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Tag Archives: Jerry

The Grateful Dead and the Top 40

by Seth Godin

I wonder if Jerry ever got jealous of acts that were able to put songs on the radio. (The Dead had exactly one hit record…)

I hope not. Jerry was in a different business. Sure, he played music. Elton John also plays music. But they were in different businesses, performing for different audiences, generating revenue in different ways, creating different sorts of art.

In a world filled with metrics and bestseller lists, it’s easy to decide that everyone is your competitor and easier still to worry about your rank. Worry all you want, but if it gets in the way of your art or starts changing your mission, it’s probably a mistake.

It used to be that the non-customers, passers-by and quiet critics of your venture were totally invisible to you. They drove by, or muttered under their breath or simply went to someone else. Now, all is visible. Just because you’re vividly aware of your shortcomings in market share doesn’t mean it’s important.

The next time you have a choice between chasing the charts (whichever charts you keep track of) and doing the work your customers crave, do the work instead.

 

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There are things you just shouldn’t try to do yourself

Hire an architect – by Seth Godin

Architects don’t manufacture nails, assemble windows or chop down trees. Instead, they take existing components and assemble them in interesting and important ways.

It used to be that if you wanted to build an organization, you had to be prepared to do a lot of manufacturing and assembly–of something. My first internet company had 60 or 70 people at its peak… and today, you could run the same organization with six people. The rest? They were busy building an infrastructure that now exists. Restaurants used to be built by chefs. Now, more than ever, they’re built by impresarios who know how to tie together real estate, promotion, service and chefs into a package that consumers want to buy. The difficult part isn’t installing the stove, the difficult (and scarce) part is telling a story.

I’m talking about intentionally building a structure and a strategy and a position, not focusing your energy on the mechanics, because mechanics alone are insufficient. Just as you can’t build a class A office building with nothing but a skilled carpenter, you can’t build a business for the ages that merely puts widgets into boxes.

My friend Jerry calls these people corporate chiropractors. They don’t do surgery, they realign and recognize what’s out of place.

Organizational architects know how to find suppliers, use the cloud (of people, of data, of resources), identify freelancers, tie together disparate resources and weave them into a business that scales. You either need to become one or hire one.

The organizations that matter are busy being run by people who figure out what to do next.

 

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