Back-in-Melbourne Catch-Up Post

Ameel Khan March 18, 2009

I’m back in Melbourne after spending a few weeks vacationing in Pakistan. It’s hard to believe but I hadn’t been home in over two and a half years! I didn’t get much time on the Internet while I was there so here’s a quick catch-up post in which I’m linking to some of the stuff I would have otherwise discussed on this blog.

First up we have Connie Benson who has updated her three excellent posts on online community managers:

Next are two posts from Scott Berkun, with the second one lending itself nicely to a discussion you might have with a community manager who claims to be an “expert” but doesn’t actually have much experience in building or managing online communities:

Then we have Dmitry Fadeyev who wrote an excellent post for Smashing Magazine on:

9 Common Usability Mistakes in Web Design

Next, Toby Ward talks briefly about the latest intranet trends as reported by Jane McConnell in the Global Intranet Trends Report for 2009:

Intranet Trends

Ward also wrote a humorous blog post called ‘25 Random Things About my Intranet’ which, if you want, you can balance-out by his high-level overview article on ‘Intranet Strategy: Planning a Successful Intranet’.

And finally, both Laurel Papworth and Stephen Collins reacted to a Courier Mail article on Facebook and other social media sites being banned at work:

Regular blogging will commence shortly.

A New CEO’s First Few Tasks

Ameel Khan February 1, 2009

What are the first few things that a new CEO should do upon joining an organization?

Based on what the press is saying and what was discussed on the latest episode of This Week in Tech, the CEO should lay out her near and medium-term plans for the company in some big public announcement/address in order to appease the company’s shareholders. In my opinion, though, that’s exactly the wrong thing to do.

Why? Because the CEO’s primary job is not to appease shareholders’ concerns, it’s to fix the company. Yes, the CEO does need to address and appease – and dare I say ‘manage’ – both the company’s shareholders and employees, but the first message he gives them ought to go something like this:

Followed by, “Oh, and this is going to take a while so don’t expect any results for the next eight quarters or so.”

Meanwhile, that CEO needs to start figuring out exactly what the problem with the company is and how she’s going to go about fixing it. Most likely she’ll already have a pretty decent idea of where to look and who to talk to about it, but she should never presume to know the answers based on her outsider’s knowledge and she should never announce her solution to the problem before she’s even taken the time to analyze the problem in any real depth.

If she does make the assumption that she already knows how to fix the company and is arrogant enough to announce her solutions up-front, then she’s no better than a crappy management consulting firm that applies cookie-cutter solutions to unique and complex problems simply because “that solution worked just fine in the last company we consulted with.”

My point is that both Carol Bartz, the new Yahoo! CEO, and Barack Obama, the new American CEO (a.k.a. President), are doing exactly what a sensible new CEO should be doing upon joining a company. And I’m very impressed that they’re not caving to public/shareholder pressure to announce their reformation plans before they’ve even had a chance to settle into their new offices and figure out what the heck is going on there.

The Problem with Bad Arguments

Ameel Khan December 12, 2008

Here are three informal fallacies that people use when making arguments. And while these fallacies might sound impressive, they actually make for bad argumentation:

An ad hominem argument in one in which, instead of attacking someone’s actual argument, you attack them personally (i.e. you attack some aspect about them in an attempt to either change the subject or to somehow ‘weaken’ their argument).
Cherry picking is when you point out individual cases or data that confirm your position while ignoring others that may contradict that position.
An association fallacy (sometimes called guilt by association argument) is one in which you make a hasty generalization about something or someone based on an irrelevant association. (This is similar to stereotyping.)

How These Fallacies Get Used

Telstra’s Rod Bruem recently published a blog post called ‘Professor Gives Business School a Bad Name’ in which he uses all three of these fallacies to make his point.

For example, he claims that:

(A) Professor Paul Kerin hates Telstra and that he makes “silly” suggestions about what Telstra should do.
(B) Kerin is a “highly paid ‘Professorial Fellow’” at Melbourne Business School.

