Laurent is a Certified ScrumMaster!

As you may know, we are more and more using Scrum as a team-based framework for developing our Skye® standard software product (front-end solution for insurances) at Innoveo.

What is Scrum? (ScrumAlliance definition)

Scrum: A team-based framework to develop complex systems and products.

Scrum is an iterative, incremental framework for developing any product or managing any work. It allows teams to deliver a potentially shippable set of functionality every iteration, providing the agility needed to respond to rapidly changing requirements.

The Scrum framework constantly challenges its users to focus on improvement, and its Sprints provide the stability to address the ever-changing needs that occur in any project.

These characteristics have led to Scrum becoming the most popular method in the world of agile software development.

We are consequently very proud to inform you that Laurent Kempé, who is acting as our Innoveo ScrumMaster besides being our internal “Scrum champion”, has successfully passed his ScrumMaster certification!

Congratulation to Laurent for this nice step and recognition.

Next step is now to apply for the next level: Certified Scrum Practitioner, as shown below (ScrumAlliance certification process):

cross-posted on the Innoveo blog

Vincent Bolloré

I have the chance to be a member of the “Four Seasons Club” (in French: le club des quatre saisons), which is a private business club founded in 2003 and based in Zurich, Switzerland. It is a French-speaking club, gathering personalities from the economical, political, academic, cultural and media worlds.

The number of members is limited to 120. For me, a quite unique opportunity to speak French, my mother-tongue, and not (broken) English or (broken) German!

The Club is also an opportunity to see and to meet extremely interesting people, coming from different horizons, and not “just” the business.

On last Wednesday, we could see, listen to and meet Mr. Vincent Bolloré (wikipedia):

Vincent Bolloré (b. 1 April 1952 in Boulogne-Billancourt, France) is a French industrialist, corporate raider and businessman.

He heads the family investment group Bolloré and is ranked 451st richest person in the world according to Forbes, with an estimated fortune of US$1.7 billion. He is married, with 4 children.

Vincent Bolloré is from a well-off family from Brittany, and he graduated with a Bachelor of Laws (LLB) degree from Université Paris X Nanterre. Bolloré started his investment career as a bank trainee at investment bank Edmond de Rothschild.

His personal investment career began when he took over the reins at his family-controlled conglomerate Bolloré, which deals in maritime freight and African trade, and paper manufacturing (cigarette and bible paper). The company he leads today employs 33,000 people around the world.

He is a well-known corporate raider in France who has succeeded in making money by taking large stakes in French listed companies, in particular the building and construction group Bouygues, where he left with a sizeable capital gain after a power-struggle.

In late 2004, his investment group started building a stake in advertising group Havas, becoming its largest single shareholder. He mounted a coup and replaced Alain de Pouzilhac as Havas Chief Executive Officer on July 12, 2005.

In 2005, through his family company, Bolloré expanded his media interests by launching the Direct 8 television station. Towards the end of 2005, he began building a stake in independent British media planning and buying group, Aegis. As at 19 July, 2006, his stake in Aegis stood at 29%. Direct Soir, a free newspaper, was launched in June 2006. In January 2008, he manifested interest in becoming a shareholder of famed, but troubled, Italian car manufacturer Pininfarina.

He is a close personal friend of French President Nicolas Sarkozy.

I haven't known any detail about the Bolloré Group before this meeting. Actually very interesting! As Vincent Bolloré, a very charismatic and fascinating person, with quite a lot of distance and humility with his business successes. And a definitely not common strategic approach (“we do what the others don’t want to do”), with a very diversified group founded in 1822!

It was also the last day of the very long Indian Summer in Zurich.

Lifelong learning & “growth mindset”

via Jeff Busgang

I personally like the idea that we are all able to learn during our entire life, thanks to our family and private life, thanks to our social and business activities.

I am also convinced that it is extremely important to be able to change your goals (without being frustrated) and, at the same time, to be very resilient, which is totally antinomic :-) A question of balance perhaps.

Anyway, super food for thoughts from Jeff!

[…] If you aren't facile at adjusting your goals, and they're overly ambitious goals, it can lead to depression.

