marshallkirkpatrick / Marshall Kirkpatrick

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  1. Gillmor Gang 09.30.17: The Black Album

    The Gillmor Gang — Doc Searls, Denis Pombriant, David Weinberger, Frank Radice, and Steve Gillmor. Recorded live Saturday, September 30, 2017. Topics: Cluetrain meets Blockchain, Twitter and the death of brevity, Who are the arbiters of true and fake.

    G3: Algorithm and Blues — Francine Hardaway, Elisa Camahort Page, Mary Hodder, Kristie Wells, and Tina Chase Gillmor. Recorded live Friday, September 29, 2017. Topics: Social media, Facebook and the Russians, bad algorithms, the human element.

    @stevegillmor, @dsearls, @dweinberger, @fradice, @DenisPombriant

    Produced and directed by Tina Chase Gillmor @tinagillmor

    —Huffduffed by marshallkirkpatrick

  2. Strategy Leadership & the Soul

    This moving video, based on the book "Strategy, Leadership & the Soul" by Jennifer Sertl of Agility 3R and her co-author Koby Huberman, will inspire you to think about how you operate in business today and how you ought to operate ongoing. The world of business is changing and this video can be the start of your moving into a new understanding of business.

    Original video:
    Downloaded by on Mon, 02 Oct 2017 16:01:05 GMT Available for 30 days after download

    —Huffduffed by marshallkirkpatrick

  3. Marketing Garage: TopBots CMO Sees Opportunities to Thrive With AI

    By determining what’s reality and what’s not, marketers can learn how to apply AI to their businesses to see huge results.

    —Huffduffed by marshallkirkpatrick

  4. AI & Machine Learning - Innovation, Entrepreneurship, and Startups - MIT Digital 2017

    Where are the opportunities with AI moving forward? What markets and segments are tech entrepreneurs going after right now and why? Are there unique challenges for startups in this space? Is AI and ML just a speculative bubble?

    Speakers: Albert Wenger, Union Square Ventures (Keynote Speaker) Fiona Murray, MIT (Panel Moderator) Cynthia Breazeal, MIT Stephane Kasriel, Upwork Alex “Sandy” Pentland, MIT IDE Daniela Rus, MIT

    Original video:
    Downloaded by on Wed, 16 Aug 2017 07:37:38 GMT Available for 30 days after download

    —Huffduffed by marshallkirkpatrick

  5. Roelof Pieters - AI assisted creativity

    Description A new wave of creative applications of AI has arrived, making science fiction authors struggle to keep up with reality. Recent advances in Deep Learning, especially generative models, make it possible to generate text, audio, speech, and images. There’s a wonderfully trippy world of neural nets "going wild" out there, which you, the python enthusiastic, can be part of…

    Abstract A new wave of creative applications of AI has arrived, making science fiction authors struggle to keep up with reality. Recent advances in Deep Learning, especially generative models, make it possible to generate text, audio, speech, and images. There’s a wonderfully trippy world of neural nets "going wild" out there, with AI choreographed dancing moves, freestyle raps, impressionist paintings, and Trump impersonating bots. Such "bots" and experiments are but one novel use of this kind of "Creative AI". Taking a more human-centered approach, allowing for control and agency, has the potential to turn these content-generating neural nets, into tools for creative use and explorations of human-machine interaction, where the main theorem is "augmentation, not automation". The talk will particularly focus on "generative" models, and show the python fanatic how to make your move with these particular forms of Deep…

    Original video:
    Downloaded by on Thu, 10 Aug 2017 02:44:30 GMT Available for 30 days after download

    —Huffduffed by marshallkirkpatrick

  6. Google’s Customer Experience Leadership, With Catherine Courage - CB59 - Customer Bliss

    Episode Overview

    Catherine Courage is currently the VP of Ads and Commerce User Experience at Google, where she’s been since October 2016. This is his third time around in a tech customer experience role, previously having held similar jobs at DocuSign and Citrix. I’ve known her for several years and I thought she’d be a great guest because of the tech space background, the multiple times experiencing the role, and her overall understanding of products, experience, and how to navigate silos. She didn’t disappoint.

    About Catherine

    Catherine is committed to delivering world-class products and services that drive customer adoption, loyalty and business results. She advocates a design-thinking approach, which focuses on customer empathy, experimentation, design, and innovation. Her experience spans brand, web, product design, information experience, and business process reinvention.