Thus:

Here is where the fallacies come into play in Bruem’s blog post:

Instead of actually arguing against the points that Kerin makes in his articles, Bruem calls Kerin’s arguments silly and half-baked; says that Kerin hates Telstra; and then uses the poisoning the well tactic when he sarcastically calls Kerin an “esteemed academic” and then compares Kerin’s proposals to those that would be “acceptable in Hugo Chavez's Venezuela”. All of this is argument ad hominem.
Bruem has also cherry picked only those articles of Kerin’s that support his argument. Other articles Kerin has written (and there are many of them!) that might show Kerin to be an accomplished economist, strategist, and business thinker are ignored.
Finally, Bruem makes a hasty generalization that leads him to condemn, by association, all of Melbourne Business School for the opinions that Kerin has on the topic of Telstra. Apparently, because Kerin “publicly preaches such hollow views in the media” and is a Professorial Fellow at MBS, all of the professors at MBS must preach their own similarly hollow views in the classroom thereby making MBS a terrible place of learning.

(Funnily enough, Bruem’s association fallacy argument has the opposite effect on me because, instead of thinking: “Oh no! A professor at MBS has a strong opinion, I must therefore stay away from this business school”, I find myself thinking: “Cool. Having an opinionated professor means they probably have some awesome classroom discussions at MBS so I really should look into this place some more.”)

So what was the point of Bruem’s article? I think he really just wanted to vent about Kerin and couldn’t think of an angle to take. That’s when MBS came into the picture because it helped him frame his argument. Indeed, MBS is used only as a lead-in and lead-out for Bruem’s rant about Kerin.

Also, a headline like ‘Kerin is Clueless About Telstra’ would have made the blog post sound a lot less impressive.

Please Make Good Arguments

I have no issues with people ranting about someone whose ideas they believe to be wrong or even “silly” [1]. That said, rants are not meant to be taken seriously; indeed, they’re often mean to be funny. I don’t think Bruem’s post was meant to be funny and he didn’t intend it to be a rant. In that case, you have to analyze it as if it’s a proper argument – which it was not.

My point, then, is that if you’re going to make an argument, please address the topics you actually have issues with instead of arguing ad hominem. Also, don’t bring irrelevant points to the table because they just waste time.

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[1] I was almost tempted to call this blog post ‘Blogger Gives Telco a Bad Name’ and make this into a rant myself…but then we wouldn’t have gotten anywhere, would we?

Meeting MBS Bloggers

Ameel Khan October 27, 2008

It's happened twice now: I've gone to MBS for a presentation and someone's come up to me and said something like, "Hey, you're the blog guy!" -- referring to the list of MBS bloggers that I maintain and that they're one of the people on that list.

That specific quote is from Ronjon, who I met last week at an alumni event. A couple of weeks before that, I met Cynthia at a talk given by two of our professors. [Thanks for saying hello, both of you.]

It's fun when this happens and it's always great to meet current MBS students (who I met a lot of at the recent alumni event, by the way). Maybe one of these days I'll organize an MBS bloggers meet-up. Then again, if we keep bumping into each other at all these events, I might not have to.

Remember: If you know anyone who was or is at MBS -- whether student, staff, or faculty -- please let me know so I can add them to the list. Thanks.

Internet Censorship by the Australian Government is not Opt-Out

Ameel Khan October 17, 2008

It appears that Australian Internet users will be unable to opt-out of the Australian Government's Internet content filtering scheme. The scheme was launched last year and will use ISP-level filtering to block access to content deemed "illegal" (nice and vague, huh?) by the Australian Government.

We were promised that we'd be able to opt-out of these filters but, according to an Internode network engineer, you can only opt-out from the "additional material" part of the blacklist and not the main, "illegal material" part.

