Lindsey Coen-Fernandez of Advantage Performance Group Shares Some Wisdom

We just caught up with Lindsey Coen-Fernandez of Advantage Performance Group.  Lindsey is an inspiring entrepreneur and leader in the area of organization development.  I went to one of Lindsey's workshops just before Christmas and had a great time.  Here's our follow up items based on the call with her:

Lindsey has an upcoming workshop she'll be putting on around the May time frame and stay tuned for that.  She believes the will likely be "The Neuroscience Behind Decision Making".  I had never heard of an "analytic network coach" and that's her specialty.  Sounds good.  I can see how helping people with decision making is a very key skill for facilitators.  I typically list options with pros and cons and a recommendation or argument, for example.  David Slight's BDN model and our causality conversation topics for this year sound similar as well.

Lindsey's target market is $100M to $500M businesses: not yet enterprises but rather well established.  She is seeking more business in the NW and has traveled extensively, globally for years.  She also produces webinars.

I plan to connect her with my friends John and Toni from the US Forest Service who run the National Facilitator Cadre when I worked with them back in 2012.  Also, I will connect her with the new Environmental subgroup that formed out of Indivisible Eastside.  Check out IE!  

Lindsey recommended a meetup to me (I shared my involvement in the Corruption subgroup for IE) called "Let's Talk About Race" from DNDA.  I commented to her how Race and Security topics coincide a great deal.  I have a list of local Security experts that I maintain it would be fun to get them together and involved.

Lindsey also recommend Andy Storch who has a podcast called Entrepreneur Hot Seat and a company called "The Hustle", which produces a daily newsletter about the latest tech and business info for millennials and are making good money with their business model.

Thanks to Lindsey to all of her great wisdom.  Check her out! 

AppsJack Capable Communities Podcast Season 1 Completes - Check It Out

We started out with this idea and framework and made it work.  Congrats and thank you to all involved.

It's amazing!  We just finished year one of the AppsJack Podcast: Capable Communities.  How awesome does this feel.  We had this idea a couple of years ago so it's amazing to see it come to frution and be so fun.  

Huge thanks to producer Christian Harris for all of his time and grace, Steve Kubacki for awesome support and content, Ele Munjeli for being so great, Richard Webb and David Slight for their amazing contributions.  We've truly built an amazing community and I am so proud.  

The Season 1 guests are listed below in alphabetical order.  We recorded 30 episodes with 30 guests and published over 16 hours of content, covering each of APQC's 12 areas of business processes.  We ate a lot of breakfasts and brunch, drank a lot of coffee and beer.

Tech Staffing CEO Aftab Farooqi

Leadership Coach Alan Andersen

Lean Agile Fellow Alan Sebring

Smartsheet Developer Andrea Cremese

Developer Andrew Sengul

Executive Andy Scott

Podcast Producer and Real Estate Mogul Christian Harris

Creative Data Genius Dave De Noia

Finance Expert and Restaurateur Dave Niederkrome

Security Expert and All-Around Brain Don Alvarez

The Inspirational and Motivated Ele Munjeli

IT Champ James Murray

Entrepreneur and Sales Professional James Tuff

CEO Joe O'Konek

Startup Attorney and Podcaster Joe Wallin

Patent Attorney Jonathan Olson

Security Expert Josh Barrow

Front-End Developer Josh Bosworth

International Marketing Wiz Kifaya Dawud

Tech Consulting Business Developer Lee Carter

Startup Wonk Leo Lam

Crypto Currency Consultant Mark Mueller-Eberstein

Author and Speaker on Focus and Clarity Michael Cavitt

Author and Conflict Management Specialist Rachel Alexandria

Lean PM and Business Continuity Expert Ralph Kliem

Business Attorney Reuben Ortega

Architect Richard Webb

CEO and Member of the Board Scott Davis

Clinical Psychologist and Very Creative Steve Kubacki

Stay tuned for what will happen in Season 2!

