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Customer Satisfaction Breakdown: JetBlue’s David Neeleman is out

I read today on inc.com that jetblue’s founder is stepping down as CEO.



“David Neeleman, founder of embattled low-cost airline JetBlue, is being replaced as CEO, company directors announced Thursday.”


Sad, as Neeleman has been a poster child for great customer servcie and attention: he flew his own airline regularly to get a sense of the service. That was until the massive issues in February, when jetblue took the brunt of a major snowstorm: thousands of jetblue customers suffered while stranded during a major snowstorm that hit the northeastern states. jetblue took out ads in order to apologize to their customers, put out a heart-felt video on YouTube (plus this collection of clips on YouTube) and even penned a customer bill of rights to address the issue. (jetblue’s Bill Of Rights in pdf)


Wired saw this coming when they dropped jetblue off the Wired 40 earlier this year. But I still enjoy the approach with comfortable seats, sat TV and great service… when the weather cooperates.


 

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J Allard’s bio page is temporarily unavailable

One never knows what one will finds on our exec home pages…



J Allard’s bio page is temporarily unavailable. It will return later this week


Updated: May 7, 2007










Allard: N'Gai had it right.
Allard: N’Gai had it right.


“Would he really ditch the dreads?”


That’s what I was wondering after an E3 dinner with Newsweek’s N’Gai Croal in 2005, knowing that it would be about a year before I knew the answer. And what do you know, N’Gai called it.


Six weeks prior to our dinner together, Sony had launched their new PSP product in North America. It was a lightning rod for discussion at the annual game convention in Los Angeles. Not a lot of data, but no shortage of opinions and questions surrounded Sony’s new product:


Would the UMD disc prove to become “universal”? Would they be able to manage production costs and get the price down? Would people really use it for movies and music as it had been promised? What would Nintendo’s response be? How would the industrial design and screen appearance age with use? Was there a chance that it would become the self-proclaimed “Walkman of the 21-st century?” What would the “killer app” be for the system?


Before I had ever met N’Gai, I knew exactly who he was. He had co-penned the cover article for Newsweek magazine in 2000 called “The Amazing PlayStation 2” which I have kept in my office ever since. It had hit newsstands only two weeks after we had approved a project codenamed “Xbox.” The article gushed about the possibilities of Sony’s new system that we had decided to compete with (Xbox would launch about 19 months later). In the end, while a number of promises in the article went unmet, the PS2’s market success would become incredible – it was and continues to be a huge success, selling over 100 million systems worldwide.


As the dinner discussion turned to the new Sony system, it was clear that N’Gai was still a PSP enthusiast. I was far less bullish on the PSP’s market acceptance… I didn’t understand their UMD movie push or why the studios would follow. I questioned their decision to use optical media because of the impact on battery and production costs. I was skeptical of the size of the product as a music player. As always, it was a fun debate as we pushed back and forth on the issues.


At one point N’Gai declared, “the PSP is so good, it will sell faster than PS2” and with that, the gauntlet had been thrown down.


Admittedly, the PSP was a beautiful device with incredible specs… it had a fantastic screen and I knew that they’d sell millions of them, but I just didn’t think that demand could be higher than for the PS2. A challenge was established. If he was right, I’d appear onstage during my E3 keynote sporting dreadlocks (his hairstyle). If he was wrong, he’d clone my hairstyle by letting me shave his dreads at the same conference. We set the 10-million-unit mark as the deciding point.


Well, N’Gai called it. In October 2005, Sony announced that they had surpassed 10 million units sold after only 10 months of commercial availability. He had me beat.


The thing is, he never got to cash in on the wager. In 2006, I had shifted my focus to a new project called Zune, didn’t present at E3 the annual games conference and I had forgotten about the challenge. He reminded me a couple weeks back that I never made good on the bet so here are the promised dreads – 360 days after the last E3 Xbox press conference.


Hats off to Sony for outpacing the PS2 velocity with their PSP. Dreads on for N’Gai for calling it back in 2005. Figured it was only right to include both the dreads and PSP in the photo.


P.S.: For the record, I’d never have been able to cut off your dreads, my friend. I might’ve clipped one off for show, but could never have butchered your style like that.

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Gordon Bell and MyLifeBits in Levy’s article “This Is Your Life, Every Bit of It!”

This in a recent Newsweek magazine, Steven Levy’s article “This Is Your Life, Every Bit of It!” with a look at individuals (such as Gordon Bell) who are working on “capturing everything [they] see and hear… a Pandora’s box for the digital age.”



“Since 2001, Gordon Bell, a 72-year-old computing legend now at Microsoft Research, has been heading a project called “My Life Bits.” The idea is to accumulate a definitive record of one’s life, from images and sounds captured by a “SenseCam,” to phone calls, e-mail, Web searches and so on—and then to develop techniques to search those disparate media on demand. You won’t be surprised to hear that Google is also developing its own solutions to searching video and audio. And a start-up called Ustream (now in beta) lets anyone do Webcasts live—sort of Justin.tv lite.”


