Leadership Style

Before I can describe my leadership style, I must first speak to the kind of person I am.  Although I aspire to be a leader, I find myself more often acting the role of manager.  Concepts like rational, analytical, business-like, structured, authoritative, implementer and focuses on results, describe me well.  Leaders on the other hand are thought of as visionaries, passionate, creative, imaginative and inspiring.  They often have a certain level of charisma that help them to persuade and unite people towards a common cause.

The results from taking the Myers-Briggs Type Indicator test suggest I am a "reliable realist", meaning I am extremely thorough, responsible and dependable, and have well developed powers of concentration.  I am well-organized and hard working to achieve identified goals.  The solutions I offer, for accomplishing both long term and short term goals, are grounded in reality.  In my mind, what is probable and likely will overshadow what is possible.  Therefore at times people me may view me as pessimistic, rather than passionate or courageous.  The way I behave as an individual translates to how I operate in a position of leadership and the level of expectations I have for everyone under my supervision.  (Un)fortunately we are not all alike and it takes a lot of patience, really understanding the strengths and weaknesses of those who work for me and adjusting accordingly to accomplish great things.

As a leader, I strongly desire to do what is right.  Ethical behavior, both as an individual and operating as a company, is paramount.  I play by the rules and believe in absolute honesty.  I value hearing and speaking the truth, being transparent and straight forward.  You must be tactful in your communication, but in the end you must convey the message how it is and deal with the consequences.  I see myself particularly strong in expert power, as I am able to influence others due to my specialized knowledge and skills.  However I am less capable of motivating others and being inspirational.  To be an effective leader one must have vision, the ability to imagine different and better future conditions and ways to achieve them.  I consider myself adept at seeing better ways of doing things, when the need is there or when new opportunities present themselves.  However, when talking about "seeing the bigger picture", I would say I am typically nearsighted.

I believe that how you perform as a leader can be significantly influenced by the environment you are in.  Who are working with and what power do you hold over them?  In a school team, we are all peers and have little leverage over one another.  Using facts and logic, as well as emotional appeal, are required to persuade others to follow you and the direction you wish to head.  Enough of my teammates are excellent followers, capable of self-management, committed to something beyond themselves, willing to take initiative and independent, to make my role as leader a success.  In the workplace things can be quite different.  Although your title or position may give you some power over your subordinates, how you wield it and force those to do your will can work against you.  It is better to convince your workers of the value of change and to embrace your vision willingly, if not enthusiastically.  Help them to participate and encourage them to be a part of the solution.

So what leadership style do I use most often?  In the workplace I believe people would say I tend towards autocratic or task-oriented leadership.  My position in the company allows me to dictate what must be done, how and when.  Although I do make an attempt to listen to the suggestions and ideas of staff and team members, and may on occasion incorporate them into what I have planned, the reality is that I usually persist and go with what I have come up with for solutions, for better or worse.  I realize this approach has many drawbacks, including the possibility and likelihood that people will resent me.  Yet it is also incredibly efficient, since decisions are made quickly and the work gets done.

At WPI I tend to utilize a democratic/participative leadership approach.  I do believe in the concept of collaboration, where it is win-win for everyone.  I try to include everyone in the decision-making process, encouraging creativity and honest participation.  To the extent that they take advantage of the opportunity to express themselves, this can work well.  Often I will run into individuals who prefer to follow and are not willing to offer opinions or recommendations.  Sometimes this can really bog down the decision-making process.  There are times when the more strong-willed people have opposing points of view and a democratic vote to decide the course to pursue must be taken.  The problem then is that people who "lost" are not invested in the solution and may not give the effort required.

In almost every course I have taken at WPI, I have found myself forced into a leadership role.  By this I mean that I take control due to the inactivity of others.  No one seems to want to lead and they have no sense of urgency to get the ball rolling, to attack the goals we share.  Some experiences have been more positive than others, but the results have all been the same... a quality deliverable at the end of the class.  I have to learned to "expect" nothing from my teammates and am prepared to do what it takes to succeed.  I come prepared to every meeting with written thoughts or actual deliverables in progress, trying to lead by example.  I believe that people respect my dedication and work ethic, as well as my experience and the quality of work I provide.  My interaction with team members varies from group to group.  Some teams are very serious and all about business.  Others have a more casual feel and joking banter relieves a lot of the tension, while we are still able to get the job done efficiently and professionally.  Having a number of extroverts in the group makes a big difference.

