2014 – the battle of platforms continues

My wife and I are are a mixed couple.

Sure she’s Indian and I’m Irish-Jewish but that’s not what I meant. I meant that she’s on Android and I’m on iOS. Though we both also have iPads and share an older desktop iMac. I also have a MacBook Pro that is my primary computer.

We share a family Amazon Prime account though each use Kindle via apps not physical devices. We don’t, currently, have an Android tablet in the house.

As I look forward to 2014 I think we are an example of the looming battle of core platforms that a relatively small number of companies are waging. The companies that I would argue are battling this out are:

• Amazon.com – especially with Kindle as their physical device but also with the growing features of Prime that have expanded well beyond free shipping. They are fighting for an increasing share of not just reading but all entertainment as well as all shopping for a growing number of families. And Amazon is powering a huge number of businesses via selling on Amazon.com and Amazon Web Services. Amazon payments is not as well known but is used by popular websites like Kickstarter.
• Apple – obviously iOS is a massive platform and Apple is a platform for thousands (millions?) of app developers and companies that offer services to the huge and growing global iOS installed base (iPhones, iPads and iPod Touches) but Apple is also battling in the living room with Apple TV and their laptops and desktops are still very popular. While Apple is directly competing for entertainment time (iTunes Radio being their latest addition) and iBooks competes directly with Kindle, they are not competing for the eccommerce platform in the same way that Amazon or Google are.
• Google – Android is their massive platform play on mobile phones and tablets and it is a huge success (if also a challenge in how many flavors of it our out in the wild). But Google’s platform plays don’t stop there. Chrome is a cross platform and important piece of their platform. Google+ is perhaps not a slam dunk success but it is an important piece of their puzzle and they have just recently announced a public roll out of their Google Shopping Express (currently limited to San Francisco and the Peninsula but presumably they plan on a larger scale rollout in the future) showing that they are looking for transactional solutions beyond advertising. If you can get what your family needs quickly, reliably and reasonably from local stores but delivered to you via Google they presumably see a way to make a lot of money offering that service.

There are many other companies that are also competing, though to a lesser degree.

• Microsoft – hard to entirely rule out and their XBoxOne will likely be a huge hit this holiday season and gives them a footprint into many living rooms. But Bing is not as successful as Google, Surface is faring poorly against iOS and Android and while Windows 8 is big it is no longer as relevant of a platform as it once was as the focus for many consumers (and thus many companies and developers) has shifted very rapidly to mobile platforms. There while Windows Mobile / Phone (whatever they are calling it today) has some impressive phones from companies like Nokia, what it does not have is a large installed base or significant developer interest (there are applications and developers building for the platform but far fewer than for iOS or Android.
• Ebay/Paypal – they have made some interesting acquisitions in the past year and have rolled out services like Ebay Now (that directly competes with Amazon Prime or Google Shopping Express for rapid fulfillment of ecommerce but they have lost their early community feeling and PayPal while still large and profitable has also made many people frustrated over the years as their anti-fraud systems have had many false positives. They remain a big online sales channel and PayPal is making inroads in other payments but they don’t have the same platform reach as other companies.
• Comcast / Verizon / AT&T or other carriers/cable networks – this varies somewhat by region and is very different in other countries. but while Comcast certainly is competing for people’s entertainment dollars (directly with Apple/Microsoft/Amazon/Netflix for streaming/on-demand videos) and they have launched apps to expend to portable devices beyond TVs they don’t, yet, offer the other platforms of the companies above. But as the pipes upon which mobile phones, tablets, computers, consoles and entertainment devices like the Apple TV connect to the Internet and receive content they are certainly positioned to benefit from the success of other platform companies.

Are there any other companies I have missed? I know there are others outside of the US that are competing (and winning) as platforms. Companies like Alibaba in China (and indeed globally). Yahoo presumably wants to have a platform for consumers and businesses – who else?

Your Browser Alphabet

So a few days ago I came up with a fun yet revealing game – and asked folks on Twitter about it.

What is your browser alphabet?

That is, when you type a single letter what does your browser auto-complete to (if at all)? This may vary across the browsers you have installed and is, of course, based on your browsing and searching history in each of your browsers.

For me not every letter maps to a site and some more obscure letters map to sites I rarely use (but which are the only sites I use with any frequency that start with that letter). In my own case a few links, of sites I use the most, map to highly specific pages of a much much larger site. In most cases however the browser defaults to a fairly top level domain.

