The Great American Novel

The Great American Novel

Photo by rbieber

Just received my Amazon shipment of The Great American Novel by Keith Malley (host of Keith and the Girl). I’ve been looking forward to reading this for a while.

Update:
It looks like the book was released prematurely by Malleys publisher and is no longer available. Apparently the version on sale was not completely edited and the cover was not approved. Full explanation of what happened is available on KATG Episode #711 at around 37:40.

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Old Hardy Boys Books

Hardy Boys Books

Photo by rbieber

I think I had this whole set as a kid.

Jonna and I hit a local antique store yesterday to kill some time and sitting on a shelf I saw these. I am pretty sure I had every one of this set when I was a kid and would spend hours reading these books.

Its cool to run into something every once in a while that is such a powerful anchor that it literally takes you back to lying in your bunk bed reading “The Twisted Claw”.

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Current Reading - Maverick by Ricardo Semler

While I still have a few books in the queue mainly focused around TPS, I started reading Maverick: The Success Story Behind the World’s Most Unusual Workplace, the prequel to The Seven-Day Weekend: Changing the Way Work Works.

Not too far into it yet, but riveted again. Pretty amazing story. Highly recommend both books.

I’m really curious about a lot of the ideas in these books, and how they would work in a traditional company. I know I’ve made little adjustments in this direction even before reading the books, but now I’m really curious as to how extreme you can go. Ricardo seems to have had great success going more extreme than most. I admire his idealism and his trust in people.

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The Seven Day Weekend by Ricardo Semler

It’s been a long time since I’ve read a book on business that has kept me captivated through the whole thing, but Ricardo Semler’s The Seven-Day Weekend: Changing the Way Work Works certainly did.

Semler is the CEO of SemCo SA, a company in Brazil with a pretty crazy management model by conventional standards. A complete democracy. People choose where and when they will work. There are no permanent desks, no dress codes, and employees select their own salaries and bonus structures. Most ideas for new business for the company comes directly from its employees. The bottom line, the company is run on the base assumption that their people can be trusted to (and actually are motivated to) do what is needed to keep the business running and growing.

This is, oddly, the complete opposite of the normal viewpoint seen in corporations today that employees are not trustworthy, must be monitored, must be in the office during a certain timeframe and dress a certain way to ensure that they are “behaving professionally” and “productive”.

Semlers philosophy may seem weird to some, but it also seems to work, as according to Semler the company has grown from $4M a year when he took over the company from his father in 1982 to, as of 2003, an annual revenue of $212M. Reading the book, its hard to figure out what SemCo actually does, but the model in which it is run is so intriguing that by the end of the book you don’t really care.

Some of the most interesting assumptions, behaviors, and programs that I found while reading this book that SemCo pioneers:

  • People are inherently good and trustworthy - Sure, there will be bad apples, but if you create a culture in which the social norm is trust, the “bad people” will be pushed out by their peers and/or subordinates if they violate the social norms. An interesting idea.
  • Management positions are not guaranteed - All managers are evaluated openly by their teams. Think of it as a Digg.com for managers. Repeated low scoring usually results in the manager either leaving or being dismissed. I found this to be a very intriguing example of giving the teams the power rather than the management structure.
  • Employees set their own salaries - SemCo’s books are completely open to their employees so that they can see the impacts of their salaries on the companies bottom line. Each knows what the other makes, and requests for salaries that are out of the whack are run the risk of being rejected by colleagues. Its an interesting concept to allow social norms to keep behavior in check, rather than the traditional approach of hiding information from employees. Given all of the information, employees are able to make decisions based on the impact to the company.
  • Retire A Little Program - The company did a study on work productivity and found that the peak of physical capability is in ones twenties and thirties. Financial independence, on the other hand, usually occurs between age fifty and sixty, while “idle-time” peaks after seventy. The conclusion was reached that when you are most fit to realize your dreams, you do not have the money or leisure time for them, and when you have the time, and money on hand, you no longer have the physical energy to realize them. Semco allows their employees to buy early retirement time, from the company, allowing you to do the things you are passionate about while you can still do them. Another twist on the program is that for all of this time you take off, you receive a voucher for time to work, so that when you are older, you can come back and work at a proportional pay level. Brilliant.

