Monday, April 30, 2012

TED Talks: Creativity and Play

Discipline: Design
iTunes U Course: Reimagine the Designer
Lecture (iTunes): Tim Brown on creativity and play


Notes and Reflection:
This is the 2nd presentation that I watched as part of my ongoing self-education program, file this one under the heading of Design.

Mr Brown starts by taking the audience through a simple exercise, drawn the person next to you in 30 seconds. His point is that many adults apologies for the bad drawings of their neighbor whereas children would be quite proud of their art. This test was based oh the research of a man named Bob McKimm, McKimm says that this is because we fear the judgement of others, this fear holds us back.

Many design firms try to create an environment that encourages people to play and to take risks. Friendship is a shortcut to play and this allows us to take creative risks. Things like dinosaurs and slides at the Googleplex, grass huts and caves at Disney Pixar, etc. Tim brown then has the crowd shoot finger blasters at him from the crowd to make an example of this type of play (hilarious).

Playfulness helps us get to more creative solutions, helps us work better and makes work fun.

Kids are more involved with open possibilities, this type of thinking is needed in design today. He then cites the example of kids playing with the box at Christmas and not the toy. This is because a box offers infinite possibilities, whereas the toy only offers one.

His next audience exercise is to have everyone make something out of 30 circles on a piece of paper. He is more interested in quantity of solutions as opposed to quality. He cites that few people draw the Same thing in all of the circles, or variations of the same theme. This is because as adults we edit ourselves and create artificial rules such as "being original".

It is hard to break out adult habits. You get better brainstorming when you post the rules of brainstorming.

The average child spends as much as 50% of their time building. We can use is type of play through prototyping. Tim Brown shows off some great ideas that emerged from this type of play. However this is lacking from most workplaces today. Prototypes, even very simple ones, allow us to test and get rapid feedback.

What about designing something that is not physical? This can be done through role playing. Acting and acting workshops and very beneficial. However the adult nature of us dispels this, again we look to children to understand what happens. At times designers put themselves though an experience. Could be flying in an airplane or being a patient in a hospital.

Playful exploration, playful building and role play are some of the ways designers can us Elay in their work.

1. Play is not anarchy, there are some rules, even in child's play
2. There are rules about when to play, transition is necessary.
3. We need trust to play, and there needs to be trust to be creative

Sunday, April 29, 2012

TED Talks: Tim Brown urges designers to think big

Discipline: Design
iTunes U Course: Reimagine the Designer
Lecture (iTunes): Tim Brown urges designers to to think big

Notes and Reflection:
Mr. Brown is an excellent speaker, I enjoyed his talk from, TED Global 2009, very much. He begins by reviewing several of his own projects that were marginally successful, however are now obsolete. He discussed how what passes for design these days is really inconsequential. While various designs may look pleasing to eye and somewhat useful, but few are ll that "important".

He informs us that somewhere along the way, design got small, where it used to be very big. Designs at the time of the industrial revolution were epic, and not days we are overly focused on cool looking housewares.

He the discusses the Great Western Railway, designed by Islambard Kingdom Brunel. One of his greatest designs, he wanted to create the experience of floating across the countryside. Tis presented many unique design problems, long tunnels and bridges. But he did not stop there, he imagined a continuous travel system in which passengers could embark in London and disembark in NYC.

We need to start thinking big again, leveraging Design Thinking. Important: Design is human centered.

For example: Conversion Sound has created a system where people in remote parts of the world can leverage a PDA and some software to fit a high quality/low cost hearing aid, whereas in the west we rely on skilled technicians. They started with people, instead of technology.

Instead of thinking what to build, build to help think.

Rapid prototyping is of key importance.

Innovations by the Arabin Eye Institute in India, where they were able to greatly reduce the cost of manufacturing intra ocular lenses through rapid prototyping and innovative thinking and low cost CAD/CAM prototyping software.

Design Thinking is now actively engaging the consumer through various participatory systems.

