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2: Home on Jam
BonnieRobin Mariela Watau
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Part of business jujitsu is using the enemy's strengths against them. The idea of using the signal coming from an electronic jammer as a homing beacon to find (& remove) the nuisance is a modern-day warfare practice [ 1, 2] of this timeless principle. Use the source of the problem as a solution to the problem.
Jay Rosen's key expression "what’s happening over the horizon of our personal experience" captures that sense of going up the stairs of the lighthouse in our logo.
As we climb, over 2½ week intervals [ 1, 2], we see the same thing again from higher and higher perspectives, each time seeing further. This "seeing over the horizon" is central to our unfair market advantage in risk discovery, risk resolution and risk reduction.
Question for you dear reader: How is the spyglass in our logo image related to time travel? The first 5 correct answers win the book of their choice from the STI Press catalog.
Disruptive innovation, a phrase beloved in "Valleyspeak" (the tortured patois that passes for English in Silicon Valley, Austin and other tech hubs), is only possible because the prevailing customer service standards are so bad. To channel the century old soap slogan, 99 44/ 100 % of customer service problems arise in how a company's leaders shape the company culture.
Failure to actively shape the culture is a decision to fail. Charles Fishman says that the hard part of customer service is how companies think and how they behave – newsflash! – companies neither think nor behave good or bad. Ever. Companies are pieces of paper
that make it easier for people to assemble value-delivery-circles and transfer money based on the movement of goods & services.
Every time we make or spend a dollar we are engaging in a transaction with another person, says Steve Bollman [ 1, 2]. No matter how many layers of abstraction we must peel away, relationships are the heart of all human activity. We are a people hard-wired for community and no amount of new-agey nonsense can change that objective truth.
In his classic, Zen and the Art of Motorcycle Maintenance, Robert Pirsig discusses that we cannot walk through walls because we believe they are solid.
Updating what an organization believes about measuring and managing risk is central to delivering exponential improvements in their risk signature or put more simply, the sum of all those discrete elements that combine to deliver the total picture of risk for their lifecycle, be it project, product, an individual, the firm as a whole or their entire industry.
To turn your competition inside out, simply choose to live in the city of gold:
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