Why? Because We Still Like You by Jennifer Armstrong - Book review



Why? Because We Still Like You

An Oral History of the Mickey Mouse Club (R)


By: Jennifer Armstrong

Published: October 29, 2010
Format: Hardcover, 256 pages
ISBN-10: 0446545953
ISBN-13: 978-0446545952
Publisher: Grand Central Publishing











"The cast of the Mouseketeers - known as 'Mice' to those on the inside - were the most popular kids in the country, the envy of every kid growing up in the mid-1950s, privileged members of the fairy-tail-perfect Walt Disney family", writes senior writer at Entertainment Weekly, Jennifer Armstrong, in her fascinating and unauthorized behind the scenes book Why? Because We Still Like You: An Oral History of the Mickey Mouse Club (R). The author presents a balanced and intriguing portrait of the teenagers and preteens who formed the wildly popular mid-1950s phenomenon of the original Mickey Mouse Club (R).

Jennifer Armstrong recognizes the appeal and importance of the groundbreaking children's television series as a cultural icon. Devised to fill a programming gap in the third rated ABC Network, the show became an instant sensation from its premiere on October 3, 1955. For an entire generation of kids and teenagers, the familiar music and features of the show, were must see TV at 5:00 pm every weekday. What created the excitement were the wildly popular Mouseketeers themselves. The visionary genius of Walt Disney created a show where seemingly ordinary kids would be the stars of a program aimed directly at the kids of America. The concept was fresh, and the resulting audience ratings were so powerful, that the rival networks simply got out of the way. The cast of the Mickey Mouse Club (R) became daily visitors in America's living rooms, and friends to millions of children across the country. The secret to the show's success were the iconic Mouseketeers themselves.



Jennifer Armstrong (photo left) shares the inside stories and behind the scenes interviews with former Mouseketeer cast members; both famous and almost forgotten. For children, tweens, and teenagers growing up on camera, the daily routine of songs, dancing, and skits was an all encompassing life. The members of the cast, according to the author, worked forty-eight hour weeks, attended an on set school, and provided the additional marketing and publicity power to drive the show's success. As expected with a group of kids, the close intimacy generated rivalries, jealousies, and lifelong friendships. Cast members who failed to make the elite "red team" - known by the familiar role call of names - were often unceremoniously fired, as the production team sought more breakout stars. The burgeoning celebrity of the iconic Annette Funicello created pressures to discover more new superstars. The "red team" featured a host of stars in their own right, including Doreen Tracey, Darlene Gillespie, Bobby Burgess, Lonnie Burr, Cubby O'Brien, Tommy Cole, Sharon Baird, and adult host Jimmie Dodd. The creative team at Disney wanted even more, especially as the show peaked and entered its decline phase.

For me, the power of the book, is how Jennifer Armstrong blends the memories of cast members, with her own impressions of the show history. The author acknowledges fully that that some of the cast memories have morphed into myth and legend, but even that aspect of the story is important. How the Mouseketeers remembered the show, related to the other cast members, and thought of the experience is central to the book. The time spent at the Mickey Mouse Club (R) was not always as idyllic as presented to the public, and Jennifer Armstrong shares the cast's insights into their personal perspectives on the show. There were obvious jealousies, on the part of some of the female Mouseketeers, toward the growing stardom of the emerging "America's Sweetheart" Annette Funicello. The male cast members were often placed in positions of rivalry for spots as well.

Jennifer Armstrong not only describes how the Mickey Mouse Club(R) was understood in its own 1950s context, but also its legacy as an American institution. The show represented, for millions of young Americans, the best side of postwar American culture. The clean cut kids, in their name embossed sweaters and trademark mouse ears, were one ideal of the 1950s youth culture. As time and tastes moved on, the show began to lose its luster and appeal, but as the author points out, the overall appeal never disappeared entirely. The show continued in various iterations in syndication, and continued to air in North America and around the world to always eager audiences.

The author also provides a discussion of the newer versions of the Mickey Mouse Club (R), and how new cast members provided different entertainment to later generational tastes. Jennifer Armstrong also follows the cast members to the present day, where some former Mouseketeers have made peace with their ear wearing youth, others have tried to distance themselves, and still others have embraced their time in television history. In the end, the lives of the Mouseketeers, their loyal and devoted fans, and the very nature of children's television were changed forever.

I highly recommend the insightful and entertaining book Why? Because We Still Like You: An Oral History of the Mickey Mouse Club (R) by Jennifer Armstrong, to anyone seeking an excellent primer on the cultural importance of the original Mickey Mouse Club (R) and the memorable and endearing Mouseketeers. The book provides a fine introduction and overview to a cultural phenomenon that swept a nation, and transformed the lives of their youthful cast members in ways they never imagined possible.

