Stilgherrian » prussia.net

The problem with changing what you do…

Stilgherrian — Thu, 03 Apr 2008 00:21:52 +0000

… is that if you want to do a New Thing, you have to choose an Old Thing to stop doing. Otherwise you run out of hours in the day. And that doesn’t work.

I’ve written before how I’m starting a business called Skank Media, and the new Topic 9 website is the first project out of the starting gate. Certainly since the beginning of this year I’ve been spending more time writing too: 133 posts in January 2008 compared with just 16 a year before. I’ve spent more time in dialogs online too, re-establishing links with my community.

What’s the Old Thing that’s stopped?

I’ve been getting less sleep, certainly. And less exercise. But I’ve also been doing less work for my “old” business, Prussia.Net — and therein lies a problem. Prussia.Net is what generates the income.

Oops.

Yes, cashflows are down. And because I wanted to change Prussia.Net itself, that change process takes more time of its own too. Some client projects are running terribly late. I even lost a wonderful long-term client a few weeks ago because I couldn’t dedicate enough time to their change process.

Big Oops.

So for me, today’s the day I start sorting out that chronological challenge. Here’s how I’ll proceed…

Since Prussia.Net pays the bills (and there’s plenty of bills to be paid) I’ll tackle that business first and sort out the timelines for the rest of this month. Then I’ll see how much time that leaves for Topic 9 in the two weeks until the Australia 2020 Summit. Once I know that magic number of X hours, at BarCampSydney 3 this weekend I’ll talk to people and figure out how I can best spend that time doing something about the Summit. I think that’s the right strategy because presumably I should exercise my geek skills as best I can — and fellow geeks can make good suggestions.

That means I’ll definitely be at BarCampSydney on Sunday. I’ve even written an explanation over at Topic 9.

Whaddyareckon, folks?

[Note: This post was very much me "thinking aloud". I figured that if I had to explain it all to you, then I'd be forced to get it clear in my own head. That's been a valuable technique -- but do you want to see this sort of post?]

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There ain’t no shortcuts to professionally-managed IT

Stilgherrian — Sat, 22 Mar 2008 04:13:34 +0000

My business Prussia.Net always has clients who resist any long-term IT planning. While researching potential suppliers to handle our increasing workload, I stumbled across the best explanation I’ve ever seen for how the process should work.

Many SOHO and very small business seem to have no plan for their IT at all. Most, actually. They just call for help when something breaks, and only replace computers and other equipment when it’s completely dead. They complain that their computers are slow or unreliable, and yet resist spending anything on preventative maintenance or minor upgrades which could deliver substantial improvements.

Zern Liew and I have discussed the causes of this before. However the two key elements are, I think, a lack of understanding of IT issues and the perception that doing things professionally will be expensive.

Last year Australian IT services company First Focus’s website presented a 3-phase model for developing professionally-managed IT. They removed it when they renovated the site, which I think was a mistake. But here it is anyway, thanks to The Wayback Machine…

In the Learning phase, [we] will meet with your management team to hear about you. What are your priorities? What would you like to be able to do? How much do you want to spend? How much are IT problems costing you right now? Based on this information, we will create a proposal for moving your business towards a “best practice” IT environment. The proposal will include fixed costs, recommendations and alternatives, and we will discuss it with you in plain English to map out what’s going to happen next. During this phase, we will also distribute a survey to all members of staff in your organisation. The results of this survey will be used as a baseline for measuring improvements in your organization’s Network.

The Stabilisation phase is all about ensuring your network meets a minimum level of reliability and usefulness for your staff. A poorly designed or cobbled together network is only going to cause you an endless series of problems. Our goal is to prevent problems from recurring by fixing the root causes, rather than the symptoms. Critical problem areas are addressed first, and typically this phase may include the delivery of one or more Focused Solutions to address key business objectives.

The Support phase is all about ensuring your cost-benefit. This “phase” is more a continual process, where First Focus ensures your network stays highly organized, documented, and stable. Preventative maintenance, Software updates, and Staff training are the hallmarks of this process. A regular strategic IT review is also conducted in order for First Focus to report to your management team, and in order for the management team to keep First Focus aware of any new business objectives or requirements. We will also survey your staff on a regular basis to help you measure any improvement in your organisation’s Network.

Very sensible stuff. The killer for me, though, was their final paragraph:

There are no shortcuts to this process; we can’t maintain your network to the standards we are satisfied with, until it is in a stable state. And we can’t move your network to a stable state until we understand the business processes and objectives your network must support.

100% correct. Businesses can’t ignore planning and maintenance and then whinge about poor reliability and sudden unexpected expenses when things need to be fixed. And yet this is precisely how most small businesses seem to run. It’s like getting a dodgy second-hand car, failing to check the water levels or change the oil when recommended, and then being surprised when the engine blows up.

Even though First Focus dropped that explanation from their website, they’re definitely a contender for Prussia.Net’s outsourced IT support. Expect my call soon, chaps.