Its extremely hard to characterize the thoughts contained in this book in a review. They are so different, and so people oriented, that the best thing you can say is once you read this book you will more than likely begin thinking about how to relocate to Brazil to be a part of it. The book is really well written and Semler has a great conversational style to his writing. It isn’t your typical business book, which would be expected being written from someone who is not the typical CEO.

Do yourself a favor and pick this book up. It will completely change the way you look at your employees and your company.

Related Links:

  • The Semco Way - section of their web site detailing their management and company philosophy

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The Myths of Innovation and the Full Machiavelli Quote on Change

Last month I posted a quote from Nicolo Machiavelli on change that I had heard in a lecture by Carly Fiorina. I’ve recently picked up the book The Myths of Innovation by Scott Berkun where he includes the whole quote - which is much more interesting than the subset.

There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things. For the reformer has enemies in all those who profit by the old order, and only lukewarm defenders in all those who would profit by the new order, this lukewarmness arising partly from fear of their adversaries … and partly from the incredulity of mankind, who do not truly believe in anything new until they have had actual experience of it.

– Niccolo Machiavelli

Aside from finding this gem, this book is excellent - and has provided so much mental relief for me in its reading. So many people I know talk about innovation like its a thing, rather than a series of ideas, experiments and failures that may lead to something great.

Scott describes innovation in the book like this:

The dirty little secret - the fact often denied - is that unlike the mythical epiphany, real creation is sloppy. Discovery is messy; exploration is dangerous. No one knows what he’s going to get when he is being creative.

To which he follows up with:

Creative work cannot fit neatly into plans, budgets, and schedules. Magellan, Lewis and Clark, and Captain Kirk were all sent on missions into the unknown with clear understanding that they might not return with anything, or even return at all.

This is a perfect book for managers all the way up the chain. It documents everything about the creative field that those in it know, and those who manage people in it have been conditioned to forget. If there is one book you pick up this year, pick this one up, read it, give it to your manager, and have him give it to his manager.

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Building Scalable Web Sites by Cal Henderson

I have about three books that I am reading on and off but have been unable to focus on any of them for any length of time. Tom The Architect mentioned a book to me a few months ago called Building Scalable Web Sites: Building, Scaling, and Optimizing the Next Generation of Web Applications by Cal Henderson, engineering manager for the Flickr photo service, a service that I have used extensively since being turned on to it by, you guessed it, Tom The Architect.

This was the first book in a long time that I couldn’t put down, mainly because everything in the book is geared towards teaching you about how to create really, really, big web sites and the issues involved in scaling them. It was also quite intriguing because the book covers tools you use all of the time, like PHP and MySQL that are hard to find really good books about how they scale.

Cal covers a lot of material in this book, from layering your web application architecture, to creating an environment for developers to work in, which includes source control, issue tracking, coding standards and the like. This section was quite encouraging to me, as we have implemented almost everything that Cal mentions in the book (sometimes its nice to get some external validation). Cal then goes on to talk about internationalization and localization, data integrity and security, using email as an alternate entrance into your application, and how to build remote services.

All of this was great, but the next few chapters I found really valuable. Cal talks about identifying bottlenecks in your web application, scaling applications such as MySQL (where he covers quite a few replication strategies) and scaling storage. He also covers measurements, statistics and monitoring. Finally, Cal talks about adding API’s into your application to support mobile applications, web services, etc.

Cal references quite a few tools that are freely available in these discussions - tools that I didn’t even know were out there, that you can use to simplify your monitoring environment. I was most intrigued with the Spread Toolkit, a self described “a unified message bus for distributed applications” that allows you to unify logging across your applications. Anyone who has tried to debug an issue on a site that has more than one box would appreciate knowing about this tool.

This is the first book that I’ve read in a long time, technology wise, that hit the sweet spot between talking about real issues that I have been facing and possible solutions. I highly recommend grabbing this book and in the very least just keeping it on your book shelf for future reference. This is one thats going to be a constant companion for me in the coming months.

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Starbucks Green Apron Book

Photo by rbieber

Did you know that you could just walk into your local Starbucks and request a "Green Apron Book", that outlines the principles of Starbucks? I heard about this little booklet from a recent book I had read about the company and went in to my local Starbucks and asked for a copy. I was a tad surprised when the employees were extremely happy to give one to me. There’s something to be said about a company that is not afraid to share their core principles with their customers. There’s much more to say when they do it so enthusiastically.