Read the delightful and revealing book Why? Because We Still Like You: An Oral History of the Mickey Mouse Club (R) by Jennifer Armstrong, and relive the glorious days of early television, when kids entertained kids for the very first time. Their influence and lasting fame are a tribute to themselves, to the vision of Walt Disney, and to their devoted fans everywhere. "M-I-C-K-E-Y M-O-U-S-E".

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Driving Technical Change by Terrence Ryan - Book review



Driving Technical Change

Why People On Your Team Don't Act on Good Ideas, and How to Convince Them They Should


By: Terrence Ryan

Published: November 8, 2010
Format: Paperback, 200 pages
ISBN-10: 1934356603
ISBN-13: 978-1934356609
Publisher: Pragmatic Bookshelf









"The goal of this book is to enable you to convince co-workers to adopt new tools and techniques", writes Worldwide Developer Evangelist for Adobe, Terrence Ryan, in his practical and no nonsense book Driving Technical Change: Why People On Your Team Don't Act on Good Ideas, and How to Convince Them They Should. The author describes the challenges and personality conflicts faced by managers seeking to make technological change in an organization, and how to overcome these obstacles successfully.

Terrence Ryan understands the problems that can arise in organizations when new technologies and techniques are recommended to the team. The author realizes that there is a huge disconnect between finding the right tools and technological improvements, and getting them implemented in a meaningful way. Through his experience, and that of other technology change managers, Terrence Ryan points out the patterns of resistance that arise on a regular basis. He has learned that using logic, applying politics, or showing hard evidence to convince reluctant managers adopt the change doesn't work. Through his encountering of the same types of resistance and similar character traits over time, Terrence Ryan offers a patterns approach to understanding the problem.



Terrence Ryan (photo left) organizes his book based on the patterns approach to achieving acceptance of technological change. For managers seeking to implement technical improvement, there are two patterns outlined by the author. The first pattern is that of the skeptics who resist or oppose the proposed change. The other pattern focuses on which techniques are best suited to overcoming the obstacles created by those resisting the action. Terrence Ryan breaks the skeptics into the following resistor pattern groups:

* The Uniformed
* The Herd
* The Cynic
* The Burned
* The Time Crunched
* The Boss
* The Irrational

With these patterns of opposition determined, Terrence Ryan then shares his techniques and tactic=s for overcoming the resistance.

For me, the power of the book is how Terrence Ryan takes a logical and systematic approach to overcoming the opposition to change within an organization. The book takes a patterns approach to the subject of steering technical change. The author begins by showing the change agent how to identify patterns of behavior within the team, as a means of discovering where opposition will be found. Terrence Ryan points out the various characteristics of each opponent to the proposal. With the various skeptics identified, and their motivations and objections understood, the author then presents the strategies necessary for overcoming their opposition, and for leveraging existing support.

Terrence Ryan provides the methods for driving technical change in a very easy to follow and understand format. He breaks the various concepts down into their individual components to ensure that the reader not only understands them fully, but is able to implement them in the right way to achieve the desired results. To further illustrate the techniques and strategies in action, Terrence Ryan includes some real world case studies and anecdotes, where the concepts were utilized effectively. With the opposition to technical change often very intense, the book offers the techniques needed to counter even the most strenuous and determined skeptics.

I highly recommend the handy and very useful book Driving Technical Change: Why People On Your Team Don't Act on Good Ideas, and How to Convince Them They Should by Terrence Ryan, to any managers, technologists, systems administrators, or engineers faced with strong opposition to any proposed technological change or enhancement. This valuable book will give you the essential tools to overcome any skeptics and their stonewalling of the proposed improvements.

Read the well organized and helpful book Driving Technical Change: Why People On Your Team Don't Act on Good Ideas, and How to Convince Them They Should by Terrence Ryan, and put the power of pattern recognition to work for you as you spearhead any technical change. The tools and strategies presented in this book are game changing, and crucial for achieving the technical advancement necessary to remain competitive in the modern business environment.

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How Companies Win by Rick Kash & David Calhoun - Book review



How Companies Win

Profiting from Demand-Driven Business Models No Matter What Business You're In


By: Rick Kash, David Calhoun

Published: October 12, 2010
Format: Hardcover, 272 pages
ISBN-10: 0062000454
ISBN-13: 978-0062000453
Publisher: HarperBusiness










"For companies, demand is ultimately about profit. At the end of the day, whoever satisfies demand the best, profits most", write thought leaders The Cambridge Group founder Rick Kash, and Nielsen Company CEO David Calhoun, in their brilliant and insightful book How Companies Win: Profiting from Demand-Driven Business Models No Matter What Business You're In. The authors describe how the old concept of supply-driven models is being overtaken and eclipsed by the emerging demand-driven business model.



