The New Small: How a New Breed of Small Businesses Is Harnessing the Power of Emerging Technologies

draft.

Introduction

Knowledge of what is possible is the beginning of happiness.

—George Santayana

Three main questions underlie this book:

Which emerging technologies does the New Small use?

How does the New Small select and deploy these technologies?

How and where can we find meaningful work?

Which Emerging Technologies Does the New Small Use?

An astonishing variety of websites, applications, tools, and platforms is available to every type and size of business these days.[1] Many of these are relatively unknown and underutilized. Tens of millions of people work in small businesses and simply don’t have the time to get their arms around the dizzying array of options today for everything from e-mail to productivity suites. As a result, too many small businesses make do with old standbys when superior and less expensive alternatives often exist.

How Does the New Small Select and Deploy These Technologies?

Although I certainly hope that you learn a great deal about emerging technologies from this book, I have two ulterior motives in writing it. On one level, I want to communicate the ethos of the New Small. Irrespective of location, industry, and company size, this is a pragmatic and innovative group of companies. The technologies are not as important as the problems and challenges that these businesses face.

Contrast this with large corporations. Although it’s hardly true across the board, I have seen big companies buy expensive applications because a VP or an executive thinks they should. They then struggle to figure out what to do with their expensive new tools.

Remember that this book is about small businesses that lack the margin of error that many corporations take for granted. To this end, I have detailed many internal decision-making processes of the New Small. What did these companies do when a particular technology or system could no longer meet their needs? You don’t just read about the specific tools that a company uses. Rather, you’ll discover:

Why they were chosen

How people use them

How they’ve evolved

What was learned in making the jump

New Small founders are hardly infallible; they make mistakes—as we will see. This book isn’t a sales brochure for the latest and greatest toys.

How and Where Can We Find Meaningful Work?

Finally, a significant part of this book focuses on how we work—and only indirectly on technology. It’s about how we choose to spend our professional lives and what we do to put food on our tables. I want you to be inspired reading this book, just as I was writing it. To me at least, this is an uplifting text—one that I hope will motivate people pondering whether to start a small business. As you will soon see, this doesn’t have to be just a dream.

Put simply, the New Small understands one critical thing: Work doesn’t have to suck. You will read about people who actually enjoy their jobs—many of whom love going to work each day. Quite a few New Small founders come from big, political corporate environments and would never return; they have seen the light. At the other end of the spectrum are the founders of DODOcase and Voices.com, serial entrepreneurs who never had any interest in climbing the corporate ladder. Whatever their backgrounds, they share one fundamental belief: Work can actually be fulfilling. It need not be reduced to salary, ego, title, who has the corner office, or organizational politics. Rather, it can—and should—involve:

Knowing the names of your colleagues—even if you’ve never met them in person

Taking care of your customers

Making a true difference at work

Working smarter, not harder

Constantly learning on the job

Solving different problems

Becoming indispensable

Gaining valuable skills and learning new tools

Not knowing what to expect each day

Being treated with respect—and doing the same to others

Feeling free to disagree with your boss

Being a part of something great

Now, I’ve seen plenty of recruiting pitches in my day. Many executives in large companies claim that the preceding conditions prevail in their organizations. But when you talk to their employees and customers, you usually hear a very different story. By virtue of their size, politics, cultures, and the like, old-guard organizations are almost always unable to create and maintain exciting and fulfilling environments for their employees.[2] Try as they might, their own size—and all that comes with it—prohibits them from doing many of the things they may honestly want to do.

Most big companies could not be more different from the companies you’re about to discover. In the following pages, you’re going to meet the New Small. Although none of them is perfect, each tries and largely succeeds in creating meaningful jobs for their employees. And their clubhouse isn’t closed. In fact, the doors are wide open. People are starting successful small businesses and SOHOs (small offices/home offices) every day. And guess what? You can too.

Who Should Read This Book?

Many small businesses are struggling to get their arms around emerging technologies. Keeping up to speed isn’t terribly easy to do today. There’s just too much going on. To that end, I specifically wrote this book not as a technology consultant for other techies. By design, the book’s voice is that of a small business owner (yours truly) addressing other small business owners who are curious about what they can do to increase revenue, reduce costs, and attract and retain highly desirable employees.