Safari (my secondary browser)

A is for accounts.google.com (yup, over Apple.com)

B is for bbc.co.uk

F is for Facebook.com

etc.

Browsers vary and a lot of this depends on what you have been visiting recently – but I think the full exercise can buy  revelation about what sites you actually spend the most time and may help you think about what you have been prioritizing. Sharing the full list almost certain reveals more of your self than most people would be comfortable sharing but I think it could easily be a very fun site/game to capture this info and compare it to others.

Imagining the future – or why the tech press lets us down

This week in San Francisco is Google I/O where Google gathers together some 6000 developers and woos them with the devices and API’s of the future that Google hopes will happen.

In the past this hasn’t always worked, sure it included launching Android which has been, mostly, a success but it also included launching Google Wave which while cool was not a success.

This year it included launching a pretty interesting Android tablet (the Nexus 7), a beautiful to look at in-home consumer electronics device (the Nexus Q – notable for among other reasons being made in the US), new Chromebooks, a new version of Android that (apparently) finally solves many of the UI issues that mobile OS has been plagued with and a bunch of other new APIs and services for developers to leverage to build new products on top of Android and Google+ (and other products of Google such as Maps).

Oh and it also featured one of the founders of Google channeling his full on geek ID by taking to stage in a homage to Tony Stark (Iron Man for you non-geeks, most specifically the movie version of Tony Stark played by Robert Downey Jr in the current Marvel series of major films, less so the original comics version) anyway Sergey Brin channeled Tony Stark with his keynote demonstration of Google Glass (and Hangouts and less clearly the hacker ethos and money of Google) to pull off perhaps the best demo in tech history. It involve skydivers leaping out of a Zeppelin while live-streaming multiple feeds of images and landing on the roof of the conference center in downtown San Francisco.

But with all of that happening this week we still see a technology press that mostly misses where the future is going – finding it hard to imagine mythical “real people” using any of the products demonstrated by Google this week and further mostly focusing on the tactical achievements of one company or the other in raising money or launching some latest and greatest version of something.

Where has the imagination gone?

My reference to Tony Stark/Iron Man is a telling one – a small handful of major motion pictures in the past few years, starting back with Minority Report and more recently with The Avengers do take seriously the attempt to envision the technology of the near-future and illustrate how we may interact with that technology in the future.

In many ways the story of the 1990’s (and early 2000’s) was a that of a generation of geeks who had grown up on Star Trek making much (though not all) of the technology of their childhood imaginations reality. Starting with the communicators (which gave us the industrial design inspiration for Motorola’s flip phones) and leading up to tricorders (our modern smartphones are coming close though still lacking a few sensors out of the box – though increasingly you can build something akin to a tricorder if you try…. and our iPads (and other tablets) have inspirations from Star Trek as well.

But if you think of the iconic fiction of this generation you see little to inspire future generations, few explorations of the real possible impact of technology that could be possible in the future.

And almost noone even gets what is possible today right in fiction – across any medium.

What is possible – not possible as in some obscure military lab – but possible as in “you can order it for next-day delivery” is beyond the imaginations of our creators of today. Sure Google Glass’s small formfactor wearable computer is only just available for pre-oders (and not shipping until sometime in 2013 – 2014 for consumers) but other examples of wearable computers have been around for years now. Our nearly throwaway devices – smartphones available for free (when you sign up for service) have more power and processors and sensors than the computers of just a few years ago.

We have autonomous cars, flying vehicles and walking robots (in many sizes and shapes and styles0. We have 3D printers in the home capable of amazing things. If you can imagine it you can also now get it made and delivered to any part of the globe in a phenomenally short period of time. And people across the globe are exploring what it means for billions (not millions – billions) of people to have digital access to each other.

The number of cell phones on this planet is rapidly approaching the number of people on this planet.

Yet out fictions rarely think about what happens when billions of people can share with each other, when billions of people are reachable and can pool together – sure in “small” groups but when billions of people are connected “small” can be millions of people.

The core assumptions of most of our economic and political thinking needs to change to accommodate the real impact of pervasive connectivity and technology on the globe but our creators in whom we rely upon for images of the future have let us down.