You can read all about this here:

Ars Technica's Jacqui Cheng's writes 'Net filters "required" for all Australians, no opt-out'
Computerworld's Darren Pauli writes 'No opt-out of filtered Internet'

Online Resources for New MBS Students

Ameel Khan October 1, 2008

Every few weeks I get e-mailed a couple of questions from someone applying for admission to the Melbourne Business School (MBS) MBA program (or at least someone's who is researching the MBS MBA). I always reply to these e-mails though, depending on my workload at the time, it sometimes takes me a few days to do so.

Less frequently, I get e-mails from people -- usually international students -- who have already been admitted to the program and are now preparing to move to Melbourne. These new MBS students almost always ask me about life at MBS, in Melbourne, and, more generally, in Australia.

I, in turn, recommend the following three resources to them as good places to do preliminary research before asking me more specific questions:

1. University of Melbourne Website

The 'International Students' section of the University of Melbourne's Future Students website is a great place to start your online research. You can learn about everything from how to apply for your student visa all the way down to what your first year here will be like. The 'Preparing for Study' page is particularly useful.

2. UMPA's 360 Degree Guide

Every year, the University of Melbourne Postgraduate Association (UMPA) publishes its excellent 360 Degree Guide: The All-Round Guide for Graduates at the University of Melbourne. This tells you pretty much everything you need to know about university life (though, as you would expect, it focuses more on Melbourne Uni than on MBS) and postgraduate student life in Melbourne. It is an invaluable resource for new postgrads.

The best part about this is that all postgrads are entitled to a free copy of the 360 Degree Guide. If you haven't been mailed one along with your admissions pack, you can pick up the latest edition from the Student Services office at MBS or from the UMPA office itself. Alternatively, you can download it in PDF format from the UMPA website.

3. MBS Student Blogs

Finally, for the most in-depth information about life at MBS (and not just life at Melbourne Uni) you should read the blogs written by current MBS students. I maintain a list of those blogs -- along with a list of MBS alumni, staff, and faculty blogs -- on my 'MBS Bloggers' page.

Unfortunately, MBS hasn't formalized the student blogging process like, say, LBS, Darden, Berkeley, Ivey, Wharton, MIT, Sauder, Rutgers, and Cornell have...but I'm hoping they do so in the near future.

Any Others?

Have I missed any other useful resource? If so, let me know in the comments. Thanks.

Social Media in Management

Ameel Khan September 1, 2008

CIO Magazine's Sue Bushell has written an interesting article, called 'Management 2.0? That'll Be The Day', on the challenges that CIOs -- and companies, in general -- are facing with the advent of social media technologies in the workplace.

In his book, The Future of Management, Gary Hamel suggests that organizations today face a new set of business challenges that the existing management model does not match. The drone worker of yesterday is giving way to the engaged and vocal employee of today who expects a company culture that replicates the collaborative nature of Web 2.0 — in other words Management 2.0

The name Gary Hamel will, of course, be very familiar to anyone who has done any MBA and has studied the (frequently incorrectly-used) Core Competency concept.

The article is long but useful as it gives managers a lot to think about and hopefully look into:

Managers have a general sense of what Web 2.0 tools are — especially when it comes to applications they’re familiar with like YouTube, Facebook, or Linkedin. But they still struggle to understand these technologies, discover their real business value, address the risks and figure out how to best use them.

This, by the way, is where someone like me would come in: I know both management (theory and practice) and technology (uses and implementations) and can help senior management come up with an implementation of social media that enhances project management, decision making, and internal communication and collaboration.

The trick is that social media integration in an enterprise needs to be a long-term project and not something you hire a consulting firm to do for you in a few weeks. It needs to grow experimentally, possibly slowly, and from the ground-up. And while it will probably change a number of times as it develops -- which means it's not something you can really plan for in advance -- you can start with a few basic governance rules (who does what and what everyone is in responsible for), some content guidelines (that cover privacy, security, and intellectual property), and a simple usage policy (like the two-word "be careful" policy that is often a good start).