This book is about what the New Small is doing on a number of levels—and why this makes them special. It also demystifies each of the Five Enablers for those who stand to benefit from using them—even though they may be technologically challenged. Of course, to understand the ins and outs of cloud computing or social networks, one should buy a book about each—and there are many. This is a book for those who wonder if there are better ways to use technology. It addresses questions such as these:

Do I have to be some type of expert to improve my company’s use of technology? Answer: No.

Can my business use powerful technologies at a fraction of the cost of its current ones? Answer: Probably.

If I start my own business, do I need to spend most of my seed money on expensive technologies? Answer: Probably not.

Is it all or nothing with emerging technologies? Answer: Hardly. There are degrees and levels of adoption.

By the end of this book, you will see that, despite the wide variety of small businesses covered in this book, there’s really only one fundamental thing unique about the New Small: The owners and employees of these companies were simply willing to embrace a different way of doing things. They didn’t rely upon what they learned while working in large companies or upon conventional wisdom. These people aren’t inherently smarter, nor are they more tech-savvy.

What’s more, membership in the group is not limited to a specific industry or a type of company. You are welcome to join the New Small as well. This book shows you how to join the club—and transform your small business in the process. The only requirement is an open mind.

Beyond current small business owners, this is a book for those who are thinking about joining the ranks of the entrepreneurs. That’s not to say that this book will walk you through all of the legal, financial, and administrative hurdles required to open your own shop, much less successfully cultivate a client base. It won’t. You have to read a different book for that. Nor will it provide a checklist for how to enable your applications in the cloud or create a mobile application. But if you’re thinking about starting a small business and are curious about how similar companies are taking advantage of emerging technologies, you’re reading the right book.

Finally, employees of big companies will benefit from this book. As you’ll soon discover, many larger organizations have quite a bit to learn from their smaller counterparts. This is particularly true today, especially with respect to deploying technology and managing people. While it’s hardly simple for big companies to turn on a dime, it behooves them to know what progressive smaller outfits are doing—and how they are doing it.

Methodology: Selecting the New Small

With so many small businesses doing so many interesting things with emerging technologies, you might wonder how I chose the companies profiled in this book. Admittedly, this was more art than science. There’s just no way that I could measure or capture statistics to identify the most innovative or progressive companies.

I started out by posting my intentions to interview small business owners on my own website, different LinkedIn groups, social networking sites, and Help A Reporter Out.[3] The response was pretty overwhelming; I quickly had more replies than I could realistically manage. There was just no way that I could profile every company, and to be truthful, some small businesses were using emerging technologies much more extensively—and with better results—than others.

Remember that many small businesses are privately held, and as such, keep their cards pretty close to their vests. I certainly didn’t need to see companies’ profit and loss statements (P&Ls) or balance sheets, but I did hope that people would be honest about the states of their companies. I didn’t want to quote anonymous sources. Nor did I want to use pseudonyms, as I had in my first book. Some prospective interviewees had fascinating stories to tell, but for a variety of reasons, could not divulge details such as the number of full-time employees. One health care organization in particular had a great story to tell. I spoke with its CEO and asked point-blank, How many full-time employees work there? He gave a verbose answer to the question. Reading between the lines, I could tell that the company relied pretty extensively on contractors and outsourced help—not that there’s anything wrong with that.[4] I assumed that it employed fewer than five full-time individuals. After a brief discussion, the CEO decided not to divulge the precise number; he feared that disclosure would hurt his company’s brand and reputation with its clients. Onward I marched.

I also wanted New Small founders to talk freely about any mistakes they made while adopting new technologies. Let me be clear: my intent in this book is not to accentuate the negative. Still, most organizations of any size don’t successfully deploy new technologies in a linear fashion; there are errors in judgment and execution that, with hindsight, seem obvious later. I explained to each potential contributor that I was writing a book as a small business owner for other small business owners. Neglecting lessons learned ran the risk of turning this book into a glorified marketing brochure for all things technology. I wasn’t willing to do that.

