4 Main Reasons 2 Hold Mtgs-GIDG podcast

*Share Info(bad reason)
*Decision Making
*Team Building
*Brainstorming

Test

Posting on my blog using my BlackBerry (text message-SMS). Crazy COOL!

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Four Worthy Goals to Strive For...

Dr. Albert Schweitzer was a great philanthropist and devout Christian who left the comforts of affluence to live out his life in Africa. There he provided medical as well as spiritual direction to the poorest people in the world. The only time he returned home was to raise money for medicine to take back to the Africa. At some point he listed the four things that he most wanted to perfect in his life. They seem worthy goals for everyone.

"I have four things to learn in life: to think clearly without hurry or confusion; to love everybody sincerely; to act in everything with the highest motives; to trust in God unhesitatingly."

Work from the Inside --> Out

I enjoyed this (~10 min.) video given by Seth Godin. I thought I'd share. I think its an important concept to work from the inside out. Some other really good principles are taught in this as well.

Blogging about Blogging

My blog sits dormant more often than I would like. People use blogs for many different purposes. I wanted my blog to be a repository of information, quotes, articles, thoughts, ideas, and more. I collect tons of information all the time but I am still trying to find the most efficient way to share it.

I wish I could have a mini-RSS feed or embed a widget into this site that automatically updated new things I am reading and learning across the web. I tag a ton of articles, blog posts, and random websites using Delicious, ReFrame It, & Google Reader. I even add commentary and save for my own personal future reference. If anyone knows how to do this please share. In the mean time, look me up on those sites. I think they will show you the stuff I am tagging, flagging, & commenting about.

I will try and do a better job of posting here too. It is on my ridiculously long list of goals. Those of you who know me well - the RIDICULOUSLY part is for real!

UPDATE: I found a Delicious widget that is now located on the left column of my blog. If you subscribe to Reframe It you will be able to see any comments that I make inside of the articles.

UPDATE 2: Thanks Shannon for the suggestion. Brilliant. Hopefully in the near future I can create a bar graph, or a pie chart, or a line graph... Sounds crazy but it also just might do the trick. (HAHAHA)

Age: Not a Significant Factor

Age 36, Albert Einstein completes his General Theory of Relativity (1915)
Age 41, Christopher Columbus sailed the ocean blue that discovered North America (1492)
Age 51, Ronald Regan becomes a Republican (1962)
Age 53, Walt Disney opens a theme park in California (1955)
Age 72, Albert Einstein takes fun picture by sticking his tongue out on his birthday (1951)
This is just a short list of some things I'd like to refer back to throughout my life. Age should not be a significant factor when considering change, learning, risk takings, etc. I got this information from 03 October 2008 article out of the The Week magazine which highlighted excerpts from Eric Hanson's book titled, The Book of Ages. The article Life by the Numbers (pg 44 - 45) had roughly 50 examples out of Mr. Hanson's book that I really enjoyed.

Its never to late to try something new, be yourself, change, challenge yourself, follow your heart, and the list goes on and on... Age should not be a limiting factor. I think that we limit ourselves from being and doing better. One common excuse we can easily fall back on is "I'll too old for that" or "Maybe if I was your age" or "If I could be young again". Age is just one of many excuses. STOP Listening and go DO something great!

Innovation at 3M

Here is some interesting information I gathered from "Innovation at 3M" a Harvard Business Review article published 23 July 2002. Intuit is working very hard to be a Premier Innovative Growth company. 3M is a great benchmark for Intuit to use because it has been a innovative leader for the past several decades.

Here are some interesting facts:

• 3M inventors motivated by individuals love for discovery and recognition (no royalty sharing)
• All staff given 15% free time to explore new ideas (often outside assigned responsibilities)
• Hosted internal showcases for products & ideas which assisted company-wide collaboration.
• Awarded innovation & provided in-house grants for innovative projects
• One of 3M’s main objectives in the 1990’s was to produce 30% of sales from products that did not exist four years earlier
• Increased emphasis on creating new to the world products instead of line extensions
• 6.5 to 7.0 cents of every sales dollar was spent on laboratory-based R&D (1997 was just over $1 billion)
• Global customer base (operating in more than 60 countries and received half of its revenue and half of its operating income)

One of my favorite YouTube videos

Talk about exciting!

Keep track of PlasticLogic

Here is a video that explains PlasticLogic.

CCRP - Week 2 & 3

Week 2

Monday - 25 August 2008

Stephen Bryant, Gary Curtis, Brian Grove from Tuscon, AZ provided training on QuickBooks Online (QBO) support tools.