Speaking of governance...

Challenges of the Multi-Generational Workforce

The discussion on how to manage a multi-generational workforce -- which is an issue for many managers these days -- reminds me of a blog post on banning Facebook that Toby Ward wrote on the Intranet Blog about a month ago:

Beware of Facebook! It will crush your productivity and hijack your employees!

[...]

Employees prefer to be treated as adults. Judge their performance and actions instead of counting their minutes spent doing "productive work."

Trust me, the threat and problems stemming from a ban far exceed the embrace option. Prescient Digital Media’s Julian Mills last week highlighted the findings of one recent survey that warned of the perils of banning Facebook:

39% of 18 to 24 year-olds would consider leaving if they were not allowed to access sites like Facebook and YouTube
A further 21% indicated that they would feel ‘annoyed’ by such a ban
The problem is less acute with 25 to 65 year-olds, of whom just 16% would consider leaving and 13% would be annoyed

Of course "consider leaving" doesn't mean they actually will leave but it does mean that they probably won't join your company in the first place. Especially if they announce your blanket banning policy on the Facebook group about your company that you didn't know existed.

I know that I, for one, wouldn't want to join a company that bans sites like Facebook or doesn't let you blog, read blogs, pay your bills, read the news, check your e-mail, or basically have a life outside work while you're at work. Limiting YouTube usage makes a little more sense since there's a bandwidth cost associated with online video but, even then, it shouldn't be banned outright.

As Ward said in his article, companies shouldn't be taking the Taylorist approach to management. Of course you'll get employees who'll take 30 minutes to make themselves a cup of coffee or spend an hour on Facebook every now and then -- but that's okay as long as they (a) get their jobs done, (b) don't stop others from getting their jobs done, and (c) don't use-up too many freely-provided company resources (like bandwidth or, for that matter, coffee).

I guess all I can conclude with is that, with the advent of social media and the existence of a multi-generational workforce...well, the next five years are going to be really interesting

CIO: Common IT Project Management Mistakes

Ameel Khan August 12, 2008

CIO Magazine just published a really good article by Meridith Levinson called 'Project Management: The 14 Most Common Mistakes IT Departments Make'. It's a good checklist to keep in mind no matter how good a project manager you are because there's always the opportunity to do better.

MBA Skills at Work: Part 1

Ameel Khan July 18, 2008

I've been working at Linfox for almost two months now and I've hardly even noticed. Time really does fly when you're having fun and working your butt off, doesn't it?

Now that my major project at Linfox is complete -- we re-launched Linfox.com last week -- I thought it would be a good time to do a quick recap of how things have been at work and how the Melbourne Business School MBA is helping me do my job really well.

But before I get to that...

Actually, funnily enough, the thing I found most immediately useful at my new job was not something I learnt during the MBA but is something related to the work I did in MBS' Information Technology Solutions department earlier this year. That is: I knew how to use SharePoint really well.

In May, MBS launched its new intranet (called 'MBS Direct') based on Microsoft's SharePoint technology. Just a month before that Linfox launched its own intranet (called the 'Lintranet') also based on that technology. Having learnt a great deal about SharePoint at MBS -- and many SharePoint tips and best practices from our vendor, Bullseye -- taking over from the previous Online Coordinator was incredibly straightforward and hassle-free.

E-Commerce and Information Management

As you would imagine, stuff learnt in Pat Auger's E-Commerce and Information Management courses is coming in really handy in my new job. Here are two lessons I'm finding most useful at this time.

1. Making a business case: My boss understands how important both the intranet and public website are to the business; she is, after all, Linfox's Group Communications Manager. People in top management, however, are more focused (as they should be) on running a logistics company, a couple of airports, and a few other Linfox Group businesses. My boss and I therefore need to demonstrate -- in almost everything that we do -- the business benefits of maintaining these two sites (which I am in charge of and she is the champion for).