I was totally impressed with being able to walk into my local Starbucks and get a copy of their “Green Apron book” after reading The Starbucks Experience: 5 Principles for Turning Ordinary Into Extraordinary.

I did find another review of the book and it was really cool to me that the reviewer offered the same observation that I did around the structure of the Starbucks principles:

After reading it that afternoon, what impressed me the most was the absence of rules. In their place were suggestions, goals, and the empowerment to make every customer’s experience a memorable one. It was at that moment that I realized the significance of Starbucks’ philosophy—not only for business, but for life in general.

This really parallels my thoughts on what I had read:

One thing that comes out fairly strong in most of the books I read about Starbucks (and Toyota as of late) is the acknowledgment of senior managements importance in setting the culture, ideals, and principles of the overall business while giving the “people doing the work” the ability to act within the framework of the principles.

Another cool thing I noticed. When you dig down into the detail of the Be Welcoming principle, you find the following:

Get to know your customer by drink or name.

This completely impressed me - because I experienced it. As a matter of fact, it impressed me so much that I wrote about the experience in the post “ Reaching “Norm” Status - The Ultimate in Customer Service” back in March of 2005.

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Books: The Starbucks Experience : 5 Principles for Turning Ordinary into Extraordinary

For some reason, if there’s a business book related to Starbucks, I just have to pick it up and usually wind up going through it as quickly as one of my favorite mocha’s.

This week I ran across The Starbucks Experience: 5 Principles for Turning Ordinary Into Extraordinary by Joseph Michelli. This book is the result of an 18 month study of what makes Starbucks work by the author.

Starbucks has been one of those companies that completely fascinates me. From everything written about them, they are run a lot differently than most companies one reads about. Their commitment to their customers, employees, and communities in which they reside is really unparalleled in the business world and I am constantly wondering how they make it work.

This book gives you some insight. In it, Michelli outlines the 5 principles that the Starbucks leadership team instills in its “partners” through tons of training and consistent modeling of behaviors by senior management.

  1. Make It Your Own - Starbucks goes to great lengths to educate their employees on their products. They also allow their employees (or “partners” as their called) to do whatever it takes to ensure a positive experience by the customer of the company. Each employee is encouraged to take action as if the company were his own.
  2. Everything Matters - Starbucks employees are trained to pay attention to the smallest details. Within this principle the author makes a distinction between “above deck” and “below deck” activities. The “below-deck” activities are those which the customer does not see. Great care is taken at Starbucks to pay attention to the “below-deck” activities. Traditional business find it “OK” to cut corners on below-deck activities to cut costs. Starbucks views these activities as just as important as customer facing ones. It is understood at Starbucks that in order to deliver quality, you have to deliver it at all levels of the business. Any compromises can relax “quality awareness” throughout the organization.
  3. Surprise and Delight - Cote actually addressed this principle fairly well in a recent posting where he talks about how companies can “unexpectedly delight him” by doing things he wouldn’t expect but are useful to him, the customer (see the “Making My Life Easier” section). At Starbucks, one of the primary principles the company is built on is cultivating this ability to delight customers and go beyond their expectations. The book gives some really good examples of this type of behavior.
  4. Embrace Resistance - This principle is all about accepting feedback, both positive and negative - and using the negative feedback to feed into the business to find lessons to improve. The company finds all feedback important. A recent example of this is its response to Oxfam America and its efforts to get Starbucks to use its leverage to stand up for the Ethopian Coffee Farmers. Rather than ignore the feedback, Starbucks responded - constructively and calmly, explaining its position on the issue. Accepting and responding to feedback is built into the core principles of the company.
  5. Leave Your Mark - The final Starbucks principle is built around being involved and contributing to the communities in which it resides. Starbucks has a strong commitment to contributing to the community around them. This chapter focuses on the social aspects of the company, including its activities concerning the environment and various social issues.

To me, these seem like some pretty solid principles to build a business on. It almost seems “too ideal to be practically possible”. One thing that comes out fairly strong in most of the books I read about Starbucks (and Toyota as of late) is the acknowledgment of senior managements importance in setting the culture, ideals, and principles of the overall business while giving the “people doing the work” the ability to act within the framework of the principles. It seems that the more I read about these two companies, the more there is in common between them at a high level.