AppsJack Capable Communities Meetup – March 2017 – Delivering Product & Services Discussion

Tuesday, March 28, 2017 4 PM
Kirkland, WA

A few business associates and I gathered last Tuesday to talk about challenges relating to delivering products & services.  Delivering products and services is the fourth element in the APQC model.  I showed up at about 3:30 and struck up a conversation with Alan Andersen who was already there.  Alan is a leadership coach and consultant.

I’ve been fortunate to get to know Alan better over the last couple of months and it’s been a good experience for me.  Alan is well read and has so many experiences working with leaders and teams from which he can draw experiences and stories.  We sat and chatted and then a few more people showed up at our table, the Captain's Table.

Richard Webb, always a powerful and interesting force, showed up and we started to get into the meat of the delivery topic.  James Tuff, an entertaining and vivacious technology sales executive and entrepreneur, showed up and sat at the head of the table.  After long we had eight at the table including clinical psychologist and writer Steve Kubacki, an intelligent, insightful, opinionated professional and mountaineer.  Steve is great at these events in that he helps us stayed grounded, balanced and on point.  Steve regularly shares perspectives that help us see things from a more human, less business, perspective.  Tonight was no exception.

My new friend, Thomas Mercer, was sitting to my right.  I was drinking iced tea in copious amounts; I had been sick with a fever earlier in the week but was starting to spring back to life.  Spring was upon us indeed.  12 years prior, Thomas and I had finished the same master’s program at the University of Washington Foster Business School: information systems where we learned about the internet, networks, business.  And when things like Facebook were brand new.  Thomas previously ran a medical practice business that helped people with irritable bowel syndrome with diagnosis and treatment.  He explained to us his time working on that project and ho it related to the challenges of delivery.

Lee Carter, sitting to my left, is a business development manager for Ciber, a technology consulting firm with some major clients in the area, recently relocated to the Seattle area from Dallas, TX.  We were also graced by Bruce Follansbee’s presence.  Bruce is always good for conversation, putting people at ease, and book references.

One of the first things I asked about was blockchain and its relationship to delivery.  Per wikipedia:

blockchain is a distributed database that maintains a continuously growing list of ordered records called blocks. Each block contains a timestamp and a link to a previous block.[6] By design, blockchains are inherently resistant to modification of the data — once recorded, the data in a block cannot be altered retroactively. Through the use of a peer-to-peer network and a distributed timestamping server, a blockchain database is managed autonomously. Blockchains are "an open, distributed ledger that can record transactions between two parties efficiently and in a verifiable and permanent way. The ledger itself can also be programmed to trigger transactions automatically."

Richard and Thomas seemed to know quite a bit on the subject and shared what they knew with us.  There was discussion about whether the blockchains should be open or closed, transparent or not.  Issues related to security and privacy were major pivot points for our discussion.  Richard suggested that we loop in Ellen Mooney into the conversation; I guess she is an expert on the topic of digital democracy.

We were pretty much all over the map in the beginning of the discussion, going from micro levels of delivery (firm or product perspectives) up to the macro levels (global supply chains, politics and economics).  Richard talked about Amazon’s CIDC pipelines and brought up the term “logistics engine”.  Many at the table agreed that Amazon is doing very amazing things these days and that their ability to delivery and run supply chains is amazing.  For many years, Walmart, the world’s largest company by revenue in the world, has been known for its logistics and methods like “cross-docking” but it seems that Amazon, between its online presence and many innovative new products and services has begun to eat into that area of innovation.  Much is happening with Amazon.

We talked about hypothetical scenarios where Amazon could, for example, run dentist offices and use 3d printing for delivery of replacement teeth.  It didn’t seem very far-fetched.  Richard mentioned and recommended the movie Elysium which has some interesting and futuristic elements to it where people get scanned with lasers and good things happen.

I realized at some point in the bubbling conversation that the differences between delivering services and delivering products really are stark.  APQC has even recognized this issue by breaking them out into different L1 elements, making the model 13 items, no longer 12.  I think it’s important to pick one or the other for the sake of focus, clarity and conversation.  Delivering products seems a bit easier in that they are tangible and “real”, whereas delivering services seems a bit more human and ambiguous and challenging, at least to me.  Richard doesn't believe that the distinction is all that different.  Similarities between delivering services and managing customer service (the next area in the AQPC model) seem obvious and will be the target of future exploration.

