Mark Abouzeid Keynote Speech on Epic Failure

Epic Failure Conference, Florence, September 2015

What did you learn from your failures, both professional and personal? How did these failures lead you to create a specific project? Ultimately, how did these failures bring you to where you are today?

Mark Abouzeid shares his trials, exploits and lessons learned in a rare personal talk on the importance of Epic Failure.

About Mark Abouzeid

Born in 1962 to a Lebanese American immigrant, Mark Abouzeid has been filming the oral histories, living culture and human endeavours of people around the globe for over 15 years.  His short film, “Interview with an Assassin”, was shortlisted by the Florence Film Festival and his documentary work on the Dying Seas will be the centrepiece of exhibits at the Maritime Museums of Valencia, Barcelona and EU Maritime Museum in Marseille.

He is currently making a feature length documentary film, Growing Cedars in Air, and a short film, Finding Lebanon.  Each are based on Abouzeid’s own personal discovery of his roots and what it means to be Lebanese, today.

About Epic Failure Conference

A process is not always linear, but non-sequential and always navigated by failures. Consequently the goal of EPIC FAILURES is to gather professionals into sharing their stories, their process; how they overcame their mistakes and how failures, more often than not, open new doors. We live in an area where there is an over emphasis on achievement and so this creates an alliterated vision of reality. The stories of errors are not told; yet success is always paved by mistakes! We need to embrace our past flaws in order to move forward. Creativity and Failure go hand in hand. EPIC FAILURES is a conference talk that celebrates creativity and entrepreneurship, built through failures, by providing a networking-platform across industries and communities. We are a bimestrial event, hosting between four to five speakers.

The Dispossessors | The man with a ribbon in his shoe

Writings on Competitive Individualism, Globalization and Tall Poppy Syndrome, vol I.

 

I am sitting in the gardens of an Art Conservatory.  It is Sunday and I have taken shelter here from the throngs of people moving with force and direction like an ocean tsunami from street markets to cafe brunches to fashion row shopping. Continue reading

A holistic Approach to Business Strategy & Innovation, introduction

Over the past 20 years, I have applied specific models to each stage of the stakeholder analysis in helping clients and institutions create business strategies that are turned specifically to theirs and the market’s stage of development.  These models provide essential insight required to apply subsequent models with a higher level of accuracy and validity.  On their own, each models has strengths and weaknesses.  Integrated into an information and analysis chain, weaknesses are eliminated and dependable insight is generated.  A discussion of each model, follows: Continue reading

Collective Wisdom synopsis

This is a synopsis of the report on Collective Wisdom, an innovation-research project carried out by Mark Abouzeid in collaboration with Carmen Ciciriello between 2003 and 2004.  It investigates the potential for identifying disruptive innovation as it develops at the microscopic level using human behaviour as a primary signal.

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e-Invoicing is a reality…and a source of great liquidity!

e-Invoicing is e business reality

Within 2 years, electronic invoicing will have reached critical mass and become entrenched:  67% of survey respondents already receive e-invoices from suppliers; 35% of firms send e-invoices or expect to within the next 12 months.  By the end of 2010, all public administrations in Italy will require e-invoices from suppliers. Increasing trends towards supply chain integration and dynamic networks will drive adoption rates even further.

Whether the intention is to adopt immediately or within the next few years, companies need to accept that e-invoicing and e-payments will soon be a reality of the business ecosystem.  They should begin to analyse how it will impact their business and make initial changes to the financial supply chain preparing for the smoothest possible transition. Continue reading

Case Study: TALC as applied to Content Management Systems Technology Adoption

Content Management Systems were first developed as one off complex solutions for Newspaper and Magazine publishers.  A package (not dissimilar to e-procurement) of components pieced together to address the specific workflow needs of target customers, over time leading designs emerged: Vignette, Interwoven, Oracle and even IBM offered ‘packaged’ solutions still targeted at the limited market of Media Publishers with investment costs in the millions justified due to the complexity, personalization required and limited market size. Continue reading

Technology adoption lifecycle revisited

Technology Adoption Lifecycle Analysis (TALC)

New technology presents risk for many customers. They react differently toward this risk based on their innate characteristics, the wants and needs of their companies, and the behaviour of other buyers. The Technology Adoption Life Cycle (TALC) models how different groups of customers adopt to discontinuous innovation at different times. This model helps policy makers and technology developers build the best strategy for each phase of a product’s life. Continue reading

Towards a new economic model

The year is 1986 and a young MBA student at Georgetown is listening to a Lecture on macro economics and market economies.  The noted professor has just finished explaining that excluding certain unquantifiable variables, the models attributed to Friedman Economics can predict market cycles and provide the insight necessary to adapt conditions to those favorable for growth and stability.

The student, innocently enough, poses the question: “Can’t we make any model work if we exclude the variables that don’t fit?  Moreover, social welfare, quality of life, community dynamics and happiness are not simple, optional variables to be discarded so easily.” The student is asked to leave the class, only to return when he learns respect. Continue reading

A different Approach

All efforts, to date, overlook the prime, leading indicator of new markets, trends, innovations and technologies…changing human behaviour…the driving force.

Intuitively, most of us understand that 90+% of everything we do is habitual.  Every day we repeat the same actions, thoughts, interactions, conversations and activities.

When we do CHANGE our habitual BEHAVIOUR, we provide a clear signal that something different is happening: that we have interest, intent or involvement in something new.  When enough people change their behaviour, a new market is born. Continue reading

Knowing the question to ask.

Most companies acknowledge a need for market knowledge and try to automate the process of intelligence gathering. They digest as much data existing internally, via clients and suppliers, and on the internet in the faint hope that new opportunities will become self-evident.

On the surface, at least, these efforts make intuitive sense. The Internet is an ongoing conversation, it represents a living and growing memory of the human condition. We record lives, research new frontiers, build businesses, watch children grow….innovate, evolve and die..on the Internet. Continue reading