Which Candidate Would You Buy?

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Using Business Tools to Sort The Candidates

 

Bubblechart

Bubble size reflects candidate 'worth' based on my values

 

I've become a political hobbyist since I came to social media. I read the local newspaper, get RSS feeds, follow Twitter politicos and I watch news twice a day. I seek balance so I can stay informed. I am a conservative person: fiscally, socially and on international affairs.

As I write this in late December, 2011, there are seven candidates campaigning for the GOP caucus in Iowa. Barack Obama has already been campaigning for reelection since the start of the year. I'm overwhelmed. Each poll, each newsflash, each morning analysis throws me back to Point A. Who do I want to be U.S. president? Maybe I should use my business toolkit to sort things out.

Treating the presidential candidates as 'products' with votes as 'market share,' it becomes easier to sort things out. I used two tools: a modified Cause and Effect Matrix (C&E) to identify each candidate's 'worth' to me, and a Real-Win-Worth.

Each C&E criterion was chosen by me and its relative importance to the other criteria are also mine. For example, I see the Economy as the top priority, 'Family Values' as further down, and 'Immigration' isn't a priority at all. If you were to do this, you would have different criteria, weights and values. See mine, below.

 

(download)
Go here to see the data on Google Docs

 

The RWW is a little more objective. For Real, I subsitituted campaign strength (war chest, foot soldiers, experience). Win is market-based and emotion, so I used criteria based on the assumption that voters were customers. Here were the emotional criteria (trust, inspiration, message and presence).

 

(download)
Go here to see this data on Google Docs

 

What do the charts tell us?

  1. None of the candidates are in the happy quadrant, in the upper right corner. They are clustered in the weakest place, which is to be expected this early in the race. Most will drop out soon because 'Real' will cull them. They can't sustain a campaign to move them into a better place.
     
  2. Romney scores very well on 'Real' with his financial backing and prudent planning. Even so, Romney is no more acceptable to the overall voter market than his competitors. Romney is unappealing to me ('Worth') compared to the others. He better start connecting more with voters. My favorite pundits keep saying Romney owns the GOP race, mostly because he scores well on Real criteria. They are ignoring how unacceptable he is to conservatives. If it comes down to a Obama vs. Romney race, I won't "hold my nose and vote;" I'll stay home.
     
  3. Obama, like Romney, is well positioned on the 'Real' axis. Still, Obama is no more acceptable than the flock of GOP candidates. Obama can move to the positive quadrant if he can encourage people to trust him. His strategy based on a negative campaign will not help move him in the direction he wants. He has the smallest Worth bubble because I think the man is incompetent and lazy.
     
  4. Gingrich has a weak 'Real,' but a good Win. I have heard him speak. He can motivate people through difficult choices, which we need even though there is some baggage from the 90s. I also scored Gingrich high on Worth. He is the only proven candidate to fix a major U.S. entitlement problem -- Welfare -- with Bill Clinton.
     
  5. Ron Paul has the highest Worth score. This shocked me, because I really fear him. He does hit my value points well. Real problems in the Win score -- I don't think voters will accept Paul despite his loyal foot soldiers.
     
  6. Santorum was lower when I first ran the spreadsheet, but he's been doing well in Iowa this week. He scores higher than Romney for me. I would like to see Santorum run against Obama instead of Romney.
     
  7. Bachmann has no chance. She is loathed by the media and she has a grating personal style. People just hate her. I have heard her speak -- she is my representative -- and I think this is undeserved. Bachmann lacks executive experience and her campaign team has collapsed.
     
  8. Perry could be better. I do not understand how he could be so successful (his high Worth) with the Texas market and fail with the U.S. electorate and press.

      

  9. Huntsman? Well, the media likes him. I don't. And like Bachmann, Hunstman has no 'oomph' to gain any 'Real' points

 

I work for a corporation that always deals with uncertainty. We use analytical tools to parse mushy data. In teams and no small amount of debate, we define success criteria. The comptroller is there to keep us down to earth. Marketing brings data about competitors and customers, and wants and needs of the market. Engineers know materials, manufacturing and their capabilities to produce.

I've been on teams who have used Real-Win-Worth (RWW) analysis to decide whether to enter a market with a new product. RWW is great for forcing teams to think through what's important and what is not. If the team decides to proceed with product development, they revisit the RWW periodically when time reveals more useful data. 

RWW tells business teams to run after those projects where there is a real chance of Winning the market share with superior (Real)  manufacturing or technical expertise. You want projects that score in the upper right corner with nice large bubbles (Worth). If your project is too small or it is too far down the axis, then either stop the project or change something to improve Real or Win.