Change: In times of change we need new alternatives and new ideas. While Brunel worked during the height of the industrial revolution,, we now find ourselves in the midst of a new revolution and must thinking differently.

We need new choices and Design Thinking gives us a new way of thinking. Instead of defaulting to a typical conversion approach, whee we make choices based on what we have available, we need to be thinking we a new Divergence approach to creat entirely new ways of doing things. Explore new alternatives, new solutions and ideas that have not existed before.

The first step is understanding the question: what is the design brief?

For example the Acumen Fund is trying to sole the issue of getting clean water to remote and poor parts of India. As part of the process, they teamed designers and investors up with different water treatment organizations. Through workshops and a competition they developed many new ideas for delivery and transport. Some of these ideas are just getting underway.

In summary, design apples to just about everything and should involve everyone. Search Twitter #CBDQ for some of the interesting conversations related to what Design Thinking can be applied to.

Friday, April 27, 2012

Decision Making: Attitude and Motivation


DisciplineDecision Making
iTunes U CoursePepperdine University: Organizational Behavior
Lecture (iTunes)Attitude and Motivation



Notes and Reflection:
For the next portion of my iTunes U-based continuing self-education I am searching for programs related to Decision Making. The title and synapse of this course are compelling, unfortunately the audio quality is very poor and I think the the course level is a bit to introductory.

The instructor is good, however the microphone placement if a bit off and even with the sound turned up all the way to 11, I can barely make out what he is saying. No good for mobility and certainly no good on the treadmill.

The first 5 mins of the session are purely overview of the course and can be skipped. In addition the next 10 mins is dedicated to individual group discussions and can also be skipped. Basically you can jump right to 16:10 for the actual lecture to begin.

The basics of is talk is attitude and motivation.
  1. Frustration: negative force that is infectious within an organization, This can be brought about my many situations but heavily impacts overall attitude
  2. Cognitive Dissonance: Conflicting Ideals - Misalignment between behavior and attitude. For example, people smoke but know its bad for them 
  3. Discussions on Organizational Values 
He wraps things up with a discussion regarding Southwest Airlines. What people feel about the company: Inexpensive, Good Service, Flexible, Desire to focus on the customer, Only Airline actually making money, Efficiency, Not-Overly focused on high-quality, much more focused on value.

Interesting discussions, but with the quality of the audio, I am going to have to pass on this one.

Wednesday, April 25, 2012

TED Leading Wisely: Measuring what makes life worthwhile


DisciplineLeadership
iTunes U CourseTED Talks Leading Wisely
Lecture (iTunes)Chip Conley: Measuring what makes life worthwhile
Reflection:
Alas, my last post in my self-paced "Leadership" course is complete. In this presentation, Chip Conley questions what it is that we are working for and how this relates to our lines.

He channels Abraham Maslow and his Hierarchy of Needs, something that I have not pondered since the late 80's, and demonstrates how he applied this to measuring employee satisfaction in his businesses. Chip breaks the hierarchy down to simply: Survival, Success and Transformation.

Survival: Physiological & Safety (Tangible)
Success: Social/Belonging & Esteem
Transformation: Self-Actualization (Intangible)

94% of Managers believe that intangibles are important yet less than 5% actually have a way of measuring them.

Quote from Albert Einstein: "Not everything that can be counted counts, and not everything that can be counts be measured counted". Chip goes a bit beyond this statement and figured out some way to track things like happiness.

Chip goes on to discuss his trip to Bhutan and how he came to learn that "create the conditions for happiness to occur" as part of their culture. Taking this as far as measuring their GNH: Gross National Happiness. This as opposed to most Western countries focusing on GDP.
Very interesting discussion, I look forward to reading more from Mr. Conley.