    Catherine co-authored the book “Understanding Your Users,” and is an active writer and speaker on customer empathy, innovation and design. Catherine has been featured in Harvard Business Review, The Wall Street Journal, Fast Company, and TEDx. She has twice been selected by the Silicon Valley Business Journal – in 2011 as one of Silicon Valley’s “40 Under 40” young tech leaders, and in 2013 as one of Silicon Valley’s 100 Most Influential Women. Also in 2013, Catherine made Forbes list of “Top 10 Rising Stars at The Worlds Most Innovative Companies.” In 2014, the National Diversity Council named her one of the Top 50 Most Powerful Women in Technology.

    Don’t necessarily just pitch the role

    If you’re interested in a specific place (or even a role), you need to earn the right to do the work. So look at the ecosystem around their product and experience and pitch how to improve that. The role will follow. Remember: people want to know how you’re going to drive results, as opposed to what role you want/deserve.

    How did she move to Google, and what does she do there?

    The Google role allowed her two major advantages:

    She could understand a full ecosystem of experiences.

    The Ad/commerce space is a major revenue driver at Google, so it was close to a ‘power core’ there and allowed her to work with sales as well.

    Once she got there, she realized there was a ton of interaction with different departments all over Google, in large part because of the primacy of that area as regards revenue.

    Her initial steps at Google

    She began with a three-step process:

    What is important to the company? How do individual incentives work? Is there a five-year plan?

    How can internal and external empathy be developed in terms of employees and customers?

    Setting priorities — for the business as a whole, and “going where there’s suction,” meaning teams/people who want to change things and be seen as successful in the business.

    I liked the “suction” term because I’ve always told clients “Don’t be a beggar,” and I think that’s crucial — especially in companies where the CCO role might be a brand new concept. (That’s not the case at Google, but often is the case.)

    Communication and storytelling

    Catherine has a background in psychology, and often speaks of the importance of communication and storytelling. One great story she tells in this podcast is the whole idea of email or posting. Oftentimes, people think “Oh, I sent this email or posted this update. I communicated.” In fact, they didn’t. They just sent something out. It might not be received at all. To communicate better, you often need to understand storytelling and what will resonate with people.

    This helps with silos too, of course. Most of work is heavily execution-focused, especially at big, billion-dollar, scaled companies (like Google). Priority and context can fall through the cracks within communication unless there’s a degree of storytelling.

    Catherine also talks a lot about impact and influence, which is mostly about engaging stakeholders — but more importantly, knowing what matters to your stakeholders so that the stories you use are concepts they’ll actually listen to.

    In her managerial training (with managers that report into her), they often discuss the arc of stories and how to tell stories successfully. This is actually somewhat rare in high-revenue B2B spaces (as Google Ads can be), because oftentimes the focus there shifts to “Well, we’re driving a lot of revenue, so why should we care about something like the arc of stories?”

    300+ people were inherited by Catherine at Google

    The breakdown is:

    Visual designers

    Interaction designers


    Front-end coding


    Writers/content creators

    Program managers

    Those are the biggest chunks. She doesn’t have 300 direct reports, no. There are managers within these roles that ultimately report up to Catherine.

    One of the best parts about Google for her is an experienced set of peers running other product groups, which reduces the “loneliness at the top” feeling you can have around CX at some other orgs.

    How has she been/will she define success?

    At the time of this taping, she had been at Google about nine months.

    Q1 was primarily about learning as much as she could.

    Q2-Q3 have been about understanding the publisher/advertiser landscape (crucial in ads) and determining which teams under her are “role model” teams.

    Finding those role model teams can help her scale what “success” looks like for anyone in the 300+ who report up to her.

    In terms of setting incentives, Google has an internal set of objectives — and Catherine has tried to make sure there are shared objectives between her team and the stakeholders of the various teams under her. Ultimately a lot of this comes back to (a) revenue and (b) system performance; the incentives tend to be around those spaces. Some include:

    Customer satisfaction

    How quickly people on-board


    Customer retention

    SERP (search result pages) change constantly at Google. Tons of testing/analysis. Some of that work comes from her shop, so every day when you Google something, Catherine has a hand in that.

    The Pay It Forward Question

    What do you know NOW that you wish you knew THEN?

    Understand your journey: Her transition from Salesforce (a small company where people were growing together) to Citrix (a 20-year company with no focus on experience at that point) is a good example here. You need to understand your journey, where you’re at, and how the transitions are going to be challenging. At Citrix, she was tasked with driving culture change, for example — but people didn’t know who she was, why she was there, etc. Some were threatened. Your career arc is a journey, and understanding it and the various roles you serve is crucial. It will also give you a deeper appreciation for company culture, which — until you think about things this way — can often seem like a fluffy term.