The business opportunities I see for 2012 and beyond

I see 1000’s of opportunities all around me for new businesses. A few are being pursued by my friends (and even family in a few cases) but most are not being pursued or well funded. Before I list a few of the opportunities which I see let me start with a few disclaimers.

I am not (currently at least) an investor – I don’t work for a Venture Fund or other investors and my personal net worth, such as it is, is tied up in my own company and family. I will mention here many companies and ideas being pursued by friends, invested in by friends and in some cases have family involvement – I’m completely not an unbiased observer of the tech world and do not claim to be one. That said I try to offer constructive criticism to my friends (and family) when asked.

Many of the opportunities I see and the ones I’m most passionate about are likely not the ones that you “should” focus on if you want to have the easiest path to getting funding in the current environment. I will be focusing on sustainable businesses (sustainable in the sense that they can keep going based on pulling in more resources than they expend on a regular basis – in a few cases also sustainable from an environmental perspective) I’m not focusing on what is “hot” or “trendy” or “sought after by investors at the moment”.

I can offer few guarantees other than that a) I will miss at least one billion+ opportunity and b) many of the opportunities I propose will upon being pursued lead to failed companies in many cases.

So disclaimers done here are some of the 1000’s of opportunities I see all around me. I think that many of these ideas could be pursued anywhere in the world – many of them are not limited to a specific geography or a culture (but some are) and these are not just for the “1%” though again a few of them are at least initially targeted at a luxury market. My goal is not to suggest the “best” businesses for the world – or to solve every problem across the globe.

That said I do also fundamentally believe that the best businesses are based on strong values and consistency (and honesty with all stakeholders). Businesses built upon fooling someone (regulators, investors, customers, suppliers, bloggers or other partners) will inevitably come crashing down – leaving destruction in their wake. Absolutely these can be businesses that give the impression of success (and in fact often generate outsized returns for someone – see many firms on Wall Street in recent decades or the stories behind many past booms and busts) but in the long run if your business is built upon fooling someone once that deception is revealed your business (and personal reputation) will likely suffer.

Businesses which are built upon a basis of offering great value to every party involved in the business (including the communities where the business operates) are businesses which are designed for long term success.

So where do I see opportunity?

1. Streamlined and carefully curated local businesses.
   Far too many small businesses try to please every potential customer – they try to stock something for everyone, try to have a dish on their menu (if a restaurant) for every taste and occasion. In their efforts to please everyone more often than not small businesses (and for that matter big businesses) all too often please no one and furthermore invest too much in aspects of their business which will not pay them back (i.e. in inventory which will go unsold). Instead the successful new retail businesses which I see are most often those businesses which have very carefully curated what they sell – and thus who they sell to. Businesses that may offer only a very small selection of items – but which know those items exceptionally well, offer very high degrees of service and high quality products and experiences. Frequently as well these are businesses that do not try to be the lowest priced offering in their market, instead they have the confidence in their products to offer them at a fair but often high price.

   These opportunities are both for restaurants, cafes and retail businesses of all types. Look around your community and see what is missing. Most of these businesses are unlikely to be venture capital investments – but a few could be – see The Melt for example. Consider as well that most fast food businesses were very streamlined when they started (at least) offering just a handful of items and a consistant quality. While this has changed as many businesses have expanded around the globe it is a lesson worth revisiting.

2. Curated eccomerce combined with a pre-order and limited edition philosophy.
   Online it is relatively easy to think about businesses that have seemingly infinite inventories – think Ebay,  Zappos, Amazon.com or indeed most of the eccommerce businesses started in the 1990’s. This model is indeed powerful but for long term profits it requires vast numbers of customers (to attract eventually a buyer for everything in your warehouses) and it requires fairly significant investments into warehouses and inventory (or in Ebay’s case a network of sellers that handle these issues).

   But there is an opportunity that I think too many investors are reluctant to invest in but which is a brilliant and long-term game changing model to consider – sell only a handful of items almost all of which you have pre-sold and which you limit the number of to command higher margins and minimize inventory complications. Think the model built upon many Kickstarter projects where 1000’s of customers have paid, in advance, for the products they desire. Now imagine a business that, mostly, only sells things that customers have not just said they are interested in but have taken the bigger commitment of actually ordering and paying for in advance. This business does require a lot of care to get the timing right – you have to know how long it will take you to make the goods you sell and you have to know what your prices will be in the worst case to ensure that you haven’t just sold your entire inventory of something new for less than it will cost you to make. But if you can get that right this model is incredibly powerful (and highly bootstrapable). It also is a model that can be highly sustainable especially if you are selling a product to customers who will likely come back to buy another product from you in the future.

