20 pages a day. 140 pages a week. 7300 pages a year.

OK, that last number does seem a bit daunting. However, assuming the average book is 240 pages, with a disciplined approach to daily reading setting a target of reading a minimum of 24 books in 2012 does seem achievable. In fact, it is a target that I have decided to set for myself.

I have always enjoyed reading, and I relish spending time at a cafe digging into a good book or loading something of interest onto my Kindle app.  Often times though, I feel that I don’t read as much as I like, or for that matter as much as I should – given the need to keep learning, amidst the increasingly dynamic world we now live in. (side note: I highly recommend reading a recent Fast Company article, This is Generation Flux: Meet the New (and Chaotic) Frontier of Business).

So far, although it is early, I am on track with my goal of reading 24 books.  I completed reading Public Parts by Jeff Jarvis, and am currently getting immersed in the Steve Jobs biography as well as Seth Godin’s Poke the Box.

Some other books on this year’s reading list include:

- The Histories of Social Media, by Jonathan Salem Baskin
- Open Leadership: How Social Technology Can Transform the Way You Lead, by Charlene Li
- The Power of Co-Creation, by Venkat Ramaswamy
- Reality Is Broken: Why Games Make Us Better And How They Can Change The World, by Jane McGonigal
- What’s Mine is Yours: The Rise of Collaborative Consumption, by Rachel Botsman

In writing this post, I would be remiss if I didn’t give a special hat-tip to Dave Fleet, from whom I’ve drawn some inspiration from – he is challenging himself to read 36 books this year.

Have you recently read any books you recommend I should consider? What books are on your reading list?

The path to cultivating and building influence on the social web has gotten a lot harder than what it used to be. That’s saying something – because building influence has never been an easy task. Companies, in developing digital marketing and communications strategies, have included influencer outreach and engagement as a key focal point for a number of years now. However, the continued steady growth of information and content on the web, blogs and otherwise, has made it much more challenging for individuals to build a standout, highly trafficked online presence – correspondingly, companies will face increasing difficulties in defining and engaging with influencers, and must rethink their strategies accordingly.

According to Wikipedia, as of February 2011 there were 156 million public blogs in existence. Comparatively speaking, various estimates peg the number of blogs in 2005 at around 25 to 35 million. More notably, however, is the rise in overall content creation and consumption. Think about the time that is now spent on social networks, and the resulting information that is being generated and shared.  If attention were to be considered as a currency, the exchange rate right now is quite high.

When blogging first started to truly grow in popularity a few years ago, those who put forth the effort to provide quality, reliable and interesting content were able to create a strong online presence – attracting readers, establishing themselves as influencers. A couple of such prominent bloggers who come to mind are Raul Pachec0-Vega, who writes at hummingbird604.com and Rebecca Bollwitt, who writes at www.miss604.com. Make no mistake, both Raul and Rebecca put in a lot of hard work into establishing their online presences – and success did not come overnight for either of them. However, I find it hard to believe that the degree of success they have earned can be achieved by anyone today, in the crowded attention economy.

This has ramifications for companies, as they attempt to identify and work with influencers to build relationships and establish genuine word-of-mouth about their products and services.

Here are some questions companies should consider:

1. Is the message that they would like to spread, and engage influencers with, sticky and relevant?
2. Do they have the capabilities to scale their influencer outreach?  To achieve a similar breadth of outreach compared to years ago, it is likely that companies now need to engage with more influencers – remember though, the quality of relationships with influencers can’t be replaced by quantity. Building personal relationships is important.
3. Are accurate metrics and evaluation processes in place to identify relevant influencers?

I find it interesting that there is such a strong, prevailing mindset that companies within the same industry must always be in competition with each other. Whether the focus is business to business, or business to consumer, it’s true that companies are fiercely fighting to attain and retain customers – customers who, no doubt, are closely watching their expenditures in these challenging economic times. However, what if companies adopted a different mindset?  What if companies became more open to collaborating with each other?

