The Next Big Idea

For those keeping track, this makes three... Have you ever been to a crowded bar, managed to find a seat, but found yourself unable to muster a waitress to bring you drinks? Frustruated, you make your way to the bar to order but find that there is no reasonable line and you have to squeeze between patrons and other thirsty would-be patrons to place your order. You wait for eye contact with the bartender, but she so busy she's simply picking the loudest "low hanging fruit" she can. Pretend you actually get to place an order. You can't possibly carry the drinks for all 5 of your friends!

Now, fast forward the future... imagine a place where when you finally find that table, you find with it a simple digital touchscreen drink menu. You sit, immediately place your order (which is sent electronically to a queue with the bartender) and wait for the waiter/waitress to bring it to you. Instead of your first contact with the wait staff being to order, your first contact could be the delivery of your drinks! No mistakes in translation - you've entered your own order. Additionally, it would cut down on lost wait staff time where they stand and tap a pencil while you decide. Genius!

Implications for food?!?

Are You Busy?

Yes? Being busy should not be a source of anger, stress, or lothe for one's work. On the contrary, being busy provides you with a measurement of exactly how necessary you are to the success of the organization. Being busy should make you feel happy and provide the invigorating eustress needed to accomplish anything!

However, if you are so busy that you are overwhelmed, perhaps all you need is some STRUCTURE ~ Reflection. Foresight. Coordination. Delegation. Time Management. Resourcefulness ~ Effective use of these tools can transform the thing that drives you to drink into a wonderful set of accomplishments that bring you satisfaction and reward.

The Brewhouse

So we "brew" coffee and we "brew" beer. Many of us love both. Some of us even like them together (think of Rogue's coffee porters or the Redhook/Starbucks espresso stout). Why not open a brewhouse that is coffee by day and beer by night? The place to go for the early risers and the place to be for the late nighters! Who's in?

The Big Idea

Hey, what's the big idea?!" Here goes... the personal computer has taken the shopping experience to a whole new level. In fact, online retailers have removed the need to leave your home and buy from the bricks and mortar store.

The Advantages:

1. No sales hassles

2. Don't have to leave the house

3. No time pressure

4. Access to research and product comparison

The Disadvantages:

1. Have to wait for product to arrive

2. No direct response to pointed questions

3. Cannot "touch" or "try on" the merchandise

4. Trust issues with online purchase / identity theft

Wouldn't the best thing be a combination of both? Why hasn't this been done? Why don't retailers have touchscreen devices located in their stores that provide customers access to information about the products availiable in the store? Retailers could provide most of the advantages of the online experience without the disadvantages of the retail experience to produce an informed sale and increase customer satisfaction.

Think about the ramifications on the wine/liquor/beer industry.

Overblown or Underrated

Overblown: The Champ, hugely popular, the one to beat. Think: Patriots, Yankees, Lakers, Tiger Woods.

Underrated: The Challenger, endearing, in pursuit. Think: Chargers, Cubs, Nuggets, Phil Mickelson.

How do these roles apply to you in the workplace? Do you want to be the Champ? Challenger? What happens when you are Overblown? Underrated?

Perhaps another way to look at it: Is it better to have to deliver a peak performance at all times or consistantly exceed expectations? Would your co workers admire you if you were a Champ? Or would they resent you? How about your boss?

Think about the loyalty of your fan base if you are a Champ vs. a Challenger. As a company, how do you best build loyal customers? Think about the competition. A Champ begs to be challenged. Is this good for business or not?

Each company and each person decides if they will be the Champ or the Challenger. Both have a place. The key is understanding which is your place and behave accordingly. No one likes a false Champ.

Fronts and Behinds aka Junk and Trunk

The way I see it, as is with everything, you can manage the front end and you can manage the back end. Front ends are usually more attractive then back ends - although back ends are essential and can be elegant as well...hmmmm.

...as it relates to the Project Management of money, front end management means budgeting your time and managing your team's productivity to meet or exceed those budget and schedule expectations. This translates into both profitability and predictable cash flow - the two most critical metrics of the good project management of money.

Back end management means adjusting your costs to preserve profitability and moving or delaying the application of costs to smooth out cash flow dilemmas.

Clearly, managing the front end is preferable, but there are certainly times where managing via the back end is essential to the health of the organization. After all, it takes all kinds to make the world go around.

The problem with front end management is that it requires effort to set up a system that will provide reliable and meaningful information to the team, as well as a leader who is capable of taking that information and successfully augmenting the team's future efforts.

The problem with back end management is that by definition it is after-the-fact. The costs have hit and the team is forced to react to the associated profitablity and cash flow problems.

The key is to be able to go both ways. Efforts should be focused on the front in order to produce the most positive impact, but don't neglect service to the back, or you could raise quite a stink.

Troubling Economic Times (cont.)

Since I wrote last on the subject in November, we've seen another eight people leave our local office. In November, this reduction process was somewhat intimidating and scary. Today, it’s just saddening. Saddening not only because these people are good at what they do, but because some of these people are good friends. Friends I've grown with. Friends who have made my days better. Friends who have made work fun.

