Around the Water Cooler

Posted by: Josh Thatcher on 8/31/2010 | 0 Comments

Not too fast, not too slow. I'm not much of a fisherman myself, but living in the Northwest, I have plenty of friends and family who do, and that's generally their mantra when looking for a good spot to fish.

It's not so different from anything, really. Being balanced is the key. One thing I love about Prolifiq is that it's fairly balanced. Many businesses can be stagnant. Same old leadership, new ideas frowned on, innovation at a minimum. Others can be wild, uncontrollable rushing waters. New ideas pull the company in every which way. Management points one way, then the other. New ideas flip the company around and around, with no real sense of direction.

The ideal is somewhere in the middle—a company with a clear sense of direction that maintains an openness to new ideas. Management that is in control, and yet not controlling. Calm waters.

In many respects, Prolifiq fits this bill. Direction is clear, but there’s certainly room for innovation; everyone has a voice. Much like Google's 20 percent time, producers and engineers alike are encouraged to help think of and work on new products and developments. A casual conversation around the lunch table can lead to an idea that eventually results in a full-fledged product roll-out.

In one of the recent job interviews we had, the interviewee asked "What gets you out of bed and to work every morning?"

It was a solid question, and Geoff, one of our producers, essentially answered with this: there’s never a dull moment. We have due dates and goals to meet, and you’re always trying something new, always innovating.

I’d have to agree. 

 

Posted by: Josh Thatcher on 8/24/2010 | 0 Comments
As one hailing from a city of 2000, and having lived in a town of 200 for most of my life, the idea of traffic is a foreign one. The I-5 bridge separating Portland, Oregon and Vancouver, Washington is one area in particular where I experience this newfound issue many locals call "The Bottleneck."

In any industry, especially software, we face bottlenecks every day. A workflow that isn't quite right. A chunk of code not optimized to generate the fastest response possible. A piece of hardware that needs replaced. A contact who never seems to check email.

What are your bottlenecks? Have you even thought about them? By definition, a bottleneck is holding back your productivity; it's the place where your other resources are going to waste. It's like having a ridiculously faster processor and no RAM, or a 5.0 Liter engine and a faulty transmission that won't let you go higher than second gear.

So, what can you do about it?

First, you need to find the bottleneck.
      Where are things getting slowed down?
      When do things cease from moving quickly and smoothly?
Second, you need to analyze your findings.
      Why are things slowing down here?
      Who is/are responsible for the slowdown?
Lastly, you need to address the issue.
      What solutions are on the table?
      How can we implement these solutions?

In the book "See New Now," authors Gerald De Jagger and James Ericson talk about how Steve Kerr and Jack Welch implemented a program at GE called Wing-to-Wing, one that was designed to speed up repair of GE-built commercial airplane engines:
 
Typically, the [engine repair] process took eleven days; seven at GE's facility and four for the engine to travel to and from the airline's hangar. Using Six Sigma strategies, GE reduced its internal repair time from seven days to six. The company celebrated that accomplishment, which it viewed as a one-seventh reduction in turnaround time. "All of our metrics were based on that seven-day frame," Kerr said, "because that's how long we had control of the engine."

He pointed out that for the customer, however, it was only a one-eleventh reduction in the time that the aircraft was unavailable for service. So GE started examining the entire repair system, even those aspects that were outside its direct control. "And it worked," he said. "We could make a difference." For example, customers' own loading docks sometimes wouldn't pass along the information that a repaired engine had arrived for a day or more--so GE started notifying the customers' managers itself."
 
Not only did GE find, analyze, and address their bottlenecks, but they even took it a step further and looked at their customers' bottlenecks and did what they could to address those issues. That's smart business practice.

So, do you have bottlenecks? Do your customers have bottlenecks you could help alleviate? What are they?

 

Posted by: Jim VanKerkhove on 8/11/2010 | 0 Comments

It’s healthy to work off steam by doing things that demand one’s complete attention and focus – downhill skiing, tennis, white-water rafting – not allowing any other problematic thoughts to enter the mind, other than how to navigate the next mogul or rapid, or how to return the opponent’s serve.

Gardening doesn’t readily fall into that category – unless you make it an extreme event. I’ve had a small garden plot sitting on our property for nearly 20 years. It started out as a vegetable/berry garden, became a mole battlefield, then an English wildflower and herb garden, then …nothing, but hard clay. The soil became worn out and nothing wanted to grow. I had too many other things going on anyway, so I decided (rationalized) that this was now an experiment. I would pop whatever came along into the garden – neighbors removing plants, bushes, hostess gifts – and wish them luck. I’d provide initial potting soil, fertilizer, and water, but otherwise they’re on their own along with Mother Nature to make a go of it.

That’s how the experimental garden came to be. It was survival of the fittest and empirical evidence of what could grow in that underdeveloped environment. The lavenders, heathers, sages. barberry, poppies, hydrangea, and exotic grasses showed their mettle, along with a lone lily named “Doug”, the most unlikely survivor amongst all those hardy bushes and ground cover.
 
What’s the point? Every species needs to concentrate just to survive each day. Sometimes we take that for granted, both as individuals and in our business. Every day we need to apply the same focus and concentration it takes to stay in the game, on the slopes or at the net, to making our business survive and grow, often without having all the right stuff in place. The hardy species figure it out, and do the best they with what they have to allow their roots to take hold and their buds to bloom, even when the watering (capital), fertilizing (resources), sun/shade (intellect), weeding (competitive advantage), and introduction of new plants (innovation) aren’t all there to help.
 
The garden may look a bit hodge-podge, but after building a drainage duct, a rock pond, and pathway that trisect it into three sub-plots, it has taken shape. What is there has survived and come back bigger and tougher every year – by figuring out what works.
 
Prolifiq has survived and taken root in the market by figuring out what works for our customers, focusing on simplifying sales content management, and looking out for new opportunities, in a very capital efficient manner. The experiment worked – time to invest.  

 

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