We are already witnessing the possibilities that can arise when companies open the doors for stakeholders to actively participate in various corporate functions and decisions through social media, leveraging online community engagement, crowdsourcing and co-creation. Companies, by tapping into minds outside of their corporate walls, are expanding their knowledge base and becoming more innovative as a result.

Now, imagine what could happen if companies became more open to working with each other?

Last winter, I came across a great example of collaboration in marketing. New to Ontario, I went to the LCBO (Ontario government liquor store) in search of a good microbrew. To my surprise, the LCBO carried a six-pack of beers from different craft brewers. What a delight to see the brewers working together to promote their products. The craft brewers are members of the Ontario Craft Brewers Association – through the association, 25 brewers collaborate on a number of marketing initiatives designed to educate and expand awareness amongst the buying public.

Needless to say, I bought the six-pack; also, since then, I have repeatedly purchased a number of the beers that were in the six-pack.

In another example, a group of coffee roasters have come together to form Coffee Common – with the goal of working together to introduce consumers to the joys of exceptional coffee. Having previously worked in marketing in the specialty coffee industry at Swiss Water Decaffeinated Coffee Company, I am particularly excited about this initiative. Great coffee can be just as complex and nuanced as great wine, and just as delicious too. It’s challenging for one coffee roaster, with limited resources, limited budget, and in all likelihood a very localized geographic area, to make an impact. However, there is opportunity to be had through collaboration, which enables greater access to resources – notably minds and money.

The above examples are relatively small-scale in nature, but what’s to stop larger enterprises from becoming more collaborative? Imagine, for example, that companies became more willing to share intellectual property rights. The fear is, of course, a competitor will innovate, develop a better product or service and gain market share – but it is not possible, that by sharing information and collaborating, companies can work together to grow the overall market?

What are your thoughts?

*** UPDATE:

When I originally wrote this post, I titled it “My Worst Customer Experience – And What The Company Can Do About It”. I chose not to name the company the post is based on, because my intent was not to call out company directly – I instead wanted to focus attention on actionable recommendations the company might consider to become more people and customer-centric.  Nearly one month after writing this post the company in question, Bell Canada, crossed the line. They billed me for home phone service, in spite of the fact that I had three separate confirmations from Bell Canada weeks earlier that I would not be billed.  Bell Canada put me through Bell Hell.

***

Recently, I went through the absolute worst customer experience in my life. The experience was with a major telecommunications firm that, in my opinion, is sorely lacking a customer-centric focus and a strategy for effective social business.

I normally am not one to vent publicly, but in this case I absolutely feel compelled to share my story.  I am choosing not to name the guilty company, but I am endeavoring to contact senior staff. I want them to know that this happened. Maybe I am naïve, but I am hopeful writing this will make a difference.

Towards the end of the post, I have shared a few thoughts on things this company might consider doing differently.

Day 1: It begins.

• I called the company to order TV and Internet, with specific interest in a new TV service they’re offering.
• After being on hold for 20 minutes, I reached a customer service rep. I was given pricing for TV and Internet, but soon realized that the TV pricing was for an older, existing service – not the new service.
• I was told that I needed to speak with someone in a different department to order the new service and was transferred, enduring another 20 minutes of time on hold.
• Finally, I spoke with someone about the new TV service and went through pricing. Given the multitude of pricing options, things got confusing very quickly. All the while, I made it clear that I only wanted the most basic TV and Internet package.
• Before proceeding with the order, I was told that the TV and Internet package would actually be $20 less expensive per month if I added home phone; reluctantly, I decided to do so (I use my mobile and I don’t have a need for a landline).  Installation was set for the following week, on Saturday.
• I received my invoice via email, and realized that monthly pricing was actually $40 more expensive than I was quoted. There was no “bundling” discount for ordering home phone, and I wasn’t given the basic TV package I had asked for.
• I called back, to cancel home phone and change my TV package. After enduring another 30 minutes on hold, the customer service representative told me that he was not able to cancel home phone; I needed to speak to someone in the “Loyalty” department, he said, which was closed for the day. I needed to phone back tomorrow.