We got into a pretty detailed conversation about banking, the flow of money, financial systems and corruption.  Richard is very passionate about the many issues of corruption and it helps to have Steve there for his thoughts on humanity as well.  Richard gave examples of Visa being able to run all transactions in the world on its system alone.  Steve made some interesting points about capitalism, such as:

“Capitalism is about wiping out the competition as much as possible so you can waste as much as you want.”  

Steve’s a funny guy and I don’t disagree with the point.  I know some people who definitely act that way.  For these people I know, the goal is to get really rich and make a lot of money now so they can chill out, retire and do very little later.  They aren’t trying to create economies or markets or anything, they are trying to dominate existing ones.  In a word: take.  Not my kind of verb.

Someone mentioned the book by Chris Anderson “Free: The Future of a Radical Price” and cited that it was interesting.  James Tuff shared about a new business idea he is working on in the transportation and informatics areas and we all found it interesting helping him think about how he could deliver that set of products and services.  We had a lengthy and fruitful conversation with Reba about her challenges and ideas for competing and delivering value in the very rapidly changing real estate industry.

Business is highly complex and so is delivery.  Delivery is where the rubber meets the road.  Analyzing any business from the perspective of delivery is difficult because of the natural complexity.

Stay tuned for the upcoming podcast episode on delivery when I will sit down with Josh Bosworth and Steve Kubacki to bat the topic around.

Managing External Relationships - The Skill of Balancing Clear Contracts With Open, Long-Term Communications

Open door policy or....

staying well protected....

or...well, like many things...it depends.

Business leaders from the Seattle area and I gathered in Kirkland on Tuesday, November 22nd to talk about the "Managing External Relationships" category of the APQC's Process Classification Framework.  At the event were me (Eric Veal, Owner of AppsJack Corporation); Berry Zimmerman, Owner of BizEnrich; Richard Schurman, an Intellectual Property Attorney; Andy Scott, a Fortune 10 Executive; and Christian Harris, owner of a media and real estate business.  Richard and Andy were first time attendees and it was a pleasure to have them there.

Earlier in the month, AppsJack released its first podcast episode about the same topic.  On that podcast Leo Lam, Scott Davis, James Tuff and I talked about the issue in depth.  More information on the podcast can be found at http://appsjackcorp.blogspot.com/p/podcast.html.  After the podcast I was left with a big question: "But what about compensation?  If we were to further understood and analyze the various forms of compensation, would we have a clearer answer about the nature of managing external relationships?"

We talked about a multitude of issues within the category and I noted the following ideas:

• Andy shared that he prefers contracts to be "open".  Flexibility is a necessary part of business relationships.  Being overly controlling, not so much.
• Berry shared with us some wonderful models that he has built and promotes:
• The 7 Stakeholders (in priority order):
• Employees
• Customers
• Owners
• Suppliers
• Community
• Competitors
• Government 
• The 3 Assets
• Relational (At the core)
• Enrichment
• Financial
• More information about these models can be seen on Berry's Gifted Referrals website.
• Andy has a list of 104 items that he has compiled and he could see how these items in many cases bit into the frameworks that Berry has built.
• We talked about differences between improving-something-exising and building-something-new.  The Six Sigma process has Define, Measure, Analyze, Improve, Control (DMAIC) for improving-something-existing and Design for Six Sigma for building-something-new.
• Andy made a good comment that the Japanese are good at continuous improvement but not necessarily quantum leaps.  There is an opportunity to smoothly and reasonably lead quantum leaps (big changes).
• Someone told me that I should come up with a list of Guiding Principles to help me serve as the core of all of my contracts and business dealings.  Sounds fun.  Here's a first start:
• Be fair
• Choose relationships
• Quality over quantity
• Level up
• Choose experience
• We talked about the correspondence between compensation and identity.  For example, how someone compensates (makes promises) in business is very closely related to who the other party perceives they are.  Compensation is both the offered, promised, and actual value given, therefore it is a pretty loaded term.  Performance is the gap between perceived delivery on compensation (value) promises and what is actually delivered.  This is also known as quality.  There is a very close association between quality and performance.
• When contracting, quality and performance very much need to be defined through good requirements.  Bodies of work abound about writing and managing requirements.
• We talked a lot about negotiations.  It used to be about "winning" negotiations, and then it became about "win-win".  This is how I learned it at UW in 2005.  We now believe there is "continuous win-win" or process-oriented selling.
• Berry liked the ideas of "invested" and "vested" and for employees to have skin in the game to encourage better performance.  But I would suggest that there is a class of worker that just works and has no skin in the game.  It might be best to always manage employees to have skin in the game...if only a little...because it makes work more fun and interesting and motivating.
• Someone mentioned Daniel S. Peña, who I had never heard of.  Sounds like quite an eccentric fellow.

