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While there are many ways to set-up and manage online events, here’s what’s working well for us in our webinar programme: Weekly events at a fixed time slot (identified through a user survey). Limit events to one hour (timeslot identified through user feedback). A few minutes introduction, followed by a main presentation of 30-40 minutes and 15-20 minutes of questions. Strictly time manage the event (punctual start, completion on time). Beware of time zones - we usually have participants across 10 to 15 timezones. Limit sound to host and speakers. Participants can chat only (handling 100 sound cards & microphones online does not provide a good webinar experience). A chat pod allows participants to introduce themselves at the start of the event. A second chat pod allows users to submit questions. Questions are addresses one at a time at the end of the presentation - never during the presentation. Before the event, speakers are briefed on the use of the Adobe system and a protocol for the event is agreed. After the event, we circulate slides, the link to a recording, an answer to a question not address. There are so many ways to keep users engaged, and gradually build a vertical community around the topic of the webinar.

In the telecommunications industry, interest is growing around the concept of Customer Life Cycle Management (CLM). This concept goes beyond traditional time-views of CRM and embodies the customer history as a real-time predictor, and also aims towards the long-neglected aspect of customer retention.

In the real world, managing your reputation should be paramount. Showing up on time, being helpful to colleagues, and taking the occasional shower increase the reputation points you can leverage in any number of ways, including career advancement. Many of us spend a lot of time, if not thought, on maintaining our good rep. If you have a virtual presence, chances are you have an online reputation, too. It’s probably codified in some form. On eBay, I have a 100 percent positive feedback from 46 dealmakers, and my reviews on several consumer sites are considered, in aggregate, “somewhat” useful.

that it takes courage and resolve to design and stick to a routine that suits you

Despite the modern obsession with physical presence at offices (also known as ‘presenteeism’), very few of the great worked long hours.

The days of the great contain a surprising variety of activities

Perry shared many lessons learned, and chose to focus people’s attention on the pitfalls of PMs (in addition to their power). Implementation can take a long time. It’s a change management process. Asking the wrong questions can be a killer, but often the right questions emerge after trading begins. Poor incentive structures is the #1 killer, according to Perry. Don’t suppress the reputational incentives associated with PMs. Be explicit and transparent about how traders will be compensated.

Imagine going to your Doctor because you’re not feeling well. Before you’ve had a chance to describe your symptoms, the doctor writes out a prescription and says “take two of these three times and day, and call me in a week.” “But – I haven’t told you what’s wrong,” you say. “How do I know this will help me?”“Why wouldn’t it” says the doctor. “It worked for last two patients”