To capture and share the many events that we speak at, participate in and produce, we've created the SiliconEdge Events section on our website.

• After JET Conference (Pacifico Yokohama)
  
• Japan HR Society (JHRS)
  
• Pinterest, Box, Splunk & Millennial Media @ Mitsubishi Estate's EGG/Tokyo 21C

We've finally gotten the pictures up from the 2014 After JET Conference that was held at the Pacifico Yokohama (Yokohama, Japan).

By James Santagata
Principal Consultant, SiliconEdge

Well, if you haven't heard the news yet the Valley M&A buying spree continues unabated, this time with Facebook snapping up mobile messaging company WhatsApp for a hefty $16 to $19 Billion USD (depending on which news source you reference).

• Facebook Enters $16 Billion Deal for WhatsApp (New York Times)
  
• Facebook Buying WhatsApp For $19B, Will Keep The Messaging Service Independent (Tech Crunch)
  

There are many lessons and takeaways from this acquisition but allow me to focus on just a few.

1. Ignore The Cheerleader Tech Press:
WhosWhat? WhatsWho? WhatsApp! Personally, I wasn't aware of WhatsApp before this acquisition as I don't use the app and I'm mostly a user of Viber and Skype so I can be forgiven. However, within the Silicon Valley Cheerleader Press, especially Tech "Apple-Twitter-Quora" Crunch and even Pando Monthly and VentureBeat, I'm sorry but even as frequent if not habitual reader, I just didn't see the coverage. How could this be, how could they miss it, a huge multibillion dollar company? 

The answer is simple: Why would you expect the Cheerleader Tech Press to get it?

2. Companies Can't Pick Top Talent: 
It turns out that before co-founding WhatsApp, Brian Acton formerly worked at Yahoo in a quite senior / important position. After over a decade at Yahoo, he left to take some time off and then applied for a new position landing interviews with at least a few major valley tech companies such as Facebook and Twitter. However, he was rejected at both. Perhaps these rejections were due to Action being incompetent. Or perhaps Action interviewed poorly and no communication skills? Or is it perhaps more likely that these companies or at least the hiring authorities at these companies either (a) don't know how to select top-shelf talent and/or (b) allow office politics and threats to an incumbent employee's ego or career path to dictate who gets hired and who doesn't? Examples are where a senior person with top skills scares a younger or less experienced manager from making the hire -- doubt that? It happens all the time. All the time. And it costs companies millions if not billions per year.

Oh and it makes you wonder, if Facebook had hired Acton, would they have gotten him to build WhatsApp for a lot less than the $19 Billion USD they paid for it? Or would WhatsApp never be built and fall into the "Innovation Lost" point below?

3. Leaderless Rather Than Leadership and Innovation Lost:
Perhaps the biggest lesson is why Yahoo, which had him onboard for over 10 years didn't extract this value, this innovation  It's possible that Yahoo was simply so completely leaderless and rudderless that they didn't even know what to have him do. Or perhaps he tried to be innovative and got his hands slapped.  Whatever the reason, it's clear that Acton had some innovative ideas inside of him and more importantly he had the confidence and motivate to start and execute. But it's clearly not just a shame but a multi-billion dollar tragedy that Yahoo had him on the payroll all those years, had him suited up and yet would let him get in the game and swing for the fences.

If you can create a company with the proper culture that has strong leadership, embraces innovation, empowers employees and hires top talent or solid talent, especially talent that either scares other firms (because it's too good) or is good inside but is a bit dinged on the outside, you're firm will do very, very well.


http://techcrunch.com/2014/02/19/how-things-change/

By James Santagata
Principal Consultant, SiliconEdge

Growth Hacking.

Depending on who you listen to, it's either the fastest growing "new" field of marketing or one of the most over inflated of buzz words.

My take as a "classically-trained marketer" is this:

It ain't nothing new. 

It's just a form or better yet an updated framework for direct response advertising. That being said, I do think that term can be / could be useful as a short hand term for:

"A super-focused, super-aggressive form of Direct Response Advertising where your ass, your paycheck and your company's survival is on the line everyday, and whereby the marketing campaigns that you develop and run must be done so on a compressed time scale with a limited to non-existent budget."  

Other than that, Growth Hacking can be said to be the same "stuff", different pile.

By James Santagata
Principal Consultant,  SiliconEdge

We hear so much about the supposed power of innovation and creativity. That these qualities or skill sets are somehow both unique and scarce. And at the same time, a lack of innovation and creativity is often quickly blamed for the downfall or underperformance of a company or organization.

But is this really true? And more importantly, how much impact do innovation and creativity or their lack thereof really have on an organization?

Here's the real deal:
Innovation & creativity are highly overrated and badly misunderstood.

If these were so vitally important, then Xerox PARC would have been and still would be the most successful company in the world while Microsoft would perhaps be the least successful.

But it didn't turn out that way because...

Well, because innovation and creativity are both meaningless and worthless without the ability to productize them.

And productization is both meaningless and worthless without the ability to monetize it.

And monetization can't happen without a strong leadership.

Strong leadership is required to allow, enable and drive an organization to productize and then monetize its innovation and creativity.

Don't let anyone tell you otherwise.

By James Santagata
Principal Consultant, SiliconEdge

Over the last twenty years, and accelerating in the last 7 years, not only Japan but the entire world has begun to question Japan's ability to innovate and create as companies such as Apple and Samsung rule Japan's former stomping grounds and gleefully gorge themselves on Japanese companies' bento boxes on a daily basis.

Meanwhile, once mighty and innovative Japanese firms like Sony and Panasonic bleed red and constantly try to slough off workers while peddling a staid if uninspiring set of "me-too" and "also-ran" product lines.

How far has Sony fallen? Well, it's gotten to be so bad that if Sony founder, Akio Morita, were to magically re-appear today and venture over to the front entrance of Sony Japan, he wouldn't  recognize the place.  Worse, if he then decided to apply for a position, not only wouldn't they hire him, they'd most likely call security and have him escorted off the premises.

But all is not lost. 

In our No Box Thinking™ (Volume 3), entitled "How Struggling Japanese Companies Can Beat Silicon Valley's Fast-moving Startups At Their Own Game" we go through exactly what has happened, what has changed and how, in a short time and by using some talent management adjustments, Japanese firms can again perform at our above that of their competitors.

By James Santagata
Principal Consultant, SiliconEdge


Hats off to Sheryl Sandberg and her book Lean In: Women, Work, and the Will to Lead.

It's started a valuable conversation but until concrete actions are taken, that's all it is - a conversation, talk. 

And by concrete actions I mean focusing on understanding, developing and utilizing specific tools and strategies to accept the world as it is, and then to use these tools and strategies to create, mold and reframe a new more comfortable and productive reality. 

This training draws extensively from our Psychological Jujutsu training and High-Impact Leadership series to create a body of original material that is specifically tailored for women currently in or seeking leadership roles.

We delve deeply into the fine line separating the 4B's -- Bimbo, Babe, Bitch, Brilliant-Boss -- and more importantly we discuss exactly how to effectively place yourself and stay in the Brilliant-Boss category without triggering negative push backs, mismatches or attacks.

By understanding the impact and deeply embedded, yet invisible,  role that evolutionary psychology plays with regard to the organization and society's view of strong women leaders, we'll explore how to deftly avoid the many traps and pitfalls while learning how to push the correct buttons and trigger the proper scripts allowing women to lead an more effective, efficient, productive and satisfying work and home life.