    Ask for help: It’s OK and doesn’t make you weaker. Paradoxically to some, it makes you stronger.

    The C-Suite won’t unite organically: You need to drive that, especially around vocabulary and incentives.

    WHERE TO FIND THIS PODCASTIf you’ve been getting value from this podcast, please help more people find it by leaving a brief review on iTunes, here’s how.

    [data-tve-custom-colour="92687588"]:hover { border-color: rgb(9, 103, 135) !important; background-image: linear-gradient(rgb(151, 185, 216) 0%, rgb(151, 185, 216) 100%) !important; }[data-tve-custom-colour="92687588"] { border-color: rgb(9, 103, 135) !important; color: rgb(242, 242, 242) !important; text-shadow: rgba(1, 1, 1, 0.2) 0px 1px 0px !important; box-shadow: transparent 0px 3px 3px 1px !important; background-image: linear-gradient(rgb(117, 145, 166) 0%, rgb(117, 145, 166) 100%) !important; }From the Amazon #1 New Release in Customer RelationsChief Customer Officer 2.0Download the 5 customer leadership competenciesA proven framework to build your customer-driven growth engine.

    Additional Reading:

    Structuring the CCO Role and Team

    Know Your Lost Customers – the Volume, Value and Reasons Why

    Do You Consider Your Customers an Asset or a Cost Center?

    Are Your Customers Slipping into Customer Quicksand?

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    —Huffduffed by marshallkirkpatrick

  7. Developing a New CCO Organization For Dell - During Their Merger With EMC, with Karen Quintos - CB37 - Customer Bliss

    Episode Overview

    Karen Quintos is the EVP and CCO of Dell Technologies, which came about as the result of Dell and EMC merging, which created the world’s largest privately-held tech company. Karen is a great leader, but I also thought this conversation was interesting because of the merger aspect, the tech industry aspect, and the privately-held aspects. Mergers can be common, but not at this size — and most CCOs probably don’t operate under a merger in their career, via sheer numbers. Karen’s perspectives on all this throughout the interview are very interesting.

    About Karen

    From her LinkedIn:

    Karen Quintos is Dell’s Chief Customer Officer (CCO), leading a global organization devoted to customer advocacy. Under Karen’s leadership, the CCO organization defines and develops Dell’s customer experience strategy and programs to maximize customer satisfaction, acquisition, retention and profitability. Karen is also responsible for Dell’s strategy and programs for Corporate Social Responsibility, Diversity & Inclusion and Entrepreneurship — business imperatives she is passionate about. Previously at Dell, Karen served as Chief Marketing Officer and also held senior roles within services, support and supply chain management. Karen joined Dell in 2000 from Citigroup, where she was vice president of Global Operations and Technology. Prior to this, Karen spent 12 years with Merck in marketing, operations and supply chain leadership. She earned a master’s degree in marketing and international business from New York University, and a Bachelor of Science in supply chain management from Pennsylvania State University. Karen is on the board of Lennox International and Susan G. Komen for the Cure. She is also on the board of Penn State’s Smeal College of Business, and a 2014 recipient of its highest honor, the Distinguished Alumni Award.  Karen resides in Austin, Texas, with her husband and three children.

    The Four Major Steps

    In the new capacity, Karen had four major focal points:

    Define the role of the CCO

    ID priorities and create focus areas

    Engage the leadership team

    Evaluate and give herself feedback

    Define The Role Of The CCO

    This is the first part of our discussion. Here, we speak a lot about the types of research you have to do when you elevate to a role like this, especially at a merged company of this size. Some of her first actions included:

    Speaking with thought leaders (Karen and I did a working session together with her team last fall, too!)

    Road shows where she spoke with anyone who interacts with clients

    As many client conversations as possible

    Bring in data — but be sure to target the data, and not just collect everything (which can confuse people)

    Identify Priorities

    This is a real problem for companies, especially as they get bigger. Karen and her team identified 10 priorities, which were subsequently grouped into three focus areas. Those were:

    Design solutions to deliver high-value to, and earn advocacy from, the key customer segments of Dell Technologies

    Build out and continue to enable customer analytics and insights; the goal here was both being able to understand customers but also to use the analytics gleaned for top-quality service

    Expand corporate responsibility, giving, and entrepreneurship. How can Dell Technologies partner with customers on not just revenue plays, but higher-purpose missions?