Take- aways:

* Intuit products have an enormous amount of back-end support for every product offering (CP3) which include things such as Customer Relationship Management (CRM) software, remote agent support software and tools, product knowledge databases, skilled Intuit employees that are product experts and are very willing to assist the customer.
* Memory Tools:
o 10-24-7 Principle - Review something 10 minutes, 24 hours, and 1 week after learning something new and it will help you better store information beyond your short-term memory.
o Have experiences that assist in the learning process or in other words make the information come alive such as shared group experience, using all 3 sensory channels (sound, sight, action).
+ In class a fictional story was used while others mocked several hand motions that corresponded with some of the words. Later we were asked to tell the same story to our neighboring classmates and we found it helped us remember the major portions of the story by being physically involved. Little did we know we were learning the process of taking support calls (answer, log time, ensure you have the skills, call customer or leave a message, then summarize to the customer your exchange).

This was a less exciting day than in the past but the information will be important information in the days to come.

Tuesday through Friday (26 August - 29 August 2008)

We continued learning the QBO product, learning how to deal with customer issues, and completed dozens of practice modules that instructed us to first input something in the computer incorrectly and then going back to fix it. This will help us in the future assist customers fix some of their issues.

In the middle of the week we had lunch while we meet several leaders from different areas of the company. I had the privilege of talking with the co-founder of Homestead. He was insightful and had a great deal to say about Intuit and were we are headed as a company.

Week 3

Monday - 1 September 2008 (LABOR DAY! OFF WORK!)

Tuesday - 2 September 2008
We continued to be trained on the products and then split up in the morning in to two groups. I took the first customer service call in front of 20 classmates. Scary! When the instructor asked who wants to take the first call, silence ensued. Then after about 2 minutes and a threat by the instructor that he would randomly select someone I responded that I would go first. Luckily, we looked at the customers online question and then tried to anticipate as a group what the problem was and how we could solve it. I call the customer after lunch. Solved the problem in about 3 minutes and its was over. The rest of the day was more training.

On Wednesday we received more training and started more actively taking customer calls. At the end of the day Justin Kitch and many of the Small Business Online leaders came to meet with us over dinner. Prior to mingling, Justin shared his vision of the potential and burden that rests on the Small Business Online to provide significant growth over the next few years for Intuit. We had a Q & A session and then he asked that this be not only a good experience but that we become intimately acquainted with our customers needs, learn a ton about the product, and provide feedback on what we learn.

Action Item - Send Justin an email during this customer support experience saying five things that I learned.

Thursday and Friday we began taking calls in smaller groups and finished our official training with the instructors. Next week, its sink or swim!

On Friday afternoon we headed to play laser-tag with our 50 person group. We played 3 - 20 minute games. We had six teams and kept the same teams for all the games. We would charge indoor obstacles, take over towers, forts, and strong holds. We finished 2nd place overall winning 2 of our 3 games. It was fun to work as a team, develop and execute strategies, and have fun. Laser-tag was a great way to lighten the mood after a crazy week.

I'm still having a ton of fun and love working for Intuit. I'm still soak up everything I'm learning like a sponge and loving it!

CCRP - Week 1 (Thursday & Friday)

Week 1

Thursday - 21 August 2008

Even with a ton of things to write about I still struggle posting about them. Even when I blog I don't do the events and activities justice. I will do my best to reiterate what I did and learned on each of these days.

On Thursday, those who did not have company laptops received them at 8 AM. I was stoked to receive a brand new laptop with all the accessories. Several of the leaders snapped pictures as we ran through the door to find our set up machines. The leaders made it an exciting moment. I logged on and opened my email to find 80+ emails waiting for me to read. I spent a few minutes reading emails, accessing the company Intranet, and then meet up with the entire group in the larger room.

At 9:00 AM the group meet our QuickBooks Online (QBO) trainers who would be training us for the next two weeks about the product, how to use the product ourselves, and then how to help others use the product. QuickBooks Online for those who don't know is an online version of Intuits most successful small business accounting software. QBO is the online version that allows access only from the web and that is were the data is stored as well. This has many advantages to the customer because they can manage their accounting from any where, give access to others easier, and prevents customers from losing their data that might have been stored on one desktop computer when a hard drive fails or other computer failure happens (as they always do eventually).

Without any instruction on how to use QBO we were given tutorials that we individually followed to try and do what a normal business would do when first trying to establish their online QBO accounting. This was very difficult and sometimes painful. Although QuickBooks has done a great deal to simplify accounting software (converting single entry accounting into the more formal double entry accounting), its was a challenging activity. At the end of a pretty stressful day, we had a Hoe-Down BBQ with all the leaders and several of the previous years participants.

