This week, Amazon announced that it would be introducing its digital e-book reader, the Kindle, to more than 100 countries. Canada didn’t make the cut, much to the consternation of Canadian authors and book lovers alike. What made the announcement even more difficult to swallow is that internationally contentious and little known countries are on the list, yet Canada is not. This is a PR nightmare for Amazon in Canada as every major outlet has covered this extensively.

Why exactly Amazon is so slow to roll out the Kindle to Canada is a matter of much debate - is it our copyright laws? Our telecommunications networks and service providers? The Globe and Mail seems to think it’s our carriers (Bell and Rogers strike again!) No official answers are available. Apparently Amazon says that a Canadian Kindle is coming, but offers neither timelines nor prices.

Our clients often subscribe to the adage “if I sell one in Canada, it’s by accident,” and this Kindle snafu may be a simple extension of that. Our market is relatively small, certainly when compared with the U.S., but if Mongolia and Kirabati (?!?) are getting the Kindle, it can’t be market size that Amazon’s concerned with.

Someone made an offhand comment a few weeks ago, comparing our home and native land with a little, out of the way country in South America. I scoffed a little bit and this Kindle fiasco has affirmed my guffaw somewhat, though entirely counter to what I had initially thought… You guessed it; that little South American country is getting the Kindle, but we’re not.

My family is taking a quick jaunt to the States in a few weeks, to buy things not available here. The purpose of our shopping trip is not to take advantage of the strong Canadian dollar, a nice benefit, to be sure, but to relish in the immense selection that is available in America. We have a particular affinity for a number of clothing brands not available in Canada. Oh sure, we can ship them here from the States, for an extortionate fee, but there’s no brick and mortar or even domestic shipping outlet for these stores. Our only recourse is to gather our passports and make the journey to the U.S. The lower prices, the lower tax rate, and the great selection draw us in.

That said, I’d happily shop at these stores if they were in Canada, pay the inflated prices and hand over roughly 10% more sales tax, in order to support local jobs, infrastructure, etc. But in cases like the Kindle, we’re utterly shafted. There’s no local support, no cross-border option, nada. Zip. Woe is us.

Credit: Image a mashup by Christopher Moran using copyright-free images.

Technorati Tags: Kindle, Amazon, Bell, Rogers, Canada

When Iain Christie, president of Neptec Design Group, took the stage this morning as the keynote speaker at OCRI’s first Technology Executive Breakfast of the fall season, he made one thing clear: he wouldn’t presume to tell his audience how they should run their business, since it was challenge enough to run his own.

Nonetheless, as he shared anecdotes of the lessons learned over Neptec’s almost 20-year evolution from a one-trick pony whose continuance relied on the “stroke of a bureaucratic pen” to a more diversified technology play, it was clear that certain fundamentals crucial to business success apply no matter the industry; they simply manifest in different ways.

Neptec’s big break came in the early 1990s, when it developed an Advanced Space Vision System for NASA to help astronauts assemble the International Space Station. While this crucial contract for the company generated spinoff business, by the start of this decade, Neptec was challenged by the simple fact that it was still living from program to program with one dominant customer — obviously not the best way to build a sustainable company over the long term.

And while additional opportunities have come from NASA, not the least of which is the 3D Laser Camera System now used to inspect the Space Shuttle exterior for damage after launch, Neptec has diversified its expertise in intelligent three-dimensional data collection and processing for multiple applications in the defence and industrial automation markets.

Iain shared the following lessons that have come of the company’s growing pains and emphasized that it is still far better to learn from one’s own experience than from the mistakes of others:

1. Always have a backup plan. Before you jump in and claim to have the solution to a problem, make certain you have a complete understanding of its dimensions and its constraints. ”You’ll get a lot further ahead.”

2. Never let them see you sweat. “Amateurs talk about technology, professionals talk about process.” Technology is great, but if there is not a proven process to govern implementation and operation, and effectively troubleshoot any problems, the best technology in the world will not yield the desired result. You must be prepared for the unexpected.