A first encounter with Meet & Spuds

It's 6 o'clock on a Tuesday night and I'm ready to leave the office for a long commute home.  Work, work, work... that's all that's been on my mind all day long.  Even at the water cooler, chatter has been about trying to hit sales objectives or the Monday Night Football game and my team wasn't even playing.  No one has had the time or inclination to talk about the coming "fiscal cliff" and how this could realistically impact our business.  I know it pertains to work, but it is going to impact so much more, so many people and companies, and no one seems to care.  Conversations are so shallow these days that I'd do better just talking to myself.

Is that my stomach grumbling?  I've really worked up an appetite today.  I'm so tired of fast food and really don't feel much like cooking tonight.  A nice juicy steak would taste great about now.  It's too late to make plans now with anyone, not that there are many to ask these days.  Everyone is always so busy with their own lives and half of them are married.  So where can I grab a real meal?  Most places will have me eating at a table by myself or at the bar.  That's not very appealing.

Hey, didn't John mention something about a new place down on Boylston Street?  He was raving about how he was seated with a couple of other guys who had a real interest in college basketball.  They couldn't stop talking long enough to finish their meal, which according to John was quite sizable.  Apparently they match you up with other people who have similar interests, so no one is eating alone.  I hope it isn't only sports they talk about.  John also mentioned the menu was kind of different... mostly steak and potatoes.  He said the meal didn't even come with a salad or mixed vegetables.  But he was really impressed with the piece of steak he received, one of the largest and most tender cuts he'd ever had.  Well this restaurant certainly sounds interesting.  Now what was the name of the place?  Meet & Spuds.  I think I'll give it a try tonight.

15 minutes later...

Well it wasn't too hard to find.  As I approached the place, I saw a number of people checking it out.  That's a good sign.  There seems to be mostly individuals going in, although I did see a few couples entering together.  As soon as I walked in the door I could see lots of people congregating around the bar.  There were a couple empty tables scattered about the restaurant.  A lovely young lady, the hostess, has just welcomed me to the restaurant and asked if I had been here before.  I say "No, first time."  She directs my attention to a huge TV screen on the wall to my right and explains that it is showing all of the different topics of conversation going on tonight.  

What seems to be popular... interesting, it isn't just all about sports.  There are quite a few tables with people talking about politics and a few more focused on the economy.  I was worried this would be just another sports bar.  She told me to think about what I'd like to engage in a conversation about, then see the social coordinator at the podium to reserve a seat at one of the tables.  As soon as they gather a full group of four, we will be seated.  In the meantime, I could grab a drink at the bar.  She said it typically takes 15-20 minutes for a table, depending on the topic and who walks in the door.  When I mention that I think I would like to talk about the economy, she notes there's one seat available at the next table being formed and that we could be seated in minutes.  So I go and put my name in and they hand me a beeper.

Five minutes later I am summoned and led to a table with three other gentlemen of various ages.  They appear to be well dressed, businessmen I'd guess from their attire.  After we are seated the waitress hands us a tablet (iPad), then proceeds to tell us they have wifi and we will see on the screen a number of  links to current news articles related to the economy, if we are interested.  Drinks are ordered and menus left for us to view.  I've never seen such a simple menu... just one page, except perhaps at one of those high end restaurants.  Let's see.  Five different cuts of steak, pot roast and corned beef... mashed, fried or baked potatoes... and gravy or au jus.  Well this is a simple choice.  T-Bone steak with mashed and gravy.  After introducing ourselves, the conversation easily turns to what is currently going on in the economy, unemployment, etc.  Before we know it the food has arrived.  The portion of steak is so big that it requires a plate of its own.  The potatoes and gravy are in a large bowl to the side.  It smells and looks so good, I am salivating.  I take the first bite and I am in heaven.

Has it been an hour already?  The conversation has been so in depth and interesting that I've lost track of time.  We order a last round of drinks, so we can continue our discussion.  A few times during the meal a segment being presented on the live feed on the big screen TV in our section of the restaurant caught our attention.  It was just audible, if we wanted to listen, and had closed caption, so it wasn't intrusive.  We also took advantage of the tablet and looked up a few facts to support our arguments.  In this environment, our conversation was just about guaranteed not to be superficial.  We are so full from our meals that dessert isn't even a consideration.  I noticed they don't offer a dessert menu.  No loss.  Who'd have room?