I don't have a picture of me at this event but the food was delicious BBQ ribs and fix'ns.

This is about 1/4th the people that were at the Hoe-down. Yehaaa!

Friday - 22 August 2008

We started the day with another fantastic leader presentation. Laura Fjelstul, the Supportability Management Leader explained SBD Customer Care (CP3). Having been at Intuit for 7 years, she said Intuit uses tons of acronyms. Some of them include (this is for my future reference):
O2C - Order to Cash
CP - Core Process
CP1 & CP3 - Product Development & Tech. support
CP2 - Marketing/Sales
HPO - High Performing Organization
GPTW - Great place to work
CTG - Consumer Tax Group (Turbo Tax)
XD - Experience Design
DACI - Driver, Approver, Contributor, Informed
IDEA - Identify, Design, Execute, Access

She gave some helpful advise:
Focus on teamwork, listening skills, and project management skills.

Immediately following the presentation we were split up in groups and given a Business Challenge (case study) to work on as teams. We were confronted with a business case where a decision needed to be made, supported, and defended upon our presentation to the rest of the groups at the end of the day. We were so busy with the activity that when lunch was delivered we picked it up and continued working through lunch. After 4+ hours we had completed the project but still wanted more time to polish. However, we presented our idea and learned a TON from this exercise. I learned the most about project management, leadership, clear communication, and having clear roles & responsibilities.

Being the perfectionist that I am, I struggled with the performance and quality of our groups output. We definitely didn't under perform but I believe we could have accomplished much more with the time given had we better organized our plan of attack and delegated better. I felt one of the difficult tasks was in finding a leader and assigning roles to people that didn't eagerly and proactively seek for things to do. I felt like I didn't want to take charge because the role was not mine to take and because others were equally capable and even desired to assume command. If a leader dictates to team members what element of a project they will work on, then they don't become vested and usually don't perform as good of work. Also, the individual tasks were difficult to divide and then compile at the end. It was a pretty stressful yet stretching exercise. I will continue to ponder this situation for a long time and hope to master the art of team building and project management.

After all the presentations were given, we reviewed the learning experiences of the day and then were sent home a little earlier than scheduled.

Guess what I learned...

I've always wondered how open source companies like Mozilla received compensation for their products and services. On TechCrunch, Jason Kincaid explained that Google pays Mozilla a ton of money (~$57M in 2006) each year to be the default search site in the Mozilla Firefox browser. This lucrative contract makes up over 85% of Mozilla's revenue each year. In addition, they have extended this contract through 2011. I found this short article very interesting and you can read more about it here.

CCRP - Week 1 (Wednesday)

Day 3 (Wednesday - 20 August 2008)


We started the morning discussing the Follow Me Home process and then received a presentation on the retail channel sales given by Peter Colwell. The Follow Me Home focused on researching to design for delight. We watched and documented the following:

• artifacts
• surprises
• roadblocks
• stop gaps
• sequences/flow
• task processes
• interactions (tools, computers, etc.)
• terminology, etc.

We then went on a Follow-Me-Home to a desktop QuickBooks user. It was a great experience to listen and watch how the customer actually uses the product. The customer also shared what she dislikes and likes about the product. I was surprised to see how passionate the customer was about the product. QuickBooks is used almost everyday by these users so they are very familiar and vested in the product. The customer we visited had a ton of things she loved about QuickBooks and tons of things she would change.

We went as a group to Sweet Tomato for lunch ... YUM!

We learned some great things and then reported our experience to the group when we returned to the Mountain View campus at the end of the day. After lunch we visited retail locations to see how the products were displayed, see how helpful the sales associates were, and how difficult it would be to find the products. Our group visited Office Depot, Costco, and a Target store. This was also a fantastic exercise and was a great follow-up to Peter's presentation.

CCRP - Week 1 (Tuesday)

Day 2 (Tuesday - 19 August 2008)

Introductions, Menlo Park campus scavenger hunt, creative pipe cleaner contest, more skits, overview of the program, the schedule and activities, and the program objectives. The main key words are listed here:

• Connect with Customers (develop a passion to address customer needs)
• Experience the life of our Customer Support Agents (understand the downstream implications of business decisions)
• Establish a lasting Network of Intuit employees (leverage talent across the company)
• Obtain a unique perspective to post-program roles (so you can be the best you can be)

Result --> As you start your journey towards becoming a great leader on your team, building high quality products that solve our customer needs.