Day 2: Nobody home.

• I phoned to cancel my home phone, and endured another 15 minutes on hold before speaking with another customer service representative.
• I was told that the “Loyalty” department was not open on Sundays, and that I needed to phone back on Monday – in spite of being told the previous day to call back “tomorrow”.

Day 3: Starting to memorize the “on hold” music.

• Again, I phoned to cancel my home phone. Again, I endured 20 minutes on hold before getting through to a customer service representative.
• The customer service representative said that I can’t directly call the “Loyalty” department, and that he would need to transfer me – resulting in about 25 more minutes spent on hold.
• Finally, I spoke with someone in the “Loyalty” department and was able to cancel my home phone.

Day 5: My head hurts.

• Fast-forward a couple of days, I received an automatic email from the telecommunications company reminding me about my installation on the upcoming Friday – and that I would need to be home from 8am to 5pm.
• Of course, this made no sense! I had earlier arranged for the installation to be on Saturday, and received an email confirming the day. I work during the week, which was why I needed a Saturday installation.
• Again, I called the telecommunications firm. By this time, sadly, I was starting to memorize their number.
• Again, I had to spent 20 minutes on hold before speaking with someone.
• I got through, but then was told that I had the wrong department – I was connected with the department responsible for the “old” TV service.
• The customer service representative said she needed to transfer me to a different department; I was put on hold, and 20 minutes later I was connected with the SAME department.  That’s right, the department responsible for the old TV service.
• Once again, in a second attempt to transfer me, I was put on hold for another 15 minutes.
• Finally, I was connected to the right department. In short, I was told (1) the installation was changed to Friday, (2) they didn’t know why, and (3) there was nothing they could do about it – they couldn’t reschedule back to Saturday.
• I explicitly mentioned that I work during the week, and that weekday installation not possible under any circumstance. The customer service agent then proceeded with litany of questions including (1) Can someone else be home for you? (2) Can you get building manager let the installation technician in? and (3) Are you available next week?
• My answers: NO, NO and NO!
• Finally, I was able to schedule installation for Saturday of the following week. Or at least I was hopeful that installation would be on Saturday – by this point, I had lost all confidence and trust in the company.

Day 6: Now I’m laughing.

• Yes, there’s more! I received an automated call from the company indicating that installation would be on Friday -  the day I had just said would not work for me. By this point, I didn’t care, and didn’t bother to respond.

Day 7: This company likes to call me.

• I received automated call from company indicating installation would be on Saturday  – the original day I had hoped for.

Day 8 (the original installation date): Peace and tranquility.

• Nobody showed up. Not that I was expecting anyone to. I mean really, I wasn’t.

Day 14: Another lovely automated call.

• I received automated call from company indicating installation would be on the following day.

Day 15: Hallelujah!

• The installation technician showed up, and my home TV and Internet were set up.  Of course, during the installation, the technician himself had to endure about 20 minutes on hold with someone at the company.

So there you have it. Really I don’t know where to begin with the failures of this company. The tools, the technology – they now exist to help organizations become customer-centric. However, a customer-centric focus starts with senior leadership and well-directed strategy.

What could this company do differently?  Here are a few thoughts.

1. Differentiate yourself based on customer service and relationships.

“The fastest network”.  “The most reliable network”. “The best rates”. Do you know which specific telecommunications company made those claims? Didn’t think so.  Telecommunications companies can’t differentiate themselves on product, but they can differentiate themselves based on service to the customer.  In the case of this company, the time has come to create and adopt a “customer is king” (or “customer is queen”) philosophy and focus.  Put the customer at the center of planning, and re-engineer business processes accordingly, creating the best customer experience possible. Believe me, we’ll notice. And you’ll win – because word will get out. Yes, we’ll tell our friends about the amazing experience we had with your company – instead of telling the world about terrible debacles.