3. The Perfect is the enemy of The Good Enough. In one instance with NASA, Neptec went from concept to a fully realized system that flew in space in only 16 months. The key from the outset was having a clear and unambiguous objective statement of what they had to achieve. The team had to refrain from the temptation to exhaust time and resources on making something that was already good enough even better. It was an exercise in distinguishing the “truly important” from the “merely urgent.”

4. Stick to your strengths. When the Neptec team embarked on its campaign to diversify its customer base, the key was not to chase after what the market wanted, but to instead remain true to its core strengths and focus on opportunities where it could deliver value to the customer. In other words, find problems they could solve with a solution the target market was willing to buy and could afford, rather than attempting to muscle in where larger and better-funded competitors were already well-established.

5. What gets measured gets done. Case in point: Iain was swimming against the current with his management team trying to argue in favour of expanding the workforce. The central issue was Neptec’s utilization rate: how much of each worker’s time was actually being applied to billable client work. Iain put the spotlight on it, but his managers on their own initiative tackled it and staff efficiency shot up in a matter of weeks. Which led to his next point: as the leader, his job is to ensure the management team is focused on addressing the right problem, set goals, then get out of the way and let them figure out the solution. He should not get bogged down in the day-to-day operational stuff, but . . .

6. Stay focused on what’s next. Change isn’t always desirable, but it is inevitable. While it is easy to fall into the trap of never looking past the end of the current project, or the current fiscal quarter, the person at the top must have their attention focused on what’s just over the horizon to maintain growth and profitability.

Technorati Tags: business development, R&D, product development, leadership, Neptec, NASA, Space Shuttle, ISS, International Space Station, Iain Christie, OCRI, TEB, Technology Executive Breakfast, data collection and processing

(Mark Sue is managing director of RBC Capital Markets. This blog post is a summary of his report from the recent RBC Technology Conference.)

• There’s a sense that the worst is behind us, according to key executives who presented at the RBC Technology Conference. Focus companies included Bigband Networks, Brocade, Ciena, JDSU and Sigma Designs. We noted various encouraging trends dependent on the end markets. The consumer segment seems to have led while we are also seeing firming trends in the enterprise. Service-provider-centric companies seem to be lagging, although specific names are noting improving order trends.

• Ciena CEO Gary Smith highlighted that although carrier customers remain cautious and are still budgeting month to month, sentiment has improved and orders show encouraging trends. Orders turn into deployments and, subsequently, revenues and Ciena has already endorsed sequential revenue growth for the current quarter. New products like CoreDirector II should also contribute to revenue growth in early 2010.

• Our read on F5 was encouraging, and the stable environment may provide for product revenues to start growing again. Recent F5 potential customer meetings in NY pointed to a more positive tone. F5 has a major operating system refresh (TMOS v.10) and CEO McAdams said initial feedback from customers was favorable.

• Brocade pointed to the overall health of the business and the relative strength in storage spending. Brocade has the added benefit of gaining market share, according to CFO Richard Deranleau. Brocade remains very pleased with the reception with its new Ethernet partner IBM and partnership benefits are expected in fiscal Q4.

• JDSU may see a full recovery later than some, in our view, yet CFO David Vellequette reminded investors that the March-April period marked an improvement from the January-February period. That said, inventories are lean, down to 4-8 weeks in optical components from 12-16 weeks just 18 months ago.

• Sigma Designs CFO Tom Gay pointed to modest improvements in visibility, healthy subscriber growth at AT&T and the resumption of international IPTV projects in 2H09. Positive themes on video growth were echoed by Bigband’s CFO Castonguay who pointed to opportunities in SDV and digital ad insertion.

• Samsung’s SVP of strategy Justin Denison reiterated the company’s market-share goals and its dominant position in the US in terms of units. Samsung is keenly focused on touch, which grew 10% in 2008.