Rick Kash (photo left) and David Calhoun recognize that supply exceeds demand in our new customer based economy. As a result, basing competitive advantage on the previous paradigm of supply is no longer sustainable or profitable. Simply expanding product lines and streamlining the supply chain worked well for companies in the past. That economy is rapidly disappearing, and a economy, driven by demand, is emerging, and supplanting the older business model. Forward thinking companies are not only seeking product and service demand ideas from customers, but are even anticipating demand before their customers can even articulate their needs and desires. Because of the need to identify potential demand in advance of the competition, companies need fresh tools, fresh thinking, and an entirely new approach that considers the increasing importance of the demand chain.



David Calhoun (photo left) and Rick Kash understand how customer demand is being shaped and sharpened by the internet and social media. Because the interaction between the newly empowered customers and companies is so dynamic and lightning fast, business leaders must be quicker in anticipating demand. Failure to discover niches and untapped areas of demand may not have been so critical in the past, but in the developing demand based economy, that failure can be disastrous. As a result, companies need new tools to prevent intellectual obsolescence through an inability to identify and take advantage of an opportunity. In the past, write the authors, the concern was inventory becoming outdated or obsolete. Those days of supply based thinking are over. In its place is the concept demand chain where collaboration between manufacturers, retailers, media and customers develop products and services based on what the authors call need states. The need state is the why of a demand, anticipated well in advance of what demand will appear in the future.

For me, the power of the book is how Rick Kash and David Calhoun not only turn the previous supply based economy upside down, but describe why that business model is no longer effective. The authors make a convincing case for the new demand driven economic model, and provide both its theoretical framework, and the practical strategies for embracing and capitalizing on it. This emerging new demand based era poses real challenges for companies, and those organizations who fail to meet those challenges will find themselves at an enormous competitive advantage. Companies who focus on anticipating demand, and who transform their entire outlook on innovation and creativity, will capture those new customer demands. At the same time, the anticipated demand discovered ahead of the competition, will also generate stronger pricing power for the company. That means winning ever greater profits, along with the loyalty of the customers.

David Calhoun and Rick Kash support their analysis with case studies of real world companies who are utilizing the demand based model. Companies who are adding a demand chain to their supply chain, and anticipating customer need states even before the buyer does, are moving well ahead of their competitors. In many cases, the winning companies have put their competition out of business entirely. The authors point to our current economy is transition toward what they call the Third Industrial Revolution. As with any revolution, change will be rapid and fundamental in type and in scope. The marketplace and the overall economy will look very different in the twenty-first century. Any companies who fail to recognize this sea change, and who cling to outmoded twentieth century business practices will be left behind. They will not, and cannot win, in the new demand based world.

I highly recommend the important and transformational book How Companies Win: Profiting from Demand-Driven Business Models No Matter What Business You're In by Rick Kash and David Calhoun, to any business leaders who are serious about understanding the emerging demand based economy. A failure to consider the revolution taking place with customers will spell doom for companies who continue to believe that the old ways are good enough. Companies who do anticipate change, and who embrace it, will be the winners.

Read the compelling and focus changing book How Companies Win: Profiting from Demand-Driven Business Models No Matter What Business You're In by David Calhoun and Rick Kash, and put the power of becoming a demand-based company to work for your organization. The future is already here, and the winning companies of today and tomorrow, will find the essential tools in this book.

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Stephen Denning: The Leader's Guide To Radical Management - Blog Business Success Radio

Listen to Wayne Hurlbert on Blog Talk Radio



Renowned leadership, management, innovation consultant, and author of the visionary and provocative book The Leader's Guide to Radical Management: Reinventing the Workplace for the 21st Century, Stephen Denning, shares his seven principles of radical management. The concept of radical management is one that focuses on the entire organization to increase value. The idea moves far beyond the goods and services being produced and marketed. It also transcends merely making money for shareholders, making the approach truly radical. The holistic method invites a complete re-imagining of management and purpose, and includes innovation into the DNA of the company. Stephen Denning invites leaders to rethink the entire organization from top to bottom and from the inside out. The result is greater productivity, more and richer innovation, more engaged employees, and more satisfied customers.

Stephen Denning is my internet radio show guest on Blog Business Success; hosted live on BlogTalkRadio.

The show airs live on Thursday, January 13, at 8:00 pm Eastern Time; 5:00 pm Pacific Time.