I suppose some desensitization has occurred to change my feelings from fear to sympathy. This is good, because fear brings stress and stress can paralyze. Without fear, I am free to do my best to succeed while actively preparing for a time (that may or may not happen) when I am also no longer needed. If I do my best, I'll likely find security. If I still don't find security, nothing I could have done could have changed that. However, having prepared for that moment, I'd be ready to enact Plan "B." So I must:

1. Trust that doing my best will be enough.
2. Resolve to focus on opportunities for success and improvement.
3. Be patient with process.
4. Lead others through in a similar manner.
5. Secure/finalize a plan B and be prepared to act on it.

Communication is Key

Why does the President of the United States provide me with a greater level of communication with regard the status of our Country and the course he is attepting to set then I am provided with the status of our efforts and the course we are attempting to set at work? On one hand, I feel blessed an reassured to have such a competent, driven, positive, and trustworthy man at the helm of our Country in this time of great need, even though I cannot personally impact the things he is spearheading. On the other hand, I feel awkward, confused, and isolated from the things that I could realistically have a hand in improving at work. Step up and risk irking leadership or lay low and risk being percieved as worth less?

U.S. Department Chooses Opus for an Energizing Partnership

Opus press release - 1/6/2009

In 2007, commercial buildings consumed about 19 percent of U.S. energy and accounted for 18 percent of greenhouse gas emissions. For years, Opus has been working to change that. Through innovative green building practices, the company has been reducing Yes
In 2007, commercial buildings consumed about 19 percent of U.S. energy and accounted for 18 percent of greenhouse gas emissions. For years, Opus has been working to change that. Through innovative green building practices, the company has been reducing energy and emissions one project at a time. Now, thanks to a partnership with the U.S. Department of Energy, Opus will be able to do even more.
The Department of Energy (DOE) selected the Opus Group to participate in the Net-Zero Energy Commercial Building Initiative (CBI). The program teams up private companies with two of the DOE's National Laboratories to speed market adoption of current energy-saving technologies and create new green design solutions for commercial buildings.
Opus is one of 21 companies (five in Minnesota) selected for the first phase of awards, valued at $15 million, which will go toward the cost of researching and developing green technology.
Currently, companies that include retailers, financial institutions and commercial real estate firms have five years to complete two projects—either new prototype buildings with energy savings of 50 percent above the standard set by the American Society of Heating, Refrigerating and Air-Conditioning Engineers, or retrofit buildings with 30 percent savings. However, due to the economy, discussions are underway with the DOE to extend timelines and the flexibility of the program. These building projects will provide unprecedented insight into private sector decision processes, business models and financial drivers for achieving low-energy buildings.
Dan Young Dixon, director of national design for Opus Architects & Engineers, Inc., said Opus would most likely construct two new buildings and possibly a retrofit. He said the energy savings requirements were definitely attainable for Opus. Young Dixon believes, in the near future, Opus will go beyond the 50 percent energy savings to design and construct net-zero buildings. "The most important component will be finding onsite energy and offsite renewable energy sources," he said. "We're close to doing that, but getting from 50 percent to net-zero is a huge leap. This is a step in the right direction."
Mark Rauenhorst, chairman and CEO of the Opus Group, said taking this step would allow Opus to go beyond what it is already doing in terms of sustainable building. "We look forward to expanding our leadership in sustainable energy through this important partnership with the Department of Energy," he said. "We are excited to work alongside the nation's best researchers to reduce energy use in commercial buildings and see the positive impact this effort will have on our nation, our communities, our environment and our clients."
John Mizroch, acting assistant secretary for energy efficiency and renewable energy for the DOE, said, through the partnership, Opus and the other 20 companies would set an example for commercial builders and building owners nationwide.
"The U.S. Department of Energy is pleased to be working with Opus, in concert with the Department's Pacific Northwest National Laboratory and the National Renewable Energy Laboratory," he said. "Through this ambitious project, we can show that the nation's goals of reducing energy use and carbon emissions are not only important but attainable."

Troubling Economic Times

Well it comes as no surprise that the current economic times are certainly troubling for Real Estate Development companies such as the one I work for. In the last month, we have seen eight people laid off at our Denver office alone. Many, many more across the country. It is one thing to think/talk about it, and a very different thing to actually see it first hand. Most of these local folks I consider my friends. I'm sure that they will be alright, but what if that were me? What if I was looking for work right now, stressing out about providing for my young family? What if it were me and no one was hiring? While it disheartens me to think about the challenges my friends face, it also somewhat encourages me to think about the possibilities that might come to them from such a necessity. Perhaps they will be able find a position that takes advantage of the current situation and be better off for it!
At the same time, I am empowered by the simple idea of being spared from such a necessity. Am I resting on my laurels? Am I searching for new and different ways to become more valuable to those around me? What am I doing to ensure the security of my future work with this employer?
On the other hand, the fact that I already create value has provided me with relief from the layoffs. Now that the others are gone, my value to the organization and those around me has automatically increased. I must reward this increased trust in my ability with more results. This will confirm their decision and improve my standing going forward. I suppose this is how things work. Nothing new here - the stakes are simply higher with a young family and the gravity of the situation is that much greater.