Technorati Tags: RBC Capital Markets, Bigband Networks, Brocade, Ciena, F5, JDSU, Sigma Designs, Samsung

Ross Video is not as well known as some companies in the Ottawa area. And yet, it employs 300 staff between its operations in Ottawa and the small community of Iroquois about an hour south, and has enjoyed average annual revenue growth of 20 per cent since 1991.

Ross Video makes a variety of video-production equipment used for broadcast and live events.  Its products ship all over the world, with customers that range from major television networks, Scotiabank Place and the Vatican to the Red Hot Chili Peppers. The company’s success has earned it some kudos. It won an OCRI Technology Company of the Year award in 2005, a Gemini Award for Technology in 2007 and an OCRI Product of the Year award in 2008. Still, it doesn’t command the immediate name recognition as other names in the Ottawa tech sector. Perhaps that’s due in part to the fact that the Ross Video name lacks the infamy associated with some of those other names.

As an Iroquois boy myself, I couldn’t help but chuckle at the irony as second-generation chairman and CEO David Ross talked about the company’s obvious staying power at this morning’s OCRI Technology Executive Breakfast.

For anyone who knows it, Iroquois is a quiet village on the shores of the St. Lawrence River with fewer than 1,500 residents. It greatest claim to fame was its wholesale relocation to higher ground during the construction of the St. Lawrence Seaway in the 1950s. This humble setting is the hometown of a success story that has more than a few lessons to teach to the Ottawa technology community about what it takes to build a global player.

The company was founded by David’s father, John, in 1974 with seed money earned from the sale of his prized Second World War twin-seat training airplane and a bank loan for a grand total of $8,000.

John Ross founded the company with two guiding objectives:

• Have a family-owned business
• Maintain control of his own destiny indefinitely

The emphasis has always been on building a company to last, rather than one to sell, which, as David stressed, is a tougher road that requires a far different mindset. It’s not enough to think a fiscal quarter or a year ahead, but a decade ahead. It is this emphasis on private control without diluting ownership through external investment, and the long-term business strategy this demanded, that has helped build a company well prepared for any economic downturn.

Among Dave’s best practices to build an enduring company:

• For its first 18 years, Ross Video sold only video-production switches and was hammered by recessions in the ’80s and ’90s. This taught the value of diversifying the product line to help make the company more resilient to downturns. One way was to develop more economical and stripped-down versions of its products. The Lamborghini model may sell well when times are good, but the Kia version will still sell well when times are tougher.
• But . . . don’t wait until a recession has struck to design the Kia model. When times are good, re-invest profits in research and product development. About two-thirds of Ross Video’s product line has been introduced within the past three years.
• Make sure your products touch on as many edges as possible with common markets, customers, materials, manufacturing processes and so forth. This drives a lean and efficient operation.
• Diversify the customer base, both by market and geography.
• Don’t sit on a pile of cash. Again, invest in new product development and diversification. “If the downturn is long term, the cash will eventually evaporate and only postpone layoffs.”
• Spread your technology bets. For example, don’t bet the company on some new emerging technology at the expense of older legacy products that still have a solid market. Again, diversify.
• Partner. Partner on marketing, sales channels, product development, manufacturing — whatever it is where your company is strong and another is not and vice versa. Ross Video has built a partner channel with more than 20 other smaller companies in its space that, for the most part, are in some fashion a competitor. And yet, these partnerships are beneficial on both ends.
• Consider carefully where there is the most benefit from outsourcing a process versus keeping it in house. Ross Video still prefers to keep its manufacturing inside the company and has taken advantage of new technologies to improve the cost efficiency of these operations.
• Take advantage of government funding, such as through IRAP or the SR&ED program.
• Customer service is critical, especially if you are second or third in your market. “People buy from people they like.”
• By the same token, “People work for people they like.” Treat staff with respect, invest in them and have regular celebratory events.
• Manage growth. Don’t be greedy and look to grow too fast. Ross Video has walked away from more opportunities than it has pursued.