Last, I didn’t want to repeatedly profile the same type of company. Without question, as a writer, I am heavily influenced by Malcolm Gladwell’s books. Like many others, I really enjoy the way that he ties together ostensibly disparate people and trends in books like Blink, Outliers, and The Tipping Point. He finds the common ground in apparently unrelated areas. I have endeavored to do the same. In fact, I did this in my first book, Why New Systems Fail. But The New Small is a very different book for several reasons.

First, I can actually use real company and individual names. I didn’t have to get creative with pseudonyms because New Small founders, owners, and employees were justifiably proud of what they had done. They wanted to talk to me and share their wisdom and experiences so others could benefit. Second and more important, the lessons that the New Small teaches us in the following pages are much more normative than negative. The companies profiled show us what most small businesses—and large organizations, for that matter—ought to be doing right now.[5] As a result, I enjoyed the writing process immensely.

On a more general level, I was fortunate enough to receive many responses to my queries, many of which came from software, consulting, and other high-tech companies. Most of these companies were taking advantage of emerging technologies. Not only was I able to avoid profiling the same type of company again and again, I could pay attention to the challenges that small businesses faced in a range of industries.

So although this book is by no means a definitive guide on deploying any one type of technology or application (much less every one), I have tried to include as many different types of small businesses and industries as possible—while keeping the book at a reasonable length. Those expecting to find a comprehensive list of technologies required for every industry will ultimately be disappointed. It’s not a directory or reference manual. This is a book of stories: it’s about people and small businesses.

Two Disclaimers: Big Isn’t Necessarily Bad

I certainly don’t want readers to misinterpret the central message of The New Small. By virtue of its title, the book focuses on companies of a particular size. I often contrast New Small companies to larger and often more bureaucratic organizations that, by comparison, typically have more—and more severe—problems. In no way do I mean to imply that all big companies are inherently bad places to work. They are not all run by greedy or aloof senior management, nor do they employ only incompetent people. I certainly don’t believe that all small businesses are progressive, idyllic, and inherently good. Nor do I think that big companies are evil, bureaucratic, soulless, and technologically backward. Put it this way: this book is pro-small, not anti-big.

Also, from a technology standpoint, I am certainly not implying that large companies never embrace anything new. Indeed, stories abound about how the biggest of organizations are embracing the technologies discussed in this book. For example, consider Delta Air Lines, a company that is neither new nor small. Founded in the 1920s, today it has more than 81,000 employees and $28B US in sales.i On August 12 of 2010, The Associated Press reported that Delta is now allowing passengers to book tickets via Facebook, rather than through its website. Delta has launched a new ‘Ticket Window’ on Facebook that will allow passengers to book directly on the social media site. It’s the first time an airline has allowed customers to reserve flights on Facebook, although nearly all major U.S. airlines use Facebook and Twitter to promote sales. ii

Although interesting, you won’t find many stories like this one in this book.[6] Big companies such as Delta, General Electric, and BMW are certainly doing worthy things on the technology front. However, this book is about small businesses harnessing the power of emerging technologies.

Book Layout

This book is broken into four sections.

Part I: Trends and the Five Enablers

The current technology revolution is fundamentally not about whether companies run their own servers, data centers, and software. Nor is it about who has the best applications. Rather, the revolution is about a new mindset, a new relationship between technology and work. It’s about how New Small companies are using emerging technologies to focus their attention on what they do best. It’s about everyone pitching in on a project. It’s about the death of that’s not my job and territorial pissing contests endemic to so many large organizations.

This part covers the major trends that are collectively driving small businesses to embrace emerging technologies. Among the trends are:

Flexibility and agility

Collaboration

The explosion of content and choice

Experimentation and acceptable risk

The social customer

The war for talent

The focus then shifts to the technologies currently at the center of a revolution of sorts. They let the New Small do things simply unfathomable 10 years ago. Small businesses are competing with larger organizations right here, right now. No longer are they caught between doing without important technologies on one hand and long, expensive, and typically disappointing IT projects on the other.