Tuesday, April 24, 2012

TED Leading Wisely: Why work doesn't happen at work


DisciplineLeadership
iTunes U CourseTED Talks Leading Wisely
Lecture (iTunes)Jason Fried: Why work doesn't happen at work
Reflection: 
Jason Fried presents a compelling theory the the office is not a good place to get work done. His argument is that while in the office, we spend far too much time being interrupted by meetings, phone calls, email, IM, etc., that we can't actually focus and get anything done.

Jason suggests that work is like sleep, in that there are several stages that we go through. When sleeping our body goes through phases until were are in a stage of very deep, REM sleep, and this is where the body can recover from the day. He goes on that we would never say that we got a good night's rest if we were interrupted every few minutes or even every hour.

We get our best work done, as we get deeper we can get into work-mode, uninterrupted.

Some of his points are compelling, other are downright hilarious. Towards the end of his talk, Jason suggests that as managers, we need to call a "no-meeting-Thursday", at least monthly, if not weekly. No meetings, no phone calls, nothing. This way people can come to the office and have the ability to focus for a full day without interruptions.

In my career at Salesforce.com, one of my customers is Facebook. As an organization, Facebook subscribes to this same theory and in practice...it works! At Facebook, many managers frown upon meetings, loath Powerpoint and prefer to exchange ideas in hallway conversations or around many of the public open spaces.

This type of environment keps the ideas flowing and is one of the many reasons that people love working there.

TED Leading Wisely: How to make work-life balance work


DisciplineLeadership
iTunes U CourseTED Talks Leading Wisely
Lecture (iTunes)Nigel Marsh: How to make work-life balance work


My Notes:
In this brief presentation, Nigel Marsh presents the realities of today's business place. Offices are constructed and well equipped with the latest technical gear, yet nobody can get anything done at work.

Why? Too many distractions and far too many meetings. Nigel too a year off of work to spend more time with his family and found that work-life balance is quite easy when you are not working :).

All the discussions about, flex-times, casual Friday and maternity leave mask the real problem that many professional vocations are incompatible with work-life balance. People work long hours at jobs they don't like, to make money that they don't need, to impress people they don't like. Going to work on Friday's in jeans and t-short is not going to resolve this issue.

Government and corporations are not going to fix this for us. Never put the quality of your life in the hands of a corporation. All companies have the need to get as much out of you as possible. We need to be responsible for setting the boundaries in our lives.

We need to be careful in selecting the timeframe in which we consider work-life balance. Nigel goes into a humorous description of his ideal day and how impossible this utopian world would be.

Later he goes into a description of a day where he needed to pick his youngest son up from school. He leaves work a bit early, takes his son to the part, then pizza and some reading. His son responded to this by saying that this was the greatest day of his life...ever. His point being is that its the little things that make the difference. You don't need to spend loads of money and go to a resort to have a great day, its the little things that make the difference.

We need to change society's definition of success as "he who dies with the most money wins" to something more enlightened like judging the success of a person by "a life well lived".

Outstanding words!

Monday, April 23, 2012

TED Leading Wisely: Why we have too few women leaders


DisciplineLeadership
iTunes U CourseTED Talks Leading Wisely
Lecture (iTunes)Sheryl Sandberg: Why we have too few women leaders
My Notes:
I am almost all caught up on recording my notes from the TED Talks Leading Wisely series. I have been listening to the series while walking my dog each night and have fallen in the habit of not posting until a few days later. Now that I am all caught up hopefully I can be a bit more diligent about recording my thoughts immediately after  listening.

Sheryl Sandberg is the COO of Facebook and studied at Harvard business school. Mrs. Sandberg gives a great presentation and her passion for encouraging more women to enter into, and remain in, the business world is obvious.

Mrs Sandberg notes that while women have made great strides over the years, things seem to have flat lined since 2002. Of 190 heads of state, only 13% are women and in the corporate world only 15% of the C-level positions are held by women.