The next podcast recording is Sunday, Dec 4th at 2 PM and the next open meetup is on Tuesday, December 20th at 4 PM.

Managing Financial Resources for Businesses - Will FinTech Make Us Richer? Recap of March 24, 2016 AppsJack Business Share Meetup in Kirkland, WA

Tuesday, March 24, 2016

AppsJack Business Services Share

Big Fish Grill, Kirkland, WA

• Attendees:
• Samuel Rodriguez
• Eric Veal
• David Bleiweiss (first time)
• Bruce Follansbee
• Dominic Wong
• Chad Oda (first time)
• Fred de Boer (first time)
• Andrew Sengul
• TJ Elston

Welcome David, Chad and Fred to the group.  Please greet and welcome them!

No, we do not believe that FinTech will make us richer but there are a collection of tools and practices within this category that are essential for a productive business.  "You get what you measure" and you have to measure well.  So finance is a very key enabling process to businesses but without the proper values, vision, strategy, products, value proposition, sales, delivery and care for customer service, finance won't help you at all.

Main ideas covered:

• Good quote.  From TJ, a line from the movie Aviator about Howard Hughes with Leonardo DiCaprio:
• Mrs. Hepburn: We don't care about money here.
• Howard Hughes: That's because you have it.
• The purpose of finance.  Money is about measuring/weighing/sizing value(s) and not just about money.  Many things can get boiled down to an "apples to apples" model where money is the factor but many guesses need to be made in the model to put a monetary value to certain intangible values.  Finance is a measurement system that seeks to equate all things into a single system and common language to make businesses, transactions and discussions easier and more fluid.
• Balance required and you can't only look at money, profit and greed anymore.  Approaches like Triple Bottom Line, Balanced Scorecard and AQPC look to balance out our measurements by breaking them into a set of categories.  Portfolio management, weighting and balancing matters.
• AppsJack is about the Management of Things (MoT).  New idea: not just the internet of things but the Management of Things.  IoT proliferates irresponsibly and wastefully.  MoT seeks to balance and distribute technologies to places and industries and applications that need it the most.
• Focus first, diversity second.  We agreed that businesses need to find focus, a value proposition, clarity, value, a product and some success first before they can get into the realm of diversification.  Diversity is a good thing but it can be misapplied.
• Cool and new Financial Technologies.  Andrew shared about KDB and David shared about a new system called Aladdin from Blackstone that he uses that produces very amazing models.

Next meetup topic on Tuesday September 27th in Kirkland from 4-7 PM: "Successfully marketing your IoT Idea."  We are seeking people who have ideas for IoT products, or IoT products themselves and we would like to serve as a panel to build a model that helps them best invest in marketing efforts that will have the highest possible ROI for their product/service.

June 2015 AppsJack Human Resources Meetup Held in Bellevue, WA

June 23, 2015
Lake Hills Library, Bellevue, WA

Last night at 7 PM the June AppsJack Business Services meetup was held at the Lake Hills Library in Bellevue, WA.  The event was attended by 12 guests.  Lively and interesting, entertaining, insightful conversations were had.  The topic was Human Capital Management and the subtopics were Recruiting and Retention.  The group focused some of its attention the issues of millennials.