As we finish up, the waitress hands each of us our own checks, so there is no confusion over the bill.  The price feels right.  The quality of the food was excellent and the ambiance was like nothing I had experienced before.  I offer my business card to the other men as we are parting and thank them for a hearty conversation.  Perhaps we will cross paths again.  The others reciprocate the same.  What a wonderful experience this has been.  As I leave, I see they are open during lunch time as well.  Now I have an alternative to break up my day if I want.  You can bet I'll let others know of this place and be sure to thank John for telling me about it.

Meet & Spuds - Markets and Demand

My team's new business venture is Meet & Spuds.  It is first and foremost a restaurant.  And yet it is quite different from any other that you might frequent.  With a great focus on socialization and the bringing together of individuals to converse in a chat room style discussion, this restaurant has set itself apart from any who might consider themselves measurable competition.  Custom seating enables this company to do what no other can.  Add to that a simple menu of fine and generous cuts of beef with potatoes, no vegetables or salads, and we have a recipe for success.

We are aiming to satisfying two strong demands within a huge market of restaurant goers.  First, we are providing a quality meal of the items men are most interested in... meat and potatoes.  Because we forego the sides, which most men can and will do without, we can offer larger portions of the most desirable cuts of meat and at the same price.  Our product has value to the consumer we are targeting, because they are paying for only what they wish to consume.  Second, there are many single people who would like to eat out, but hate to eat alone.  It is not uncommon to find them at a fast-food joint, but rarely do you see them at full service restaurants.  How awkward is it to be eating by yourself at a table meant for four?  Meet & Spuds directly addresses this problem by seating individuals with others based on common desired topics of conversation or themes.  Groups of three to four are built on the spot as they enter the restaurant.  People will see availability of themes, such as Sports, Business or Politics and sub-themes, such as Pro Football, College Basketball, the Presidential Race.  They reserve a seat at a table that interests them and when there are enough people to fill the table, it is seated.  In Meet & Spuds, the expectation is that everyone is a stranger and soon-to-be dinner companion.  So no one will feel left out or awkward, because they are just like everyone else in the room.

In order to identify an addressable market, we must first define what market we fit into.  Meet & Spuds is a full service restaurant, whose fare would be comparable to that found in some fine dining establishments.  Yet the atmosphere of our establishment will equate more with a casual dining experience.  We are not attempting to compete with fast-food restaurants, for which there are many.  There's is a different market.  Location is critical to the success of this venture, as we have determined this to be in the center of Boston... in the vicinity of Downtown Crossing and Boylston Street towards the Prudential Center.  We are positioning ourselves in an area that attracts both single residents and those who commute in to work there.  In 2010 census, the population in Boston was 617,594, of which 200,000 are men between the ages of 18 and 65.  With roughly 33% of the population living in Boston currently married, we would suggest that there are at least 140,000 are single men.  Add to that the hundreds of thousands that come from the surrounding towns to work in Boston.  Even those who are married will still have the desire and need to eat during lunchtime hours.  Meet & Spuds can accommodate all.

So what are the realistic opportunities we have versus the competition?  If we are truly capable and proficient at serving high quality food in an environment that is also welcoming and inclusive, then we should have no trouble entering this market.  There are no shortages of customers in the area.  Visibility and accessibility should not be an issue for us.  People are always on the lookout for new and interesting places to eat.  We must win their hearts, first by winning their stomachs and engaging their minds.

We must start by targeting the businessmen who are located within a few blocks of our restaurant.  We are conveniently close by, which allows them to escape the office for lunch or easily get to after the day is done.  It is not out of their way or take any extra effort to get there.  It should be noted that although our menu and themes cater to men, women are more than welcome to come and join in the experience.  We welcome all who would like to gather with other individuals and participate in interesting conversations over a great meal.  Those who discover us will spread the news to their coworkers and friends.  Word of mouth marketing will spark interest, as will our website which will give our future patrons an image of what our unique dining experience will be like.  We only have one chance to impress and get it right... to over-deliver on the expectations of a demanding customer.

Can a company today survive on inbound marketing alone?

Having recently read about a company called HubSpot in a Harvard Business School article (HubSpot: Inbound Marketing and Web 2.0, dated January 2011) and their philosophies pertaining to marketing, the question arises as to whether or not companies need to continue their traditional forms of outbound marketing.  As direct mail, telemarketing, TV and radio advertising, and traditional advertising in newspapers, journals and magazines has become less effective and more costly, should marketing dollars continue to be spent this way?  Or, can firms refocus their attention and spending on methods that draw leads that will more likely translate into paying customers?