This is where something like Google Analytics comes in. My boss can now tell her boss that, just last week, over 1,000 unique visitors got to Linfox.com via a search engine (we also know the keywords they used to get there) and that, by far, the most popular section on the site is the 'Working at Linfox' one. Now the site's only been up for ten days so there's more data to collect before we take things to the next level (like further developing the recruitment section) but already it's clear what one of the major benefits of having a good website is: you can communicate directly with potential employees in order to get the best and most suitable candidates to apply for jobs that you advertise.

2. Internal communications: Having spent years in IT -- which in many companies is the one of the least communicative, least understood, and possibly least-liked departments -- I know how important it is to communicate internally the benefits of the work you're doing. Things are a little different in the Communications department but internal communications is still an important task for me.

For example, two phrases that I've found to be really useful are "it's on the Lintranet" and "search for it". These are important because the last iteration of Linfox's intranet took the usual route to uselessness: it had too much stuff on it (it had become a bloated file archival dump) most of which was irrelevant (no versioning, lots of replication) and hard to find (limited search functionality). This new iteration is lean, well-organized, and has versioning, no duplication, and excellent search functionality. However, not everyone knows this.

My job, then, is to (a) keep the intranet in great shape and (b) to tell everyone how great the intranet is. My aim is to make this a virtuous cycle: if people expect it to be great, they'll make sure it stays great -- with a little poking, prodding, and policing from me, of course! So when someone asks me for something, I usually say "it's on the Lintranet" (since it usually is) and, most of the time, they're able to find what they're looking for quickly and easily. If not, a simple search does the trick.

One thing that really helps me here is the direct support I get from my team. This mostly comes in the form of a line in every bit of internal communication that we do that goes something like "you can find (more information about this) on the Lintranet".

More in Part 2

There's much more I want to write so I'm going to split this into two, or maybe three, posts. I have yet to talk about:

Applying people skills learnt in the Managing People for High Performance, Negotiations, and Leadership courses.
Applying marketing skills learnt in the Brand Management and Consumer Behaviour courses.
General skills learnt while doing the MBA; such as how to handle multiple projects, deadlines, and priorities without breaking a sweat.
Observing how things are working at a more strategic level within the company; such how business and corporate strategy are playing-out, what leadership is being exhibited by senior management, what the company's environmental strategy is, and how intellectual property is being managed.

But more about all this next time.

Parentonomics Launch at MWF

Ameel Khan July 18, 2008

Joshua Gans, professor of economics at Melbourne Business School, is launching his book, 'Parentonomics' at the Melbourne Writer's Festival on 31 August. I've been meaning to buy the book and will hopefully attend the launch and pick up a copy then.

Journey Around Leadership

Ameel Khan June 2, 2008

One of my favourite professors at Melbourne Business School is Amanda Sinclair. I took her Leadership course and, some weeks ago, attended one of her public lectures on leadership, called 'Journey Around Leadership', that is now available online (both audio and video). It's a great lecture that I highly recommend you watch.

Deconstructing Advertisements

Ameel Khan May 28, 2008

Ian Ayres wrote a really interesting blog post on deconstructing advertisements on the Freakonomics blog yesterday. Having taken a course on Consumer Behaviour (with Brian Gibbs) at Melbourne Business School last term, reading Ayres' post was a lot of fun because, as we learnt in quite a bit of detail in that course, marketing tactics do play a significant role in influencing consumer behaviour.

Danger = Cool

The kind of influence being used in the Silk Cut ad, as Ayres rightly points out, is of this kind:

[...] Silk Cut may even intend for viewers to think (subconsciously) that it is cool to smoke because you do it knowing its risk; smokers are courageous, risk takers who are willing to try to cheat death.

The ad agency may be trying to take the biggest product defect and re-spin it as a positive attribute. Sun-screen is for wimps, smoking is for the intrepid.

Which is pretty much standard operating procedure for advertising stuff that has the potential to be harmful to you, particularly if used in excess; such as alcohol, carbonated beverages, or energy drinks.