A book that I would be really interested in reading would be a book focused on the IT practices and principles in both companies. It seems to me that it is really easy to push down authority in a company which is distributed across the country, while that same practice in a corporate environment (especially IT, which is traditionally looked at as a “necessary evil” and liability rather than an asset) would be a little harder to foster this type of culture. I would be extremely interested to read an honest, detailed descriptions of how these areas of the company are run within the context of the overarching principles.

But here I go, digressing again. I thought The Starbucks Experience: 5 Principles for Turning Ordinary Into Extraordinary was an excellent book and would recommend it to anyone managing people. It documents an interesting framework for running a business and is full of great examples of each principle to illustrate application of the principle to “real life” in a business.

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The Art of Deception by Kevin Mitnick

Over the last few months I’ve started a lot of books. There is so much interesting reading out there that between the usual blogs that I read, the effort I’m spending learning Ruby on Rails, and the interesting books I run across in my usual ritual of trolling book stores, I’m finding it hard to focus on a book from start to finish. I think the only ones I’ve been able to read completely over the past few months have been Fight Club, Practical Subversion, Second Edition (reviewed early last week), and todays pick, The Art of Deception: Controlling the Human Element of Security by Kevin D. Mitnick and William L. Simon.

It is rare that a book conjures up such paranoia in me. The book is described on the back cover like this:

The worlds most celebrated hacker delivers the lowdown on today’s most serious security weakness - Human Nature.

Boy does he ever.

When one thinks of computer security, one normally thinks about things like closing unnecessary services / ports on your systems, using strong passwords, and things like that. All things of a technical nature that are necessary, but aren’t truly secure because of the people that surround the technology.

Mitnick and Simon do an excellent job in walking you through extremely realistic social engineering scenarios and make you realize that the basic pieces of human nature, like sincerely wanting to help others, fear of crossing someone in an authority position, or just plain carelessness can open up your systems to security breaches no matter how well of a handle you have on the technology aspect of security in your company.

Each scenario is followed by a section called “Analyzing the Con”, where they explain, in detail, the factors that contribute to the scenario being played out and your systems being compromised. There is a lot of interesting information in these analyses that you may not have thought of before.

The last chapter of the book gives you approximately 70 pages relating recommended corporate information security policies. This chapter was excellent, explaining the different policies you can enact and, more importantly - and something you don’t get very often from corporate security - the reasons WHY they are important to implement.

For me, this book was a total eye opener. It is interesting to think about the amount of information that can be “leaked” that seems unimportant at the time one can be in a conversation that can be pieced together later on for the purposes of compromising a computer system or a business.

If nothing else, this book will definitely make you think about the next conversation you have with someone. It shows you the dark side of human nature, where people can seem completely sincere in their interactions with you but deep down have only one objective. To get information. It also illustrates the effort in which people can put forth to put together a con with so much detail, over such a length of time, that the individual interactions seem innocuous, but in the end compromise your systems security.

This book is a must read for everyone even peripherally related to IT. Let me rephrase that. This book is a must read for everyone who has even remote contact with people. Its extremely informative and engaging - so much so that I could hardly put it down.

I’ve already recommended this book to numerous people at work and will be putting it on the required reading list for this year for my teams. Its an area of computer security that is often overlooked and I’m glad to see it covered in such detail - and in a very non-technical way. Anyone can relate to the content in this book.

Do yourself a favor. Take the time pick this one up and read the whole thing. I can guarantee, no matter what your role, you will get something useful out of this book.

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Practical Subversion - Second Edition

I received a free copy of Practical Subversion, Second Edition by Daniel Berlin and Garrett Rooney on Friday from their publishers, Apress.

I had reviewed the first edition before it was released and had found it to be an excellent companion to “Version Control with Subversion” (C. Michael Pilato, Ben Collins-Sussman, Brian W. Fitzpatrick), mostly due to its coverage of the Subversion API’s - which I had not seen covered in any real depth in any other book.

I have to say, the authors have outdone themselves with the Second Edition. The book is extremely well written for varying levels of Subversion experience. The beginner will find a very easy to understand introduction to using Subversion in the first two chapters, giving a really great tutorial on how to use the tool along with explanations of many of the concepts embodied in the implementation of the tool, such as locking vs. non-locking systems, properties (from file to revision properties), the basic workflow involved in using version control, and how to use the various commands, from checking out, to using svn blame (or ‘praise’ as I learned from the book is an alias for the command) to find the origin of a change in the system.