2. Simplify your phone system and leverage technology to improve it.

A different call center for each TV service that you offer, with each having little or no knowledge about the “other” TV service?  Really? Train your employees so that they have a broad and in-depth understanding of all of your different products and services – and empower employees to speak about them.  Also, implement automatic call back functionality.  I spent hours waiting on hold, I shudder to think what my cell phone bill will be (thankfully, my cell phone plan is with one of your competitors).

3. Be available to listen and to help – when and where your customers want it.

I tried to look for help on Twitter and on Facebook.  I was looking for you. I was looking for your helping hand.  But where was it? It is clear that you have no social strategy. If you do, it is being extremely poorly executed. Have a look at what a litany of other top tier companies are doing – and follow their lead.

Now, having written all this, if the guilty company is reading this – you still have a chance. I am still your customer.  Please …. show me that you’re listening. Show me that you care.

Right now, I have my doubts.

Perhaps it’s fitting that I’m writing this on Thanksgiving, a great time to pause, reflect, and give thanks to those who have had a significant impact on my life. Last Wednesday the world lost a true visionary in Steve Jobs. Much has been written, and much has been said, about the overwhelming impact and contribution that Jobs has made; some people have alluded to Jobs as being the Einstein of our generation, and I have a hard time disagreeing with that comparison.

Here are five personal things that I would like to thank Steve for:

1. Inspiring me. Steve’s many accomplishments, and the manner in which he achieved them, speak volumes.
2. Helping me to maintain and build relationships with friends. Sure, I use platforms like Facebook and Twitter, but it’s through Apple products that I access them.
3. Adding an element of fun to my runds. I bought an iPod Nano years ago, and have since graduated to using my iPhone. The Nike+ GPS app is definitely one of my favourites.
4. Teaching me. Steve Jobs built Apple into a brand that is unlike any other – one that cultivates passion and emotion, and arguably has the most loyal customer base in the world.
5. Reminding me that nobody is perfect. Even Apple is not without it’s flaws. Lost in the outpouring of admiration for Steve is one very staunch reality:  the majority of Apple products are manufactured in China by Foxconn, a company that is known for significant human rights violations.

Of course, it’s also fitting that I’m writing this using my MacBrook Pro. Steve, you will be missed.

I am excited to introduce a new feature on my blog. Every few weeks, I will be posting short interviews with interesting people who are truly making an impact in the business world – through their thoughts, their ideologies and their actions, paving the path for new and innovative ways of doing things.

This week’s interview is with Ignacio Oreamuno, a true innovator in the advertising industry. Ignacio is President of IHAVEANIDEA, one of the world’s largest online advertising communities, and he is CEO of the Tomorrow Awards, an international advertising awards show with a focus specifically on the future of advertising.

More recently, Ignacio developed and launched Giant Hydra. Giant Hydra is a unique technology that enables ad agencies and clients to access a global pool of creative professionals for work on a particular project. Qualified professionals, selected by the ad agencies and clients, participate in mass collaboration – working virtually and as a team through Giant Hydra, leveraging their collective ingenuity to create ideas for the project at hand.

Thank you, Ignacio, for taking the time out of your busy schedule to share your insights.

1. How do you envision the creative development process at agencies evolving over the next five to ten years? With respect to a movement towards mass collaboration, at what stage are we at?

The advertising has not changed in over 150 years. It is pretty much the same structure and method of work.

Take a look at all other industries and you can see that they all have changed dramatically over the last 50, 20, 10 and even last two years. Remember when Kodak claimed that digital photography would never have the quality of film? When music companies said digital music wouldn’t work, that the quality of CD’s was better?

The creative process between a copywriter and an art director that Burnbach famously pioneered is no longer apt for the campaigns of today.

As the recession proved, money talks. If an industry can produce a product (in this case creative ideas) in a lot less time, of better or equal quality and for less money, there is nothing that will stop change from destroying the old way of things. All it takes is a handful of agencies to start doing it and boom, it will change things forever.

Look at other industries, like digital film, online music etc. Once technology makes things better, it’s impossible to turn back the page.