Chapter 2 introduces the Five Enablers: the five specific technologies allowing the New Small to do simply amazing things. These technologies are:

Cloud computing

SaaS

Free and open source software (FOSS)

Mobility

Social networks

We will see how the New Small is taking advantage of the Five Enablers to a much greater extent than large companies.

Part II: The New Small

Part II is the heart of the book. It details 11 small companies that are using emerging technologies in innovative ways—the New Small. They are doing more with less, striking a balance between flexibility and structure. This section does much more than list the technologies used by each company. You will learn how these companies experimented, sometimes taking two steps back in order to take a giant step forward. Amidst the successes and failures, each company continued learning and charting its own paths. Today, being small can be a tremendous asset. The little guy is doing it faster and with greater success.

Part III: Becoming One of the New Small

New Small companies adopt emerging technologies with higher success rates compared to larger organizations. However, these are relative terms. I’ve seen firsthand how small businesses struggle to implement new technologies. A point from before bears repeating: all else equal, it’s easier for the New Small to deploy and use emerging technologies. But easier doesn’t mean easy.

This part of the book examines many of the lessons learned from the companies profiled in Part II, with an eye on enabling future technology changes. You see how the smartest small businesses don’t immediately and unilaterally embrace every technology that comes along. When they do, they enter into new relationships with employees, consultants, and vendors. As with any new business endeavor, there are perils all around. I cover how to avoid—or at least minimize—them.

New Small companies carefully select the technologies that make the most sense. In the process, they balance immediate short-term needs with long-term prospects for growth. However, it’s just plain foolish to ignore the costs, risks, disadvantages, and limitations of the Five Enablers. These are covered as well.

Part IV: Thinking Ahead

The book will conclude with a summary chapter and a look toward the future.

So, fasten your seatbelts. We’re about to embark on a journey to understand some amazing companies, some very exciting technologies, a different management ethos, and a more progressive—and I’d argue better—definition of work.

Let’s start.

Endnotes

i http://www.hoovers.com/company/Delta_Air_Lines_Inc/rfccxi-1.html

ii http://www.msnbc.msn.com/id/38676513/ns/travel-travel_tips

[1]I learned a tremendous amount talking to the owners of these fascinating companies.

[2] Again, not everyone wants to work in such an environment. Some people just want to collect a paycheck, and there’s absolutely nothing wrong with that.

[3] Help A Reporter Out (http://www.helpareporter.net) is a site that allows reporters, authors, writers, and researchers to find people willing to talk about different issues. I have been on the interviewee side of the virtual table more than once.

[4] One of Seinfeld’s best lines.

[5]Why New Systems Fail provides many case studies, but, with one exception, they are examples of what not to do.

[6] For those of you interested in that type of book, check out my friend Vinnie Mirchandani’s recently released book, The New Polymath.

Part I

Trends and the Five Enablers

Part I of this book covers the reasons that the New Small is adopting emerging technologies en masse. It then provides a chapter on the specific emerging technologies allowing these companies to do so much. These are the Five Enablers, and they are:

Cloud computing

Software as a service (SaaS)

Free and open source software (FOSS)

Mobility

Social technologies

Part I lays the foundation for the rest of the book. It describes the changes taking place in the workforce as well as the technologies giving the New Small a leg up.

Chapters

Technology and How We Work

Major Trends Driving the New Small

The Five Enablers

The Continuing Search for Meaning at Work

Technology and How We Work

We are all growing volcanoes approaching the hour of their eruption.

—Friedrich Nietzsche

I started working with workplace technologies way back in the mid-1990s. Over the course of my career, I have spent more than my fair share of time in front of a computer. I have used a panoply of different tools, graphical user interfaces (GUIs),[1] programming languages, operating systems, databases, system architectures, systems, productivity applications, and reporting tools. Although no one has seen and worked on everything, I have come just about as close as anyone I know. After 10 years in the corporate world, let’s just say that I know my way around a computer.

I look at technology today and am simply amazed. It’s so different on so many levels compared to 15 years ago. I’m old enough to remember a time before e-mail, Internet browsers, and Microsoft Office.[2] Back then, just about all companies used applications and systems that are very different from what they use today.