Renowned leadership, management, innovation consultant, and author of the visionary and provocative book The Leader's Guide to Radical Management: Reinventing the Workplace for the 21st Century, Stephen Denning, shares his seven principles of radical management. You will learn:

* Why existing and widely used management techniques no longer work

* How workplaces, employees, customers and the marketplace have changed

* The seven guiding principles of radical management

* How to implement radical management ideas and principles successfully



Stephen Denning (photo left) is the author of the award-winning books, The Secret Language of Leadership (Jossey-Bass, October 2007) and The Leader's Guide to Storytelling (Jossey-Bass, 2005).

His new book, The Leader's Guide to Radical Management: Reinventing the Workplace for the 21st Century was published by Jossey-Bass in November 2010.

From 1996 to 2000, Steve was the Program Director, Knowledge Management at the World Bank where he spearheaded the organizational knowledge sharing program.

In November 2000, Steve Denning was selected as one of the world’s ten Most Admired Knowledge Leaders (Teleos)

He now works with organizations in the U.S., Europe, Asia and Australia on leadership, innovation, business narrative and most recently, radical management.

His clients have included many organizations, large and small, around the world, including GE, IBM, Microsoft, McKinsey, Shell, Netflix, Bristol Myers Squibb, Deloitte, Lockheed Martin, Raytheon, Syngenta, Danfoss, McDonalds, Unilever, Bristol-Myers Squibb, Abbott Laboratories, MWH, Ernst & Young, CRM Learning, Xerox, Oracle, Maritz, Target, Burns & McDonnell, Mitre Corporation, Innovation Council, Deluxe, Fetzer Foundation, Diageo (UK), UK Parliamentary Ombudsman, Nestle (Switzerland), Novo Nordisk (Denmark), International Energy Agency (Austria), Symbiosis (Austria), PMI (France), Ambrosetti (Italy), ARK group (UK, Asia, Australia), Air New Zealand, World Bank, UN, UNDP, US Army, USAID, CIA, NSA, Defense Intelligence Agency, NetHope, The Brookings Institution, American Institute of Architects, California Workforce Association, CIA, NSA, NIMA, FAA, NY State Government, Oregon State Government, Australian government ministries, New Zealand ministries and the Ministry of Foreign Affairs (Norway).

In April 2003, Steve was ranked as one of the world's Top Two Hundred Business Gurus by Davenport & Prusak, "What's The Big Idea? (Harvard, 2003).

Steve's recent book, The Secret Language of Leadership: How Leaders Inspire Action Through Narrative (October 2007) was selected by the Financial Times as one of the best books of 2007. It was also selected by the book distributor, 800-CEO-READ, as the best book on leadership in 2007. It is a comprehensive guide to transformational leadership, particularly how to use develop and use narrative intelligence to inspire enduring enthusiasm in any audience for your cause.

Steve's book, The Leader's Guide to Storytelling (2005) is a comprehensive guide to the various ways in which leaders can use of storytelling to achieve a variety of organizational purposes, including spark action, communicate who they are, transmit the brand, transfer values, share knowledge, inspire collaboration, tame the grapevine and lead people into the future.

Steve's book, The Springboard: How Storytelling Ignites Action in Knowledge-Era Organizations (Butterworth Heinemann, 2000) describes how storytelling can serve as a powerful tool for organizational change and knowledge management.

Steve's book, Squirrel Inc.: A Fable of Leadership and Storytelling was published by Jossey-Bass in June 2004. It discusses the seven highest value forms of organizational storytelling, about which there is already considerable advance praise.

Another book, co-authored by Steve Denning along John Seely Brown, Katalina Groh and Larry Prusak, was published in June 2004 by Elsevier. It is entitled Storytelling in Organizations: How Narrative and Storytelling Are Transforming Twenty-first Century Management.

Steve was born and educated in Sydney, Australia. He studied law and psychology at Sydney University and worked as a lawyer in Sydney for several years. He did a postgraduate degree in law at Oxford University in the U.K. Steve then joined the World Bank where he worked for several decades in many capacities and held various management positions, including Director of the Southern Africa Department from 1990 to 1994 and Director of the Africa Region from 1994 to 1996. From 1996 to 2000, Steve was the Program Director, Knowledge Management at the World Bank.

Steve was a Senior Scholar at the Burns Academy of Leadership at the University of Maryland from 2006-2009.

In the Fall of 2009, Steve was a Visiting Fellow at All Souls Colleges, Oxford University, UK.

Steve was a member of the Quality Council V of the Conference Board from 1993 to 1996.

He has published a novel, The Painter and a a volume of poetry Sonnets 2000.

