Stephen Fishman News & Analysis
| Friday Mar 7, 2014
"Why should the business pay for that? How will that impact top line revenue?" Although it may have been a while since you asked or have been asked either of these questions at your place of business, I bet you are familiar with them — and just as familiar with the goat rodeos that arrive when the questions are asked.
| Thursday Jan 30, 2014
"Please shoot me now! I can't do it anymore! Why does everything have to be so slow and painful? There has got to be a better way!" Does this sound familiar? Although it may have been a while since you heard or muttered any of these phrases at work, I would be surprised if you have not heard some similar sense of frustration at your job.
Let's take a look at the greatest "Time Sucks" in corporate America ...
| Thursday Jan 23, 2014
I once collaborated with a business leader on a team, and she really liked an idea I had. After a conversation about the idea, she asked how we could make it real "without killing the awesomeness." In that moment, with that question, I immediately knew how awesomeness dies.
| Monday Dec 30, 2013
Take three parts science. Stir in one dash of Monty Python. Add a pinch of Schrodinger's cat and a whiff of Victorian poetry. You still would not be close to incorporating all of the sources that Stephen Fishman brings to his writing. His articles challenge businesses to drop the quantitative metrics, put purpose before profit and to experiment. Find out what Stephen's looking forward to in the new year.
| Tuesday Dec 17, 2013
My wish for 2014 is for leaders and individual contributors alike to see that questions are more powerful than answers. Wouldn't it be a great year if more people and organizations stopped rushing to provide "answers" to ill-defined problems? Wouldn't it be nice if businesses were a little more thoughtful in how they approached their employees, partners and customers by "doing less things better" rather than "doing many things poorly"? Call me naive, but isn't that what wishes are for? -- Stephen Fishman, director of consumer platforms, AutoTrader.com
Title image by Amodiovalerio Verde (Flickr).
| Wednesday Dec 4, 2013
Intranet talk appears to be on a three-year hamster wheel in which we have come full circle. So what is it that causes this cycle? It may be caused by the failure of intranet professionals to point to the higher ground — an integrated and holistic employee experience strategy. Isn't it about time to stop vacillating between concepts that are barely discernible from one another (e.g., ESNs, Intranets, employee portals, etc) and reach for the higher goal?
| Monday Nov 25, 2013
More than a dozen times in my career — as a consultant or an employee of an Information Technology (IT) department — I've heard the same refrain. Some IT executive would express a desire to "make IT cool."
I always viewed the executives who expressed this as a little misguided, both in the way they framed their objectives and the ways they navigated toward their aim. While I could articulate why they were likely to be unsuccessful, I was never able to offer a viable and easily understood alternative. Until now.
| Tuesday Nov 12, 2013
Everyone claims the jury is in — and the app marketplace has won. But the browser and those who support it are fighting back with a vengeance. I saw a bunch of fun and interesting stuff at last month's Velocity conference in New York City. One semi-veiled theme kept coming up: The app marketplace has a target on its back.
| Tuesday Oct 8, 2013
If pain shared is pain divided, then the UX community should be happy that they are not alone in their Don Quixote quest to get people to join their crusade for the good of enterprises, employees and users.
| Monday Sep 23, 2013
I think the folks at Harvard need to go back to school. I understand why they believe that data scientist will be "the sexiest job of the 21st century", but what I don't understand is the lack of applying basic business school fundamentals to the claim and then taking the next step. I realize that I'm a little late to criticize an article that's nearly a year old and I hope that people will cut me a little slack given that it was just brought up again in these pages a few weeks ago (which was the first time I saw it).
Right around the same time, the HBR article was published, I wrote an article that also foretold of the rising power of Big Data professionals, but where HBR saw "ability to code" as the prime differentiator, I saw insight and artistry as the prime radiants.
| Wednesday Sep 11, 2013
| Wednesday Aug 28, 2013
I have come full circle. Several years ago, I wrote a personal blog entitled "What's Holding Back UX" whose premise was that pretentiousness was the mortal enemy of the UX discipline. Just over a year ago, I chose a more constructive narrative and wrote an article that identified "a spirit of inclusion" and "building more designers" as "hallmarks of greatness" for UX practitioners (while creating great designs was identified as a hallmark of the very good) -- you can read that UX article here. I have now had a first hand experience seeing the flip side of the coin and have to say that I fully understand the frustration.
| Wednesday Jul 10, 2013
Earlier this week, I wrote about the difficulty of transitioning into management from IT. If you've already made this leap yourself, you know how hard it can be and you may now be facing the other hard transition; from Manager to Director. The challenges in this transition are very different than jumping from an individual contributor role to a manager role, but they are no less daunting. The task in the first transition is to change how your organization and peers perceive you; the task this time around is changing how you perceive yourself.
| Monday Jul 8, 2013
Given the dearth of quality talent, finding a job as an individual contributor in the IT field has been quite easy for some time now. What has been a bit harder is to make the career transition into management positions. There are so many obstacles, both hidden and obvious, that many people give up rather than deal with the political machine that seems designed to restrict them to a life of system development and/or support. The stubborn few keep trying; interview after interview; sometimes company after company even, to get a shot at a job that leads to management.