Get there with direction

I've been naval gazing a lot about the philosophy of 'direction' over the past few months, specifically the direction that we choose to take in our lives, with work, with consumer choices and what ultimately helps us make our decisions.

Inevitably we'll all reach a point where we are going to be unsure about the future, and what the outcome will be. Naturally we're inclined to be optimistic and head towards the better of our possible outcomes based entirely on gut feeling.

Recently, work commitments saw me consider the option of relocating to another city, and I considered it intently, though couldn't come to a solid conclusion because I didn't know what my life goals were clearly enough. I didn't move and it turned out to be the wrong thing to do.

When it comes to the digital space, project management hits similar roadblocks on a daily basis with someone, usually the Executive Producer, being there to assist with making the right decision on direction—usually under great amounts of pressure—and also based on gut feeling.

Cont. reading

The successful business of luck

Last year, after 5 long years, my business partner and I sold the digital agency that we'd started, called Morgan. We sold it for a few reasons, namely that:

1. We felt it wasn't successful

We were maxing out our capability to grow beyond the glass ceiling

2. We were caught up managing a business

Neither of us wanted to run the business, but more importantly wanted to focus on our core strengths

3. We couldn't see the forest through the trees

Feeling the pressure of a few large projects we couldn't see the progress that we were making

While certainly pleased with the outcome of the acquisition, when I think back at the business I'd created with Mario I second guess the reasons that we sold.

Cont. reading

It's you, not the client

Over the last four or so years I've tried to spend time understanding why almost consistently web and digital projects would become completely derailed.

There are a lot of theories as to why projects fail, and it almost always ends up in Clients from Hell^ references, though that's a rather naive approach to the problem. Discussions about clients in a way that disregards or mocks their knowledge and understanding will simply perpetuate the stereotype and decrease your ability to grow the relationship.

It also very clearly demonstrates that the core problem isn't understood by us. The real problem is that we as professionals are allowing the client to make decisions that are not based on educated knowledge or qualified data.

Cont. reading

Say what you mean, mean what you say

Culture in any company is a hard thing to wrangle, and often misunderstood by management teams as something that they can promote and control, or the reason that employees choose to work at their company over any other.

In reality culture is not defined so much by what a management team say, but more the kind of things that they do (or don't!).

A healthy culture is driven by leaders who are able to both communicate the direction of the organisation, and empower individuals within the company to make decisions along the way.

These decisions cover the kinds of clients, the type of work, and the process of completing work amongst others.

Cont. reading
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