Learned that there are 47 total CCRP participants: 27 Product Developers (PD), 10 Small Business (RDP), 8 Finance & Operations (FRDP), and 2 Finance NGN.

Nancy Smithline, RDP Leader, taught the group about avoiding the comfort zone and staying in the learning zone. She provided a statistic that adults learn 10% in a classroom setting, 20% from peer and social settings, and 70% on the job. Therefore, we should be engaged in learning and never complacent when it comes to being actively engaged in our own development and learning. She counseled that we should be proactive about our own learning.

The three groups executive sponsors and leaders gave presentations on their expectations and counsel to our group. First, Bill Irihe explained that he was increasingly seeking out new talent from recent graduates because of their creativity, ideas, and energy. Steven Aldrich, VP of Strategy & Innovation discussed the importance of the learning zone, the Intuit culture, mindset. He also said not to be afraid to fail. He feels that a lot of bad decisions are made simply because information is not shared. Also, Steven also made it clear that it was okay to know something and to work from consciously incompetent, to consciously competent.

Dave Marenbach, VP of Global Finance & Executive sponsor for FRDP stated that he wanted us to be similar to the historic minstrels by being wanderers, spread the news of what is beyond the immediate functional area walls, share excitement with others day to day. Dave also said Intuit invests in us because of our ideas and energy that we bring. He reminded us to live the learn teach learn principle. He counseled us to join various networks like NGN, get involved, and raise the bar. Idea Jams are important to attend and get involved as much as possible.

Group pictures were taken prior to having lunch with the senior leaders. After lunch we did more skits and group presentations showing our understanding of the activities and purpose of the various weeks ahead in the program. We had a panel Q & A session with our respective programs and had past years participants answer any questions we had.

We had a FRDP Panel with several of the FRDP '07 class. We asked questions (mine a little too deep) which helped us all know what to expect.

We broke up into three teams to build last minute skits to express the Intuit Social, Mobile, Global growth strategy. We then presented these skits in order to Brad Smith, Intuits President and CEO. His presentation was awesome and I wish I could have recorded it but in short these are just a few highlights from his talk.

• Intuit has 70 million user base
• Intuits new customers are different
• Value creation is changing (users is where the value is) and the users are relying less on desktops, laptops, and moving to Mobile and global technologies
• Intuit is focused on providing easy to use connected services through social, mobile, and global
• Intuit needs to create paths not trails
• A leader is one who has the ability to affect change. (1) burning a need to change, (2) vision, (3) road map.
• Movement is about experience (cross functional, cross company, education, etc.)
  Be open and honest. take risks and don't be afraid to fail. He shared his experience of losing $40M in a past company because of a decision he made and the Board of Directors thanked him for being honest and they went on to learn from it and become very profitable.
• Its not about what you know but the questions you ask.
• Love you job, who you work with, and make sure you can pay your bills.

Brad's energy and vision was great to hear about. I am excited to assist this great company triumph in this critical moment in its history.

After work, Shannon and I joined our FRDP group along with David Merenbach, Lucy Beard, & John Mastrorilli at a nice restaurant in Palo Alto where we ate good food and socialized. It was great to hang-out with everyone after a fun filled day. Shannon also enjoyed getting to know all my co-workers and leaders.

Do Something

Here are two great quotes:

1. "Luck favors the man in motion" - unknown author.
2. "Luck is a big part of many successes, so (a) don't get too bummed out when you see a bozo succeed; and (b) luck favors the people who try stuff, not simply think and analyze. As the Chinese say, "One must wait for a long time with your mouth open before a Peking duck flies in your mouth." - Guy Kawasaki (You can find his article here. Its worth reading.)
   

Action point: Don't just think and analyze - DO SOMETHING!

Check this out..

This new tool Mozilla's is working on is amazing. Check it out.


Ubiquity for Firefox from Aza Raskin on Vimeo.

CCRP - Week 1 (Monday)

Day 1 - Orientation Day (Monday - 18 August 2008)

After some initial paperwork was taken care of we began introductions and a received a brief program overview. Justin Kitch, co-founder of Homestead and Intuit General Manager of the Small Business Web Division (SB-Web) came to welcome us, teach us a little more about Intuit's current strategy, and had an informal Q & A session.

Here are some things I learned from Justin's presentation:

• His company (Homestead) was acquired this past January 2008 and is the most current acquisition Intuit has made


• His background involves going to work at Microsoft in 1994 and subsequently quiting two months later because he hated the culture (he said, "with a lot of jerks and idiots")


• 1998 started Homestead which was hit like other companies with the dot-com crash


• Late 1990's he made Homestead one of the first subscription based software services


• In 2004 Homestead became profitable again after the crash


• Culture of Intuit still moves slower than what it should, difficult to change but is moving in the right direction


• Discussed the connected services strategy, software as a service (SAS), maintaining successful back-office software and increasingly placing more focus on front-office product offerings, etc.