Right now agencies are skeptical. They are all waiting for the other one to try mass collaboration and see if it works. Again, instead of seeing the opportunity and jumping on it, a lot of them are so scared of change that they would rather wait. I know a few people who say this model won’t work. They are the same people that have never used it. Ironic.

2. What do you believe is the biggest barrier with regards to improving collaboration and innovation?

The biggest barrier is going to be in getting proof that mass collaboration produces quality. Agencies want to know one thing and one thing only. That you can produce award winning work out of mass collaboration. Giant Hydra is so new that it is hard to show case studies since all of the work is confidential. It will take some time for the work to come out and for the evidence to be ready. I am not worried about that, I’m just focused now on showing the system on a case by case basis to each agency. Everybody always gets blown away by the quality of the people working in the system and the quality of the ideas.

I don’t think there are any more barriers apart from that. Giant Hydra works. Period. Mass collaboration works. Period. I’ve seen it, I’m seeing it right now.

3. A number of creative professionals and associations have expressed reservations about crowdsourcing, essentially claiming that crowdsourced creative undervalues their skills and expertise. What are your thoughts on this?

The HydraHeads in Giant Hydra are all paid. Some of them work on multiple projects at the same time earning multiple fees. And they work from wherever they are in the world, whether that is NY or Japan or a beach. They are all award winning creatives, strategists, planners, and social media mavericks. I would challenge anyone to have a beer with one of the HydraHeads and ask them how they feel about it. In all honesty, they seem pretty excited and happy, and these are 10+ years experience people.

Most people understand crowdsourcing as a contest where the best idea wins. This is not the case with mass collaboration crowdsourcing where it’s essentially a group of people (more than 2 working together online for a fixed salary). The word “crowdsourcing” is now tainted I think, and there’s not much anyone can do about that.

Follow Ignacio Oreamu on Twitter at @ihaveanidea.

Follow Giant Hydra on Twitter at @GiantHydra.

It’s been awhile since I’ve had a chance to blog. Now that my life is a bit more settled, I hope to be able to write and share my thoughts on a more frequent basis.

Over the last number of months, there’s been a fair bit of discussion in the social media world about how people describe their level of social media “expertise”. Terms like social media “expert”, “evangelist”, “guru” and, surprisingly, even “ninja” are used so frequently, it’s almost like there’s a fire sale on them.

Now, I am all for the progression of social media – I feel that it’s important for companies to leverage available tools and technologies in becoming more social and more human in the way they act, communicate and conduct business.  Having people who are enthusiastic about social media, as well trained in and knowledgeable about social media tools and emerging technologies, is key to this progression.

However, unfortunately there is a significant credibility issue when it comes to people and their often self-proclaimed level of social media expertise. Social is evolving at such a breakneck speed, can anyone really claim to be an expert? In my opinion, no. Further, and more notably, many who claim to be experts actually lack formal marketing or communications experience – social media doesn’t exist by itself in a vacuum, it needs to be integrated with marketing, communications, customer service and other business functions!

This leads me to a key point I would like to make. There is one great way to judge someone’s knowledge of social media. Ask them this question:

What tangible business results have you created through your social media efforts?

The proof should be in the pudding. Even Bruce Lee can’t fake an answer to this question.

Are you in the mindset of shipping? Do you focus on delivering quality work and output in a timely manner, but with a realization that it might not be 100% perfect?

Often times, I think that people spend too much time trying to achieve perfection. It’s not that producing quality output isn’t important – it is. However the time spent achieving perfection can often best be utilized for other pursuits.

I’d rather produce 10 projects that are really, really good as opposed to one project that is perfect. Recently, I’ve spent some time working for a couple of startups – I honestly don’t think they’d survive if they didn’t focus on shipping.

Do you strive for perfection? Or do you have a sense for when the time is right to move to the next task?

I recently co-authored a blog post with my friend Debbie Horovitch, posted on the blog for her new community management talent agency sparkle & shine. The post provides tips on how immigrants to a new country can leverage social media to ease the transition and become better acquainted with their new surroundings.

Please read the post and let us know what you think!