   This model is seen today in a handful of mostly design driven businesses – Threadless, 20×200 but I think the opportunity is actually a lot greater and bigger especially as manufacturing networks shrink and capabilities increase globally for collaboration and production to happen faster and in smaller batches.

3. Co-operative partnerships to create strong brands and great businesses as well as create compelling content.
   I don’t know of current examples of this idea but here it is.

   Historically great content was supported by a handful of brands that sold goods and services that had a wide market but limited differentiation (think soap companies that started the genre of “soap operas” via their support of early radio dramas). In the modern era however brand advertising on a national scale has become limited to only a handful of mostly very large businesses (still some soap companies, a few banks and insurance firms, car companies, soft drinks and beer companies, drug companies and only a handful of other industries). But at the same time content creation has dropped in cost in many places (other than non-reality show television series) with the proliferation of YouTube channels and other forms of online content across all mediums.

   I think there is an opportunity for a group of new companies to pool their resources and support great content that has a logical association with their businesses, targets a specific niche and which has a long term plan both for content creation and distribution – a plan that will support the business goals of every party involved. This is high risk to be sure as most content sounds better in theory than in practice and building an ongoing audience is never easy – nor is tying that audience back to each of the supporting advertisers/sponsors a trivial issue and this has to happen over a long timeframe and at a level that grows the businesses of every party involved. That said, I think that the opportunity here is massive – something has to replace the 30 second tv spot and the historical model of advertising based content (newspapers, magazines, radio and tv). The costs here also don’t have to be high – this could start with a YouTube channel type of model and indeed we are starting to see this to a degree with some of the current crop of YouTube channels – except that the content and the sponsorship/advertising support for the channels are not tightly connected to each other in the least (and in most cases seem highly random).

4. Businesses that are not built on offering the lowest price but on offering incredible quality and exceptional experiences. 
   Yes, WalMart will not be failing anytime soon and sure everyone everywhere loves a great deal. But increasingly there is also a recognition that many “great deals” aren’t as good as they at first appear. Cheap clothes that you have to replace every few months quickly cost you more than clothes that will last for years. Food in large bulk containers that end up being tossed away unused and rotting and which contribute to higher health care costs are also not a “good deal” however cheap they appear to be at first. Instead I think there are lots of opportunities in building businesses that charge for the value they provide and use that to grow lasting business. This is a shift back towards quality and craft alongside the customization available at lower volumes. Companies such as San Francisco’s Rickshaw Bagworks illustrate this model.
5. Businesses that build tools and services that enable other businesses to prosper.
   Okay this is an old fashioned business, it is the modern variation on the don’t be a gold miner be the guy selling shovels and pickaxes. But more fundamentally it is about recognizing that there are in essence only two core types of businesses – those businesses that provide a core element for another business’ success (suppliers broadly speaking) or businesses that sell discretionary purchases that compete to some degree with all other optional purchases (whether optional purchases by corporations or individuals). The first category restricts your pricing to low enough that your customers can still leverage your offerings to in turn make more money from their customers. The second category allows for literally unlimited pricing (or more specifically “as high as the market will bear” but means your customers are likely fickle, more costly to engage with and your competition will continually emerge from new areas you can not anticipate.

   Amazon.com is an example of company that is trying to do both types of business – both be a supplier to 1000’s of other businesses – via both their Amazon Web Services technology offerings and via their Amazon Fulfillment services offering as well as other ecommerce services to 100’s of other businesses and of course as both a large scale consumer eccommerce company and as a publisher and consumer electronics company Amazon sells discretionary purchases directly to consumers.

What other opportunities do you see in the market today (globally or locally)?

If I were the Yahoo! CEO (for a day…)

So many people around the tech world have been writing about the current  Yahoo CEO’s problems with honesty.

Which got me to thinking – what would I do as the Yahoo! CEO (even if just for a day – though really it will take years to revitalize Yahoo! if it is even possible to do so)?