Through the utilization of whitepapers, blogs, webinars, eBooks, videos, podcasts, social media, etc., companies can provide the information customers are looking for in order to make educated buying decisions.  They can illuminate those who wish to know more in an intelligent manner, which in itself will be persuasive in getting someone to go beyond just looking and actually buying.  The concern is whether or not their potential customers are computer savvy enough to ask the right questions and look in the right places for answers.  Has the company properly set up their websites and electronic documentation in such as way as to be easily found through search engines, providing a direct pathway from customer to company?  As there is more and more competition on the web, will the company be crowded out and relegated to positions further down on the list of search results?

I don't believe that most companies could survive on inbound marketing alone.  They need to continue using outbound marketing, depending on the size of their target markets, as well as the uniqueness and value of their products or services.  If there is little differentiation between their product and that of the competition, and there are many of them out there, then they need to bombard potential consumers with reminders that they exist and why customers should consider buying from them.  Perhaps they need just enough advertising to direct customers to inquire for more information and now take advantage of the materials used for inbound marketing.  If nothing else, outbound marketing can concentrate on brand awareness.  It may be product specific or more general, if the company produces many different types of products.

A second purpose for outbound marketing is to show people solutions to problems, especially when the customers don't even know a problem exists.  If you didn't know you had a problem, then what would compel you to search the internet for a solution?  Here inbound marketing does not work at all.  Yet with a little information to get their attention, to make them aware, this potential customer will now have the motivation to consider something that previously would never have crossed their mind.  Consider the new Ford Focus that has active park assist for parallel parking.  Although many people may have difficulty parallel parking, how many would have thought there might actually be an affordable vehicle that would do it for them?  How many would have done an online search to look for such a solution?  With traditional advertising, Ford has just made an entire population aware of this innovative technology.  By the way, did you know it was launched in mid-2009?  Perhaps this was available only on their higher-end vehicles, but it was news to me this year with all of the advertising for the Ford Focus.  Now consumers know it exists and are more likely to search online to see if it is available on their preferred make of car and not just Fords.

Why Big Companies Can't Innovate

Maxwell Wessel, a member of the Forum for Growth and Innovation at Harvard Business School, provided a number of answers to this question, which I consider to be an accusation against big companies, in a series of blogs.  Actually, I would argue that the concepts presented would apply to any mature firm, both large and small.  Having worked for the same relatively small company for over 20 years, I can concur that they experienced many of these same problems in their attempts to innovate and the solutions recommended would make a difference going forward.

"Big companies are really bad at innovation because they're designed to be bad at innovation."  Mature companies are gauged by earnings or quarterly reports and are therefore focused on profit first.  Start-ups on the other hand are measured by how well they identify problems in the market and match solutions to them.  Having already identified customer problems and provided solutions to the market, more mature firms shift their attention towards efficient operation, making changes to both processes and organizational structure to accomplish this.  Over time they are redesigned to create operational efficiency, to "execute on the science of delivery", which is counter to the environment required for optimal innovation.  The focus is on manufacturing your product or service as economically and quickly as possible, minimizing cost.  What follows is product development that occurs in an operationally-efficient fashion.

Companies do not necessarily lack vision.  "The problem isn't the idea; the problem emerges from the relentless pursuit of incremental profit within mature organizations.  It's a pursuit that drives us towards incremental wins by leveraging underutilized assets."  They must recognize the limits of their organization as it exists today and "empower groups to function with very different goals and operational metrics."  Development teams cannot be forced to fit their potential solutions within the parameters of how business is conducted today, if they wish to create truly innovative and potentially disruptive products that will transform the business.

Mr. Wessel provided these four solutions to the problem:

1.) Create autonomous business units.  "The constant need to drive towards operational efficiency can be avoided through the creation of new organizations."  Negative influences that would come from within the parent company can be blunted, if a separate business unit has full authorization to develop and produce the creations they innovate.

2.) Incentivize for long-term viability.  "Leaders must make sure their innovators develop sustainability... and manage internal transfer pricing to ensure the development of viable business models."  This means that free access to manufacturing capacity, salespeople and marketing dollars, which may be in excess in the organization and underutilized at the moment, should be controlled and limited.  At the end of the day, the product or service must be able to support itself, with revenues covering its share of the costs of these resources.

3.) Test to learn.  "Systematically test your business model against the assumptions you're making... move from uncertainty to certainty using the fewest dollars and in the shortest period of time."  Encourage testing early and often to turn hypothesis about the market into proven results and gain supporting evidence for the product or service.  Negative results will help to quickly identify any fallacies in the business plan, which will allow for pivoting or termination of the project.