This event represented the sixth curricula in the AppsJack Meetup calendar year.  AppsJack follows the APQC model to provide structure, value, and context to its meetups and to build knowledge and community around key business areas.  This meetup was the first of the AppsJack content areas to be in the realm of “support processes”.  The previous 5 sessions were on the operating processes from APQC.

Some attendees were repeat visitors and sum were brand new, many of whom had found the event via the AppsJack Meetup group page.  The crowd was a great mix of male and female, young and old, and across a variety of different industries and experience levels.  Among the repeat visitors were Eric Veal (host), Jehan, Hsuan-hua, Dave, and Meng.  The newbies to the group included Liat, Elena, Natsune and a handful of others.

What follows is a listing of the various topics and points covered.  Items marked in bold underline should be considered for future AppsJack meetups.  The next AppsJack meetup will be on Information Technology Management, Internet of Things (IoT) on July 28.

1. Employee education and training programs both on- and off-the-job were discussed.  The issue of training people on the job or after hiring vs. hiring the right people and having people be able to ‘hit the ground running’ from the start.
2. The benefits of diversity were covered.
3. The issue of searching organically (through network) vs. systematically was discussed.  There are pros and cons of each and culture is impacted by the choice in methods made.  Searching applies to both the recruiter and the candidate and both may share some practices.
4. Culture and its importance was discussed.  Someone shared that they wanted to find a company with “a culture”.  It was explained that all companies have a culture, whether they like it or not. Properties of culture were discussed:  was it positive or negative, what were its artifacts, rituals and ceremonies, was it strong or weak?  Learning organizations, per se, were not discussed conceptually and could be a point of subsequent conversations.  With respect to the retention, the notion of an employer’s preference to fire or lay off vs. an employee’s choice to leave was not discussed.  Work-life balance is an aspect of company culture within the context of freedoms and demands for the employee.
5. Someone who was a millennial wanted to discuss differences of the millennials.  Who they are, their traits, differences, and value were discussed.  We learned that millennials want to have a cause or purpose, may trust less in big systems and bureaucracies, expect a lot, need to have something in it for them (purpose), and enjoy life out of work with friends from work.  They want fun companies with good cultures.  “Fiefdoms” and barriers were discussed between roles, departments, levels, locations, age groups, etc.  All of this complexity makes up a corporate culture’s richness.  Age differences of all kinds were discussed.  Industrial and worker-class differences were not covered in detail but it was recognized that they existed and practices for white collar and blue collar industries or groups were thought to be different.
6. The role and importance of modern HR Information systems (HRIS) was brought up as a potential topic but was not covered in detail.  The topic of role-based systems: security, communications, and training was discussed in addition to the power of technology to enable new possibilities for people and businesses.  The importance of knowledge management systems was not discussed but is a critical part of a successful and growing, risk-avoiding organization.
7. The purpose and role of the HR department was mentioned.
8. We spoke about practices and differences between using in-house recruiters and staff vs. using outsourced services and agencies.  The issue of contractors vs. full-time employee labor was discussed but not fully explored.
9. The importance of compensation and pay was mentioned briefly by Dave.  He shared that he was having a hard time landing the right talent and believed that the cause was his employer’s low-pay policies.  Benefits, perks, and the value / prestige / reputation of the company was not really discussed other than one attendees interest in finding a company with a [good] culture.  Points were made about cultures within companies being largely dependent on a person’s immediate manager rather than the overall system and culture for the company, the local level remains very critical.
10. Differences between the HR practice of enterprises vs. those of startups (as well as those across industries and worker classes) were mentioned but not fully discussed.
11. HR business models were not discussed but should be further explored.
12. Ethics was not discussed.
13. The notion of requirements—both those for projects and products as well as those for human resources—was discussed in the context of hiring: hard requirements and soft requirements and how job seeking and landing is typically a gray area and not one that is cut and dried.  Wht also comes into play is personal relationships, biases and perceptions.  Younger professionals were encouraged to act confidently, ‘act as if’ and ‘fake it ‘til you make it’.  The ways that people are perceived as candidates and employees quantitative and qualitative methods, verbal, non-verbal and written communications.
14. Some brief discussions were had about creative hiring and interviewing practices.  This topic should be further explored.  The pros and cons of different interviewing and screening methods were discussed.
15. The importance of models such as Wexler’s 4 Faces of Capitalism and personality tests (Myers Briggs, etc.) were noted but not in detail and should be topics for further discussion.  One member shared that Microsoft leaders were selected who fit what he perceived to be extremely narrow and consistent criteria and types.
16. Other resource types such as financial, relational, reputational, and information were not discussed but could be fodder for future discussion.
17. The differences between needs and approaches to the management of individuals, small groups, and larger organizations was not discussed but should be a topic for another time.
18. Microsoft and AT&T were discussed as local employees and some of their practices were covered.  The issue of managed services vs. staff augmentation and the impact that those practices have on corporate culture and environment was discussed.
19. The question ‘what is organization development?’ was not discussed, but should be soon.
20. Labor unions, guilds, and organized labor were not discussed but could serve as a good topic for another session.
21. Conflict management was not discussed.