[…] As investors, we VCs are always attracted to entrepreneurs who set big, hairy audacious goals (BHAGs).  Who wants to invest in an entrepreneur whose pitch is, "I'm going to make a nice living in a small niche," as opposed to, "I aspire to achieve world domination"?  Yet are those entrepreneurs more susceptible to depression and defeatism when they're unable to achieve those outrageous BHAGs?

To reconcile these two views I am reminded of an excellent book I recently read by renowned Stanford psychologist Carol Dweck, called Mindset .  Dweck's research shows that successful people in business, sports and life have "growth mindsets" rather than "fixed mindsets".  The "growth mindset" is one in which a person believes that one's world view is less about ability and more about lifelong learning.  "Growth mindset" individuals feel they can always learn from experiences (failures and successes) and develop resilience because they're focused on personal growth rather than achievement tied to rigid objectives.  When a "growth mindset" individual faces adversity, they focus on the learnings and the self-improvement opportunities that come from adversity.

I have seen in my own work that the best entrepreneurs do set BHAGs, sometimes outrageous and unattainable ones (create a $100 million company in 5 years from scratch?  Is that really possible?), and push themselves to achieve excellence.  But the ones that really distinguish themselves are the ones who embrace the "growth mindset".  They embrace life long learning, no matter how great their achievements, and allow themselves to occasionally hit the reset button and adjust their goals […]

Mark this day :-)

Yesterday (Thursday) was an absolutely important and central milestone in the life of our company - Innoveo.

I am very proud, totally exciting for the coming steps, exhausted, and also in a way - relieved. First confirmations that our vision, strategy, and tactics are not sooo bad ;-)

As usual, a bit of luck, plus a great help and support from very smart people (hello René), and from our Team!

I remember a thought of one of my former boss, saying that:

Good stuff needs time to mature

This is absolutely true ;-) I would just extend it a bit:

Good stuff needs time AND a lot of energy to mature

Nick, mate, a big thought in your direction, you did such a great job!

Coming challenges are big, again, but first … there are coming! And second, they are super interesting!

A last one now, about “vision” :-)

(© Despair, Inc)

 

But gosh, now, I just want to sit down with a good grappa, and to appreciate this moment.

Saying “no”

via Seth Godin

This one is again a good one from Seth:

If you've got talent, people want more of you. They ask you for this or that or the other thing. They ask nicely. They will benefit from the insight you can give them.

The choice: You can dissipate your gift by making the people with the loudest requests temporarily happy, or you can change the world by saying 'no' often.

You can say no with respect, you can say no promptly and you can say no with a lead to someone who might say yes. But just saying yes because you can't bear the short-term pain of saying no is not going to help you do the work.

Saying no to loud people gives you the resources to say yes to important opportunities.

Crazy compensation committees and CEO’s

via Jeff Bussgang

I am just flying into a rage when I hear all these bonus and golden-parachute stories!

All these stories with these crazy CEOs that are doing a very bad job for their companies, which need to be helped by the government and are receiving billions to save their business. And, at the same time, are delivering bonus for themselves and their managers. This is just intolerable! Do not forget, these guys are not alone, there are “great” remuneration committees that are voting these golden-parachutes and crazy bonus. Why not talking also about them?

How can employees accept this kind of behavior? They are not acceptable.

We shouldn’t wonder why CEOs have such bad reputations today, when some are acting in this way, and just impacting all the other CEOs in a very negative way...

Very nice post from Jeff expressing this point of view more in detail:

Perhaps the most successful venture capitalist in history, Sequoia’s Mike Mortiz (backer of Google, Yahoo, Paypal, to name a few reasonable wins), said in a recent interview that one of the ways he decides whether to invest in an entrepreneur is how much they plan on paying themselves. Moritz views high salaries with immense suspicion. If the founder takes a modest salary (in start-up land, that’s typically $100-200k per year – well below even President Obama’s $500k cap), he knows they believe in the future value of their business. […]

Remember, entrepreneurs aren’t saints or selfless do-gooders. They typically work 80-100 hours per week for two reasons. First, they are PASSIONATE about their venture for the sake of the business and its impact on the world more than the money (“Ask me about my business and you can’t shut me up,” confessed my friend Scott Savitz, CEO/founder of Shoebuy.com, the other day). […]