Thats just the first two chapters. As the book goes on the reader will learn about repository administration, the differences between the BDB and FSFS file systems, using Apache and Apache modules to squeeze additional functionality into the system, migrating from other version control systems such as CVS and Perforce and third party tools that work with Subversion (such as ViewVC, emacs, etc). The book also covers maintaining vendor branches, and contains a very good chapter on Version Control Best Practices. You then have, from my memory anyway, a greatly expanded chapter on using the Subversion API.

Practical Subversion, Second Edition does a really good job of covering information at many skill levels in an extremely accessible way. This book will definitely be one of those that I would put on the shelf at work as we continue to move people into more advanced roles in the management of our repositories - as there’s really nothing the book doesn’t cover.

I’ve been a user of Subversion for a very long time (I think I started around version 0.19 or so) and as I perused the book last night I walked away with some new distinctions about how we were using the tool and changes I could make to make administration and maintenance easier. That says a lot.

Congratulations to Garrett and Daniel on a fine piece of work. Hopefully the next edition will cover some of the newer features of 1.4, specifically the svnsync tool.

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Fight Club by Chuck Palahniuk

I just finished reading Fight Club by Chuck Palahniuk.

I remember the first time I had watched the movie. I never actually wanted to see it. Jonna had run across it by chance and told me that I HAD to watch it - that it was a movie right up my alley and that I would love it.

I remember not really believing that it was something I wanted to see but I watched it anyway. The movie blew me away. I thought it was brilliantly written and brilliantly acted. I was completely impressed.

I bought the DVD soon after that and have watched it numerous times since then - always saying to myself “I definitely have to read this book sometime”.

Well, Jake wound up buying the book for some reason and after he read it handed to me and said I just HAD to read the book. So finally, I read it.

The book is absolutely brilliant. More than that, overall the movie stuck pretty close to it, something I was very glad to see. The one thing that I hate the most is when you read a book to find that the movie makers completely trashed it. This one made it through the movie making processes pretty will intact.

If you liked the movie, you will absolutely love the book. The writing style is extremely disjointed - just like the movie. You actually feel like you are on a ride through one mans complete mental breakdown.

While the movie did a fairly good job of exposing you to the main characters inner dialog, there is nothing that compares to actually reading it for yourself.

I will say, its pretty difficult to read the book and not hear Ed Nortons voice as the narrator. Then again, he had the perfect voice for it.

If you liked the movie, you will absolutely love the book. On a scale from one to five - I give t a ten. Its that good.

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Off The Rails - The Review

I just finished reading Off The Rails by Rudy Sarzo this last week. Overall, I would say I liked it.

I’ve been a fan of Randy Rhoads since first hearing the Blizzard of Ozz and Diary of Madman albums in 1983 or so. He was a unique player for his time and these two albums are of the sort that they sound just as fresh today as they did when they were released.

As a Rhoads fan, I’ve always picked up any and all information I could get on him. Every guitar magazine he’s been in, I probably have or have had it. Each article or magazine never really gave you enough, as a fan, as to what Randy was like.

Off The Rails was written using Sarzo’s daily diaries that he had kept during the Blizzard of Ozz and Diary tours between 1981 and 1982 (at the request of his accountant) and gives you an interesting glimpse of what was going on in the band at the time. While this book is probably the most detailed about Rhoads as a person, the book for me seemed to focus more on how screwed up Ozzy and Sharon were during this time, which is actually the stuff I wound up getting more interested in as the book went on.

After reading this book, you will be amazed that Osbourne has gotten to where he did, and that he actually produced the music he did over the years. Rumors have always abounded about his alcoholism and wild antics, but Sarzo gives you a very detailed glimpse into the amount of abuse Ozzy exposed himself and everyone around him to during the early days of his solo career.

Most interesting to me was the circumstances around the planned live album that became Speak of the Devil and Randy’s resistance to doing the album. Given where the band was at the time, with two albums of solo material, its easy to understand that Randy did not want to do a live album of Sabbath material, but the most telling is how Ozzy reacted and treated Randy when he refused to do the album initially.