My book review of The Leader's Guide to Radical Management: Reinventing the Workplace for the 21st Century by Stephen Denning.

Listen live on Thursday at 8:00 pm Eastern, 5:00 pm Pacific time.

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Let's talk with renowned leadership, management, innovation consultant, and author of the visionary and provocative book The Leader's Guide to Radical Management: Reinventing the Workplace for the 21st Century, Stephen Denning, as he shares his seven principles of radical management. The concept of radical management is one that focuses on the entire organization to increase value. The idea moves far beyond the goods and services being produced and marketed. It also transcends merely making money for shareholders, making the approach truly radical. The holistic method invites a complete re-imagining of management and purpose, and includes innovation into the DNA of the company. Stephen Denning invites leaders to rethink the entire organization from top to bottom and from the inside out. The result is greater productivity, more and richer innovation, more engaged employees, and more satisfied customers on Blog Business Success Radio.

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The Leader's Guide to Radical Management by Stephen Denning - Book review



The Leader's Guide to Radical Management

Reinventing the Workplace for the 21st Century


By: Stephen Denning

Published: October 12, 2010
Format: Hardcover, 336 pages
ISBN-10: 0470548681
ISBN-13: 978-0470548684
Publisher: Jossey-Bass











"This is a book about a radically different way of managing", writes former director for knowledge management at the World Bank, and thought leader on management, innovation, and leadership, Stephen Denning, in his visionary and provocative book The Leader's Guide to Radical Management: Reinventing the Workplace for the 21st Century. The author describes the critical importance of dismantling the traditional workplace and management techniques, and replacing them with a fresh approach to managing in the twenty-first century.

Stephen Denning recognizes the dramatic changes that have taken place in workplaces in recent years. These changes include the entirely different ways of thinking, speaking, and acting at work. With employees now feeling frustrated and unfulfilled at work, and seeking job satisfaction, and a more meaningful work experience, the author proposes that an entirely new system of management is essential as well. With the changes in the marketplace, in customer behavior, and a more interactive marketing conversation, the old ways of managing are no longer effective, and are not sufficient or appropriate for the new emerging marketplace and empowered customers. The old management system is no longer adequate for managing employees either. As a result, the entire system of management, as it is currently constructed, must be changed completely and in very fundamental ways.



Stephen Denning (photo left) proposes a complete revamping of the traditional management system, and rebuilding it from a new and firmer foundation. For the author, current management practice and theory is outdated and ineffective, and can not be repaired with incremental change. With the complete transformation of the marketplace, an entirely different workforce and a revamped workplace, and a legacy system that has become counterproductive, Stephen Denning recommends the concept of radical management. He breaks radical management into seven principles:

* Delighting clients
* Self-organizing teams
* Client-driven iterations
* Delivering value to customers in each iteration
* Radical transparency
* Continuous self-improvement
* Interactive communication

For me, the power of the book is how Stephen Denning takes a holistic approach to rebuilding the entire theory and process of management, that includes fundamental changes in the workplace and in relationships with customers. The author recognizes that the existing management system is suboptimal, and even stands in the way of enhanced employee productivity and job satisfaction. Existing management practices all too often fail to understand fundamental changes in the marketplace, and lack the ability to optimize the relationship with customers. One of the most piercing insights presented by Stephen Denning is his understanding of the current unspoken assumption that the current management model is both inevitable and almost a law of nature. The author recognizes that, not only is the current management system broken, but is most certainly not the only possible option available to managers.

Stephen Denning points to the transformation of the workforce from semi-skilled workers to that of knowledge employees. The current management system was created for an entirely different type of employee, company, and economy. It is only reasonable to expect that such deep and fundamental changes would also necessitate a change in the process and practice of management as well. Simply making minor changes around the edges will not result in a form of management that meets the needs of the twenty-first century. Stephen Denning recommends ending the old twentieth century management model, and reinventing the theory and practice to suit the present and future workplace, marketplace, and economy. The author doesn't simply tear down the previous management system. He shares concrete and viable ideas and principles to transform the workplace and management into a new and radical management format.

I highly recommend the seminal and must read book The Leader's Guide to Radical Management: Reinventing the Workplace for the 21st Century by Stephen Denning, to business managers seeking to reinvent their workplaces and approaches to the evolving marketplace. This book provides the techniques and strategies to address change in both the workplace and with customers.

Read the thought provoking and destined to become classic book The Leader's Guide to Radical Management: Reinventing the Workplace for the 21st Century by Stephen Denning, and take the crucial steps toward reinventing your workplace and customer relationships from the ground up. Instead of the outmoded management practices utilized by your competitors, your company will be on the forefront of management techniques for the twenty-first century.

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