4.) Use your brain.  "Vision can be invaluable in forecasting where profits will flow if the world changes.  So when common sense and your Excel spreadsheets don't line up, use your brain."  Listen to your intuition.  Think.  Act.

Finally, Mr. Wessel recommends that companies pursue innovations, not half-heartedly, but with full commit, and not just to the idea.  My understanding is that means all the way through to realization of the product, if it is deemed viable.  I feel that if your company is going to go this route... to innovate, then it must have the backing and support of senior management, the full effort and resources required to determine if it can produce a solution that will be embraced by the market and bring profits to the company.  Anything less compromises the validity of the results and the direction taken as a consequence.

"Meet & Spuds" - Persona Pain-Gain Map

Meet & Spuds

For single men and for single ladies looking for a single guy, who have the desire for a juicy steak or pot roast and gravy, MEET & SPUDs is a restaurant that gives you what crave, just meat and potatoes... skip the veggies.  Unlike any other non-fast food restaurant, this restaurant caters only to the man.  We keep it simple.  No chicken, no fish.  WE'VE GOT BEEF.  Ladies are welcome and in fact invited to join in this casual setting.  Just meet at the door and join them for a meal that appeals to their heart and stomach.

Our target market is predominantly single adult men who are looking for a great place to eat that also guarantees they will not have to eat alone.  Here is a persona pain-gain map to describe the typical customer we are reaching out to.

We aim to satisfy the cravings of a hungry man, supplying only that which he truly desires at a price that is affordable.  The unique atmosphere provided at this restaurant is meant to ensure that all customers will have a dinner companion, whether they come with a group or more importantly when they come alone.  It is not intended to be a place to find a date, although that is always a possibility.  It is intended to be a haven where people can meet total strangers, man or woman, carry on a conversation and enjoy a great meal. 

Toyota's Secret: The A3 Report

The A3 is a tool used by Toyota managers to "share a deeper method of thinking", helping them to "mentor others in root-cause analysis and scientific thinking."  Management wants people to learn from one another and therefore encourages productive dialogue, bringing into line the interests of individuals and departments of the firm.  A3 management is a system based on building structured opportunities for people to learn from through plan-based trial and error.  It can be an iterative process, where multiple progressive A3s are prepared to offer a final solution to a problem.

The A3 serves to illustrate a problem, important factors impacting the situation, goals to achieve and plans how to accomplish them.  It can be most effective when it is presented visually, utilizing diagrams and graphs to tell the story.  The desire is to have all who view it reach an shared understanding.  Simplicity is key.

7 Stages/Steps:

(1) Background - establish the business context and importance of a specific problem or issue

(2) Current Conditions  - based on facts acquired from the place where the work takes place; it is here that the problem is defined as simply as possible

(3) Goals/Targets - identify the desired outcome

(4) Analysis - establish causality; identify the gap between the current state and the desired performance; find the root causes by examining the way the work is performed and asking why the problem occurs

(5) Propose Countermeasures - proposed actions to directly address existing conditions; these actions in solving one set of issues may create new problems requiring yet more countermeasures; multiple countermeasures are presented, not just a single solution

(6) Plan - prescribe an action plan for getting it done, including deliverables, timeline and who is responsible for each

(7) Follow-up - scheduled time to review changes made, to identify new problems, develop countermeasures and communicate improvements to the rest of the firm

According to John Shook,"the ultimate goal of A3s is not just to solve the problem at hand, but to make the process of problem solving transparent and teachable in a manner that creates an organization full of thinking, learning problem solvers."

Innovation: Drucker's 7 Sources of Innovative Opportunity

Sources Within the Business or Industry

1. Unexpected Successes or Failures

            Whether the unforeseen, unanticipated success or failure of a product or service happens within your own firm or that of your competitor, analysis of the situation provides an opportunity for learning.  Understand why was it successful, so you can build upon it or improve your own product offerings to be more competitive in the market.  If there was failure, why was it not accepted?  What was the consumer expecting or demanding that they did not receive?  What variation of this product would be desirable or what other market segment should be targeted instead?

2. Incongruities between reality as it actually is and reality as it is assumed

            We are talking about discrepancies between what is and what we think it ought to be.  This can be differences in perception between what the customer's expectations and value for the product is versus what the manufacturer of the product believes the customer's expectations are.  If suppliers in the marketplace fail to discern this difference, then the opportunity arises for a new entrant to the market to provide an alternative that narrows this disparity and becomes more attractive to the consumer.