Technorati Tags: Entrepreneurship, OCRI, Technology Executive Breakfast, Ross Video, business development, management, video production, manufacturing, marketing, diversification, product development

“Venture capital is dead. It’s gone.”

Sir Terry Matthews didn’t mince words Thursday morning as the keynote speaker at OCRI’s Technology Executive Breakfast. Not that he ever does. And while some might argue that statement about the status of Canada’s venture capital industry, or at least its level of activity in the nation’s capital, may be a bit premature, that’s not the point.

The point is, who cares?

Matthews and partner Michael Cowpland began the first incarnation of Mitel in 1972 with persistence, sweat and a $4,000 bank loan. That was enough to get their first product to market in nine months. This was followed by Mitel’s breakthrough product: a PBX phone system with a software switch. Mitel beat out about 40 larger competitors to win a watershed contract with AT&T, the first time, Matthews said, that the telecommunications giant contracted out. That deal, and a $250,000 grant through Canada’s IRAP program, took Mitel from zero to a 20-per-cent global market share in five years and made millionaires out of penny investors.

And while sheer persistence and hard work were part of the secret sauce for Mitel’s success, and for every success Matthews has had since then as the man behind the creation of more than 80 high-tech ventures, he cited an even more important ingredient: the core competency of partnerships.

Partnerships build technology clusters. Partnerships allow a company to capitalize on another’s strengths without having to carry the overhead of developing a  particular area of expertise in house. Partnerships take advantage of another’s time and money invested in R&D to compliment your own.

Matthews holds Nortel’s utter aversion to partnerships to blame in no small degree for the company’s misfortunes.

And while there undoubtedly are challenges in the marketplace at present, Matthews insisted there is a resurgence at hand as ambitious and nimble entrepreneurs of the next generation make their mark. They just need a commitment of time and mentorship from those with experience and money to invest. Venture capital is irrelevant. Time is what’s important.

Matthews’ approach is to find the key contact in a post-secondary institution passionate about commercializing ideas into start-up companies to help him cherry pick the cream of the crop from among new grads. He wants to work with the handful who have the drive, ambition and adaptability critical to surviving and thriving in tough times. He puts these teams together, puts his resources behind them, and sets out to identify and develop a viable product and market niche. By engaging with the market, he will guide this team through the process of honing, refining and focusing the idea until there is a viable business ready to be formally launched.

In return for this intensive mentoring and a high-pressure work schedule that pays little attention to weekends and holidays, each team member is paid the lofty salary of $25,000. However, what they should be paid but are not is parlayed into ownership stakes in the new company.

Matthews believes there is no more effective way to quickly bring a product to market. And being first to market is the only way for North America and Europe to compete in a global economy that is now flat with few if any true trade barriers. With Asia pumping out engineering talent that works for a 10th of what ours does, trying to compete on cost is a death sentence.

So the next time you hear someone pining for the return of the good ol’ days of the telecom boom, or whining about the demise of the venture-capital industry, do as Matthews does and take a chapter from Darwin: it is not the strongest or the most intelligent that survive, but the ones most capable of adapting.

Technorati Tags: Terry Matthews, Mitel, Nortel, startup, IRAP, venture capital, OCRI, business development, commercialization

“Even if there’s blood on the street there’s always somebody making money. You just have to make sure you’re on the right side of it.”

The son of poor Croatian immigrants, he sold his first company for $100 million in 2000. His second company, launched in 2003, is now the largest privately held IT solutions provider and integrator in Canada. When not residing in one of his posh homes, he holds court in CBC’s Dragon’s Den.

Robert Herjavec is a living example of what hard work and vision can achieve. He took the stage to close out this week’s 2009 Ottawa Business Summit and treated his audience to his insights on what it takes to achieve business and personal success.

I scribbled furiously the entire time he spoke and have distilled his pearls of wisdom to the following:

1. There is no stereotypical external factor for success. Fame and fortune is not reserved for the beautiful people in the world, nor can a successful person be judged by appearances. One of his neighbours has a company with 12,000 staff, an original Monet on his wall and a 15-year-old car in the driveway. And, bad people do succeed. “There are people who beat their dog and run a great business.”