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Prussia.Net versus Skank Media: my new business structure

Stilgherrian — Tue, 22 Jan 2008 01:39:16 +0000

I think I’ve figured out how to explain my business plans for 2008. I’ve written about this previously, but while running errands today I had a brainflash. How does this sound…?

In my new About Stilgherrian page, I wrote:

I’m particularly interested in how new social networking and communication technologies are changing the way we work, play, socialise and organise our societies. Yes, I’m a geek… But I’m not that interested in technology itself. I’m more interested in the social questions.

What does it all mean for your life? Your family? Your business? Your community? For the law and politics? How will it change the very core of what it means to be human?

Well, my brainflash is about how this translates into what the two businesses actually do.

Here’s a first draft.

Skank Media is about using this stuff. Tool-making geeks already use the tools to talk about the tools. (Hi! You know who you are!) Big corporations have whole departments to deal with it — or at least they should. But small businesses simply don’t know where to start, and most small-business owners are too busy to start from scratch. So Skank Media has two, maybe three roles:
1. Acting as a production house to produce and run social media and “new media” [ugh!] operations for its clients.
2. Producing and running its own projects for fun and profit.
3. Providing an umbrella through which I discuss these things in the media. (Sounds uncomfortable.)
Prussia.Net is about providing the tools. Currently Prussia.Net is about maintaining clients’ computers and data networks. The plan is to get them thinking about their information and how they communicate it, internally and externally. We look at how they can improve this using the new tools, and then help them make the transition — as well as keeping everything running.

Some Prussia.Net clients may not want to come for the ride. Perhaps they’re not comfortable with change, or don’t see the value of this stuff. Perhaps, like so many small businesses, they’re just incapable of thinking ahead — they just react to whichever crisis is in front of them today.

That’s cool.

There’s plenty of fix-my-computer people out there.

So whaddya reckon?

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OK, here’s the plan…

Stilgherrian — Sun, 15 Jul 2007 23:06:23 +0000

I’ve written about the strategic planning day we did for my business, and I showed you the view from the hotel and the whiteboard. But I haven’t said anything about the outcome. So here goes… my first attempt at a coherent summary.

Starting today I’ll focus more of my time on “media stuff” rather than “IT stuff”. I’ll include Internet-related media in the mix, but I’ll phase out the time I spend farting around with other people’s computers. I’m interested in computers and the Internet as tools to achieve my own goals, not fixing other people’s tools. I hope to get all the hands-on IT stuff off my plate by the end of September.

This “media stuff” includes quite a few projects, some of which have been slowly incubating for years. There’s 3 book concepts (one of which would also make a good TV series), a set of 6 short films, a piece of music and a couple of things which will take the form of blogs. These will start being developed under the (probable) name Skank Media — more of that one day very soon.

I must admit, I’ve been longing to return to my media roots for ages. It feels good to see a coherent plan emerging to achieve just that.

So what happens to the existing business?

I still want to work with small businesses and their information systems — but by helping them make better use of emerging Internet technologies. And doing that within a planned framework — not just responding to failures or ad hoc requests. We may still provide IT support services, or that might be outsourced, but it certainly won’t be me worrying about misbehaving printers or crawling under desks fixing cables.

My friend and colleague Zern Liew developed a 3-point to-do list which is a delightful example of simplicity:

Don’t take on any new clients of the wrong sort. Knowing that you can say “Sorry, I don’t do that any more” is immensely empowering.
Work out how to transition the existing clients. That’s what I’m working on today, and I hope to have contacted every existing Prussia.Net client by the end of business tomorrow.
Start the new business. Well, there’s a lot under that one point. And there’s actually two businesses to think about: Skank Media and whatever Prussia.Net evolves into. But it puts the focus onto the future, not the past.

I feel really good about this. My target mix for the rest of this month is 20 hours per week billable time on IT and Internet work for existing clients, 10 hours on redeveloping Prussia.Net and 10 hours on Skank Media. Plus the usual extra 10 or 15 or 20 hours on making everything else work. I’ll report back on Friday evening.

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Jane Simons exercise website

Stilgherrian — Sat, 09 Jun 2007 02:23:49 +0000

Late yesterday afternoon, the website for Jane Simons exercise went live. Another little product of my business Prussia.Net. Design by Debra Jason, implementation by Zern Liew. Thanks for a good one, people.

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Attention to detail, people!

Stilgherrian — Wed, 08 Nov 2006 01:39:05 +0000

Every time I advertise for staff, I’m amazed at how few people actually read the job description before applying. My business is looking for a technical support person, and the description includes an attention-to-detail test at the bottom. So far, only one applicant out of 17 has passed that first test.

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Exhausted! New Prussia.Net website

Stilgherrian — Tue, 31 Oct 2006 21:51:31 +0000

Damn I’m short of sleep, but my business Prussia.Net finally has a new website! Design by my friend and colleague Zern Liew.