John Schiavone, Technical Training Leader for SBD - PD, the new Intuit branding along with the new brand attributes which are: (1) Honest, (2) Committed, (3) Real, (4) Smart, & (5) Spirited. Additionally, he discussed the importance of writing goals and having clear objectives when talking with our managers. He counseled us to have and know our top five goals and at least one of them should be a personal goal. Intuit leadership reports regularly on goals in these three main areas (1) employee's, (2) customers, & (3) shareholders. John suggested we understand and report to our managers how we have improved in delivering results to these three areas as well. John explained the employee review cycles and other cycles that happen in the company (mid-year performance reviews around February, annual performance review July/August) and suggested that we ask for monthly or at least every other month reviews with our mangers. another helpful suggestion was to have regular weekly drive-bys to explain what your doing and how your improving.

We did a Mountain View campus scavenger hunt to familiarize ourselves and then creatively present to the group our findings. Presentations included pantomimes with narrator, skits, drawings on a dry-erase wall, and more.

After lunch, we received information about the various Intuit benefits and received our security badges. At the conclusion of the day, Lucy Beard announced John Mastrorilli to us as the person who will replace Lucy as the FRDP director. Finally, we reviewed what we learned, discussed the pluses and deltas, and received of preview of the next day's activities. The day was very fun! It was filled with tons of energy and activity. It was also great to have tons of interaction with the various Intuit leaders and the other CCRP new hires.

CCRP Overview

Last week was an amazing first week at Intuit. I hope to blog about it in more length but in short it was filled with a the most energetic and welcoming new hire orientation I have ever been to, senior leader presentations with question and answer sessions, team building activities, business and product challenges, and several fun social events to keep the energy high, communication open, and stomachs full.

Some of my future posts will be used to record some of what I am learning and would like to remember in the future. Also, I will include positive my thoughts and potential program suggestions to make this portion of my learning program even better in years to come. This past week and the following 9 weeks is considered my initial Intuit training and introduction to the company, its products, and customers. This program is called the Customer Connection Rotation Program (CCRP) and I am joined by 48 other talented new hires coming directly out of top universities across the country. At the conclusion of this program each participant will begin their careers in either product development(PD), marketing, or finance positions through-out Intuit.

Business Idea: Goal Post

I have a backlog of business ideas that is 4 pages long. I have decided this maybe a good place to post these ideas. I encourage feedback, assistance if I do a feasibility analysis prior to launching on of these ideas, or if you like an idea go a head and run with it yourself. I would just appreciate it if you let me know if you choose to execute one of my ideas into a profitable business. I won't ask for equity. I'd just like the satisfaction of knowing one of my ideas was profitable.

So here is an idea:

GOAL POST
Several years ago I thought of creating a web application and widget that would allow users to create and post their goals on the web. Then users would provide updates on how they are doing. Other users (personal contacts or other goal minded people) can follow up with you, compete with you, join in your goal, or anything else ... The widget would show your current goal(s) and chart your success. Overtime, you can gain higher status from none-action to doer. One hurdle would be the integrity of the goals because it is all user generated and recorded. If a person were to falsify goal achievement it would be misleading. Users can also share tips with other that may help them achieve their goals. This could act as a benchmarking tool to share best practices and would provide encouragement to others that are working on similar goals showing that what the user has set out to achieve has been done my X number of people.

Revenue model would mainly be advertising revenue. Advertisers trying to sell to specific demographics working on business, sports, school, personal, spiritual, financial, or other goals.

The websites success would be largely dependent on growing a large user base (as it is a positive network externality), developing channel partnerships, and an easy to use site layout.

What do you think?

The Power of Entrepreneurs

I resonate with Scott Cooks message in the following clip.

Great entrepreneurial ventures usually are the ones motivated not only by economic reasons but on the sincere desire to improve the world in which we live. Thanks Scott for communicating a great ability and privilege entrepreneurs have to make a difference with their ideas. Now the tough part: Execution!

Population Growth

The associated press reported recently that, “The world’s population will reach 7 billion in 2012, just 13 years after hitting 6 billion, according to a new Census Bureau projection. By comparison, it took thousands of years of human history before the population hit 1 billion in 1800, and it took 130 years to reach the 2 billion mark.”

-found in The Week July 4-11 2008, Vol. 8 - Issue 368/369, pg. 20.