In my days as a technology consultant, I have worked with many different types of companies. I’ve advised single-person home-based businesses and 50,000 employee multinational corporations—and just about all types in between. I can also lay claim to working with companies in many different industries: health care, nonprofit, telecommunications, hi-tech, public sector retail, manufacturing, and professional services. It’s fair to say that all organizations use technology, with some doing so much better than others.

The Consultant’s Perspective

Technology consultants are for the most part change agents. For a variety of reasons, we are contracted to help organizations move from one platform, system, or application to another. Consider a typical project for someone like me. A company purchases a new technology, and absent the requisite internal expertise, brings in consultants to make it work. Of course, we consultants can do only so much. We’re not miracle workers, despite what salespeople might have said before contracts were signed—and despite what clients themselves wanted to hear. On particularly contentious or difficult projects, such as most of the ones detailed in Why New Systems Fail, consultants tend to shoulder most of the blame.

In my career, I’ve seen people make some horrendous decisions deploying new technologies. As a conscientious consultant, I attempted to steer them away from decisions ultimately not in their organization’s best interests—or theirs, for that matter. Sometimes I’ve been successful; sometimes I’ve just irritated them and have had to admit defeat. This has happened to me with companies of all sizes: small, medium, and large.

Truth be told, however, I’m much more of a small business type of guy. I simply prefer working in smaller environments, where people generally rely less upon strict policies and procedures and more on plain old common sense.[3] Finding a solution to a problem tends to be more important than interminably debating the pros and cons of each alternative in endless meetings, childish bickering, internal politics, and extensive CYA.[4]

Traditional Impediments to Small Business Technology Adoption

As a general rule, technology at many small businesses has historically lagged technology at larger companies for six main reasons.[5] They include these:

Resource availability

Perceived need

Priorities

Bad decisions

IT project failure stories and statistics

Finding the right scale

Let’s explore them.

Resource Availability

Many small businesses have lacked the financial and human resources of their larger brethren. Historically, they often could not afford best-of-breed systems and technologies.

Perceived Need

Many small businesses have made do with paper files, spreadsheets, and other technological Band-Aids. Historically and at a core level, many have not recognized that they needed proper systems or applications. Although it’s hard to argue that the local food store needs the same powerful and expensive inventory management systems as Walmart and Amazon, both kinds of organizations need to electronically track inventory. The only difference is scale.

Priorities

Even many small businesses that recognize the need for proper systems and applications have never deployed proper systems. At these companies, information technology (IT) folks have been primarily concerned with keeping the lights on. The focus here has been on the usual suspects: securing the company’s IT assets, maintaining networks, fighting fires, creating user and e-mail accounts, and handling hardware issues.

In other words, the people responsible for deploying technology have been far too busy to upgrade their company’s technology. Despite recognizing the need for better technology, more compelling business priorities have forced these companies to get by with a pastiche of paper files, spreadsheets, and other low-tech solutions.

Bad Decisions

Many organizations originally made bad technology-related decisions that they ultimately intended to address. Unfortunately, for whatever reason, many of these mistakes have never been corrected. Even the best of intentions get derailed. Applied within the context of this book, years ago many small businesses outgrew their original, limited applications and technologies. They have not had the time, money, or desire to upgrade them.

IT Project Failure Stories and Statistics

Horror stories from other organizations have often deterred many small businesses from making the jump into new technology. To be sure, large system implementations fail more frequently and spectacularly than relatively small IT projects. However, the latter often miss their mark.

Finding the Right Scale

Many traditional client-server applications were geared toward businesses of a certain size. A small company in the midst of decent growth would typically pause to consider before buying and implementing an enterprise-wide system. Consider the following conundrum:

Growth in the number of employees, transactions, or physical locations would make a starter system obsolete. If growth continues, in a few years, the company would have to revisit the process of choosing a new system.

If growth abates, the company would have purchased too much technology. It would be stuck indefinitely with excessive IT support and maintenance costs, inhibiting future growth and potentially threatening the success of the company.

The scale issue often deterred many small companies from making much-needed investments in technology.

The Paradox of Dramatically