Over the last twenty some years, we’ve heard a lot of positive things about the relationship between Ozzy and Randy. This book, if nothing else, gives you a glimpse of the “real life” circumstances on the tour and paints a much less rosy picture of the time that the band spent on the road.

That is not to say at all that Off The Rails is negative. Sarzo manages to detail all of the goings on during this time without giving the reader the feeling of reading a “tell-all” book meant to smear the participants for the sake of making money. Rudy does a great job of reporting what happened in a very balanced way that manages to get the reader to close the book and walk away thinking.

Bottom line, the book is excellent. Sarzo does a good job of reporting the daily goings on in the tour, giving you a glimpse into the life of guitar hero, and doing it in such a way that it does not feel exploitative in the least. I would definitely recommend this book to those who are Rhoads fans, or even those who just want a third party addition to the biographies already out there on Ozzy and his crew.

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Off The Rails

Photo by rbieber

After a long wait , I finally received my copy of Off The Rails by Rudy Sarzo, his diary of his time on the road with Ozzy Osbourne and more importantly, Randy Rhoads. This is the only book with detailed information on Randy out on the market, and has been waited for by fans for years.

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Off the Rails by Rudy Sarzo Now Available At Amazon.com

I received an email yesterday from someone letting me know that Rudy Sarzo’s long awaited book, Off The Rails is now available at Amazon.com. The book chronicles his time with Ozzy Osbournes Blizzard of Ozz band, featuring the late great Randy Rhoads.

From what I’ve heard, this book is a one of a kind. I actually headed over to Borders yesterday to pick it up, only to find it listed in their computers as out of print. I guess I will have to forego my need for ‘immediate satisfaction’ and wait for Amazon to deliver it.

Rhoads fans have been waiting a long time for this release. I’ll let you know what I think once I get it.

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Lean Principles from the Source

I’ve started reading The Toyota Way: 14 Management Principles From The World’s Greatest Manufacturer by Jeffrey Liker. I’ve figured that as my curiosity peaks on Lean Development and Lean Principles in general, I might as well go to the source.

Chapter One opens with a quote from Fujio Cho, the president of Toyota Motor Corporation from 2002. I read the quote and thought I’d post it up here.

We place the highest value on actual implementation and taking action. There are many things one doesn’t understand and therefore, we ask them why don’t you just go ahead and take action; try to do something? You realize how little you know and you face your own failures and you simply can correct those failures and redo it again and at the second trial you realize another mistake or another thing you didn’t like so you can redo it once again. So by constant improvement, or should I say, the improvement based upon action, one can rise up to the higher level of practice and knowledge.

Toyota is thought of as one of the most process oriented companies around, and yet they still acknowledge that you do not know everything up front and build that into the process. A book that starts out this way has got to be one interesting read!

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Current Reading Queue

Thought I’d throw out a list of the current reading queue. I have two books in process, another in waiting:

  1. Implementing Lean Software Development: From Concept to Cash - Currently Reading
  2. Lean Thinking : Banish Waste and Create Wealth in Your Corporation, Revised and Updated - On Hold Until #1 completed.
  3. The Toyota Way: 14 Management Principles From The World’s Greatest Manufacturer - In queue.
  4. Fearless Change: Patterns for Introducing New Ideas - In queue

Sensing a pattern here? I’m really intriqued by the lean way of thinking. The nice thing about it is as you read all of this stuff, you realize that they are pretty much the principles behind any agile method of development. The reading thus far has given me a good base of principles necessary to make sense out of the methodologies. There is something to be said about knowing the “why” behind what you are doing.

I’m sure there will be more to write about this later. One thing I will say: My brain hurts.

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Books: Primal Branding

Primal Branding: Create Zealots for Your Brand, Your Company, and Your FutureWalking through Borders last week I came across the book Primal Branding: Create Zealots for Your Brand, Your Company, and Your Future by Patrick Hanlon. Since I had recently read The Culture Code: An Ingenious Way to Understand Why People Around the World Live and Buy as They Do, the initial browse of this book intrigued me, so I picked it up.

There are certain brands that build very passionate communities around them. Think of companies such as Starbucks, Apple, or communities such as Linux. This book attempts to dissect the building of brands and communities centered around them into a “primal code” - a set of things that all of these brands have in common that foster the “zealot” type of behavior that these brands exhibit.

