Drone Delivery Coming to the EU … We Promise!

Amazon's drone delivery service, Prime Air, is expanding to the UK and Italy by the end of 2024. The service has already been successful in the US, and it plans to use existing distribution centers, eliminating the need for special drone hubs. The new MK30 drone can withstand various weather conditions and carry packages up to 5 pounds, promising deliveries in under an hour. It also features advanced obstacle-detection technology and reduced noise levels.

This expansion by Amazon reflects a global trend in drone delivery services, with companies like Walmart, Alphabet (Google's parent company), and Zipline also making strides in the industry. In Europe, Sweden has been at the forefront of technological and regulatory advancements in drone delivery, with startups like Aerit gaining operational permission for trials.

There have been experiments with medical drones, such as delivering medicine and equipment, which can be particularly valuable in emergencies when ground traffic is congested. Despite the promise of drone delivery, it still faces challenges related to public acceptance and safety concerns.

Read more here: https://innovationorigins.com/en/drone-package-delivery-coming-to-the-eu-next-year/

Fixing Broken Projects - Someone's Perspective

Poor communication lead to lack of alignment, misunderstandings and delayed deliveries. In fact, this pain is measurable: 30% of failed projects in IT organizations are failing because of poor communications according to the 2017 Pulse of the Profession at PMI.

https://medium.com/fusion-accelerator/precision-communication-a1a5b8b24293

Recent Advice to a Client — Case Study

In the dynamic landscape of business, opportunities often arise unexpectedly, presenting the chance to embark on transformative journeys. This case study delves into the strategic crossroads faced by a small but promising business in the IT services industry. With an annual revenue of $5,000,000, this entrepreneurial venture recognized the potential to achieve remarkable growth under the guidance of a holding company known for scaling businesses to new heights.

I proposed an outline for leading the discussion in a pivotal meeting between our subject business and the holding company, which boasts a portfolio of successful ventures in the same sector. The holding company's explicit preference for businesses with the potential to soar to a minimum of $50 million in revenue over 18-24 months.

Armed with a well-prepared pro-forma and comprehensive financial data, the business owners embarked on this journey with a blend of anticipation and curiosity. I recommended the following as a way top structure this crucial first meeting:

My recommendation was to state with providing a concise overview of the business, emphasizing its unique selling points and the sector in which it operates in. I advised the client to highlight the current annual revenue of $5m, showing that they’ve successfully established a foundation. Then, move into a more formal discussion (keep it brief and focused):

Growth Potential (1-2 minutes):

• Stress an understanding of the acquirer’s  preference for businesses that can scale.
• Present pro-forma numbers to demonstrate a clear growth trajectory that aligns with their goals. Highlight key growth drivers and realistic revenue projections.
• Showcase strategies for achieving this growth, whether it's expanding market reach, introducing new products/services, or optimizing operations.

Why Us? (1-2 minutes):

• Emphasize the team's expertise and dedication to the business.
• Talk about the founder/owners’ passion for the industry and commitment to taking the business to the next level.
• Mention any existing partnerships, customer loyalty, or unique assets that set the business apart.

Sell the Idea - Integration as a Subsidiary (1 minute):

• Explain how the founder/owners’ envision the business fitting into their portfolio seamlessly.
• Highlight the potential synergies between the business and their existing holdings.
• Stress a willingness to collaborate and adapt to their operational strategies while maintaining the essence of what makes the target business successful.

Questions & Discussion:

• Open the floor for questions and discussions.
• Be prepared to address any concerns, such as risks or challenges.
• Showcase your deep knowledge of your business and industry during this interactive session.

🍀

I closed with a reminder: Don't forget to thank them for their time and express your eagerness to move forward. Reiterate your excitement about the prospect of working together and scaling the business. Remember to be confident, concise, and passionate about your business. Be open to feedback and engage in a meaningful conversation during the meeting. Leave something like a "tear sheet" behind.

Consider two tools to enhance marketing in 2022

First impressions with a potential customer is key to creating a profitable relationship. One desires to show business value and help a potential customer understand and remember what your organization does best. When they are in need of the products or services you provide, they know who to call. Getting potential clients' attention can be a challenge. In the coming year, consider adding two tools to your marketing toolbox. 

In the "meat space" world, creative leave behinds provide a great way to do this -- a physical object that you leave behind to help the prospect remember you and your company after an in-person sales call. Digital Leave Behind can be an online space where you can showcase products, design work, a portfolio of sorts.

Read more about this marketing tool (and another) that can improve your prospects with... prospects.

This Year, Don't Expect Staff to Return to the Office in Droves

Over at ZDNet, we read...

Months have gone by, and the great resignation keeps rolling along. Some people thought that people would come flocking back to the office once generous unemployment benefits ended. Nope. Wrong. Months after Republican states cut the $300-a-week Federal benefit and other benefits expired, there has been no rush to return to the workforce. There are many reasons for this. People don't want to catch COVID-19; people are sick of bad jobs; early retirement; and the one I care about today, bosses still think they can force skilled workers to return to offices. I've said it before; I'll say it again. That's not going to happen. People with talent and high-value skills, like most technology workers, aren't returning to traditional offices. You don't have to believe me, though. Look at the numbers being reported. 

A Hackajob survey of 2,000 UK tech workers and employers found not quite three-quarters (72%) of tech workers said having the ability to do remote work was very important to them. All, and by the way, just over one in five were looking for new jobs with remote work. A more recent Microsoft survey found UK techies felt even stronger about the issue. In this survey, they found over half of the employees would consider quitting if you tried to force them back into the office. It's not just the UK. The Future Forum Pulse survey found IT workers in the US, UK, Australia, France, Germany, and Japan all had one thing in common: Most want to work at least part of the time remotely. To be precise, 75% want flexibility in where they work, while 93% want flexibility in when they work. Why? The top reason: "Better work-life balance." 

The problem? Many executives and owners haven't gotten the clue yet. 44% said they wanted to work from the office daily. Employees? 17%. Three-quarters of bosses said they at least wanted to work from the office 3-5 days a week, versus 34% of employees. Can we say disconnect? I can. And, here's the point. Today, for the first time in my lifetime, workers, not employers, are in the driver's seat. [...] But, that doesn't mean that you must give up the traditional office entirely. You don't. In the Dice State of Remote Work report, there's a remote work spectrum. Sure, some workers never want to cross the office transom again, but others like a flexible work schedule where they can work outside of the office a set number of days per week or month. By Dice's count, only one in five workers are bound and determined to never come into the office again. 75% would be fine with flex work. But, pay attention folks, only 3% want to go back to the old-school 9 to 5, every weekday at the office. I repeat a mere 3% want to return to the office as most of you knew it in the 2010s. Indeed, 7% of respondents said they would even take a 5% salary cut to work remotely.

So if your work is unfulfilling and the office is a distracting nuisance -- almost nothing will get you to back in your cubicle. Rather than blaming workers for actually having a bit of power for the first time in roughly a century, should we be addressing these issues and doing something about it?