This thread outlines the books that have been influential in my work. The books frequently diverge outside of my profession, and that's a good thing.
This book is one of my favorites, from Super Bowl winning head coach Bill Walsh. He outlines every detail about running a football team, and no detail is too small. Everything he talks about applies to running a department, or a business. Image
This book is about the invention of an offensive system that is the polar opposite of what Bill Walsh created. It shows that there are many ways to be successful ... the roots of the system described here are run all across college (Mike Leach, Mississippi State, for instance). Image
In old-school catalog marketing, Don Libey perfected the concept of "RFM" (still used by folks today). This is the business version of the "West Coast Offense". Image
RFM and the analytics Mr. Libey created have their roots in a statistical methodology known as "Correspondence Analysis" ... though I'm confident Mr. Libey had no idea he was borrowing from this discipline. Image
RFM analysis leads to the requirement that you test different ideas ... A/B tests are common and popular in modern e-commerce. Those concepts were perfected nearly a hundred years earlier by Snedecor & Cochrane. This text is very old ... found it at a book sale at Iowa State. Image
You eventually learn that business is like nature ... things evolve and change. Predator/Prey models, interactions, chaos theory. All covered in my all-time favorite book. Image
Of course, you can only get so far by studying math. Eventually you have to understand people to be successful. What could possibly be better than studying the Peanuts comic strip to understand people? Image
Reading the comic strips is one thing. Reading how others interpret the comic strips is interesting as well. I read this whole book while sitting on a sunny beach in Kauai. Image
You can learn a lot about humans by playing poker. You have human behavior, bluffing (lying), and the chaos of probabilities that lead to unpredictable outcomes. This book is a recent gem. Image
Forty-five years ago, my love of statistics was born out of this book, which I still own. Image
If you like statistics and you like how business evolves, then you'll enjoy this book about the demography of industries. You're seeing the concepts in this book applied in real time today (Shopify vs. Amazon). Image
And finally, collaboration in the music industry applies directly to how retail is currently evolving, as well as how e-commerce is evolving. The story of "Yacht Rock" ... of Loggins & McDonald and their influence on music from 1976-1984 ... applies e-commerce today. Image
There are other books as well, but I have them on my Kindle.

The Book of Basketball by Bill Simmons.

Sprawlball by Kirk Goldsberry.

Iterating Grace by Anonymous (an all-time classic).

Swing Your Sword by Mike Leach.

The Only Rule is it Has to Work (Lindbergh & Miller).
Poking a Dead Frog by Mike Sacks.

The Art of Smart Football by Chris B. Brown.

The Essential Smart Football by Chris B. Brown.

God is Disappointed in You by Mark Russell
You undoubtedly have a dozen books or two-dozen books that you enjoy. Those books likely shaped your view of business. Think a bit this week about how those books interacted with each other to change how you do your work.

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More from @minethatdata

25 Nov
1 - Story time.

I read a tweet-storm tonight where the author suggested that Leadership isn't centralized but is instead local, and that a centralized group can offer support but otherwise should stand down and let localized Leaders perform.

There is much truth to this.
2 - I'll take you back to 1998 at Eddie Bauer ... that's 22 whopping years ago. My goodness.

I was moved into a Director of Circulation/Analytics role, which in the old days would have been similar to a VP of E-Commerce role today.
3 - But because of red tape at Eddie Bauer, I was essentially responsible for the profit and loss statement of the catalog/e-commerce division AND I reported to a DVP who reported to an SVP who reported to an EVP who reported to the CEO.
Read 18 tweets
23 Nov
Because as we go through the next four months (Winter) we're going to have a whole bunch of situations where there is no help from the Federal Govt. while local Govt. shuts down / restricts the in-store experience.
This is going to lead to changes in retail that will impact the next decade.

Some people will take "retail risks". Many will eschew innovation in the in-store environment altogether ... not worth the risk.

Some will be desperate and will take on disproportionate risk.
And we can't predict any of it.

The next 5-10 years are a combination of assessing risk coupled with trust ... who will we be able to trust in creating a great in-store environment.

Government? Unlikely.

Landlords? Maybe.

Vendors? Quite possibly.

Customers? Some of 'em.
Read 5 tweets
22 Nov
You can block somebody, that just makes the enemy really angry.

You can mute somebody. Then the enemy just screams into the void.
I spent years dealing with nasty folks who clearly didn't understand business ... they're welcome to their opinions, they aren't welcome to beat my brains in. The last few years has been much more peaceful after using the mute button on these angry individuals.
You can disagree reasonably, but you really need to bring facts and not talking points to the disagreement. If you bring facts, I don't mute you. If you bring talking points and keep being nasty, mute.

Do your own research on actual customer transactions. It helps your case.
Read 7 tweets
20 Nov
1 - Let's address this, because trust means something different to everybody, and nobody's viewpoint is wrong.
2 - I have a client who literally does the opposite of what I tell them, on purpose and has done so since 2014. They completely trust me, even when I rail on them three times a year. It makes no sense to me whatsoever. I've never seen anything like it. They trust me.
3 - I have a client who never acknowledges my work. I send them my work and I never hear a thing from them, positive or negative. But they keep hiring me.
Read 5 tweets
20 Nov
1 - When you are scoping out a project as an Independent Consultant, you have a decision to make ...

... do you open up the scope?

... or do you lock down and greatly limit the scope?
2 - This is not an easy decision, and quite honestly, the fate of your project depends upon the decision you make.
3 - Most vendors / competitors tend to lock the project down. In exchange for $40,000, the vendor / competitor will do "x" and "y" and "z" and that is all.
Read 10 tweets
20 Nov
1 - If you are an Independent Consultant, your time is as important as earning a living.

Odds are you don't offer a software solution that "scales" ... so all you have is your brilliance and "x" hours a week.

Therefore, managing your time ... that's really important.
2 - There are several types of prospective clients. Most you don't want to work with.

Who do you want to work with? Somebody who is a "fan" and believes in what you are selling. They've been with you for a long time and they believe in you.
3 - Then there are a whole bunch of prospective clients who are "in the middle" ... not good, not bad. But they are generally time wasters.
Read 12 tweets

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