They want to prove to their investors and employees that the risk they took in investing in them and joining their cause will pay off. Why don’t Fortune 500 CEOs feel the same way? Why is it that they don’t view their role in life to prove to the shareholder that buys their stock in the public market that they took a worthy risk and they’ll be darned sure it pays off? Instead, they think it’s culturally acceptable to take outsized pay packages and perks that no educated, rational shareholder would ever approve if given the chance. […]

The behavior is in such stark contrast to what’s going on in the small business, job-creating end of the economy, it’s absurd. The public is understandably outraged. I am too. That’s why I’d fire all the compensation committee heads and turn the reigns over the start-up CEOs. […]

Marten Mickos, former MySQL CEO, is to depart Sun

via 451 CAOS Theory

It seems that SUN will not communicate on that, but Marten Mickos, the former MySql CEO, is leaving SUN, after about 1 year... I remember one of my post in February 2008 with some explanations about the “why” of this merge, directly from Marten. Outch. Something didn’t work as planed there.

Some more information below.

I just got news that Marten Mickos, former MySQL CEO, is to depart Sun amid a reorganisation of its infrastructure and database business units. Don’t expect an announcement from Sun on this, but the news is confirmed.

[…] Marten will be transitioning out of Sun by the end of the company’s (current) third quarter.

Marten’s departure is a big loss for Sun and follows quickly after the departures of Monty Widenius and David Axmark.

[…] Matt Asay is right, Marten’s departure “is likely to lead to an exodus among MySQL’s deep talent pool”. This needn’t be a complete disaster - the same thing happened at JBoss and Red Hat has recovered from that, but this is going to be a serious test for Sun’s ability to maximize on the potential of MySQL and its other open source assets.

Matt also writes that “Mickos was the backbone of MySQL’s rising revenues, as an open-source pragmatist and visionary. He was the face of MySQL, but also of the rising open-source industry.” This is true, and for that reason I hope it’s not too long before we see him taking charge at another vendor.

Good luck to Marten, hope to see him asap in a new role!

What is a great software company

via Judith Hurwitz

Judith is discussing the difference between a good and a great software company.

Interesting insights!

1. Great companies start with a predictable business model and turn the model upside down. They look three years ahead and experiment with innovation. They have to have a combination of intuition, risk, and innovation. These companies are willing to take enough risk to win big but smart enough to know the difference between great opportunities and pipe dreams.

2. Great companies find new areas to position themselves for leadership. This is very tough to pull off. The area has to be important enough for the market to pay attention to but not too big that they look silly.  Great companies never try to take a big existing market with established leaders and try to claim primacy.

3. Great companies build great relationships. Management at these companies builds an ecosystem of influencers including great customers who will talk about the value, press, analysts, and partners who together help the company create a persona of innovation and greatness while the company is still building.

Great software companies are complicated to build.   The software business a complicated and brutal with  lots of failures at every turn.  […] It isn’t easy. Great software companies are even more difficult and scary to build.

Innoveo at the InsuranceCom conference

Innoveo was again this year partner of the InsuranceCom congress in Zurich.

Lot of very interesting presentations (main topic was innovation this year) and many very good contacts and exchanges!

International IT market is resisting the downturn

via EITO

Despite the weakness in the international economy, demand for information technology (IT) will continue to increase in the coming year. According to the new forecast of the international market research institute EITO, turnover of computers, software and IT services in Western Europe will increase by 2 percent in 2009, to a round 315 billion Euro. "IT expenditure of businesses will continue to grow even in an economic recession", said EITO chairman Bruno Lamborghini. "Information technology is of strategic importance for companies in a crisis situation because it makes operations more efficient and more economic." Increasing demand for IT was also to be expected from contractors working in the public sector, where investment has limited dependence on economic fluctuations. According to the latest forecast, providers of software and IT services in Western Europe will achieve a substantial increase in turnover of 3.2 percent in the coming year, to 228 billion. In comparison, manufacturers of IT hardware are facing a loss of 1.3 percent, to 87 billion Euro.

