20 definitions by Prof Bruce
Triangulation is a geometric method of locating a point by first determining two angles on a fixed baseline. It is used in times of war to locate hidden radio transmitters, ships on the high seas or aiming an artillery piece.
In business, it is used in a different way—CEOs, for example, triangulate on employees or other sources of information to be sure that they are getting accurate information which is mission critical to any enterprise’s longevity and sustainability. CEOs know that direct reports often tell them what they think the CEO wants to hear instead of the unvarnished truth. That is a reason why many CEOs like to speak directly to customers and suppliers—they disintermediate everyone else.
In business, it is used in a different way—CEOs, for example, triangulate on employees or other sources of information to be sure that they are getting accurate information which is mission critical to any enterprise’s longevity and sustainability. CEOs know that direct reports often tell them what they think the CEO wants to hear instead of the unvarnished truth. That is a reason why many CEOs like to speak directly to customers and suppliers—they disintermediate everyone else.
“Tom Sanders (played by Michael Douglas in the 1994 film, Disclosure) is a manager at tech company, Digicom. He is told by ambitious executive Meredith Johnson (played by Demi Moore) that the drives they are working on are failing at an unacceptable rate due to Tom’s negligence (in software design). Only by triangulating on Meredith (by checking with two independent sources) does Tom discover the truth and save his career—that Meredith had authorized a cheaper solution (they are using a lower level clean room) which is actually causing tiny specs of dirt to foul operation of their new drives.”
by Prof Bruce February 21, 2010
To intricate someone; to bring people on board or to get them onside with an idea or a proposal or an initiative of some type by getting them intricated into the process bit by bit, almost without their noticing that they are making a commitment.
When a group was trying to Bring Back the Ottawa Senators in 1990, a team that had not played in the National Hockey League for nearly 60 years, one of their key advisers, former US Attorney General, Elliot Richardson (now deceased) said: "First we'll get the League’s Board of Governors intricated then we'll get the (expansion) franchise!"
by Prof Bruce March 5, 2009
A lifestyle business is an enterprise that provides its Founders/Owners with an adequate personal lifestyle but that is all. In other words, it does not represent a game changing, large-scale opportunity that others such as Venture Capital funds can or would participate in—there just isn’t a large enough market, growth is too low or their market share is too small.
“We run one of the most successful east coast VC-funds but a lot of the entrepreneurs who are coming to see us these days are really pitching a lifestyle business which, frankly, we have zero interest in. Even if everything goes exactly right, their growth rate is so low and the overall market is so small that, apart from giving the Founders each a job, there isn’t anything left over for us. We need to see more game-changing opportunities that will provide us with a return on investment that is 10 times what we put in. The only way to get a lifestyle business off the ground is to bootstrap it.”
by Prof Bruce April 1, 2010
A tech whiteout occurs when your office experiences or you experience a complete meltdown of the technology you rely on to run your enterprise or life.
“All we did was call in one of our techies and the next thing you know we had a total tech whiteout in our office: our entire network crashed, our VoIP phones wouldn’t work, in fact, you couldn’t even log on to your own local workstation since even that is controlled by the network. These days the Internet is so in-grained into our work flow for: data storage, social networking, running our websites, operating our phones, running applications, communicating with our clients, etc., that when our network isn’t working, we might as well send everyone home. The only thing that was working was the one old analog phone line we keep around for our fax machine.”
by Prof Bruce April 3, 2010
In a tough, competitive world, it is crucial for CEOs to have direct and forthright conversations with clients and suppliers. To do that effectively, they have to disintermediate their direct reports and even their techies, which means that they will be able to get accurate information from the field without it being filtered or biased, say, by their direct reports who may only want to tell their CEO what they think he or she wants to hear.
“By using social media tools like Twitter themselves, CEOs can disintermediate everyone from the data stream. They can connect directly with customers, clients, suppliers and others and hear unfiltered reports of what is really going on in their enterprises. Just as importantly, they can make their views known to their followers and stakeholder group without it being filtered by their PR people or the media. In times of crisis, this might save the organization.”
by Prof Bruce February 21, 2010
To bring people on board or to get them onside with an idea or a proposal or an initiative of some type by getting them 'intricated' into the process bit by bit, almost without their noticing that they are making a commitment.
When a group was trying to Bring Back the Ottawa Senators in 1990, a team that had not played in the National Hockey League for nearly 60 years, one of their key advisers, former US Attorney General, Elliot Richardson (now deceased) said: "First we'll intricate the League then we'll get the (expansion) franchise!"
by Prof Bruce March 5, 2009
A combination of mystery and devious. Used to describe a person whose actions and plans are both mysterious and devious, especially as it relates to business matters.
"Rick's corporate organization is so complex that the only word I can use to describe both it and him is mystevious.
Here's the way it appears to work: he owns all of Acme 1 Inc. in which he has invested $25,000. Acme 1 owns 51% of Acme 2 which has outside investors that invest $25,000 less a dollar in Acme 2. Acme 2 then invests all of the proceeds in Acme 3 in return for 51% of Acme 3. Again Acme 3 has outside investors that put in cash equal to the amount Acme 2 has invested less a dollar.
By the time Rick has incorporated Acme 12, he controls (absolutely) a company that has $51,197,953.00 of cash on hand with an initial investment of just $25k. And it's all perfectly legal to boot."
Here's the way it appears to work: he owns all of Acme 1 Inc. in which he has invested $25,000. Acme 1 owns 51% of Acme 2 which has outside investors that invest $25,000 less a dollar in Acme 2. Acme 2 then invests all of the proceeds in Acme 3 in return for 51% of Acme 3. Again Acme 3 has outside investors that put in cash equal to the amount Acme 2 has invested less a dollar.
By the time Rick has incorporated Acme 12, he controls (absolutely) a company that has $51,197,953.00 of cash on hand with an initial investment of just $25k. And it's all perfectly legal to boot."
by Prof Bruce April 13, 2010