The rest of the blog post, which is about an earlier Silk Cut ad, goes into the fascinating area of semiotics and talks about the difference between metaphors and metonymies.

Style = Cool

All of this is, of course, a shift from the old "come for the style, stay for the taste" type of ads that tobacco companies used to run in developed countries and still do run in developing ones [1]. That particular line, for example, is from a campaign that Red & White ran in Pakistan for a number of years [2]. Pakistan has done quite a bit to limit tobacco advertising since then but, as always, it's more an issue of enforcement than of simply formulating legislation [3]. Still, it's a big step in the right direction.

Freakonomics, The Book

By the way, if you haven't already read Freakonomics by Steven D. Levitt and Stephen J. Dubner, you must. It is quite awesome. And once you do, make sure you subscribe to the Freakonomics blog as well.

Postscript

Funnily enough, I have a long history with Silk Cut since both my parents smoked that brand for about fifteen years. Apparently, it is 'smoother' than most cigarettes though, of course, not any less deadly: both of my parents stopped smoking it thanks to health scares and strong recommendations from doctors. My mother switched to a 'lighter' brand before dying of cancer in 2005 (she'd been smoking since she was in college) while my father now smokes the Dunhill brand despite an incident of heart failure in 2004.

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[1] Though one can argue that, thanks to Hollywood, developing countries still strongly associate smoking with style, the successful completion of a difficult task, and stress relief.

[2] For more on tobacco advertising in Pakistan, read 'Why Tobacco Promotion Should be Banned in Pakistan' by the Tobacco Free Initiative's Ehsan Latif.

[3] See the Dawn.com article on 'New Restrictions on Tobacco Ads'.

The Story of Stuff: Raising Awareness About Sustainability

Ameel Khan May 19, 2008

As you might know, I recently took a course in Business & Sustainable Development with Jeremy Baskin at Melbourne Business School. In it we learnt that two of the biggest themes in sustainability these days are the concept of limits and the idea of sustainable consumption.

Thanks to a reference from a friend, I came across this website called The Story of Stuff that talks about both of these issues in a very approachable and easily digestible way (i.e. in plain English).

In a brilliantly-produced 20-minute video, Annie Leonard (who is behind the whole concept) tells us about the consumption-based system we currently live in: where it came from, why it's wrong, and what we should be doing instead. The video (which you can download from this page) is a little oversimplified, of course, but if you go to the Resources section you'll find a lot more information on limits and sustainable consumption. Leonard also writes a blog on the site, which is another really good information resource.

Anyway, since the point of the video is awareness raising, please tell as many people as you can about both the site and the video. The topics that are being discussed there are among the most important issues facing the world today and the video is definitely worth a watch.

Keeping Your Data Safe at the US & UK Borders

Ameel Khan May 6, 2008

If you've been following what's been going on in the world of technology, politics, and international travel over the last few years you'll know that, if you want to enter the US, border patrol agents are allowed to search your laptop, mobile phone, or MP3 player without limitation and without telling you why. Meanwhile, if you want to enter the UK and you have some encrypted stuff on your hard drive, the UK government can demand that you hand over your encryption keys or face jail time.

In light of all this, both CNET and the EFF have come up with ways in which you can keep your data both safe and private when crossing the border. Before reading that, though, check out Computerworld's Jaikumar Vijayan's article on Five Things to Know About U.S. Border Laptop Searches.

Then read these:

For a quick overview of how to secure your data, read CNET's Chris Soghoian's article Keep Your Data Safe at the Border.
For a much more in-depth discussion, read CNET's Declan McCullagh's Security Guide to Customs-Proofing Your Laptop.
And, for a more legal perspective, read EFF's Jennifer Granick's article on Protecting Yourself From Suspicionless Searches While Travelling.

Most important of all: be careful. Your really don't want to suffer Maher Arar's fate.

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