2. However, he has never met a successful person who didn’t have a purpose, and that purpose must be more than the accumulation of wealth. If all one pursues is money, they will hit a wall. Herjavec’s goal was to build the best company in its industry. The money followed.

3. Achieving that success requires vision. When he started his second company, the problem was too much available money and not enough vision about what it should be. Money keeps you in the game. It doesn’t make a good company.

(Geez, have we learned that lesson in Ottawa after the VC excesses of the tech boom?)

4. And on that note, with particular relevance to Ottawa: If you build a better mousetrap, the world will not beat a path to your door.  There is no such thing as a good idea. It’s all about execution. Sales and marketing. And while he would hire the fellow who can sell ice to Eskimos, Herjavec would much rather have the fellow with the foresight to sell water in the desert beside a broken-down bus.

5. “Discipline is the art of doing what is necessary even when you don’t want to.” Inaction is easy. Citing his own recent experience running a marathon for the first time and the amputee with a prosthetic leg who passed him, Herjavec put it plain: “Winners find a way, losers find an excuse.” Which invariably means, ”For you to win, somebody has to lose.”

6. The importance of leadership, which he defined as the ability to get people to do something they wouldn’t otherwise be able to achieve–lift them from their comfort zone.

7. It’s all about sales. “Nothing matters until you sell something.” Which also speaks to the value of branding and marketing to drive those sales. But after sales comes service - sales may sell the first night in a hotel room, but service will keep the guest coming back.

8. Business is a sprint. “You’ve got to go now.” It’s better to take action than sit around planning the next five days. Once you secure an opportunity, then it becomes a marathon.

9. Feed the whales, not the minnows. Especially in a tough economy, devote your time and effort to those prospects, those core customers, who will support your business in tough times. He didn’t cite the 80-20 rule, but it obviously applies. For example, Herjavec’s business positions itself around high value, high touch service. When faced with a customer who likes to shop around and bargain hunt just to keep his suppliers on their toes, his preference is to dump them in favour of more loyal customers who appreciate the value of what they are getting for their money.

10. And when it comes to suppliers for your business, it’s a love/hate relationship. At the end of the day, your business is your business and they’re looking out for their business, not yours.

11. Learn to focus, which he defined as the ability to make the most of the 24 hours in a day and ”distinguish the truly important from the urgent that happens every day.”

12. Your business is not your family, it’s just business. Avoid emotional attachments.

13. Make it fun and be resilient. Nobody likes a negative person. What’s important is not what you say, but how you make people feel. There may be really bad days when you just want to walk away, but that just proves you care. What’s vital is having the resilience to believe that tomorrow will be a better day.

14. It’s not who you know, but how brutally honest you are with yourself. “The worst lies you tell in business are the ones you tell yourself.”

15. And lastly, business is like a game of Whac-A-Mole. Keep swinging until you hit something.

Technorati Tags: entrepreneurship, management, Robert Herjavec, Dragon’s Den, Ottawa Business Summit

Although it had its genesis in a consulting practice that was already several years old, and its first employee had been in place for several months, inmedia Public Relations Inc. was legally incorporated on November 5, 1998, and so today is our tenth birthday.

I would be less than forthright if I said that 10 years after launching a technology focused PR firm that I had accomplished what I thought would be in place a decade out. The tech meltdown damn near put us under and the continued severe contraction of Ottawa’s tech sector means we have slim pickings here at home. And my initial business proposition, that we could create an agency of excellence and extract a premium from the marketplace for that excellence, has proven to be a tough pitch in a market that too often has yet to be weaned off mediocrity.

But we survived the meltdown, the only exclusively B2B technology PR practice in the city to do so. Today, we get very well paid for our excellence from clients who have come to understand the difference. And our deliberate business development strategy over the past three or four years has been to embrace Ottawa clients certainly, but also to aggressively pursue business anywhere and everywhere we see a good opportunity.