This RWW analysis would be more accurate if it came from a team of people with different political perspectives and values. Discussion would uncover other criteria. We can assume the scores would be better balanced.

I am a former Six Sigma Black Belt and DFSS engineer. I've lead teams through RWW workshops. I plan to stay the course on this RWW through the year and I'll 'vote' or 'buy' a few times through the year.

Right now, none of them are worth 'buying.'

 

 

Want to change things? Find a Weirdo.

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Change Agents are a little odd

 

From the Vecci Blog

 

Change agents are just a bit off-kilter. Why? They must be nervy enough to challenge the status quo and get away with it, and they must be seen as different to encourage other employees to follow them. It's in the job profile. Ghandi was eccentric. So was Steve Jobs, John The Baptist and Jack Welch.

We can use gentler descriptors: panache, style ... 'different drummer,' but we know them when we see them. Along with intelligence, empathy and passion, weirdness is an essential attribute for change evangelists. Often a change fails for no other reason than  its leader is a boring person. People tend not to notice things when they're yawning.

Too much weirdness is ineffective. Maybe dangerous. Did you know there is a Perceived Weirdness Index (PWI)?  Leaders are either ignored, not taken seriously or fired if they are outside the optimal range

I doubt 'Weirdness; will ever make it to your company's leadership handbook. But I bet you know a few successful weirdos working there.

Are you one of them?

 

 

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Tomorrow's Forecast: Mostly Cloudy

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There are Clouds in your company's horizon

 

 

 

'Cloud' is a service, usually a platform or software, delivered  to you from somewhere else  over the Internet.  Also known as 'cloud computing,' corporate clouds aren't totally  new -- many companies have been using services (Fidelity, Siebel, Hewitt...) for years.

 

"Cloud computing is the delivery of computing as a service rather than a product, whereby shared resources, software, and information are provided to computers and other devices as a metered service over a network (typically the Internet)." (Wikipedia)

 

So why is 'cloud' suddenly on the opportunity list of corporations everywhere? 

 

  • Cloud has become quite good and it is proven to be highly reliable to manage the software they built themselves. Companies like Amazon and Rackspace provide platform-as-a-service (PaaS) with near-instant scalability and 99.9 % availability. Businesses can host their software there and not fret over capital costs, performance or up-time. Just buy what you require and release what you don't need. Companies become renters. At the same time, the platform providers offer better cost for higher performance and reliability. Smart enterprises know Amazon is never down.

     

  • Software-as-a-service (SaaS) like Google's Docs has also proven itself. Consumers needn't download new software to use the latest functionality; it's just 'there.' For enterprises, SaaS lowers the cost of software delivery, training and development. Because it is often Web-based, a cloud application performs nicely on  most computers with an up-to-date browser.
     
  • Speed is king for agile companies. Why write software when you can buy it, especially when it comes as a service? Frugal companies can shift IT budget to new priorities like bolstering internal network capacity and building a robust mobile architecture.

 

'On-premise' is the opposite of cloud. It's the traditional data center service that companies managed for decades. Company computers encircled in a firewall deliver customized applications direct to employees. There are many advantages with 'on-premise:' security, direct access to data, flexible development and a strategic, customized application architecture. Such a diverse architecture reflects the evolution of the company and is a best-fit for optimized business process. The downside? 'On-premise' is expensive to maintain.

 

It's doubtful a company can migrate all its software and data to the cloud. Scientific and manufacturing  information streams from special non-cloud devices. Agile companies that use strategic information will never surrender the right to ad hoc business analytics from Big Data hiding on both sides of the firewall. Legally, there is some highly secure information that cannot exist off-premise, at least for now.

 

It might be better to imagine smaller enterprise clouds instead of a single, large cloud. Employee productivity software (documents, spreadsheets, files...) could be a little cloud. Email could be a cloud. Non-integrated, workflow-free applications could be another little cloud. Big, interconnected systems probably won't make it to the cloud.

 

Andrew McAfee, author of Enterprise 2.0, recently wrote a though-provoking blog post about clouds and the enterprise. He compared today's cloud opportunity with last century's steam-versus-electricity choice. U.S. manufacturing was driven by steam power in 1910. Companies heavily invested in it were reluctant to change to electric power. Two decades later, those who disdained conversion were the minority. Newer manufacturers either chose electricity from the get-go or they switched. McAfee won't make a prediction, but his intuition says cloud is going to grow in the enterprise.

 

I agree. Companies already have a few clouds; there will certainly be several more.