            Example:  When our firm opened in 2003, management thought our customers would value delivery of products by our uniformed drivers.  We purchased a fleet of trucks, put logos on them and set up daily routes to service our 500 customers.  After operating 5 years in this manner, a significant downturn in sales forced us to re-evaluate our delivery service.  We started utilizing FEDEX and LTL carriers, then eliminating drivers and trucks in specific territories.  Not only did we find that our customers did not care at all who delivered their merchandise (zero value), but actually preferred receiving shipments via FEDEX, because it was almost always guaranteed to arrive before noon.  Many of our customers were always at the tail end of the delivery route, getting their product at 3 or 4pm.  The innovation in this case was a dramatic change in delivery method, which in the end saved the company money and provided our customers with better service.

3. Process Needs

            When looking at the process of how things are done, opportunities lie where there are ways of doing it better and the customer sees value.  This may include improvements to existing products or services, that make it easier for the consumer to use.  The streamlining of a process a consumer must go through to purchase your product, resulting in a more cost efficient procedure for the company and a happier customer, would be another example.

4. Changes in Industry and Market Structure that catches everyone unaware

            Changes in customer taste or preferences usually will prompt changes in the industry.  Whether or not these changes are long term or just a fad may not be known in the beginning.  Perceiving and understanding where customer demand is moving away from the norm and why will provide the opportunity to capitalize by introducing new products or services that meet this new or varied need, not yet discovered by the industry as a whole.

Sources Outside the Business or Industry

5. Changes in Demographics

            Evaluating existing demographics or shifts in the statistical data of a given population, whether based on age, sex, race, disposable income or education, can provide opportunities for innovation.  Over the years as more women have received higher education and entered the workforce, they now have more disposable income and more independence than in the past.  This increases the purchasing potential of this market, allowing for more products that are tailored specifically towards women and their preferences.

6. Changes in Perception, Mood or Meaning

            This refers to changes in how customers perceive a product or service.  This can be influenced by a combination of economics, a change in values, etc. 

            Example:  Before gas prices escalated to $4+/gallon in 2008, consumer demand for large SUVs was extremely high.  They valued such automobiles for their capacity to carry a family in luxury and safety.  They were spacious and powerful, capable of hauling boats and trailers.  Once gas prices rose above a certain level, consumers perception of this product changed drastically.  They were considered gas hogs and bad for the environment (not a concern before).  Certainly there were those on the cusp who could barely afford these vehicles and the significant increase in the cost of fuel made it financially impossible or impractical.  However, people who used to drive Hummers typically had more than enough disposable income to afford the increase.  Their image as a Hummer owner was tarnished by the change in perception of society as a whole, making it now less undesirable.  It no longer gave them stature, but rather shed a negative light on them.

7. New Knowledge, Scientific and Unscientific

            New discoveries in technology or the sciences can provide opportunities for innovation.  The question is how long it will take to develop this knowledge into a viable, marketable product.  What are the costs involved and do you have the capital or infrastructure to take advantage of the opportunity?

GOOGLE

When looking at a firm such as Google from the viewpoint of a user, I am first struck by the number of quality products and services they provide at no cost to the consumer.  One might expect that given the lack of fees, subscription or otherwise, you would be inundated with ads.  Yes, in every search ads will appear.  However they are unobtrusive in their placement and do not take away from the online experience, unlike some sites such as www.boston.com with its constant pop-up advertising.

The collaboration and communication tools have been extremely valuable in during my years at WPI.  Interestingly enough, until the need arose, I was unaware of these applications.  Despite using Google to search for information on the web, it took word of mouth to find out apps such as these existed.  Are there some shortcomings to Google Docs, especially related to formatting?  Yes.  However the functionality it brings and ease of use far outweigh this.  Gmail, Google's free email service, allows you to maintain up to 10Gb of emails and attachments.  Email and web hosting companies such as XO Communications charge a premium for space on their servers, yet Google offers it at no charge.

Below is a SWOT analysis of Google from my perspective.  I do not know the inner workings of this particular company, so I can only identify strengths and weaknesses as I perceive them.  My recommendations to counter threats or take advantage of opportunities may already be taking place, although I am unaware, or may not make sense to them in the scheme of things, given the internal knowledge they possess.

Although Google has become a staple in the internet experience, I believe that they could do a better job of marketing and educating the public of the other truly valuable products and services they offer.  Are they taking advantage of all revenue streams possible?  I am not so sure.