The EITO market researchers are expecting development of the IT market in Western Europe, which includes the 15 core countries of the EU with the addition of Switzerland and Norway, to be more robust than in the USA. IT turnover in the United States is forecast to grow by 0.8 percent to 347 billion Euro. Before the global financial crisis became more acute, EITO was assuming growth of the IT market at a level of 4.4 percent in the USA.

The global IT market for the year 2009 will grow, according to the EITO forecast, by 2.7 percent to 983 billion Euro. As in Europe, suppliers of software and IT services around the world are growing particularly strongly. Their turnover world-wide is forecast to grow by 3.4 percent to 677 billion Euro in the coming year. The hardware market is increasing by 1.3 percent to 305 billion Euro. The driving forces are emerging markets like China, India and Russia, which still have some ground to make up in developing their IT infrastructure.

So, summarized, concerning turnover forecast for 2009

• Worldwide:
  • Overall: +2.7%
  • Software and IT services: +3.4%
  • IT Hardware: +1.3%
• Western Europe (15 EU countries, Switzerland, Norway)
  • Overall: +2.0%
  • Software and IT services: +3.2%
  • IT Hardware: –1.3%
• USA:
  • Overall: +0.8%
• Western Europe more robust than in the USA
• Driving forces internationally: China, India, Russia (generally speaking: emerging markets)

Defining goals is a pain in the neck, BUT…

via Seth Godin

A good one, to (re)start properly the new year with some inspiring quotes from Seth!

Having goals is a pain in the neck.

If you don't have a goal (a corporate goal, a market share goal, a personal career goal, an athletic goal...) then you can just do your best. You can take what comes. You can reprioritize on a regular basis. If you don't have a goal, you never have to worry about missing it. If you don't have a goal you don't need nearly as many excuses, either.

Not having a goal lets you make a ruckus, or have more fun, or spend time doing what matters right now, which is, after all, the moment in which you are living.

The thing about goals is that living without them is a lot more fun, in the short run.

It seems to me, though, that the people who get things done, who lead, who grow and who make an impact... those people have goals.

All the best for 2009!

Some thoughts concerning 2008+ and wishes for 2009.

Looking back to … 2008+

Actually, 2008 started for me already in 2007 :-)

Difficult to make the cut in January 2008, as we have started Innoveo in October 2007…

So, below, some pictures which are representing my 2008+, a mix of private and professional stuff, as usual.

And, without explanations, for sure ;-)

All in all, 2008 was again extremely “different” and “stable”.

• Different, because I could learn a lot of new stuff, a bit more about myself, meet a huge amount of persons, very smart and people-oriented. A lot of new experiences, in so many different fields, wow :-) And, on top, a strong and deep feeling of being very lucky to be able to lead our own company with Nick . Different also, because it is the first time that I feel so clearly the quite high pressure, even positive, of leading a company and being “responsible” for this company!
• Stable, because I had the chance, first, to work with and for the same great people! I like very much this ecosystem! Stable, secondly, because my family and private life is solid, full of happiness and great private moments. I don’t like stability, excepted in these two fields ;-)

What about 2009?

Looks interesting, isn’t it? As during all the downturn and crisis time, we will all have our ups and downs.

Hopefully with more “ups”, and not too deep “downs”!

Flexibility will be essential, as speed.

I wish you and your beloved ones all the best for the exciting coming year, a lot of fun, good wines and meals (!), success in your new business(es), and a lot of new learnings!

And keep dreaming :-)

Take care, Didier

[click on the calendar-zone to enlarge]

Lake Wobegon effect

via vowe

We all have – at least one time ;-) - the impression that we are delivering better outcome/results/outputs than the “average”. At work, during our education, by making sports, etc.

I haven’t know, as Volker, that this kind of positive illusion or overestimating was studied and has a name. Actually it is called the “lake Wobegon” effect. Have a look at the Wikipedia’s description.

The Lake Wobegon effect designates either: the human tendency to overestimate one's achievements and capabilities in relation to others (in academic sources this is more usually called the above average effect or the better-than-average effect); or the finding that in many educational tests a vast majority of participants achieve results above the norm.