First the full disclosures

1.  My resume is messy. I don’t have a college degree (I entered the University of Chicago in 1991 as part of the class of 1995, but in 1994 I took a year off  – I was 19, on track to graduate at the age of 20 and had just had a very rough year emotionally as my then girlfriend left me for another woman, that year off during which I wrote a play and parts of two novels, turned into many more years as I was able to first start a business selling collectibles that paid extremely well and then started a series of computer consulting jobs that just kept paying more and more, in 1998 and 1999 I returned to school while also working full time, wasn’t able to negotiate a leave of absence to finish my degree so quit but instead of finishing completely took a better job offer – after seeing my clients through the Y2K transition and after not getting paid commissions on the nearly $2M in renewals and new sales I had negotiated I left in early 2000 to start my own company. Since 2000 I’ve worn many different hats at various times – as an entrepreneur, consultant, conference organizer, writer/blogger, advisor to startups and more – none of my various startup ideas have resulted in big successes and at times have overlapped – so yes, my resume is “messy”).

2. At present I’m not a direct Yahoo! shareholder (though mutual funds my wife and I own likely hold some Yahoo! stock) but I have all kinds of personal conflicts of interest. Lots of friends who were at one time employees (and even senior leaders) at Yahoo!, plenty of friends across Silicon Valley (and indeed the world) who are investors in competitors to Yahoo! in one form or another, have sold companies in the past to Yahoo!, are building companies that compete with Yahoo! or who work at competitors to Yahoo! including Facebook. I also have a number of consulting clients, including some in whom I have small equity stakes that may compete with some division of Yahoo! now or in the future. For that matter I’ve personally tried ventures that would have competed with some part of Yahoo!.

But all that aside here is what I would if I were offered the chance to help Yahoo! turn around.

Step 1. Immediately halt the patent trolling lawsuits & apologize to the tech community for the lawsuits (including to former employees whose works were used as part of these lawsuit.

The lawsuits even if there is a chance of “winning” via a large settlement (or judgement if the case makes it to trial) of money from the flush with cash post-IPO Facebook would be at best a Pyrrhic victory – the cost in future trust, in diminished ability to hire the best and brightest or to retain those who remain at the company would be immense – making any future hope of innovating out of the current mess difficult to achieve (at best).

Step 2. Repair relationships with Alibaba and SoftBank. 

See this article from February to see what I’m referring to if you aren’t familiar. According to a more recent report a new deal without SoftBank may be in the works. Clearly this is one of the best remaining assets that Yahoo! has which could be divested to generate cash to fund reinvigoration efforts for the rest of Yahoo! However while taxes matter, Yahoo! also needs to repair the underlying relationships with two major Internet giants (Alibaba and SoftBank) if Yahoo! wants to remain a powerful and viable global Internet company. I don’t know what it would take to repair these relationships – but if I were CEO doing so would be a very high priority.

Step 3. Clean house with the Yahoo! board.

Somehow the Yahoo! board has presided over the long, painful to observe from the outside, decline of what was once one of the most innovative online companies to one that is while still important decreasingly relevant. The board has dickered, fought founders and shareholders alike and generally underperformed in a huge way. Of course, if I were appointed CEO (for that matter this is true of nearly any new CEO) I would likely “owe” the board for that appointment – but this is in part one of the problems. As the founders have departed there seems to be a big leadership and vision gap at Yahoo! Perhaps a smaller and newer board, refreshed by a mix of outsiders, former insiders and even a critic or two would be able to help guide the company into a new direction.

See http://specials.yahoo.com/forward/ for what the current board and revitalization effort looks like. Given the current scandal I don’t think it is working as intended.

Step 4. Define a clear vision for Yahoo!

Go read the new CEO’s Strategic Vision for Yahoo!. Don’t worry I’ll wait – though I do recommend you have a large shot of espresso first…

Can you summarize his vision? Not sure that I could.

And I think that’s the problem. Yahoo! sees itself as being so many different businesses (and has grown so large that it really is) that it no longer has a clear vision about what Yahoo! does (or should do) or what value Yahoo! offers to others. Is Yahoo! a technology company? A media property? An advertising platform? A search engine? A portfolio of Internet services and properties? Something else?

Yahoo! needs a clear, concise, simple vision that dictates everything that Yahoo! does – something that every employee, partner, client, customer or site visitor would get immediately and understand. This is HARD.

I can’t claim to have it fully – but I think it should be something like:

Yahoo! makes the web personal.