She maintains 3 points to correct this:

  1. Sit at the table: Women statistically underestimate themselves when compared with men. "Believe in yourself and negotiate for yourself. Own your own success."
  2. Make your partner a real partner:  Society puts more pressure on boys to succeed than girls. We need more balance.
  3. Don't leave before you leave: Don't enter the workforce and be pondering your exit for marriage and kids, until it is time to make that change
Mrs Sandberg makes some great points and I am thinking about this as it relates to raising my 2 daughters. What can I do to help them succeed?



Sunday, April 22, 2012

TED Leading Wisely: Listen, learn ... then lead


DisciplineLeadership
iTunes U CourseTED Talks Leading Wisely
Lecture (iTunes)Stanley McChrystal: Listen, learn ... then lead


My Notes:
In this segment from TED, retired 4-star general Stanley McChrystal shares his experiences about leadership from his years of service in the military. General McCrystal provides us with insight into the military mindset.

During his special forces service during the mid-1980, field leadership was very different from what it is today. In the past, military leaders served on the field of battle, however nowadays leadership is provided to troops in remote parts of the world, via satellite uplinks, email, real-time chat and other "new" forms of communication.

General McCrystal explains that technology has forever changed the field of battle, and today's military leader must be able to provide guidance using technology. In addition to the technology, the style of management has evolved from top-down to bottom-up. He explains that this natural evolution is aided by listening and learning.

As a business manger, you might not be up on all the latest technology, however in order to remain relevant, you must adopt the communication style of your employees and follow similar "new" thinking.

As I reflect on his speech, I am thinking about today's remote and mobile work-forces and how we in the civilian world must adopt as well.

Very inspiring words from a inspiring American.

TED Leading Wisely: Institutions vs. collaboration


DisciplineLeadership
iTunes U CourseTED Talks Leading Wisely
Lecture (iTunes)Clay Shirky: Institutions vs. collaboration
My Notes:
Fantastic presentation from TED 2005, Clay Shirky discusses the historic approach to getting something done, create an institution, either for profit, not-for profit, governmental, etc., then create a management structure, define your institutional goals and start going. Many time, the goals of supporting an organizational structure get in the way of doing what the organization was established to do.

The rise of the internet, and social media in particular, offer a new way. Clay presents the Flickr, the photo sharing website. This type of system crowd sources the activity of collecting photographs, then adds the notion of tagging to allow the community to organize itself. Tagging was popularized by another social site, http://delicious.com/.

The result is spectacular, goals can be achieved faster, cheeper and with more democracy. The example being Flickr vs. professional photographers. The pros charge to be sent to a given location ,then only "see" what they happen to see. This vers the community approach where different individuals provide different insights to the same event.

This is a particularly amazing time to be alive, we are transitioning to a new way or working, much more cooperative than ever before.

Interesting personal parallel, my company launched a corporate service called Chatter a few years back which plays directly in this same space. Open, social and mobile.

Thursday, April 19, 2012

TED Leading Wisely: Our loss of wisdom


DisciplineLeadership
iTunes U CourseTED Talks Leading Wisely
Lecture (iTunes)Barry Schwartz: Our loss of wisdom

My Notes:

Fantastic speech by Barry Schwartz. Mr. Schwartz begins by discussing President Obama's inaugural speech. He did not encourage us to spend our way our of the recession, or to “trust us and invest”, rather he appealed to virtue and said that “we must put aside childish things”.

He then discusses the standard job requirements of a hospital janitor. The janitor’s job description discusses various tasks, primarily related to physical labor around the hospital. Mr. Schwartz points out that not a single item on this list mentions other people. He continue by sharing several stories of highly regarded janitors who went above and beyond their job description to make a patient or family more comfortable, or to otherwise help those dealing with difficult situation. In many cases these actions were not specifically part of that janitors job or in some cases were directly opposed with that persons assignment for the day.

These people have the moral will to do good by others and the moral skill to figure out what doing right means. Practical Wisdom: Know when and how to make the exception to every rule.

His next story discusses how a father accidentally gave his son Mikes Hard Lemonade, without knowing that it contained alcohol. This man was arrested, shortly jailed, and separated from his family for several weeks. All parties involved in the case indicated that the were just following the rules.

