Plan To Succeed With Information Product Creation: Why You Need To Split Your Process Up

One of the keys to succeeding in information product creation is to break the process up into discrete steps. This frequently isn’t an instinctive reaction for the typical information marketer. Especially on the internet where small sized learning products are the norm.

However, it is extremely important to your ultimate success. In fact, I would go so far as to say that if you don’t do this you probably won’t succeed… even when you are starting out let alone as you move forward.

Your product creation system should do this for you if only to help you to understand the overall task.

But why?

In this article, I’m going to ignore chunking and focus on the practical aspects. That’s not to say that chunking isn’t important. It is. It’s important to understanding and to learning the process. But while you can use the same chunks as you move forward, long term your focus needs to be on the operation of the system not the understanding of it. Unless of course you are constantly training new people!

So why is chunking important to long term use of the product creation process? (Yes, I know systems design uses a different term for this process but I’m not teaching you systems design. So I’m going to use the word learning content designers use.)

The first reason that having individual discrete tasks is important is one of schedule estimation. Frequently it is very difficult to estimate how long the total task of creating a product will take. After all, the size and type of the products matters as does the number of products in your product funnel. And those are just the most obvious elements. However, estimating a discrete task is often much easier. The total can then be estimated as the total of the discrete tasks.

Secondly, scheduling a large task can be problematic. However, by segmenting the task into a number of discrete tasks, you gain a much greater flexibility in scheduling. Not only that but as your business begins to add people you are able to schedule multiple people to the product creation.

Finally, segmenting a large task into smaller discrete tasks allows you to have much better control over the product creation. This affects two different areas — status and quality.

By segmenting your process into discrete tasks you are able to schedule and record the progress at much more detailed level. As a result you are more in control of the status of the product creation. You know what everyone is doing. When they should complete it. And how much it should cost. You also know exactly what has been done.

You also improve your overall quality. Instead of waiting until everything is done you can check quality as you go. This allows you to immediate react to low quality products without absorbing their costs. This means that you have less rework and your rework costs less. And if the product is not going to meet its quality requirement you will know about it in time to stop the development, change the requirement or fix the product.

Sources of Friction: Why Investment Expertise Often Fails to Help You and What You Can Do About It

Most of the time when I talk to people about the investment industry I get the distinct sense that they would rather talk about almost anything else. While there are certainly many potential causes for such an understated response, I also don’t get the sense that an overwhelming degree of satisfaction is usually one of them. Rather, there seems to be a persistent state of frustration lurking under the surface that occasionally reveals itself in comments like, “I’d like to be able to get more confident with my investing”, and, “Do you ever get to talk to the person managing the money?”

To the extent that lurking frustration exists, it is not for lack of investment expertise. Not only are there thousands upon thousands of investment professionals, but there are also terrific credential programs like the CFA and the CFP, a substantial and diverse active management industry that has a business model predicated on developing proprietary insights, and research that suggests it works. For example, the study “Best Ideas” [Cohen, Polk, and Silli, 2010] shows that the typical active money manager actually does outperform with his/her best ideas (the problem is that most portfolios also contain a lot of other ideas which aren’t nearly as good).

So why do investors continue to be frustrated when all of this expertise is available? The answer, in a word, is friction.

Sources of friction

Just like the progress of any vehicle is slowed down by the friction created by its contact with the road, so too is the efficient transfer of investment expertise constrained by a variety of structural sources of “friction” in the industry.

One important source of investment friction is the tendency of many firms to focus more on the business of investment management than on the profession of investing. Because the universe of significant investment opportunities is limited in a competitive environment, managers must settle for progressively less attractive alternatives as a fund grows larger — and this dilutes performance. The conflict of interest between an investment manager’s desire to grow assets (and therefore business profits) and an investor’s desire for a smaller fund focused exclusively on best ideas is one way in which investment expertise often fails to benefit clients.