Okay perhaps that needs work – but listen to my logic. When Yahoo! launched years and years ago and as they grew the crown jewel of Yahoo! was not any specific website or part of Yahoo! – it was the user profiles that Yahoo! had for every user (and they had millions at a time when few sites had over 100k users) which they were able to extend to nearly every new property or site they launched. These user profiles meant that you could add a new service that Yahoo! created without needing to create a new username and password, user profile and more.

Now this seems like a minor achievement – Yahoo!’s profiles have been overtaken for more web users by their Facebook accounts (or their Twitter accounts) which are the login tool that millions of people use to access other services beyond Facebook or Twitter. But done well it is still an opportunity for Yahoo! – and one that starts to help inform what Yahoo! should focus on (and what they may want to forget about).

It is also a question of what is Yahoo!’s identity and offering to companies that will partner with Yahoo! or which will generate revenue for Yahoo! in some manner (most probably via purchasing advertising through Yahoo! in some capacity – currently limited mostly to Yahoo!’s own properties). If Yahoo! were to focus on making the web personal – making it relevant and interesting and useful to every user of Yahoo! – across whatever service(s) and platforms (including sites and services not created or owned by Yahoo! potentially) this would be challenging – and would require that Yahoo! take the side of the individual user over the advertiser – but in exchange the advertisers would get a more valuable placement and likely see far better results when they do (since Yahoo! would in theory only show ads when they were really targeted and of interest to a given user).

In today’s Internet this would also require that Yahoo! focus on building products and services that cross ALL platforms and forms – not just the web but mobile, touch, TV and more. Find ways to expose their services and properties that made them available on every platform – including making advertiser’s campaigns available and relevant to the given form factor. This would be hard, this would be challenging, this would require rewiring/rewriting/reinventing most of Yahoo! currently. It would also require renewed interest in building products and services for non-Yahoo! developers to leverage (Yahoo! just a few years ago was on the forefront of building open APIs and hosting Hackathons to encourage developers to build on top of Yahoo! platforms but I think they never fully committed to this and never made it a strategic priority). I would encourage Yahoo! to explore directions that included revenue sharing with outside developers – potentially putting Yahoo! in the middle of a vibrant mobile development future. Yahoo! would also need to explore lots of service offerings that instead of relying on advertising and mass scale rely instead on subscriptions and direct payments by users – again including pass through payments to outside developers in many cases.

Would this be enough to “fix” Yahoo!? 

I don’t know but it would be a start.

And there is, of course, “one more thing…”

Yahoo needs to streamline and eliminate as many layers of management and approval processes as possible. Likely this means a lot of transitions for current employees and a total rethinking of their current workforce. This might not be easy or painless but I would start by carving out small entrepreneurial teams within ALL of Yahoo!. Teams that would have full authority to spend a given budget in whatever manner they require – with encouragement to be creative – and few requirements that they wait for a committee to approve everything. This would of course work best if a unified, simple vision can be shared by every employee – something would make it easy to answer the question of “would this new …. further the big picture vision for Yahoo!?” – would it help make the web more personal (for example). As much as possible I would look at models from innovative firms such as Valve to attempt to flatten the structures of Yahoo! as much as possible. This is, of course, challenging in a global, large public company – but it isn’t impossible.

A few podcasts and video series I subscribed to recently…

I’d love to get your suggestions for other shows I should subscribe to and watch – either as podcasts or as YouTube subscriptions.

YouTube subscriptions – I’ve only added one in recent months, the fantastic Geek and Sundry  Felecia Day, The Guild, Dark Horse comics, Wil Wheaton – yup, my kinda video series and perfect for watching via my Apple TV when nothing else is on cable (i.e. most of the time)

Podcast subscriptions – I’ve added a bunch of new shows, not sure I’ll stick with all of them but I’ll give them at least a few episodes before I make that decision, but shows that I’ve added in the past few weeks which I’m really enjoying include:

• Ze Frank’s A Show (http://ashow.zefrank.com/) – Ze is back and in a big awesome way. Great videos though watching them via subscription in iTunes may be less than ideal as the show notes and comments and community are probably more fun even than the just the videos…
• Mac Power Users (http://macpowerusers.com/) – a bit long but really interesting discussions about how a bunch of people use their Macs – a great reminder to me about how little I actually leverage the great applications and technologies of my devices – macbook, iPad and iPhone. Good inspiration to get back to using tools I really should be leveraging to get more work done, write better (and more often) and get more out of my tools.
• 3.5 Private Sanctuary (http://www.35privatesanctuary.com/) – okay I confess I’m a geek and in the past few months I’ve gotten back into actively playing paper RPG’s (playing Pathfinder Society games most Monday nights and at occasional gaming conventions). 3.5 Private Sanctuary is actually a bunch of different podcasts all interesting and all a reminder of how much fun playing RPG’s can be (and a reminder of just how old many of us have gotten…) It is always good to connect, even if just via listening to a podcast, with folks who share your love of a specific niche.

I still haven’t found a great tech podcast – surprising but I don’t really want to listen to a long winded discussion for many hours – I want something which is focused, engaging and interesting – which covers news I may have missed and/or offers a perspective and summary of news I’ve seen but may not have explored fully (i.e. I can only try a few of the many new applications and technologies that launch every week).

What podcasts (or videos) do you make time for every week?

brainstorming about business opportunities

I am an entrepreneur. When I dream, I dream in business models (seriously, though not every night). That said, I need to find a way (or more likely many ways) to make money in the current economic environment. Projects or businesses which will prosper now and as the economy turns around will have many growth opportunities. Businesses which may have some “exit” in mind – though my dream exit is less an exit and more a route to enduring success and sustainable growth.

What do I mean by that?

I don’t particularly want to build something to sell it – even to sell it to the public (i.e. via an IPO). Rather in my ideal world I build something which can stay private, but can also grow into a large and comprehensive entity, with ongoing growth into new opportunities while building on a solid base. A business which would employ a lot of people, share great rewards with those people (as well as with partners and customers) and in turn have a large impact on the world.

Why would I want to keep such a business private? Well first and foremost when I think of great companies only a handful of them are public – and if anything being public limits them in a wide range of ways. I think a very well run, private company, has much greater flexibility than a public company and can more often place long term bets (which admittedly is not always doable in the tech world – but then again my fantasy company though almost certainly driven in part by technology is not a pure tech company). Yes, being private means that as a company you have to be a bit more creative with how you reward your employees – and with how as the owners you diversify your own finances – and with how you obtain the resources to grow and build the future.

So unlike some of my peers here in the valley, my goal is not to build something to sell it, or to make a “quick hit” for myself (though certainly I wouldn’t complain about that) instead I want to build a business (or likely related businesses) which give me a base to explore lots of ideas and a platform from which to have a big and oversized impact on the world. Starting by the customers I serve, the business partners I help, the employees (and their families) I help support.

On a personal level money matters to me – but only up to a point – what matters more is the freedom and flexibility to have a big impact on the world. I want to travel a lot – not just to be elsewhere – but experience a lot. I want to spend a lot of time around the smartest and most impactful people in the world – from formal experiences and conferences – and less formally at lunches, dinners, salons, and meetings all over the world. At somepoint in my life I want to live in many different cities (including outside of the US) and even when I have (as I hope to sometime not all that far from now) a family I would hope to raise that family in multiple cities and countries – and to expose my future children to many cultures and ways of engaging with the world.

So with that as my goal(s) what opportunities should I be pursuing in 2009 (and the rest of 2008)?

In the past few weeks I’ve blogged about a number of business opportunities and ideas I have had: Radio Schedules 2.0, a new(ish) approach to local media, the future of media being curation, and what I would have submitted to the Knight Foundation

A common theme to many of my current ideas have been some degree of rethinking of media – both on and offline – as well as a newish approach to how commercial content plays a role in the media – more than it does currently online but in somewhat different ways than it does offline.

I am still also passionately interested in the core idea which led me to start Nearness Function over a year ago, ideas around how a new form of advertising network could function as a buffer and valueable partner for software and new media firms and a valued partner for advertisers and their agentcies and media buyers. At the core of my belief is that brands matter – more so now than perhaps ever – and that to build great brands requires sustained, ongoing investment and engagement – and that as attention shifts to the “web” (or more accurately to services and communities woven together largely over and via the web) brands will have to engage with audiences via these same services.