Scott Simon shared this story on NPR back in 2008 and said "Rules and procedures may be dumb, however they spare you from thinking". As a society, when things go wrong, we reach for 2 things: rules and incentives.

The truth is that neither rules nor incentives are enough.

So what can we do? Celebrate moral exemplars. We need to strive for practical wisdom.


Wednesday, April 18, 2012

TED Leading Wisely: How to use Experts


DisciplineLeadership
iTunes U CourseTED Talks Leading Wisely
Lecture (iTunes)Noreena Hertz: How to use Experts
My Notes: 
Economist Noreena Hertz believe that as a society, we have become over-reliant on experts. Relying too much on experts can be limiting and potentially dangerous. We need to start further democratizing the decisions we make.

In support of this argument, Mrs. Hertz suggests that doctors often misdiagnose patients, surgeons make mistakes.

Her stance is definitely controversial, and In my opinion, her message can easily be misinterpreted. She is not saying that we need to immediately dispel anything that experts say, however she is saying that we need to start thinking more for ourselves. As evidence, listening to her speech, or anything on TED or any type of higher education, might be misconstrued as relying on an expert.

I believe that we should listen to what she has to say, take this as rational input to the decision making process, yet ultimately make our own decisions.

A good parallel read for this would be the book "How to Lie with Statistics" by Darrell Huff. This book was a recommended read on Josh Kaufman's "Personal MBA" site. Similar to Mrs. Hertz's argument, this book, published in the mid-1950's points out how easily we can be misguided with poorly researched statistics, biased sample groups, etc.

Monday, April 16, 2012

TED Leading Wisely: The surprising science of motivation


DisciplineLeadership
iTunes U CourseTED Talks Leading Wisely
Lecture (iTunes)Daniel Pink: The surprising science of motivation

My Notes:
Daniel Pink is a fantastic speaker, dynamic and commanding. I can't wait to watch more of his presentations.

After some comedic, self deprecating, opening statements, he explains The Candle Problem. The Candle Problem was an experiment designed by Karl Duncker in 1945 wherein the subjects of the experiment are presented with a box of thumb tacks, a candle and some matches and instructed to affix the lighted candle on the wall using only the materials provided. 

The results were that some attempted to thumb-tack the candle to the wall, this fails as it breaks the candle. Others tried melting some of the candle wax and using it to attach the candle to the wall. This also fails.

The best solution provided was to empty the box of tacks, tack the box to the wall and use it to hold the candle.

Mr. Pink then goes on to explain a similar experiment, by Glucksberg, in 1962. In this version of the experiment, one group of people were told that their experiment will be used to set a baseline time for average completion of the experiment. The second group of people were told that they would receive various amounts of money, as an incentive, based on how quickly they completed the task. In addition, in this version of the test, the tacks were removed from the box.

The 2nd group of people completed the task much faster than the control group. Glucksberg reasoned that that while incentives played a factor in people rapidly completing the task, removing the tacks from the box also removed some of the perceived constraints of the task.  Glucksberg goes on to explain that this "stress response" effectively shuts down the creative thinking and problem solving areas of the brain.

Daniel Pink reasons that incentive plans, bonuses, commissions and the like, actually demotivate people in their work-lives. However this is the way business in America works, "There is a mismatch between what science knows and what business does."

  • As long as work-tasks only involve mechanical skills, bonuses work as expected. Higher Pay = Better Results
  • Once the tasks called for rudimentary cognitive skills, a larger reward led to poorer performance
What human being actually want is Autonomy, Mastery and Purpose.
  • Autonomy: The urge to direct our own lives
  • Mastery: The desire to get better and better at something that matters
  • Purpose: The urning to do what we do in the service of something larger than ourselves
For example: Google has what they call 20% time, where a Google can take 20% of their time to work on what they want. The result is that roughly 1/2 of the products that come from Google came from this program.