My excellent colleague Danny Sullivan’s self-repatriation to his native Scotland a few years back opened a whole new front for us, and our far-reaching Google Adwords campaigns and this blog have brought us amazing opportunities from many other corners. With Ottawa accounting for about 35% of our revenues, we have embraced clients and projects in Calgary, Toronto, Montréal, Fredericton, Moncton and St. John’s; in Boston, Jersey City, San Jose and Chicago; and in Edinburgh, Glasgow, Farnborough and London.

If the business outcome has not been everything I hoped for 10 years ago, the experience has been nonetheless incredible. Most noteworthy has been the extraordinary people who have come to work with me here at inmedia. In an industry where average employee tenure has been pegged at less than a year, inmedianauts tend to hang around for much longer, with the average tenure here topping three years and some having spent five, six and even seven years on board. The consultants who work here are the real product that we sell, and I have had the unmitigated pleasure of consistently being able to bring to market the very best product in the PR industry, period.

Similarly, we have worked on some amazing projects with some of the brightest minds in technology, business and marketing. Our web site lists nearly 90 clients with whom we have worked over the past 10 years, and each and every one of them has represented a unique story, a unique set of market dynamics and a unique set of media and analyst targets to whom that story needed to be told. It is this ever-changing nature of the business that makes PR consulting so fascinating to me.

It has been rewarding, challenging and frustrating, as most any worthwhile venture inevitably is. It has also been a period of considerable personal and professional growth, and I look forward to learning even more as this little PR company continues.

Technorati Tags: inmedia Public Relations, public relations, technology, entrepreneurship, birthday

When it comes to the next generation of technology companies taking root in Ottawa, Enablence is definitely at the top of the heap. At OCRI’s Technology Executive Breakfast this morning, CEO Arvind Chhatbar revealed that the company’s meteoric rise over the past 18 months has been driven by the often elusive ability to recognize true opportunity when it arises.

As Arvind described it, Enablence is in the business of making the optical part of optical networks work more like electronics. With more than a dozen different product lines already in its pipe, the company develops and manufactures optical components, subsystems and systems to meet our ever-growing appetite for high-bandwidth services. A key focus is FTTH, or, fibre to the home. Enablence is eager to sing the death knell of copper-based networks that suffer from extreme bandwidth limitations that only get worse with distance.

Arvind offered the telling example of trying to download a movie over a standard “high-speed” Internet connection over copper wire, vs. fibre. What would take a couple of hours on the one is reduced to a mere minute or so on the other.

Over the past four years, Enablence has positioned itself as a key player in this space through innovative product development and timely acquisitions, driven by about $95.5 million in financing to date from angel investment, private placement and a public offering. It has grown from a handful to more than 200 staff. The hockey stick on the revenue projection slide in Arvind’s PowerPoint presentation has to be seen to be believed.

What I found noteworthy is how the company has arrived at this point, which Arvind is quick to say is still an early stage. When Enablence was founded in 2004, the label “optical company” was considered fatal. Ottawa itself was still reeling from the loss of a host of startups in the optical space that had wizened away despite tens, if not hundreds, of millions of dollars in venture backing. Was this a challenge for Enablence? Certainly. But it also provided significant opportunity.

How?

1. Early on Enablence raised $5.5 million in angel financing, a sum that is that much more impressive considering the sour climate at the time. But the money wasn’t raised from local friends and family familiar with the industry. They were still licking their optical-investment wounds. Instead, Enablence looked further afield to contacts who had made their money in other sectors, such as oil and gas, and were looking for fresh investment opportunities.

2. The meltdown that had cut so deeply into the employment ranks at home and abroad had put a lot of top talent into play at a good price. Enablence was able to snap up some of these great people.