And, for reference, this on Bell’s MyLifeBits…



“He is putting all of his atom- and electron-based bits in his local Cyberspace. It is called by MyLifeBits the successor to the Cyber All project. This includes everything he has accumulated, written, photographed, presented, and owns (e.g. CDs). In February 2005 an epiphany occurred with the realization that MyLifeBits goes beyond Vannevar Bush’s “memex” and is a personal transaction processing database for everything described in June 14, 2005 SIGMOD Keynote.”


As noted in a previous entry, see “How To Build Your Own version of Gordon Bell’s “MyLifeBits” (Wired)” Wired, Nov 2006. See the complete article “A head for detail.” 


At home, we’ve attempted our own small slice of MyLifeBits, with a couple of scanners (sheet fed and a slick yet inexpensive see-thru HP Scanjet 4600 Scanner), Paperport software (for collecting scans and managing image files) and Windows Desktop Search. In addition, we have the bulk of our bills and statements sent in electronic form.


But we’re not as hard-core as Bell: one of the biggest collection of papers so far that we simply don’t have (or make) the time to process? Paper receipts (a drawer in the kitchen is just easier, thank you), our children’s artwork and schoolwork, and hard copies of a select few magazines: I enjoy having the paper versions of Wired, Fast Company and Fine Homebuilding. Everything else is scanned or referenced on the web, especially nice as so many magazines are now available via on-line archives (usually free for subscribers).

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CNET interview with Ray Ozzie and his “quiet revolution at Microsoft”

No sooner do I talk about how Ray Ozzie is connecting with customers that I see this on CNET News today, discussing SilverLight at Mix and “about the company’s ongoing transition from the age of desktop software to a new era.”


Ozzie’s quiet revolution at Microsoft
Chief software architect Ray Ozzie says nearly everything Microsoft does will include an online services component.



There is this impression that Microsoft is protecting its turf when it comes to Web-based Office-style applications. You see Google doing it and start-ups like Zoho–and there are online ERP applications–and Microsoft hasn’t done that yet. But Microsoft could do it, so why don’t you?


Ozzie: People as far back as Desktop.com have done it. Well, I don’t know how to say it other than to say that we’re running a fairly significant business. Protecting implies setting up barriers–there are no barriers. These people are free to go take whatever solutions they want to put them in a browser. We believe–and I believe this deeply, I’ve been a desktop business for a while–that the deployment environment of using desktop tools on a PC is a really valuable one. Sometimes, just because you can doesn’t mean that you necessarily should. To the extent that there are scenarios that involve the Web that are very useful, we are going to go after those scenarios because it helps our customers–we got to stay focused on those customers.


We’re not going to be in a reactionary mode that just because somebody proves that something can be done, and it has some trade-offs, then we just immediately have to follow suit. I think that there are a lot of lessons they learned right now with those competitors of things that they’ve done that people just aren’t using, and things that they’ve done where people are actually using it in ways that they aren’t using desktop apps today. So I think that we are all learning from this and our product will end up in some hybrid form.

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Your questions: “What’s the corporate culture like at Microsoft?”

Stephen asks a few questions (including what I do at Microsoft)…



“What are your personal opinions on the corporate culture at Microsoft? What about the work environment: are you pleased with and what do you think could be improved? I read in an interview with fellow Microsoft employee, Chris Pratley, that the attitude at work is very results-oriented. Is there validity to this claim?”


(BTW, a disclaimer: I enjoy Chris Pratley’s blog.)


There’s a lot to be said about the corporate culture at Microsoft. IMO, the culture is in transition, noting that with more than 70,000 employees you’re going to have some bureaucracy: a challenge is to keep the culture from becoming too bureaucratic. So far, I have seen a good balance as the management at our company makes a concerted effort to help people focus on their jobs without their enthusiasm and energy being curbed by a thousand and one processes and reports. Not to say there aren’t improvements to be made. 😉


What I like: the diverse culture offers a great mix of ideas, perspectives and people. Yes, like all large companies we have levels of management hierarchy and organization, but senior management is accessible and solicits feedback and opinion: one such example is how Lisa Brummel listens to employees and takes in feedback on everything from employee compensation and reviews to towels in the locker rooms. 


I agree that the attitude at work is very results-oriented. Through our annual Commitment-setting process, we set annual goals that are tracked and measures; we’re in the first year of using the new on-line Commitment tool (which is certainly 1.0, but a step in the right direction) that allows employees to publish their goals for the year and track progress against the goals. That makes each individual and group’s work and targets more transparent. And certainly there is a competitive undercurrent, a result of having many Type A personalities at the company. 😉


Many employees are vocal and have been instrumental in moving the company culture forward: it’s not something you can implement as a policy and expect it to take hold. IMHO, employees at every level can have a direct hand in changing and shaping our corporate culture.