Tag Archives: business

The Dylan Test

Yesterday marked an anniversary that I could not let pass without comment.  On March 19, 1962, 50 years ago yesterday, Bob Dylan released his first album, or LP (to signify a long-playing record rather than a single) as they were called at the time.

Bob Dylan performing in Rotterdam, June 23 1978

Bob Dylan performing in Rotterdam, June 23 1978 (Photo credit: Wikipedia)

This piece from Rolling Stone does a nice job of summing up the album and how it got made.  I’m a long-time fan of the man and his music and while I can’t say I love everything he’s ever done, it’s all really interesting and in many cases his music went beyond popular culture to become transformative (start with “Blowin’ In The Wind“) for an entire generation and country.  I’ve heard so many people dismiss his music and yet when I give them the Dylan Test, they can’t deny his impact.  What, you ask, is the Dylan Test?  Something I think we should apply to way more stuff than Bob’s music – any business could benefit.  Let me explain.

The Dylan test is simple:  I know my grandchildren will hear the music of Bob Dylan.  They may not like it, they might not ever buy it, but they’ll hear it and they’ll know who the guy was that recorded it.  Not because I’m going to ram it down their throats:  I’d make the same statement about my great-grandchildren.  It’s because Dylan’s music is that important, just like Bach, Mozart, Beethoven, Springsteen and The Beatles.  And that’s the test.  Can you make that same statement about whatever music you believe to be “great?”  That ought to be our business objective.  To pass the Dylan Test.

I wrote in this piece a while back that we ought to be creating things that are built to last.  While the tools are temporary – Dylan’s first disc was pressed in vinyl – the content and the core of the business endures, or we should hope it will.  So ask yourself the Dylan Test question as you’re contemplating investing your time, effort, and money on a project.  While very few things pass, it’s not a bad standard to keep in mind.

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Blind Tasting

Friday at last and while you might be expecting a lengthy piece on the history of corned beef for our Foodie Friday Fun approaching St. Patrick’s Day, I couldn’t really find any great business points buried in there.  Oh sure, we could have a chat about multiculturalism since corned beef is a food staple in many cultures (and strangely it came late to the Irish culture and it’s really more American Irish than it is native to the Old Sod) but that seems a bit forced.

LOS ANGELES, CA - JANUARY 24:  Wine made by Dr...

Image by Getty Images via @daylife

So for today’s Foodie Fun I want to think about blind tastings, specifically wine tastings.  There have been many examples of unexpected results when all the trappings of a wine are taken away (big name, fancy bottle, vintage year, even what grape).  The most famous of these if the Judgement of Paris which one could claim was the birth of the modern California wine industry and was commemorated in the movie Bottle Shock.  In 1976, California wines were rated higher than many top French wines in a blind tasting held in Paris and judged by mostly French wine experts.  Of course, these same judges believed it would be easy to spot the “inferior” California wines and had any one of them conducted the tasting and written the results on their own, they might have been laughed out of their profession.  Which is, of course, the business point.

There is an old saying that no one ever got fired for buying (pick one – IBM, AT&T, Microsoft, etc.).  It means no one gets fired for making the safe pick and choosing an industry leader. While there are other companies out there with better products or offer similar quality as the market leaders at lower prices, they come with the risk of ridicule should there be a problem.  Speaking as an independent consultant I can tell you that bigger companies, where decision-making is often a group matter, seem to feel most comfortable hiring other big companies – you all know the top consulting firms.  It’s an easy decision to justify.  Too bad – if they were to taste us blind – have a telephone conversation with the people doing their work as well as to look at our fees – the might get the same or better outcomes at better rates.  That’s not just in my field of consulting – many businesses overspend and get inferior results because they don’t do a blind taste test.

If you’ve got concerns about using companies other than the big guys in any field, raise those concerns directly with the firm that rated more highly even thought they’re not the brand name.  Build the answers – service levels, delivery dates, etc. – into the contract.  Ignoring your business palate when it’s telling you something is better – even if it’s a brand with which you’re unfamiliar – is silly.  Who knows – you just might find a $10 bottle that puts the $50 swill to shame.

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Planning For Perfect

Anyone who has ever dealt with large numbers knows that near perfection still gives a few exceptions to a standard. If you deal with 100,000 customers in a year and 99.999% of them are happy, there’s still one guy who is dissatisfied. The problem is this: we don’t think about that one guy often enough – we plan for perfect. In an extreme case, some folks won’t even acknowledge that imperfect is possible. That sort of thinking precipitates crises like the oil rig problem in the Gulf.  Workers didn’t raise safety issues out of fear.  The Italian cruise ship didn’t take the safety drills seriously.
What got me thinking about this is the discussion over the Keystone Pipeline as well as some of the reporting on the Japanese nuclear problem.  Putting aside politics (maybe an impossible request, but let’s try), it seems to me that the people involved had been (or are) planning for perfect.  Emergency plans were paid lip-service but not much more and the true impact of a problem is exacerbated by the lack of preparation.

We don’t ask what can go wrong often enough, and when we do we sometimes fall into the “but that will never happen” trap.  If something can go wrong, we should assume it will.  Servers fail.  So does power, including back-up units.  Things get lost in the mail, inclusive of private shippers with full package tracking.  We arrive on business trips without luggage.  No one plans to screw things up and yet things very often end up that way.People don’t always behave honorably even though we might always try to do so ourselves.

If we always plan for perfect, we’re not optimists.  We’re idiots.

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