I was asked the other day about my view of making career choices. It’s simple, collect the best experiences and knowledge you can. That’s how you grow as a person and professionally. And the more you grow, the more you can give. And the more you can give, the more you get. Go where you can learn the most – the rest follows.
Just as people go to McKinsey & Co. because they want to go into business, or IBM Corp. to learn sales, or play for the University of Southern California if they want to go to the NFL, Zuckerberg said he wants Facebook to be the best place to learn how to build an Internet business.
“If you want to learn how to build really good products and really good practices at a company that builds stuff really quickly and have a big impact, I’d argue there’s no better place than Facebook to do that now,” Zuckerberg said.
I also like Zappos’ view from the same story:
“We now provide mentorship and training so employees can join at the entry level and over a period of five to seven years have the opportunity and training to become senior leaders in the company,” Hsieh said. “Constant growth is what will keep them in the company for a very long time.”
Zappos also does other things to keep employees satisfied, such as giving smaller promotions more often. For example, it may give three promotions over six months that add up to the equivalent of one promotion at 18 months.
Facebook doesn’t want to keep people forever. Zappos values longevity.
I use GR at least 5-6 times a day. I hate the speed and hate the folder hierarchy even more… is way to slow to delete feeds, move feeds and structure information. Scoble hits on all the other reasons not to like it. Still don’t have an alternative though.
Interesting recap of an event we spoke at earlier in the week… I agree with his observation that:
I found the discussion interesting, especially as an indication that the IT conversation is changing. This was the second huge IT-focused company that I've heard speak in the last few weeks about server consolidation and portfolio management. (Mark Hurd of HP talked about it at Gartner last week.)
For a long time, IT seemed to be about ever more servers and more applications. We now seem to be instead focused on how to get the most benefit out of a smaller amount of both hardware and software. That certainly makes sense in a time of financial uncertainty. But all the speakers agreed that an efficient IT infrastructure is important not just for saving money, but also for freeing resources, so IT can create new applications that will drive strategic growth in the future.
Five years from now the internet will be dominated by Chinese-language content.
Today's teenagers are the model of how the web will work in five years - they jump from app to app to app seamlessly.
Five years is a factor of ten in Moore's Law, meaning that computers will be capable of far more by that time than they are today.
Within five years there will be broadband well above 100MB in performance - and distribution distinctions between TV, radio and the web will go away.
"We're starting to make signifigant money off of Youtube", content will move towards more video.
"Real time information is just as valuable as all the other information, we want it included in our search results."
There are many companies beyond Twitter and Facebook doing real time.
"We can index real-time info now - but how do we rank it?"
It's because of this fundamental shift towards user-generated information that people will listen more to other people than to traditional sources. Learning how to rank that "is the great challenge of the age." Schmidt believes Google can solve that problem.
Q. And how does that manifest itself in the way that you run IDEO?
A. I’ve gone to great lengths to try to encourage what I call an emergent culture at IDEO, where people understand that it’s essentially their responsibility to have good ideas. Not about the work they do every day — we all have to do that — but about new ideas for the company. What are we going to do next? What fields are we going to work in? What are our new big things?
And… on asking the right questions… “It’s very easy in business to get sucked into being reactive to the problems and questions that are right in front of you. And it doesn’t matter how creative you are as a leader, it doesn’t matter how good the answers you come up with. If you’re focusing on the wrong questions, you’re not really providing the leadership you should.
Q. Can you talk more about that?
A. I do think that’s something that we forget — as leaders, probably the most important role we can play is asking the right questions. But the bit we forget is that it is in itself a creative process. Those right questions aren’t just kind of lying around on the ground to be picked up and asked.