It is named for the fictional town of Lake Wobegon from the radio series A Prairie Home Companion, where, according to the presenter, Garrison Keillor, "all the women are strong, all the men are good-looking, and all the children are above average." […]

The above average effect or better-than-average effect is one kind of positive illusion. It describes the tendency for people to evaluate themselves as 'better than average' on desirable skills, characteristics or behaviors. It is a characteristic bias of social comparison where people usually compare themselves to an unspecified peer and, despite the mathematical odds, en masse judge themselves to be better than their average peer.

I am learning every day! Or is that also a “lake Wobegon effect”?

;-)

Articles, conferences, reports, books, collaterals and video

Above an updated list (per October 18, 2008) of the different publications, articles, conferences, reports, books, collaterals and video linked with my work in the last years by Helvetia, ecenter solutions, and now, innoveo!

 

	ARTICLES
1	31.10.2002	German, English	Switzerland	Schweizer Versicherung	pdf DE, pdf EN, url
2	26.11.2004	French	France	01 Informatique	pdf, url
3	06.01.2006	English	USA	CIO Insight	pdf, url
4	01.02.2006	English	Rusia	The Insurer	pdf, url
5	11.04.2006	English	USA	FinanceOnWindow	pdf, url
6	11.04.2006	English	USA	Finextra	pdf, url
7	12.04.2006	English	USA	CRMtoday	pdf, url
8	13.04.2006	English	USA	InfoWorld	pdf, url
9	20.04.2006	English	Australia	ComputerWorld Australia	pdf, url
10	24.04.2006	English	USA	ComputerWorld	pdf, url
11	30.04.2006	English	USA	Enterprise Networks&Servers	pdf, url
12	15.05.2006	English	NewZealand	ComputerWorld NewZealand	pdf, url
13	30.06.2006	German	Switzerland	Netzwoche	pdf, url
14	01.07.2006	English	USA	Insurance Networking	pdf, url
15	10.07.2006	English	USA	Computerwire	pdf, url
16	24.07.2006	English	USA	GlobalServices	pdf, url
17	04.09.2006	German	Germany	ComputerZeitung	pdf, url
18	06.11.2006	English	USA	Baseline	pdf, url
19	01.11.2007	German	Switzerland	ICT in Finance	pdf, url
	CONFERENCES
1	16.04.2003	German	Switzerland	Euroforum - VersicherungsIT	pdf, url
2	15.09.2005	German	Switzerland	IT-Strategie-Forum	pdf, url
3	29.11.2005	English	Russia	International Conference	pdf, url
4	15.05.2006	English	Italy	HP Enterprise Executive Summit	pdf, url
5	19.09.2006	English	Belgium	euroOSCON	pdf, url
	REPORTS
1	19.11.2005	English	USA	Thoughtware Worldwide	pdf, url
2	01.11.2006	English	USA	Hurwitz & Associates	pdf, url
3	01.12.2006	English	USA	Butler Group report	pdf, url
4	16.01.2007	English	USA	Celent	pdf, url
5	01.06.2007	English	USA	ovum report	pdf, url
	COLLATERALS
1	01.01.2001	German, English	Switzerland	HP Success Story	pdf DE, pdf EN
2	01.01.2002	German, English	Switzerland	HP Success Story	pdf DE, pdf EN
3	23.10.2006	English	USA	HP Success Story	pdf
4	01.08.2008	English	Switzerland	HP Marketing Collateral	pdf
	VIDEOS
1	01.10.2006	English	USA	HP Video	url

Innoveo Solutions, already one year - Part II

After the “who” of the “First who, then what”, let’s have a look at the “what” ;-) And let’s start with what I would like to call the “prerequisites”

 

Prerequisites

 

The prerequisites are quite “simple”! You have a business and the right people to address it ;-)

In other words: you have a business plan with clear ideas about:

• the status quo (current situation where you are in the founding, acquisition from customers, productizing, financing, etc.)
• you product and services
• the market you would like to address
• the competitors (no competitor, no market)
• marketing and sales
• administration & organization
• productizing
• management
• risk analysis
• finances

At the end, all this should be translated in a clear “values, vision, mission, industry and markets targeted, capabilities”.

As others, I like to speak about differentiation and customers’ pains, as from product positioning.

The best is still to confront your perception of the market with…the market itself! And to correct, iterate, improve, learn, make failures, learn, improve, etc.

