Shift Your Mind Gears

Selected presentations from 8 June 2010 Breakfast Seminar

Cliff Fluet

So will everything end up on an iPod?

The counter-cultural revolution

In 2007

Apple was a technology company It was a hardware company It would only create strictly proprietary software to sell walled garden hardware (iTunes, iLike etc to sell iPods and iMacs) It charged and maintained a premium for its software Third party content sold at break-even level to drive hardware Apple announced the iPhone and iPod Touch in Jan 2007 Launched in the US Jun 2007 Until then it only released new tech in the same way Only due to FCC requirements did it release in a new way There was never to be an application store for non-Apple applications

In October 2007

Something strange started to happen Jailbreak Apples first reaction was very Apple

The reaction to the death of a business model

The classic five stages:

Denial Anger Bargaining Depression Acceptance

Compare and contrast

EMI Apple The SDK the most un-Apple Apple move in its history Easily its most profitable Third party software Prices set by a third party Apps compete with Apple services such as iTunes The numbers speak for themselves

The Stats

11 July 2008: 500 Apps No downloads 14 July 2008: 800 Apps 10m downloads 9 Sept 2008: 3,000 Apps 100m downloads 23 April 2009: 35,000 Apps 1 billion downloads 8 April 2010: 200,000 Apps 4 billion downloads

Run the Pump in Reverse

Singles sell albums

Albums sell singles

The moneys in the album, not the tour

The moneys in the tour, not the album

Brands promote artists

Artists promote brands

Get it on radio, get the sales

Get it sold, get it on radio

Hits pay for everybody else

Superstars dont pay their way anymore

Scale drives the business

Connection drives the business

Re-engagement .
Make it and sell it for free? O R Free it to make and sell?

But wheres the business model?

Last night, Apple confirmed it had paid out over $1bn dollars to third party App developers Apples minimum take is therefore $428,000,000 dollars Out of thin air

The next money pit

So will everything end up on an iPod?

No, but it probably will on an iPad

In eight weeks alone

8,500 native iPad Apps 35m downloads (avg 17 per iPad) iBooks 5m downloads, avg 2.5 per iPad Now represents 22% of the eBook market and growing Highest grossing third party App The Times The moment iPad was announced the iPad SDK tools were put online for others to build the future of iPad

Kay Penney

T hinking Dif fer ently doing business in new cultur es

Kay Penney HR Director, AES Electric Click 2010 Master subtitle style June to edit

The world as we see it is only the world as we see it.

Others may see it very differently

A man cries over the loss of his wife until she is buried; A man cries over the loss of his motherland until he is buried

A Crow from your land is better than a Hawk from a foreign land The people do not talk empty talk, whatever they talk is sensible Click to edit Master subtitle style A fowl can be very playful but will never run away from the herd You must not go too far if you cant find your way back

The more you learn of other cultures, the more balanced will be your view of your own

Chris Bleakley

GET RID OF HR
Chris Bleakley June 2010
Click to edit Master subtitle style

NEW TOOLS

WHERE IT STARTED
Why HR? Why now?

RPO

Talk to the best, Help the Click to edit Master subtitle style rest

Our clients and my experience

20 / 60 / 20

NEW TOOLS

WHAT IM LEARNING

HRDs and Senior Practitioners (my top 20%) Retail and Manufacturing Lack of Belief in CIPD Business People / Strategic Partners Outsource Operators / Retain Strategy

Click to edit Master subtitle style

NEW TOOLS

OTHER INFLUENCES

Old Thinking: BIG = Important a victim of its own success the adverse impact of an improper ratio Non-employee friendly perception Other thinkers

Click to edit Master subtitle style

NEW TOOLS

Click to edit Master subtitle style

NEW TOOLS

WRONG THINKING
Tinkering with size and structure

Click to edit Master subtitle style

What HR Does: Bring em in, develop em, get rid of em

Nurturing Talent

NEW TOOLS

A NEW MODEL

Rename HR, Talent

Outsource HR Operations
Give people back to the line

Retain style Click to edit Master subtitle high impact

Strategic Partners

NEW TOOLS

Treat people like talent. Call on their talent. Hire only talented people. Expect people to use their talent and foster an environment where they can. Impossible? Probably. But I guarantee that all the aforementioned improvements can only start by changing the name of your department from HR to Talent.
Chris Reich, TeachU

Click to edit Master subtitle style

NEW TOOLS

SO. ITS SIMPLE

Not a new idea Why has no-one done it? More research / more questions Time for a new approach The best 20% - business people not HR people

Click to edit Master subtitle style

NEW TOOLS

MenKus & Associates

MenKus & Associates Summar y

What we do: Re-inventing the business model. What our clients get: "Sticky" issues tackled head on. Good decisions made and implemented quickly. Better alignment between strategy and day-to-day activity. Increased capability and preparedness for the future. What we specialise in: Strategic facilitation, mentoring and advice. Rapid strategy implementation and organisational change. Connecting an organisations higher purpose with current business reality. Who we work with: Time-constrained leaders who want to achieve more. PLCs and privately held businesses. Individuals, teams, organisations.

Client Experience

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W hat Our Clients Say

Weve asked MenKus to help us crack some thorny issues over the last few years. They helped us get clear about what we needed to do and to get into action doing it quickly and in a way that didnt put a huge load on our already pressured diaries. I strongly recommend them to any business leader facing a sticky problem or where things need to move quickly. Matt Hotson, Director, Investor Relations & Strategy, Legal and General (Legal and General is one of the UK's leading financial services companies)

Id recommend you to anyone needing to define and implement a new strategy quickly without losing commercial momentum. Andria Vidler, then CMO, Bauer Media (owner of leading consumer media and entertainment brands like Magic, Kiss, Grazia, Closer and Q) When we first talked to you we were a new team striving to find the best way to work together. Through our work with you, we have become a more effective team. We now have a clearer picture of where we are trying to take the business and the key actions that will get us there. Many thanks for your help and support. Paul Pester, then Managing Director, Consumer Banking, Lloyds TSB (Lloyds TSB is a leading UK-based financial services group)

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Belden M Menkus
Belden Menkus is a well respected facilitator, mentor and strategic advisor who helps leaders reinvent their business model. He has over 25 years experience working with senior executives on issues of business direction and strategy implementation and in particular responding to new demands for momentum and alignment in spite of uncertainty and ambiguity. During his career, he was with McKinsey & Company, CSC Index (the pioneers of Business Reengineering), and idealab! (one of the first internet incubators) before starting MenKus & Associates as a vehicle to pursue his unique style of consulting. Belden uses innovative approaches that are inclusive, interactive, and fast. He works in a way that builds organisational, team, and individual effectiveness, even in highly disruptive circumstances. A thought leader and published author, Belden is an expert on the rapidly changing nature of business success and the implications of that for leadership. He speaks regularly on this topic. Belden has British and American passports. He lives in London with his wife and four very energetic children.

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Contact details: Suite 105 132 - 134 Lots Road London SW10 0RJ +44 20 7349 7140 www.menkus.net newclients@menkus.net

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