    Now we have the role defined and priorities set. It’s time to engage the leadership team.

    Engaging The Leadership Team

    Karen needed buy-in on the 10 priorities grouped into the three focus areas above. She knew that a lot of executive-level discussions would be anecdotal, but wanted to have a quantitative/qualitative basis on top of that. That’s where the big data/analytics side came in. She had numbers, but also stories/anecdotes, and was able to get the 10 priorities and focus areas approved. This, in turn, became the initial customer experience road map.

    Now, she meets with the rest of the leadership team bimonthly. The goal is to have conversations and engage around the priorities, including seeing if anyone has questions, etc.

    One big thing we discussed here is the idea of “culture work.” It needs to be easy for other people in the organization (individuals or departments) to (a) understand what you’re doing but (b) be able to reach out. Karen wants to make sure her team isn’t silo’ed and can work with other teams, other executives, and front-line management. It’s not just about specific CX metrics. It’s about what the company needs and how CX fits into that.

    Feedback Loops

    Karen evaluates constantly. Since she’s been in the role, for example, she has three key “wins” in her opinion:

    Metric improvements

    The thrill of creating a new organization

    Bringing together the organization under this new mission

    She also sees three major areas for improvement:

    Considerable amount of time is required to communicate goals and priorities; can this be streamlined?

    Constantly trying to define out the new organization

    The amount of effort at correcting immediately, early-on opinions

    As we’ve all faced, many of the challenges come from communication issues. Those are always very hard to fully tackle.

    The Pay It Forward Question

    What does Karen know now that she wishes she knew then?

    Unite the surveys

    Unite the data fields

    Unite the way data is captured and reported

    A one-company view of rich customer data is extremely powerful!

    The external customer is crucial, of course, but if you don’t focus on the internal organization, you will encounter hiccups

    Communication is absolutely crucial and essential to everything a company, and the individuals within it, are trying to do

    At the very end of the interview (if you want to scroll forward), we talk a bit more about the Dell-EMC merger too.

    From the Amazon #1 New Release in Customer RelationsChief Customer Officer 2.0Download the 5 customer leadership competenciesA proven framework to build your customer-driven growth engine.

    Additional Reading:

    6 Conditions for Considering a Chief Customer Officer

    The Customer Centricity Reality Check Audit

    3 CCO Tools to Reduce Dueling Silos

    Rate Your Customer Experience Progress: Why Customer Efforts Fail – Signs to Look For and Avoi…

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    —Huffduffed by marshallkirkpatrick

  8. Smash fear, learn anything | Tim Ferriss

    From the EG conference: Productivity guru Tim Ferriss’ fun, encouraging anecdotes show how one simple question — "What’s the worst that could happen?" — is all you need to learn to do anything.

    The TED Talks channel features the best talks and performances from the TED Conference, where the world’s leading thinkers and doers give the talk of their lives in 18 minutes (or less). Look for talks on Technology, Entertainment and Design — plus science, business, global issues, the arts and more.

    Follow TED on Twitter: Like TED on Facebook:

    Subscribe to our channel:

    Original video:
    Downloaded by on Sat, 05 Aug 2017 21:49:45 GMT Available for 30 days after download


    Tagged with tim ferriss

    —Huffduffed by marshallkirkpatrick

  9. Getting in control and creating space | David Allen | TEDxAmsterdam 2014 For more than 20 years, David Allen has been a management consultant and executive coach. Allen’s first book Getting Things Done: The Art of Stress-Free Productivity, published in 2001, became a National Bestseller. Allen has been called a personal productivity guru whose work has been featured in Fast Company, Fortune, the Los Angeles Times, The New York Times, The Wall Street Journal, and other publications.

    Produced by: Camera by: Catch up on more TEDxAmsterdam videos by subscribing to our YouTube channel: Follow us on Twitter for updates: Read all about speakers, Ideas Worth Doing and behind the scenes reports on

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    Downloaded by on Sat, 05 Aug 2017 21:55:25 GMT Available for 30 days after download


    Tagged with david allen

    —Huffduffed by marshallkirkpatrick

  10. Show 197 - Cisco Nexus Updates with Ron Fuller - Sponsored - Packet Pushers Podcast

    Ron Fuller chats with Greg Ferro & Ethan Banks about the latest updates to the hardware & software in the ever-growing Cisco Nexus product line.

    —Huffduffed by marshallkirkpatrick

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