Born With The Music

Saw an incredible segment on 60 Minutes on Sunday about this amazing girl named Alma. 

Alma Deutscher is a British-born (of Israeli-descent) musical whiz kid who was playing piano and violin at age 3. 

And she composed a whole opera by the time she was 10. 

They call her the Second Mozart, although she prefers to just be the First Alma!

She literally hears music playing in her head all the time, and she says that there are different expert musical composers in her head that she calls on to solve whatever musical challenge she is facing or sound out the emotion she is trying to get to. 

In her interview, she did not seem like a 12-year old, but rather an old soul who has come back perhaps many, many times. 

Listening and watching Alma is sort of like watching a walking miracle--as there is no way she learned these skills at such a young age and has "comprehensive mastery" over all the music and instruments. 

If there was ever a question about where knowledge, skills, and abilities come from, with a child prodigy like Alma, there should be no lingering doubts about G-d's complete role in everything.  

With Alma, G-d graciously let's us in to the mysteries of creation by showing us the source of all is Him. 

(Credit Photo: Andy Blumenthal)

Born With The Music

Braving Trust and Credibility

So I thought this was really good from a colleague this week. 

How to build trust and credibility in the workplace:

Credibility is about being "convincing and believable" and results from "expertise and experience."

Trust is believing strongly in the honesty, reliability, character, and effectiveness of a person."


BRAVING

Boundaries - Have good boundaries--respecting yours and having my own; show others respect in words and deeds. 

Reliability - Be someone who is both reliable (can be counted on)  and is authentic.

Accountability - Hold others and yourself accountable; we all own our mistakes, apologize and make amends. 

Vault - Keep information in confidence.

Integrity - Hold courage over comfort; choose what's right over what's fun, easy or fast; practice and not just profess values. 

Non-judgmental - Believe the best in people even when they occasionally disappoint you. 

Generosity - Offer and ask for help from others, and give generously of yourself in time and effort. 

No offense to anyone...the last thing they said was a little spicy for the workplace (but I know it was meant well):  "Good conversation with others should be like a miniskirt--short enough to retain interest and long enough to cover the topic." ;-)

(Source Photo: Dannielle Blumenthal)

Braving Trust and Credibility

Stack Theory Doesn't Stack Up

Christopher Mims' article in the Wall Street Journal today on why big companies get disrupted by others doesn't make a lot of sense to me. 

He discusses the "Stack Fallacy" of Anshu Sharma a venture capitalist that it "is the mistaken belief that it is trivial to build the layers above yours."

Mims explains that the stack is like a "layer cake of technology"--where one layer is built on another.

Similar to the OSI technology model where there are architecture layers for physical, data, network, application and so on. 

Basically, Mims explains that tech companies can only invent at a single layer of technology (or below). 

But when companies try to invent up the stack, they fail.

Here's why...

Mims says that companies despite their size and resources can't innovate up the stack because they don't understand the users there. 

But this doesn't stack up to me. 

Companies can and do use their resources to study and understand what users want up the food chain and what they can't easily build, they can acquire. 

Apple successfully went from a iPod and iTunes music player and song store to producing a highly sophisticated and integrated iPhone and Apps store where music is just an afterthought.

Similarly, IBM went from being primarily a mainframe and desktop company to being a top-tier consulting firm with expertise in cloud, mobile, social, artificial intelligence, and analytics computing. 

But it isn't easy for a company to change. 

And to me, it's not because they can't understand what users want and need. 

Rather, it is because of something we've all heard of called specialization. 

Like human beings, even extraordinary ones, companies are specialized and good at what they are good at, but they aren't good at everything. 

A great example of this was when NBA superstar, Michael Jordan, tried to take his basketball talents and apply it to baseball...he was "bobbling easy flies and swatting at bad pitches" in the minor leagues. 

As even kindergarteners are taught that "Everyone is good at something, but no one is good at everything."

Companies have a specific culture, a specific niche, a specific specialization and expertise.

And to go beyond that is very, very difficult...as IBM learned, it requires nothing less than a transformation of epic proportions. 

So I think Mims is wrong that companies can't understand what users want in areas up the innovation stack, but rather it's a monumental change management challenge for companies that are specialized in one thing and not another. 

So welcome to the world of Apple after Steve Jobs and his iPhone and to the the recent 25% decline in their stock price with investors and customers anxiously waiting for the possible but not certain next move up the technology stack. ;-)

(Source Photo: Andy Blumenthal)

Stack Theory Doesn't Stack Up