tigho is forcery, nyc, real estate, advertising, tech

This could be really cool. I use Dropbox extensively in my personal and professional life, in concert with GoogleApps, especially GoogleDocs and of course Gmail. I must say, though Google is getting fearfully large, I would love to collaboratively access files hosted on the cloud through my Google profile.

In the last couple of weeks, we’ve seen significantly more people reporting they’ve seen AdWords that allow advertisers to collect email addresses directly in the ad unit. Now Google has confirmed it has expanded the trial of the lead generation format to additional advertisers.

We’ve seen the format used by daily deal provider bloomspot, which also collected ZIP codes via the form, presumably to add subscribers to the appropriate city-specific deals newsletters. Email service providers like AWeber and Vertical Response also seem to be trying out the format. Previous versions of the test included the ability for users to request phone calls from marketers, as well.

A Google spokesperson sent a statement reading: “This ad format is still in testing phase, but our team is getting a lot of interest from advertisers and we’ve been slowly expanding the trial over recent months.  These ads help businesses gather new leads and enable users to easily get relevant information and ask for quotes.”

Indeed, the format seems designed for marketers peddling high-consideration goods or services, which often require significant nurturing and follow-up by a salesperson. On the consumer side, one could seem them being useful for car manufacturers and retailers, and business-to-business leads seem a natural use case

Get on a Southwest flight to anywhere, buy shoes from Zappos.com, pants from Nordstrom, groceries from Whole Foods, anything from Costco, a Starbucks espresso, or a Double-Double from In N' Out, and you'll get a taste of these brands’ vibrant cultures. 

Culture is a balanced blend of human psychology, attitudes, actions, and beliefs that combined create either pleasure or pain, serious momentum or miserable stagnation. A strong culture flourishes with a clear set of values and norms that actively guide the way a company operates. Employees are actively and passionately engaged in the business, operating from a sense of confidence and empowerment rather than navigating their days through miserably extensive procedures and mind-numbing bureaucracy. Performance-oriented cultures possess statistically better financial growth, with high employee involvement, strong internal communication, and an acceptance of a healthy level of risk-taking in order to achieve new levels of innovation. 

Misunderstood and mismanaged

Culture, like brand, is misunderstood and often discounted as a touchy-feely component of business that belongs to HR. It's not intangible or fluffy, it's not a vibe or the office décor. It's one of the most important drivers that has to be set or adjusted to push long-term, sustainable success. It's not good enough just to have an amazing product and a healthy bank balance. Long-term success is dependent on a culture that is nurtured and alive. Culture is the environment in which your strategy and your brand thrives or dies a slow death. 

Think about it like a nurturing habitat for success. Culture cannot be manufactured. It has to be genuinely nurtured by everyone from the CEO down. Ignoring the health of your culture is like letting aquarium water get dirty. 

If there's any doubt about the value of investing time in culture, there are significant benefits that come from a vibrant and alive culture: 

• Focus: Aligns the entire company towards achieving its vision, mission, and goals. 
• Motivation: Builds higher employee motivation and loyalty. 
• Connection: Builds team cohesiveness among the company’s various departments and divisions. 
• Cohesion: Builds consistency and encourages coordination and control within the company. 
• Spirit: Shapes employee behavior at work, enabling the organization to be more efficient and alive.

Mission accomplished

Corporate culture is a hot topic among businesses who want to attract the best talent, translate their values to their products and services, and show customers what they're all about. And it doesn't cost a thing:

»Culture Isn't Costly

»Box CEO Aaron Levie: To Create Something Exceptional, Do Sweat The Small Stuff

»3 Secrets To Recruiting Tech Talent In Tough Markets

»What Happened When UC Berkeley's B-School Cherry-Picked Students Who Personify Its Values

Think about the Marines: the few, the proud. They have a connected community that is second to none, and it comes from the early indoctrination of every member of the Corps and the clear communication of their purpose and value system. It is completely clear that they are privileged to be joining an elite community that is committed to improvising, adapting, and overcoming in the face of any adversity. The culture is so strong that it glues the community together and engenders a sense of pride that makes them unparalleled. The culture is what each Marine relies on in battle and in preparation. It is an amazing example of a living culture that drives pride and performance. It is important to step back and ask whether the purpose of your organization is clear and whether you have a compelling value system that is easy to understand. Mobilizing and energizing a culture is predicated on the organization clearly understanding the vision, mission, values, and goals. It's leadership’s responsibility to involve the entire organization, informing and inspiring them to live out the purpose the organization in the construct of the values.

Vibrant and healthy

Do you run into your culture every day? Does it inspire you, or smack you in the face and get in your way, slowing and wearing you down? Is it overpowering or does it inspire you to overcome challenges? It's important to understand what is driving your culture. Is it power and ego that people react to, and try to gain power, or a culture of encouragement and empowerment? Is it driven from top-down directives, or cross-department collaboration? To get a taste of your culture, all you have to do is sit in an executive meeting, the cafe or the lunch room, listen to the conversations, look at the way decisions are made and the way departments cooperate. Take time out and get a good read on the health of your culture.

Culture fuels brand

A vibrant culture provides a cooperative and collaborative environment for a brand to thrive in. Your brand is the single most important asset to differentiate you consistently over time, and it needs to be nurtured, evolved, and invigorated by the people entrusted to keep it true and alive. Without a functional and relevant culture, the money invested in research and development, product differentiation, marketing, and human resources is never maximized and often wasted because it's not fueled by a sustaining and functional culture. 