The author breaks the primal code of branding into the following seven components:

  1. The Creation Story - If you think about it, any of the brands listed have a creation story that is well known. Be it Jobs and Wozniak building boards in a garage, or Howard Schultz visiting coffee shops in Italy and getting his job at the original Starbucks. Each has a mythos connected with how the founders created the company.
  2. The Creed - This is what the company and / or brand stand for. Think of Apples “Building Computers for The Rest of Us”, or Starbucks “Third Place” (the first two being “Work” and “Home”). The creed is not a typical mission statement, but a short statement that sums up the values or mission of the company.
  3. The Icons - According to the author, icons are “quick concentrations of meaning that cause your brand identity and brand values to spontaneously resonate”. Some examples: The Nike Swoosh, the Linux penguin, the Starbucks white cups, the makeup of the band KISS (yes, this last one was really used as an example - and you can’t really argue with it. The KISS Army are some of the most passionate fans on the planet).
  4. The Rituals - The author describes the rituals as “the repeated interactions that people have with your enterprise”. The main concentration here is around finding the “rituals” that people go through when using your product and making them more pleasant. Some examples of this are things like the Progressive car insurance practice of settling insurance claims at the scene of the accident. Tom the Architect often blogs about “attention efficiencies”. I would put the creation of these efficiencies in the ritual category.
  5. The Pagans, or Nonbelievers - Every strong brand has its pagans, or the people or things which express what your brand is NOT. McDonalds has Burger King, Christians had the Romans, Linux users have Microsoft.
  6. The Sacred Words - Sacred words are described as “a set of specialized words that must be learned before people can belong”. Think “Big Mac”, “iPod”, “iMac”, “Venti or Grande”.
  7. The Leader - Finally, every strong brand has a person who is the visionary who “set out against all odds to re-create the world according to their own sense of self, community, and opportunity”. These are people like Bill Gates, Steve Jobs, Ray Kroc, Howard Schultz. Often these leaders have great mythologies connected to the creation story that help to inspire and create passion around the brand.

Companies may have one or more components of this code. The author asserts that the more pieces you have, the more attractive your brand and the more passionate your customers are about your company. I can’t really disagree with any of the arguments. When I first got a Mac, the first thing I did was start reading books about the creation of Apple. Its odd that as I read this book, and the different components that make up a strong brand, I found myself thinking about my own behavior around things I am passionate about and found little things that corroborated the arguments in the book. From the quick three week studies on the origins of Apple, to all of the time I spent on the history of Linux, to the “Tux Tattoo” I have on my upper back, all of these components make sense and map to real experiences I’ve had with strong brands in my life.

The author makes the point that these primal codes for branding or community building are not necessarily to be used only for business. You can use them for organizations (think the Jaycees), religions (Christianity), or even building strong beliefs within a team (a concept I’m extremely interested in as a manager).

In the very least, this book will get you thinking about how to make people passionate about a cause. The book is extremely well written and you move through the concepts very quickly. I found a lot of value out of this reading session and highly recommend that those interested in these concepts pick up the book.

The author is the Founder and CEO of Thinktopia, Inc a company focused on building “primal brands”. They also have a blog and a podcast available (to which I just found while writing this and am now subscribed).

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Random Thoughts on Lean Principles

Last night I finally received my copy of Lean Software Development: An Agile Toolkit for Software Development Managers by Mary and Tom Poppendieck. I’ve actually had quite a few books on order and as they’ve been coming I’ve hoped that they were this one. Finally it got here.

I started getting really interested in “Lean Concepts” after reading The Goal by Eliyahu M. Goldratt and Jeff Cox, a very well written “parable” illustrating the application of lean principles and the Theory of Constraints to the manufacturing process. This was the first book in a long time that I was completely drawn into - so much so that I actually dreamed about the content after I had finished reading the book. Thanks to John Goodsen for recommending this book to me, among others, while attending a recent training.

This posting is not a book review of the Lean Software Development: An Agile Toolkit for Software Development Managers book - that will come later. However I did want to point out that rarely have I been sucked into a book as quickly as I have been with this one. I think that this is because what I’ve read so far maps so closely with the content of The Goal that it jarred me a bit.

Chapter One starts with the first principle of Lean Development. Identifying and eliminating waste. The authors define waste as “something that does not directly add value as perceived by the customer”. They also assert that “If there is a way to do without it, it is waste”.