And unlike many in Silicon Valley I do not find this inherently a bad thing – if anything I think it is inherently a good thing – that great brands at all scales of brands serve a very valuable and useful purpose. A few months back I launched a new blog, which I need to update more regularly, Slow Brand to discuss my views on branding (and occasionally food) though I need to blog there on a more consistent basis to build up that blog and get my voice out more often.

My friend Tim Ferris (yes of the 4 hour workweek fame and who is launching a new TV show Trial by Fire this week on the History Channel) talks about Lifehacking and indeed to a degree I should implement many of his lessons and suggestions, but my goals are not entirely (or at least not solely) about myself – my body, my life experiences – but are also very much about what I can do for others, what I can build and help create.

As I think about what I want to do I find myself pulled in a number of not entirely complementary directions.

1. I am a very value-adding consultant. My primary skill being to brainstorm with people, especially senior management/founders/investors asking tough questions and helping explore business models, potential partnerships, avenues forward and technical evaluations and decisions. I’ve been told by one VC friend that my 1 hour, emailed evaluation of a company they were looking at, entirely on the basis of public data about the firm, came to the same conclusions it had taken them over 1 month to reach. Now, there are challenges packing up and promoting my consulting and much of what I have done in the past has been on a fairly informal basis – I’d love to do much more of this type of advising/consulting, for a high but fair fee (mostly $ but in some cases perhaps also equity). I think I’d also be very valuable for an investor or M&A person in helping evaluate potential deals.
2. I am a skilled facilitator. I’ve been doing “open space” events since the mid-90’s and have become skilled at the art of facilitating open space events and meetings, as well as the related skill of helping curate other forms of events. This is an art – done well my role almost disappears into the background – achieved by means of the invitations, the settings, the structures lightly imposed upon the event and the group, and gentle nudges and one-on-one conversations and slight changes to the schedule made on the fly. I enjoy such work – whether for a non-profit event or for for-profit businesses and I would like to do more. Especially events which might involve the MeshWalk format I’ve used many times quite successfully. I’ve organized dozens of evening events, helped with lots of weekend and multi-day conferences, and organized a couple three+ day conferences on my own. (The first of which was over 20+ years ago when I was in high school, a science fiction convention which still occurs to this day in no small part because we designed into it a great sustainable structure & financial model)
3. I am a writer. In the past years I’ve written hundreds of blog posts and lengthy emails to mailing lists, not to mention over 7000 tweets. My non-fiction writing has blossomed in the past few years, occasionally even earning me if not direct income then some value in trade (conference passes and access for example). I have multiple non-fiction as well as fiction book ideas, just a few weeks ago in fact I started a new fiction book which is going well so far (though as I write this post it is still early, about 4000 words written but it is going quickly and I have much to write). I also have a major piece of non-fiction I want to write on Networked Economics a topic I have been thinking about since at least 2004 and which I started and ran multiple conferences in no small part to help myself learn.
4. I enjoy connecting people and businesses and serving as a translator between industries. Yes, I am a geek, I wrote my first application when I was about 8, am the 3rd generation of my family to write software (my grandfather was one of the first employees of Rand Corporation and then later at Aerospace Corporation he oversaw the deployment of early IBM mainframes to detect nucluer explosions, my mother has been a programmer since the late-60’s and I would do her student’s flowcharting homework as a child). I’ve had a server on the Internet since about 1991, served as an editor of some IETF standards. In short I have deep and extensive “geek cred”. But I am also passionately interested in business and economics – in topics such as branding and business and process innovation which are non-technical. I find that I can offer a lot of value bridging between the possibilities of technology and the needs of business.
5. I come up with business opportunities. However though I have, I think, had many great ideas I also need to work with others to implement my ideas. While I have many skills I do not have every skill needed to build a successful business (or at least have not had them all so far – still working on it). I have ideas about technology and design which are best implemented by others. While I can and have sold at a very high level, my sales process is too slow and sporadic for sustained growth – I need to work with others to keep myself closing (and/or to help close and implement deals). I will keep practicing the art of the close and of selling – it is a necessary part of being a successful business person, but I also know that my value is multidimensional and that in many ways I would make more money with the right partners than I could alone.

So those are where my thoughts are at the moment. I have many opportunities I’m working on and many ideas (probably too many ideas) but I am faced with the dilemna of evaluating which to pursue now and how to best go from my current state of not enough income to one of a surplus of resources – cash but also other resources such as great staff & partners.

I welcome suggestions and opportunities.