Mike Schorah

19 out of 33 major strategic plans went off course, according to a 1984 Business Week  survey. That must have been pretty discouraging for the international consultancies building a strategic planning business! Does that mean we shouldn't plan strategically?  Business Week   clarified their claim  in 2008. I think planning is something we all do anyway, even if just going to Walmart to buy milk: Firstly, the reason for the journey (with its inevitable costs) has to outweigh the benefit of staying on the couch: we need to get a good answer to Why? Next, we need to know Where  we're going. We can know this with GPS accuracy and beyond, down to a particular chiller cabinet at the back of the store. And where are we coming from? Only when we know where we're going from and to can we work on the next step, which is How . We can change the route, in the light of new information, even the 'method of transport', but the Why and Where don't ever change! Having worked on...

"Communications firms are being asked to record all Internet contacts between people as part of a modernisation in UK police surveillance tactics. The home secretary scrapped plans for a database but wants details to be held and organised for security services. The new system would track all e-mails, phone calls and Internet use, including visits to social network sites. Ministers say police need new tools to fight crime but opposition MPs and campaigners have raised privacy fears." Read the detail of the BBC report here . From my school boy history I remember that in World War Two the Allied forces were able to gain lots of useful information from studying the communications traffic between Axis forces, well before they'd broken the 'Enigma' code system to understand the content of messages. People often argue that there's nothing to worry about if you've done nothing wrong. But that only is true so long as those in authority are broadly sympathetic w...

I ended this work week listening to a good friend who's got to the point of not caring whether his business succeeds or fails; he's just tired of it being tough. I then got a message from another guy so frustrated that it's Friday already and he feels like he's still got loads to do. For myself, I'm tired and frustrated that things haven't gone exactly as I'd hoped (when developing complex software they rarely do and I really should know that by now!). But as I drove home I developed a change in attitude. I thanked God for the heron that flew over; for the pink tree blossom lining the road; even the scent of spring in the air as I sat in traffic on the Interstate... In a sense nothing had changed; yet in another way, everything was different. As I prayed, the Lord reminded me that the worst that can happen is that He still loves me; and those words from Romans 8 that say that nothing can separate us from His love. I don't know how people live, still less...

I'm old enough to remember the excitement of my first modems in the 1980s connecting my previously isolated computers to others and then to what we now know as the Internet. My first personal computer was a BBC Micro , purchased with the salary I earned over a summer working at IBM . It had 32k of memory and stored its programs and data on audio cassette tapes that took minutes to load and would be lost in an instant with a power spike! However, at the time it was revolutionary: I'd learnt to program by making pencil marks on 80-column cards which would be collected and driven to our city hall. There they'd be fed into a machine that read the pencil marks, turned into punched tape which in turn was fed into the city's mainframe computer ... I got the output of the program on printer paper at the next week's lesson. But that city's computer mainframe had the same memory as my BBC Micro, just 32k! The BBC Micro transformed my computing experience. Now it was near ...

As I drove in to the office this morning the iPhone's shuffle feature pulled up the song Red, red wine and it set me thinking. The other week the family was watching a couple of episodes of CSI ( Miami and NY ) and I enjoyed the theme tunes. Hitting the button on the Shazam application told me what the tunes were Wikipedia gave me more information about the two shows, including details of the themes I'd more or less forgotten The Who since Pinball Wizard , but now I could watch them playing these songs on YouTube After a week or so, when next the shows came up on the DVR, I went to iTunes and bought the songs - and only those songs, not the whole albums This is such a change from the day in 2002 when I was sailing onboard a catamaran off the coast of Barbados (I know, it makes you sick!). The crew was serving rum punch and playing 'feel good' music, including Red, red wine . Weeks later, back in England, I strolled past a music store and went in, spur of the mome...

One interesting modern dilemma is what to do when a competitor starts to follow on Twitter, or subscribe to a blog? My first reaction was to be flattered that the competition would pay attention! Next, whilst it's tempting to feel threatened, any viewer of Top Chef knows, the secret to the sauce is not in the ingredients, but the way they're put together. Here, our values include open, honest transparency so we really have nothing to hide! Finally, there's one view that there's no such thing as competitors, just potential collaborators!

"Collaborative Communities " by Jeffrey Shuman and Janice Twombly asserts that no business model gets it right first time. Rather we must commit to continual change in response to customers' changing wants. 1. Planning identifies the business model, infrastructure and resources needed at lowest cost. 2. Preparation identifies potential customers, product development, forming the team, building relationships with business partners, establishing infrastructure and developing a profit formula. 3. Interaction is when we bring the product to the marketplace and gain customer feedback. (This blog is one of a number of ways we have to interact with our customers!) 4. Analysis and refinement is about evaluating the results of customer interaction, refining our understanding of what customers want and making changes to our products and business model as a result.