We had the chance to start with a big customer contract with a well-known and established company, for quite a long duration. On top, we had also a huge asset, the IP (Intellectual Property) of our software product, coming from a 7 years development and big former investment.

 

Founding

Pfffuu, not so easy. Quite a lot of steps to do, and the first steps are extremely important!

• First you need to fix the name of the company. The name is representing your new venture. It is central for your identity, your marketing and communication future activities. If you have already tried to find a name for a product or a company, you should know that it is very difficult to find a name which is not already used or reserved. As everybody, you then try to combine names, to use Latin or Greek names, etc. We were lucky because after a lot of tries, Nick found the name INNOVEO. At this time, 34 results on Google! And no company registered in Switzerland under this name. Furthermore, Innoveo is a great combination between INNOvation and VEO which means “to see” in Latin. At the end, we decided also to add “Solutions” to our company name because we are delivering software solutions. The domain-name was already reserved. So we had to buy the different main domains (for “innoveo”) and to transfer them. The name is also usable internationally and doesn’t seem to mean something in another language.
• For the office location, it was clear that we wanted to stay in the Zurich/Switzerland area. As we are coming from different places, Zurich remains central and very attractive for hiring A-level international employees. Zurich is designated since years as one of the best place to live. On top, Zurich is a well-know financial place internationally. Concerning the office itself, we wanted to stay near a train-station. The building we were in before was ok. So after having evaluating other opportunities, we decided not to move.
• Our Team was fully integrated in the evaluation and decision process for the choice of the name, as for the office location.
• So, you have the name and the location, you need to choose the form of the company. This is also impacting a lot your venture! Accounting, Corporate Governance, legal obligations, etc. are very depending from this form. We mainly had two possibilities: “GmbH” (limited liability) or AG (Incorporated). As we have started with more than 14 people and we have very big companies as customers, it was quite clear that we need an “AG” form (incorporated). As for liabilities reasons (we deliver a software product).
• Then you need to work on the statutes of the company.
• You have to structure and define your Board of Directors. It was clear that Nick and myself will be members of the Board of Directors. We wanted to enlarge our Board with two external members, very qualified and experienced in different fields: strategic management, sales, software product marketing, product positioning, accompanying start-ups in their development, etc. We had the chance to be able to gain Bruno and Pancho. The organization of the regulations between the Shareholders’ Assembly, the Board of Directors and the Executive Management of the company should be also fixed and documented.
• Ok, then you need to find the shareholders, to define the level of equity requested, the investment of each shareholder, and to define the Shareholders’ Agreement.
• In the statutes, you have also to determine the signature rights of the Board and of the Management, and to authenticate them by a trustee.
• At this point, you have also to open a corporate bank account, to be able to transfer the capital … and pay your first bills due to the founding process ;-)
• The statutes, name and form of the company, office location, member of the Board of Directors, level of Equity, and the signature rights have to be registered (and partly published) at the Commercial Register.
• For all these steps, you need absolutely the support of a attorney at law and a trustee. And, it is not the last time that you will need them ;-) We are working with Peter Neuenschwander (attorney) and Oliver Götz (trustee). since more than 18 months now. These two persons are extremely important for our company.
• A picture below taken from the office of the notary in Walliseller – Switzerland, where Innoveo Solutions was founded on Monday, June 25, 2007 (Nick, Lorenz, Philippe and myself).

That is, more or less (I have surely forgotten some stuff!), the founding process. At the same time, you need to define quite a lot of administrative processes. These, for the next post!

Innoveo Solutions, already one year - Part I

And what for a year :-) We started in October 2007, with 14 people. We are today 16. We started with one customer, we today have 4, which means some great steps on the way to the difficult customer diversification.

So, if you mind (if not, just stop to read this post, very easy ;-), I would like to take some minutes to look back to these extremely intensive 12 months. What have we done? Wow, good question! Let’s try to structure a bit these achievements. And let’s concentrate on the management activities, not on the great delivery and concrete outcome of the whole team. By doing this, it would take much more time. Just too much.

I will divide this “looking-back” process in different parts, too long for one post!

Let’s start with the 3 most important parts.