Here’s the strongest piece of this argument, taken directly from the book:

In 1970, Winston Royce wrote that the fundamental steps of all software development are analysis and coding. “[While] many additional development steps are required, none contribute as directly to the final product as analysis and coding, and all drive up the development costs”. With our definition of waste, we can interpret Royce’s comment to indicate that every step in the waterfall process except analysis and coding is waste.

The argument that the authors are making really make sense to me. What pieces of accepted software development practices are adding “direct value as perceived by the customer”? Does the customer appreciate the long requirements and design processes that wind up feeding into a process in which documentation then has to be generated to change the design of the system after requirements have been frozen? Do they appreciate the fact that we have a “process” to document each change that we make, even though, when push comes to shove, the documentation is rarely looked at as often as the code is? Is the long, drawn out process we IT people use to try to keep our world under control adding immediate perceived value to our customers lives?

“Perceived value to the customer” is another reason why I have always been confused to see development teams put more value on being involved in “projects” than maintaining current systems, whether it be fixing reported defects or adding requested functionality to an application. In my mind, these smaller changes and fixing of defects found BY customers are the things that make the customers life easier and that they will get value from almost instantaneously upon deployment (not to mention that more times than not, they are “chunked” properly). Larger scale “projects”, mostly perceived by teams as “sexier” work, are essentially (in many cases) just a guess from the busines as to what might create value.

I can see from just the first part of this book that this is going to be a really interesting and valueable read. I think it will definitely get my brain working again - and I know there will probably be quite a few rambling posts like this one about thoughts I have as I go through it. This is an area of thought that completely excites me, mainly because there is so much waste in our industry (IT) as a whole. Its kind of nice to read books every now and again that confirm that many of the thought processes you go through in your professional life are not as crazy as they seem sometimes.

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Books: The Culture Code

The Culture Code : An Ingenious Way to Understand Why People Around the World Live and Buy as They Do Over the weekend I found an excellent book by an author named Clotaire Rapaille called The Culture Code : An Ingenious Way to Understand Why People Around the World Live and Buy as They Do.

Rapaille, a cultural anthropologist, has consulted with large companies for years. His talent is finding the cultural “imprints” that exist for concepts or products and helping people and companies alike to use these imprints to their advantage.

The concept of an imprint starts with the assumption that learning does not happen without connected emotion to the experience being learned. The greater the emotion, the more learning takes place. The combination of the experience and the emotion create an imprint, a strong connection between the concept or experience learned, and the emotion experienced at the time. In NLP parlance, an imprint is a very strong anchor.

A “Culture Code” is characterized as “the unconcious meaning we apply to any given thing - a car, a type of food, a relationship, even a country - via the culture in which we are raised”. This unconcious meaning is, within the book, distilled to a one to three word phrase to characterize the belief system or meaning attached at cultural level.

Rapaille covers a number of concepts within this book, including things like food, money, love, work and compares the unconcious meanings of these concepts at a cultural level between different cultures like the US, France and Germany. The differences in meaning attached to these concepts is incredibly interesting when you are looking at it from the perspective of comparing cultures, but for me, the most interesting pieces were being able to relate to the meaning that I personally have for things and seeing the accuracy in which Rapaille expresses them in the book.

For example, Rapaille asserts that the American culture code for work is “WHO I AM”. The American culture, overall, associates their identity with what they do for a living. The American culture code for money, is “PROOF”. In this section Rapaille makes the point that work and money are closely related culture codes, as the meaning we attach to the money we earn acts as proof that we are good at what we do. Our commitment to work is to ensure that we “are someone” and not a “nobody”. It is our feeble attempt to create our identity.

These are just two of the codes explained in this book. Overall, I found the explanation of the concepts extremely valueable (and relevant) on a personal level and got a lot of value out of the analysis. For me, it was almost therapeutic, in that it explained a lot of the behaviors that I have had that I haven’t really been sure where they came from. With the very clearly written and thoughtful analysis and explanations of these codes, I wound up receiving quite a bit of self enlightenment out of the experience of reading this book and found it to be totally worth the price of the book.

Whether you agree with the content of the book or not, theres no denying that anyone could find some value in the information communicated in it. I give this one an enthusiastic thumbs up and highly recommend it as a few hours of high quality reading.

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