Daniel wraps by by reiterating that there is a mismatch between what science knows and what business does.
  1. 20th century motivators (incentives) do work, but only in a very narrow set of circumstances.
  2. If-The rewards often destroy creativity
  3. The secret to high-performance is the drive to do things because they matter
But we can fix this and change the world.

TED Leading Wisely: How great leaders inspire action


Discipline: Leadership
iTunes U CourseTED Talks Leading Wisely
Lecture (iTunes)Simon Sinek: How great leaders inspire action



My Notes:
How do you explain the success of some people and the nonperformance of others?
  • Why is Apple so innovative? Year after year they are more innovative then their competitors, yet they have the same access to technology and human talent.
  • Why is it that Martin Luther King led the civil right movement? He was not the only person who suffered in a pre-civil rights America and was not the only eloquent and public speaker of the day.
  • Why were the Wright Brother able to achieve flight when others were better funded and better qualified.

There is something else at play. There is a pattern followed by those that are successful. Simon Sinek calls this "The Golden Circle".
  • Everyone knows what they do.
  • Some know how they do it. Differentiating value proposition, Propitiatory process, etc. 
  • Very few know why they do it. (To make a profit is not "why", rather this is a result) What is your cause, purpose or belief? Why should anyone care.
Most think from the outside in, however inspired leaders and organizations think from the outside in.

For example:
  • Most manufactures in the PC business: We make great computers (what?), they are beautifully designed, simple to use, and user friendly (how?). Want to buy one?
  • Apple: Everything we do, we believe in challenging the status quo and thinking differently (why?), we do this by focusing on beautiful design, ease of use, and user friendliness (how?), we just happen to make computers (what?), want to buy one?
People don't buy what you do, they buy why you do it.

This is why people are more than willing to buy a computer, MP3 player, phone or tablet from Apple. It also explains why Gateway failed at making flat-screen TVs and why Dell failed at making MP3 players (2006-2008) and phones (2010-2011). While both were qualified to make these products, yet both failed.

The goal is not to do business with anyone needs what you have, the goal is to do business who believe what you believe.

There are leaders and there are those who lead. Leaders hold a position of power or authority. Those who lead, inspire us. We follow those who lead, because we want to...

Sunday, April 15, 2012

TED Leading Wisely: Lead like the great conductors

This is my first review post as part of my new Personal eMBA program. I am still sorting out the structure of how I should categorize everything, for the time being it seems that using Labels (tags) should work just fine. I will categorize reviews for this course using the tags "Leadership" as well as "TED Talks Leading Wisely".

The first tag will represent the broad categorization and the second will represent the specific iTunes  U Course. In the case of this post TED Talks Leading Wisely.

In the first installment we hear from Italy Talgam in his TED presentation "Italy Talgam: Lead like the great conductors"

Discipline: Leadership
iTunes U CourseTED Talks Leading Wisely
Lecture (iTunes)Itay Talgam: Lead Like the Great Conductors

My Notes:
Orchestra conductors face a huge leadership challenge: managing the expert skills of many professional musicians to create beautiful music without saying a word. Itay Talgam suggest that management can learn a few things from the conductor.

  • One type of "manager" (Claus Klaber) creates harmony and happiness in the workplace which enable the stories of many to be heard.
  • Riccardo Muti shows us a different type of manager, the perfectionist. Commanding and demanding perfection from everyone. The downside of this is that the employee may feel that they are being used as instruments as opposed to partners.
  • Richard Strauss is another example, in his case he allows the music to happen without interpretative.
  • Others, such as Herbert Von Karajan takes great pleasure in watching the story unfold as the musicians interpret it, however the manager is only satisfied when the music is as he intended. Mistakes are noted, however perfection is vastly enjoyed.
Process and Partnership brings about the best of everyone.


Saturday, April 14, 2012

iTunes U: Personal iMBA Program Structure

So this will be my first entry for the first "Quarter" for my self-based, iTunes U-based: Personal iMBA. Again, all the credit goes to Josh Kaufman for this idea and I certainly don't think that this will be a replacement for his fine program.