Look at Zappos, one of the fastest companies to reach $1 billion in recent years, fueled by an electric and eclectic culture, one that's inclusionary, encouraging, and empowering. It's well-documented, celebrated, and shared willingly with anyone who wants to learn from it. Compare that to American Apparel, the controversial and prolific fashion retailer with a well-documented and highly dysfunctional culture. Zappos is thriving and on its way to $2 billion, while American Apparel is mired in bankruptcy and controversy. Both companies are living out their missions--one is to create happiness, and the other is based on self-centered perversity. Authenticity and values always win.

Uncommon sense for a courageous and vibrant culture

It's easy to look at companies like Stonyfield Farms, Zappos, Google, Virgin, Whole Foods, or Southwest Airlines and admire them for their passionate, engaged, and active cultures that are on display for the world to see. Building a strong culture takes hard work and true commitment and, while not something you can tick off in boxes, here are some very basic building blocks to consider:

1. Dynamic and engaged leadership
   A vibrant culture is organic and evolving. It is fueled and inspired by leadership that is actively involved and informed about the realities of the business. They genuinely care about the company's role in the world and are passionately engaged. They are great communicators and motivators who set out a clearly communicated vision, mission, values, and goals and create an environment for them to come alive.

2. Living values
   It's one thing to have beliefs and values spelled out in a frame in the conference room. It's another thing to have genuine and memorable beliefs that are directional, alive and modeled throughout the organization daily. It's important that departments and individuals are motivated and measured against the way they model the values. And, if you want a values-driven culture, hire people using the values as a filter. If you want your company to embody the culture, empower people and ensure every department understands what's expected. Don't just list your company’s values in PowerPoints; bring them to life in people, products, spaces, at events, and in communication.

3. Responsibility and accountability
   Strong cultures empower their people, they recognize their talents, and give them a very clear role with responsibilities they're accountable for. It's amazing how basic this is, but how absent the principle is in many businesses.

4. Celebrate success and failure
   Most companies that run at speed often forget to celebrate their victories both big and small, and they rarely have time or the humility to acknowledge and learn from their failures. Celebrate both your victories and failures in your own unique way, but share them and share them often.

opensourceway/Flickr

A few days ago Google announced a new privacy policy: If you're signed into any Google service, the information that Google collects from you can be combined with information from every other Google service to build a gigantic profile of your activities and preferences. On Tuesday I wrote that I was pretty unhappy about this, and a lot of people wanted to know why. After all, Google says this new policy will mean a better computing experience for everyone:

Our recently launched personal search feature is a good example of the cool things Google can do when we combine information across products. Our search box now gives you great answers not just from the web, but your personal stuff too…But there's so much more that Google can do to help you by sharing more of your information with…well, you. We can make search better—figuring out what you really mean when you type in Apple, Jaguar or Pink. We can provide more relevant ads too. For example, it's January, but maybe you're not a gym person, so fitness ads aren't that useful to you. We can provide reminders that you're going to be late for a meeting based on your location, your calendar and an understanding of what the traffic is like that day.

So what's my problem? Easy. In that mass of good news, the real reason for Google's announcement was stuffed quietly into the middle: "We can provide more relevant ads too."

This is so obvious that no one even paid attention to it. Of course Google wants to target its ads better. That's where most of its revenue comes from. Yawn.

So again: What's my problem? Why do I care if Google serves up ads that are a little more suited to my tastes? The truth is that I don't. What I do care about, though, is the obvious corollary: Google's main purpose in life, as you'd expect from any big, public company, is making money. And the way they make money is by helping third parties sell you stuff. Here, then, is the nut of the thing, from the same blog post announcing the new privacy policy:

Finally, what we're not changing. We remain committed to data liberation, so if you want to take your information elsewhere you can. We don't sell your personal information, nor do we share it externally without your permission…

Do you find that reassuring? I decidedly don't. If Google can change its privacy policy today, it can change it tomorrow. And it will. No company is an unstoppable juggernaut forever, and Google is already showing signs of becoming an ordinary corporation that has to scrap for profits just like everyone else. This is what's motivating their policy change this week, and someday it's likely to motivate them to sell my personal information after all.

It won't be mandatory, of course. If I want to close my Google accounts, they'll let me. But if I use an Android smartphone—and this is plainly one of the primary targets of Google's new policy—that will be pretty hard. And after years of using Google products like Gmail and YouTube, it's not as easy as it sounds to simply export all your data and move to a new platform. In reality, very few people will do this. Google is counting on the fact that they'll grumble a bit, like I'm doing, and then get on with their lives.

And maybe I should too. That's certainly the primary advice I got after writing Tuesday's post. Perhaps, as David Brin has been telling us for years, traditional notions of privacy are going away whether we like it or not, so we might as well like it. Complaining about it won't do us any more good than complaining about the end of transatlantic ocean liners or old-time radio shows.

And yet…I'm just not there yet. It's bad enough that Google can build up a massive and—if we're honest, slightly scary—profile of my activities, but it will be a lot worse when Google and Facebook and Procter & Gamble all get together to merge these profiles into a single uber-database and then sell it off for a fee to anyone with a product to hawk. Or any government agency that thinks this kind of information might be pretty handy.

So that's why I'm unhappy. I don't believe for a second that Google's policy against selling personal information will last forever. Maybe I should just relax and accept that this is the direction the world is going, but for now I think I'll continue to fight it.