There is so much depth and richness to the topic of Human Resources Management it is incredible.  At the end of the event, Natsune promoted her event, which is planned for July 15th in the University District area of Seattle.  Also, Liat shared about a meetup event she is hosting as well.  Several members exchanged contact information and made promises to stay connected with one another.

The next AppsJack Meetup event will be held July 28th and will cover Information Technology Management.  The event may be sponsored by Neudesic Consulting and feature Ben Griner, their Director of Management Consulting.

AppsJack’s meetups are fun local community events that help businesses and business service professionals connect over interesting discussions and topics in comfortable environments.  The events are a great way to meet new people, share experience, and identify individuals within the community with whom you feel comfortable sharing your ideas and issues.  Each month is a different topic and the big events are typically planned for the 4th Tuesday of the month.  AppsJack’s vision is to create an organized network of meetups on business and other critical management topics for people, property and planet.  AppsJack is a knowledge management consulting company who has helped businesses such as Siemens, Microsoft and the US Forest Service manage and improve major initiatives that make communications more effective and efficient.  More info can be found at appsjack.com or by contacting Eric Veal, Founder and CEO of AppsJack Corporation.

Eric Veal, MSIS, MBA, PMP is a NW Washington Native who lives in Kirkland, WA with his wife and pets.  Eric has been consulting with companies on business, technology and growth issues since he first worked on his mom and dad’s businesses in 1996.  Eric is originally from Guemes Island, WA and attended Western Washington University and Foster School of Business, respectively, for his undergraduate and graduate degrees.  Eric received his Project Management Professional certificate in 2006 while working at Siemens Healthcare.  At Siemens, Eric was in their leadership development program and worked as a process improvement consultant and intranet architect.  His experiences at Siemens inspired him to start his own company, AppsJack, to pursue his dreams.

Intrapreneurs Inspire

Getting to the "top" of  an organization with your idea or product can be a real battle but people who have an aptitude for this are real game game changers.

I had a great conversation last night with my next door neighbor growing up, Allen, and was reminded about the Intrapreneur.  I've blogged in the past about the Entre-ployee (wants something more, is bored, perhaps) and the B2B Service Provider (provides services to businesses).  The term intrapreneur on wikipedia reminded that it was invented by Gifford Pinchot III of the US Forest Service where I worked during 2012 and 2013 in their Enterprise Program.

While in the US Forest Service's Organization Development Enterprise, I connected with Matt in Idaho to help him mature his product and pitch for a national system to recruit for and manage the hiring process for Forest Service personnel.  Matt was a classic intrapreneur.

I helped others form a national Performance Management Group within their CIO organization.

Allen's a true, inspiring intrapreneur:  he's trying to make big and better things happen within his company, Select Sires.  He's already done big, innovative, ground-breaking things, and looking to do more in their industry and  company.  He's been with them for 15 years.

So let me add the intrapreneur to my list of people I want to meet.  They're very inspiring.

Being an intrapreneur is frequently like fighting dragons.  Many people may have tried it before and you'd better be prepared for the battle.  And form a team of supporters around you!

A safe platform for entre-ployees: AppsJack Business Services Meetups

Letting employees pursue opportunities (safely) while working helps build the economy.  Here's how.

