proposition do we have that isn’t available in India, Turkey, China or the former Easter European countries?
  • What can we design or manufacture that cannot be done so elsewhere and closer to market?
  • How do we overcome the dichotomy of high labour rates, a regulated economy and increasing competition from low cost manufacturing and design locales?

None of this is meant to discount what our new-economy businesses are doing, but it does just go to show that those in Ivory boardrooms in Auckland and Wellington might just need to revisit their attitudes towards primary production.

Thoughts?

Some networking thoughts…..

Rod posted over here about some things he can do with his home network now that he has an airport extreme box.

It got me thinking…..

I have just moved from a desktop at home/desktop at work model to using a laptop and backing up to my former primary home machine which has multiple drives and also has the printer connected to it via USB.

Ideally I could decommission the study (nice geek terminology there) which would please my wife as I formerly spent an inordinate amount of time in there.

To do this I would need to….

  • Connect something to my DSL connection
  • Find some way of connecting a raid array via USB
  • Printer share over wireless and via USB

Anyone out there have any smart/cost effective ideas for doing all of this?

Need I say more?????

http://lancewiggs.com/2007/08/24/why-xero-exists/

You cannot believe how hot under the collar I get about this……

Xero in general release….

Xero investors and the NZX received a press release this morning advising that Xero have got systems place such that they can now offer Xero as a general release product.

While this is an incremental step, it is an important one as it shows the Xero road map (in terms of development timelines) was realistic.

Full press release as follows – well done Rod and the team!

 

Xero - Newsletter to Shareholders

Dear shareholder,

We thought you would be interested to read Xero’s latest market announcement, which is included below. It was released to the NZX today.

As always we appreciate your feedback – if you’d like to make contact please email us at investor@xero.com .

Best regards,

Rod Drury
CEO & Founder

24 August 2007
Xero moves to General Release

Xero Live Limited (“XRO”) today announced the move to a General Release of its small business accounting software.

General Release means Xero now has systems and processes in place for expected future growth, including streamlined customer sign-up and the introduction of a Xero “demo” for prospects wishing to trial the software.

Xero has been releasing software approximately every three weeks, in line with its schedule. This frequent release of functionality is underpinned by Xero’s unique Software as a Service business model, where software updates are delivered over the Internet at no additional cost to the end user.

Xero’s move to General Release confirms the company’s goal set out in its Offer Document that it would have the operational capability required in August to move from Limited to General Release.

Xero Chief Executive Rod Drury said the company had achieved another key milestone.

“Since we listed 11 weeks ago we’ve had our heads down building a platform for growth in three key areas – building our team, delivering software and forming partnerships with accountants.”

Mr Drury said the company had continued to hire the best people in a very tight labour market. Xero now has a core team of 41 people across its Wellington headquarters and Auckland offices.

Xero has also made significant investment in its back office management systems, which are fundamental to building a scalable business.

Xero’s marketing activities since listing have primarily concentrated on accountants. Xero’s national roadshow in August introduced Xero to the New Zealand accounting community.

“Accountants are key advisors for our target market. Their input helps us refine out product roadmap so we can create the most compelling offer for all small businesses,” Mr Drury said.

Xero’s Partner Programme for accountants includes a listing on Xero’s “Find An Expert” section of its website, training, and joint marketing to small businesses.

As Xero moves into General Release its sales focus will initially be on a small segment of the overall target market.

“We are confident we have a great product for start-up and professional services businesses. This is where we’ll be focussing our initial customer acquisition activity while we continue to create a more comprehensive offering for the broader market,” Mr Drury said.

“These are early steps in a long journey. We are pleased with the progress we are making, executing our plan.”

 

 

 

 

IBM buys SaaS business…

IBM has acquired WebDialogs. An interesting move – IBM isn’t a traditional software enterprise – they’re a traditional enterprise but not a traditional enterprise one.

I’ve posted in the past going out on a limb saying that it’ll be very difficult for traditional software companies to become viable and sustainable SaaS providers. IBM is different being predominantly a hardware business (kind of).

So the question to be asked is;

  • Can a trad IT, non software business deliver SaaS effectively

This situation isn’t a good test case as Webdialogs will be bundled with Lotus Notes so it’s not pure SaaS. But it is an interesting development in the world of SaaS.

Watch this space…..

Are wool exports real bad or is wine really good?????

Interesting article this morning stating that for the first time ever, it looks likely that wine export earnings will outstrip wool export earnings this year.

Leaving aside the earnings gained from adding value to wool (taking a raw material,  and creating a top end fashion garment from it -  a la Untouched World), it is clear that viticulture is an example of a model New Zealand should pursue.

Adding value to what is at essence a simple product, our winemakers have created an industry and a brand that is now known around the world as high quality with all the values and aspirational attributes that achieve higher value sales than otherwise.

Now if only our meat producers could find a model that achieved a similar brand……