A second source of friction is essentially a corollary of the first: Many firms fail to focus on the types of activities that are closely associated with generating superior investment returns. For example, many firms persist in charging high fees for investment services despite widespread evidence that high fees detract from returns. Many run portfolios that look very similar to their benchmarks rather than concentrating on best ideas (i.e., high active share). Many react (and overreact) to short-term results for which there is very little information content (i.e., low signal to noise ratio). Each of these types of activities is a well-known structural impediment to good investment performance and each is the result of a choice, a tradeoff, made by an organization’s leaders. While it is unfortunate such impediments exist, they are absolutely avoidable.

A third source of friction is over-specialization. When an environment remains stable for a long period of time the most successful entities are those that focus on a very narrow area of expertise. Examples include narrowly defined functional silos such as industry-specific analyst coverage and very narrowly defined investment mandates. In such an environment, flexible business approaches and policies to insure against large losses represent unnecessary opportunity costs. In a more tumultuous environment, however, the costs of focusing too narrowly can be debilitating and sometimes even deadly. It’s fine to pack only swim suits and t-shirts for the beach as long as the weather stays nice. If it gets cold and rainy, you’ll wish you had better choices.

What you can do

While various sources of friction often prevent investors from deriving as much benefit as they might from the industry, the good news is that they also provide a clear target for improvement. If you want things to run more smoothly and efficiently, just reduce or eliminate the sources of friction. For investment firms this is simply a matter of making policy choices — of choosing to focus, on the margin, more on the exercise of investing than on the business of investment management. For investors, this is just a matter of identifying the firms that are not only willing to accept, but to actually encourage, making the tradeoffs that benefit investment results.

Another way for investors to derive more benefit from the investment services industry is to find better user interfaces. Steve Jobs revolutionized the computer industry by developing a graphical user interface (GUI) that made it much easier for normal people to interact with computers. The same needs to be done with investment firms. While a great deal of investment expertise does exist, only a small subset of that resides with organizations that have cultures truly oriented to helping people. Without such a culture, the path of least resistance is for that expertise to first benefit investment firms and their employees.

The investment services industry is interesting as a case study because it defies so many well established norms in other industries. Exceptionally few businesses in a competitive environment can afford to persist with processes and behaviors that impede performance and client satisfaction. If you went to a nice restaurant and ordered an expensive meal and the waiter came out and just threw it down in front of you without explanation and walked away, you would probably be miffed and might consider never coming back. Oddly, the same behavior happens with investment firms all the time — except in these cases investors tend to resign themselves to accepting such treatment. You can do better, but you will almost certainly need to look for new approaches that avoid old, and predictable, sources of friction.

Computer Home Based Business – Do You Have What it Takes to Succeed Online?

If someone were to ask you, what do you think the most valuable attribute in attaining success in a computer home based business is, what would you say? Perhaps knowledge? Desire? The Dream?… Well yes these things are also important but they would be completely useless without one thing. PERSISTENCE!Persistence is the biggest obstacle any one faces when trying to start an internet business. YOU WILL get fed up at times and want to quit. It’s part of the game. The question is though, are you really just going to give up? Ask any successful entrepreneur and they’ll most likely tell you the same thing. What really got them to where they are now is the fact that they didn’t stop, EVER. They may have fallen flat on their face and slowed to an almost motionless crawl but the forward motion never subsided. This is the kind of persistence you need to have if you hope to succeed in a computer home based business.You see talent and brains can only do so much for you and your computer home based business. You can know what to do and how to do it well, but if you don’t do it consistently than your business will never succeed. Someone who knows absolutely nothing and totally sucks at all of the skills necessary to run a computer home based business but puts in a conscious daily effort will far outdo anyone with brains and/or talent. Why? Because they have persistence!Let me tell you now, you are most likely going to suck at this computer home based business thing at first. Now listen closely… SO WHAT! You witness the glamorous lives of professional athletes and successful business men, but what you don’t see is the years of blood, sweat, and tears that went into their success. Yes, YEARS OF PERSISTENCE.Bumps and roadblocks are inevitable in a computer home based business and in all of life for that matter. Some obstacles you’ll breeze right through, some are going to need a little more persistence. Just remember, there is no better time than now. So stop procrastinating, get out there, and start building your computer home based business empire! Persistently;)