I've been thinking a lot lately about my desire to form a growing community of employees looking for "more" (excitement, opportunities, income) and mixing them with B2B service providers who are also looking for more.  I'm calling this the AppsJack Business Services Meetup.  I feel like these two groups can benefit each other in a few obvious ways if given a chance...and I'm trying to create that chance.

The employees want more income, more flexibility,  more freedom, and more growth.  For the employees participating in the group they get to meet new people, get help thinking about how to "sell" more change and things internally to their employers, and potentially get attached to fun projects and paid "finder's fee" projects that can result in passive income, helping these employees build their war chest and ability to leave their golden-handcuff situation.  The employees fear: getting bored, not making enough, being bored, being in a dead-end job forever, never realizing their dreams or full potential.

The B2B services professionals want more income, clients, capabilities, ideas, partners and freedom.  From the group they get to meet people within their target market, talk about strategies for selling within, and network with solid professionals who can advise on their businesses and help them think of and connect to new opportunities.  The B2B professionals fear: going out of business, not having enough leads, not being good enough or competitive enough, not having enough business, losing business.

Getting these people together is a win-win situation and further developing processes and services around helping them mix will be good for economic development.  Let's watch it happen!

The AppsJack Business Services Virtuous Cycle

By building a network and community of employees mixed with small businesses, employees who are currently not very empowered are able to strategize with these small businesses who are expert about selling value and change to businesses.

Vision of AppsJack Business Services Communities

I'm really excited right now: I had a great (first) meeting last night for the AppsJack Business Services Meetups that I'm putting together with a few associates.  I'd like this to be a big deal and feel like it has the potential to be and do just that.  

We met at the Pumphouse Bellevue and had a great time.  We covered many topics and had fun, food, and big beers.  I'm super pumped for what's in front of us and wanted to share with you a few details and thoughts on what this is all about and where we're headed.....

Communications.  We'll be good at outreach and communications

We'll stay in touch with event attendees and our networks through email, phones, F:F, blogs, events, lunches, etc.

Meet.  Meetings will continue and improve

We'll keep holding monthly events/meetings/meetups (I need a name, I guess) and: feature a business, have a featured topic, and perhaps alternate venues. We'll mix it up and keep it interesting but we'll add dynamic elements.  We'll get to know and bring the venue owners into the mix to add to the overall value.  We'll provide free beer or something like that to get people in the door.

Services.  We'll start providing services to help people sell

We'll develop a service that allows people to aggregate experience (projects) from various persons and businesses in their network to make a branded portfolio for a single person that makes them look larger than they may be alone.  

Governance.  We'll track how the network grows

We'll keep track of how people are included and introduced into the network to give credit to good additions and growth.

Identity.  "Repping" will be a core concept of the network

We'll flesh out the "rep and refer" concepts.  People can rep themselves or something else but they can only rep a single thing per event.  People need to be focused and intentional, not wavering.   

Community support and purpose.  It'll be focused while helping recruits, startups and established people

We'll ensure that the community stays focused about ONLY BUSINESS SERVICES.  

• For employees.  We'll help employees who are looking for something else an ability to become owners and partners in other businesses and transition from employee to employer.  We'll help these people looking for something  else select a single project or capability that's been a success for them and mature that into something that is salable and scalable.  We'll transition services into products.  
• For startups and small businesses.  We'll help small businesses and startups grow by capitalizing on and delivering services to leads known by recruits. 
• For graduates.  For people who have "made it" and are just looking to help.

We'll clearly define these terms and roles of recruit, startup, and graduates and make this system sing.  We'll make the risk for recruits low and increase opportunities for startups and recruits. 

Safe and legal.  There will be incentives and a legal framework available

We'll provide a legal structure to support collaboration and operations, repositories for the artifacts as well as incentives and compensation for certain relationships, milestones and acts.

We'll grow the network.

We'd really love for you to participate in this community and give us your thoughts on how it can flourish and grow.  Also, let us know what you think this kind of communicate could do or be FOR YOU and how it can add the most value to people like yourself and those you know.