My intention with this curriculum is to augment the leanings his program, as well as the structure of an Executive MBA. Baylor University is just up the road from me and I borrowed substantially from their Executive MBA structure.

This will be a business-focused program with a concentration on Information Systems and Entrepreneurship.

Overall program structure: 4 Quarters featuring courses freely available via iTunes U (or similar). Program will run for approximately 1 year. I will fill-in the individual courses as I work my way through the creation and consumption of this program. Naturally I reserve the right to change up the structure of this program at any time, I will edit this post as time goes by, so book mark this post and check back often.

Quarter 1


Quarter 2

Quarter 3

Quarter 4







Thursday, April 12, 2012

Disable Mac Mail.app Inline Image Attachments

Great tip from Micah Gilman's Blog.

By default, Appel's Map app displayed images, PDFs and other Mac-viewable content as an inline image. This gets really annoying for many (including me). Fortunately Micah figured out a tip to make attachments appear as icons by default. To make this the default behavior, open Applications --> Utilities --> Terminal and type:

defaults write com.apple.mail DisableInlineAttachmentViewing -bool yes


If you decide this isn’t what you’re looking for, to restore inline attachment viewing type:

defaults write com.apple.mail DisableInlineAttachmentViewing -bool false

Restart Mail and you’re back to normal.

Salesforce.com - Using PARENTGROUPVAL in a Reporting Formula

A customer of mine wanted to create a Salesforce.com Report which grouped together leads by status, owner and owner's manager and then calculate a "conversion rate" for each owner based on the final status of the lead.


Such a requirement calls for the use of the PARENTGROUPVAL reporting function.


Here are the step by step directions on how to build thisvformula using PARTENTGROUPVAL in a Salesforce.com Summary Report.



  1. Create a summary report, add the necessary fields for Manager, Owner, Status, etc., it should look something like this:
  2. Next add grouping by Owner and Status:

  1. Next, add a formula, name it “Conversion Rate”, select “Percent” as the Format and 0 for the number of Decimal Places and select Grouping 2: Status for the location of the formula to be displayed:
  2. Next you start to build the formula. Click Summary Fields >> Record Count and the word RowCount will be added to the formula builder. This represents the number of rows for the grouping level specified in step #3: >>
  3. Click Operators >> Divide and “/” will appear next to the word RowCount
  4. Next, under functions, click Summary, then PARENTGROUPVAL, be sure to select Lead Owner (not Grand Summary) for the grouping level. Then click the insert button: >>
  1. Your formula should now read RowCount/PARENTGROUPVAL(summary_field, OWNER).
  2. The last step is to overwrite the placeholder “summary_field” with RowCount and click OK

That should do it. Your results should look something like this when you run the report:


You can also use this formula in a matrix report, however the syntax is slightly different:



RowCount/PARENTGROUPVAL(RowCount, OWNER, COLUMN_GRAND_SUMMARY)


Wednesday, April 11, 2012

Back to the business of educating me

Way back in 2008, I set a goal to "make a change that sticks". Ever since that date, I started thinking differently about how people learn and, more specifically, how I learn.

I started out pursuing what Josh Kaufman calls the Personal MBA. His program is very good and consists of reading and loads of personal introspection. Josh is still going strong and has loads of followers and is now a published author.

This year, I am seeing to expand this and start incorporating further structure.

To this, my plan is to borrow structural elements of a traditional Executive MBA, coupled with audio and video courseware made freely available by iTunes U.

For my first "semester" I am planning the following courses. While I have not yet identified the specifics of each course, generally I will categorize things as Accounting, Economics, Finance, Operations, Information Systems, Statistics, Management and Career Development, etc.. Assuming that all goes well, I will use these same terms as labels on this blog. In addition I will use "My Personal MBA" to identify posts specifically on the program I am following/making-up-on-the-fly.