Tag Archives: business thinking

The Scenic Route

I’ve been doing a bit of driving in places with which I’m unfamiliar lately.

Map of Gray's Inn Road

(Photo credit: Wikipedia)

Way back in the dark ages of the 1980’s, doing that sort of thing required one of two actions. Either one bought a map from someplace such as a gas station or the AAA or one called ahead for directions. I vividly recall a moment of panic on a business trip years ago when I thought I left a folder full of routing instructions to get me through a day’s worth of appointments in a hotel room.  The thought of finding a pay phone (remember them?) and having to write down turn by turn directions when I was already on a tight schedule gave me agita before the day was very old.

Today, of course, getting from point A to point B is as simple as pushing a button and announcing the destination. Every “smart” mobile device (which means about 60% of the mobile phones out there) has some sort of mapping/driving directions program.  The device speaks, we listen, and somehow we arrive despite having no clue as to where we are or how we got there.  Occasionally the devices are even smarter than we are.  While we might know a shorter route than the one we’re being told to take we don’t know about traffic, construction, or other delays en route.

There is no doubt that Waze, Google Maps, and other software are great for when we’re driving.  I am fond, however, of “getting lost” a little bit when it come to taking about business.  Have you ever just got in the car and driven around?  Maybe you see a sign for a town you’d heard of but never seen.  Along the way there might be a diner or fruit stand.   It might not be the most direct route and if you get lost for real you can announce to the GPS system you want to go home, safe in the knowledge that you’ll get there.  But discovery often comes when we get off the fastest route and maybe try the scenic route.

The pace of business is demanding but turning off our business GPS and “wandering” can often pay off handsomely if we can be disciplined enough to get off the beaten path.  Oxymoron?  No – imagining new things and being creative is hard and takes discipline.  Losing our directions without getting lost is tricky.  Can you do it?

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The Godmother

Foodie Friday is a bit somber this week since our topic today is the passing of Marcella Hazan.

Marcella: will she peel my beans too?

(Photo credit: kattebelletje)

You might not be familiar with the name but I can assure you that you are familiar with the influence she has had in the food world.  Her obituary in The Times was entitled “Changed The Way Americans Cook Italian Food” and that may be an understatement.  Let me explain and point out a few things we can take away from her that might just apply to your business.

The comparison is often made between Marcella and Julia Child.  What Julia did for French food in this country, Marcella did for Italian.  I think that’s where the similarities end.  Julia was formally trained, Marcella was trained as a biologist, not a cook.  Julia was an American who went to Paris while Marcella was an Italian immigrant to this country.  Much of the food Julia prepares is complex; Marcella’s food is very simple but, as she wrote,

Simple doesn’t mean easy. I can describe simple cooking thus: Cooking that is stripped all the way down to those procedures and those ingredients indispensable in enunciating the sincere flavor intentions of a dish.

Of the hundred or more cookbooks I own, Marcella’s are the ones that are dog-eared and stained from much use.  If you want to learn to cook, begin with “Essentials of Classic Italian Cooking” which is her first two books in one volume.  In its introduction, she wrote the following about Italian food:

It is not the created, not to speak of “creative,” cooking of restaurant chefs.  It is the cooking that spans remembered history…There is no such thing as Italian haute cuisine because there are no high or low roads in Italian cooking.  All roads lead to the home, to la cucina di casa – the only one that deserves to be called Italian cooking.

What business lessons does Marcella teach us?  First, you can hear how she is confident in her positions and speaks with authority.  Second, she prefers the simple solution rather than the overly complex.  Third, she always seems to cook on a stove rather than in an oven – it’s so the cook can pay better attention to the food.  Fourth, she emphasizes great ingredients and bringing out the best from them.  Interpret that as a management goal with your team as the ingredients!

Finally,  as you read in the last quote, she always emphasized authenticity.  She disdained the use of microwave ovens to speed up cooking not because she was a Luddite but because the texture and flavor of the product was altered.   How many businesses suffer because they cut a corner or speed up a process only to denigrate their product?

Marcella was the Godmother of Italian cooking.  She changed how we eat and her lessons can change how we conduct business.  Does that make sense?

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Tossing It

Somewhere along the line it became most cost-effective to throw things away than it is to fix them.

broken ipad screen

(Photo credit: 3dom)

I know people who buy new printers rather than spend the money on the ink – it’s about a wash financially and they get a new printer.   I recently replaced a small appliance (ok, a little wine storage unit) because when I found out how much it would cost to fix the fan that had broken, a new unit, complete with warranty, made more sense.

Tech may be among the worst offending industries.  I mean, if the battery goes on your iPhone or MacBook Air, you can’t replace it.  We toss the unit and get a new one.  TV‘s are so cheap that the notion of repairing one is pretty alien these days, particularly when we consider that the new item will inevitably be better technology than what’s being fixed.

There is a problem with this mindset, however.  Too many people and businesses extend it to their thinking about customers, employees, and others.   When a relationship gets broken, we weigh the costs of fixing it against the expense of replacing it.  Rather than “fix” an employee who might have underperformed, we fire them.  That results in a few things – writing off the investment we’ve made in that person thus far as well as incurring the time and expense to replace them with no guarantee of better results.  Rather than investigating each and every customer complaint about service, we try to placate the disgruntled customer with some token gestures (the hotel room isn’t clean?  Oh, have a free bottle of water!) and don’t really mind when they don’t return again – they’re a pain.  We don’t look at them as fantastic suppliers of information about our failings – we consider them to be pesky children who rouse us from our daily business sleep.

Business relationships – with staff, with customers, with the public at large – are not disposable.  In many cases they are not replaceable and all efforts must be taken to repair them.  It’s almost never more cost effective to toss them.  You agree?

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