 

Co-leading Innoveo with Nick

• Nick, my Business Partner, and myself are working for 8 years together. Our collaboration has evolved step-by-step, and we are leading the company together from the day 0.
• Still a lot of fun, respect and learnings in this collaboration. And still complementary in our different ways of managing, based on the same foundation of values.
• I am a lucky guy to be able to work with Nick and I am convinced that our strong collaboration and respect is very positive for Innoveo.
• We have learnt again a lot how to work efficiently together. Responsibilities are clearly splitted but we benefit from each other everywhere it is possible.
• We are developing ourselves in our new roles (Board members, leading tactically the company, sales) together and by our own. Specially helped there by our Board.

 

The management Team

• We are also learning to act all together as an entire and compact Management Team, with Nick, with Philippe (Services and Support), with Lorenz (Technology) and Oli (Product Management).
• Our roles and responsibilities are becoming more and more clearer. Delegation and cross-deputy roles are better in place. We are operatively leading the company together. The most important tactical decisions are taken together. The strategic orientation is discussed and prepared together for the Board meetings.
• On the good way to efficiency.

 

The Innoveo people

• “First who, then what” still in place, with some nice (and complicated) examples.
• Wow, still the main driver to wake up each morning :-)
• I really like the cultural mix and our multinational environment.
• Our team spirit and identity is still extremely strong and both were confirmed from outside quite a lot of time. So it seems that it is not just an “internal” view ;-)
• Lot of fun und humor, very experienced hard-working people. Extremely motivated. Experts in a lot of areas. Our customers like them! I too.
• Great cohesion, very good personal development of almost everybody.
• Nobody left Innoveo (since 8 years now, in the different constellations).
• We could extend our team with Robert and Conny, two great persons, very well integrated in the team. As if they were by us since years!
• People = still and definitely our *main asset*.

Next chapters will contain some stuff about:

Founding, Accounting, Administration, Human Resources, Legal, Productizing, Support process, Corporate Identity, Marketing and branding, Sales, Partner Management, Capital and shareholders, Board of Directors.

Perhaps not in this order!

Is business irrational?

via Seth Godin

YES, for sure, business IS irrational (at least an important part of it) :-)

I really *love* this post from Seth, excellent!

Parents or other adults who are irrationally committed to a kid's well being make a huge (perhaps the biggest) difference in that young person's life.

Entrepreneurs who are irrationally committed to their business are far more likely to get through the Dip.

Salespeople and service providers and marketers who are irrationally committed to customer service can completely transform an ordinary experience and make it remarkable.

Is being irrational irrational? Of course it is. That's why it often works.

If you're looking for the sensible, predictable, long-term strategy, this probably isn't it. Except when it is.

WoW.

Seesmic founding and launch

Very interesting insides about how Loic has launched and founded seesmic.

I like very much this way of making business, which has more something to do with trust, with support & help, and with commitment of people concerning a vision.

I understand also Loic who is saying that being in a positive environment - which knows the risks und doesn't underestimate them - is great. I hope that this will be also the case at a time in Europe... It is still more or less a pain to found a new venture here, and mostly because of the negative spirit around new founding and the risks taken...

Thanks Loic for sharing this piece of business and, at the end, much more this piece of your life!

And good luck with seesmic!

Paul Watzlawick's hammer -

Philippe and Nick reminded me about the hammer's story of Paul Watzlawick, and Philippe just sent an email with this "hammer's story" from the book The Situation is Hopeless, but not Serious.

Cool illustration....of quite a lot of real situations ;-)

a man wants to hang a painting. he has the nail, but not the hammer. therefore it occurs to him to go over to the neighbor and ask him to lend him his hammer.
but at this point, doubt sets in. what if he doesn’t want to lend me the hammer? yesterday he barely spoke to me. maybe he was in a hurry. or, perhaps, he holds something against me. but why? i didn’t do anything to him.
if he would ask me to lend him something, i would, at once. how can he refuse to lend me his hammer? people like him make other people’s life miserable. worst, he thinks that i need him because he has a hammer. this has got to stop!
and suddenly the guy runs to the neighbor’s door, rings, and before letting him say anything, he screams: "you can keep your hammer, you bastard!"

Reminds you something?