3. By the same token, there was a lot of equipment to be had at bargain prices, as well as facility space.

4. Despite the ongoing need for cash, the company wasn’t afraid to say no to the sure thing if the terms were not palatable and instead explored other options, such as listing on the TSX Venture Exchange. In fact, the company turned away a fat cheque that had one key string attached — Arvind had to resign in favour of a new CEO hand-picked by the investor.

5. The company has so far avoided the need to look at outsourcing manufacturing to China by investing in state-of-the-art manufacturing that is highly automated, thereby reducing labour costs from the outset.

It’s by being able to recognize and capitalize on such opportunities that has allowed Enablence to put itself firmly on track to become, as Arvind said, “a force to be reckoned with in the optical world.”

Technorati Tags: FTTH, fibre-to-the-home, Enablence, Arvind Chhatbar, OCRI, optical, financing, business development, investment, angel financing

Although no inmedianauts were stranded yesterday when Ottawa-based Zoom Airlines suspended operations as it sought bankruptcy protection in the face of actions by several of its leaseholders and creditors, we very easily could have been. Ever since our Danny Sullivan repatriated himself to his native Scotland and set up office for us in Glasgow a few years back, we have been enthusiastic and regular passengers on this quirky little airline that offered good prices, excellent service and a peculiar schedule that gave us direct, non-stop flights for most of the year between Ottawa and Glasgow. It’s as though Zoom was made for us.

Our best experience happened when we flew Danny on Zoom to Ottawa on fairly short notice when a long-time client hired a new marketing vice president and wanted to talk about an aggressive new program. The veep, who had flown in from San Jose, did not believe that Danny had come to town just for that meeting. Turned out, however, that it cost less and took less time for Danny to get there than it did for the veep!

Zoom was a favoured carrier for my family, too. In the winter, Zoom used to offer non-stop weekend service between Ottawa and St. Maarten that could see a winter-weary citizen of this frozen northern capital get on a plane at about 6:30 a.m. and be frolicking in the warm Caribbean by noon. And three summers ago, we flew Zoom to Scotland for a family vacation in England, Scotland and Ireland.

From a PR and crisis communications perspective, though, Zoom does not seem to be managing this potentially fatal setback nearly as well as it managed its early growth and success. News stories have focused on the suddeness of the shut down, the lack of communication to stranded passengers and the apparent abandoning of their posts by Zoom personnel at airports. This does not create the kind of forgiveness and understanding a company needs to successfully emerge from such a crisis. And that would be too bad for Zoom and those of us who enjoyed flying with them.

Technorati Tags: Zoom Airlines, travel, bankruptcy protection, crisis communications

As I sit here, 36 weeks pregnant and a short week from my maternity leave, my commute into work has become untenable and so I’m thrilled to be living in an age where I can reasonably work from home. I’m not the only one, it seems, according to several interesting recent stories in publications like BusinessWeek and ComputerWorld. Both of these stories talk about entire businesses dismantling their brick and mortar operations, saving substantial overheads and, according to the BusinessWeek article, boosting productivity.

Because inmedia is a global operation, we have been working with remote consultants in different countries and different time zones for several years now to great success. We communicate constantly and although it’s not quite like being in the room, we are more than able to work together as a cohesive unit and deliver high quality service to our clients. Regardless of where the consultant is, we’re quick to send a quick note or pick up the phone to hash out ideas or collaborate on getting the job done. The tools that we need to connect with our media and analyst targets are, thankfully, easily transportable. The days of the hard copy press kit are quickly receding and thus as PR consultants, we are less encumbered by reams of paper and manilla folders.

It’s my opinion that the very nature of consultantcy lends itself well to this model, but of course, it wouldn’t and doesn’t work for everyone. Consideration must be given to the individuals involved and the nature of the work. Still, with experts on telecommuting predicting its increase in popularity and with coworking spaces gaining momentum, it’s undeniable that the more connected we become to our coworkers and clients, the easier it is to disconnect from the trappings of a traditional workspace.

Technorati Tags: telecommuting, consulting, coworking