10 Driving Principles

PRINCIPLES	Explanation	Possible Meaning to SPJC Send email to Guy Hancock if you agree or disagree with any of the statements below.
1. Matter. It matters less	Processing information is dramatically more powerful and cost-effective than moving physical products. Increasingly, the value of an organization is to be found in its intangibles: people, ideas, and the strategic aggregation of key information-driven assets.	Education is an information processing activity, which should position SPJC well. However, past success was more dependent on being organized to carry out a well defined process than it was on cultivating and implementing new ideas.
2. Space. Distance has vanished. The world is your customer--and your competitor.	The opportunity - and the threat - has never been greater.	The district boundaries are more and more meaningless. Learners in our district can choose from hundreds of colleges and attend without leaving home. Likewise, SPJC can enroll learners from throughout the US and the world.
3. Time. It is collapsing. Instant interactivity is critical, and is breeding accelerated change.	In a world of instantaneous connection, there is a huge premium on instant response and the ability to learn from and adapt to the marketplace in real time. Winning organizations accept a culture of constant change and are willing to constantly breakdown and reconstruct their products and processes-- even the most successful ones.	The processes in any institution are usually designed to preserve the status quo, not adapt quickly to changes. One of the biggest challenges for SPJC is to improve the speed of response to new ideas and changes. Processes will need to be eliminated or streamlined, and this will be a continuous effort, not a one-time fix.
4. People. They're the crown jewels...and they know it.	More than ever in history, huge value is being leveraged from smart ideas - and the winning technology and business models they create. So the people who can deliver them are becoming invaluable, and methods of employing them and managing them are being transformed.	This change threatens the system of hiring and promotion strictly by degree and years of service. If SPJC cannot find and keep the innovators and people with “fire in the belly” it will not be able to compete.
5. Growth. It's accelerated by the network.	This principle means that in the new economy, first-mover advantages are greater than ever. Once an organization reaches critical mass, it can experience increasing returns leading to exlposive growth.	SPJC's mission is to deliver the education needed by the community. However, the community is now our learners, where ever they come from (not just Pinellas County). In order to survive and continue serving anyone we may need to be a first-mover on a national scale.
6. Value. It rises exponentially with market share.	Value no longer comes from scarcity, but from market share. Because so many people are linked, far more products and services will gain their value from wide-spread network acceptance.	SPJC needs to develop services for many different niche markets, with the aim of gaining large market share in some of them. Lots of niches need to be covered since we can't know in advance which ones will become the successes.
7. Efficiency. The middleman lives. “infomediaries” replace intermediaries.	Infomediaries turn dumb data into usable information. They offer aggregated services, or intelligent customer assistance, or powerful technology-based buying aids, or an attractive, community-based buying environment.	Education is an intermediary, helping learners efficiently acquire knowledge and skills. What needs to be done is to aggregate services, improve customer assistance and add significant value. Courses have to become valuable in themselves, not just because they are required for a degree. And courses need to be broken down into modules, which again have inherent value independent of course-completion or degree-completion.
8. Markets. Buyers are gaining dramatic new power--and sellers new opportunities.	Your competitor may be just a mouse-click away. Organizations that offer unique services or lower costs will flourish, benefitting from a flood of new customers. Those that relied on physical barriers to competition will fail.	Most colleges have relied on physical barriers (territory, isolation) as part of their competitive advantage. Historically, college was a place where you went to be abused and get an education. Now you don't have to go anywhere, and you have many choices about where to obtain the desired learning.
9. Transactions. It's a one-on-one game.	Information is easier to customize than hard goods. The information portion of any good or service is becoming a larger part of its total value. Suppliers will find it easier and more profitable to customize products, and consumers will begin to demand this kind of tailoring.	Education has been based on an industrial age model, where the learners were mass-produced. They were assumed to be identical coming in to the process, were all treated alike, and were assumed to have been educated alike. Today's learner is looking for recognition of individual skills, preferences, and aptitudes. She is also looking for learning matched to her immediate interests and needs.
10. Impulse. Every product is available everywhere. The gap between desire and purchase has closed.	The shelf space of the world wide web is unlike any other in that it has no bounds. Go online, discover a product you desire, and just hit the “buy” button. Consequence: the processes for marketing, sales, and fulfillment are merging.	SPJC must integrate all learner processes and functions into the web. We must build many email lists and learner “communities” using the network tools available to everyone today. These tools must be available to every department and made immediately functional.

10 principles that still apply:
1. customers matter		students matter
2. One day, revenue needs to exceed cost.		Many experiments must happen, because we don't have the forsight to know which ones will ultimately succeed. This requires encouragement and support of risk-taking, and a plan that ultimately makes economic sense. It also requires tolerance of failure, and a willingness to pull the plug on failing experiments.
3. Trust is the basis of business relationships.	trust is the basis for any voluntary relationship
4. There are only 24 hours in a day.
5. There will always be value in brands.		SPJC has received recognition which is valuable in establishing identity. The quality of SPJC work in new areas must continue to be high in order to maintain the benefit of name recognition.
6. There will always be competition.		SPJC has not always had competition. State regulations protected us from competion from other community colleges in Florida, and there were not many private colleges in our area. Now, with distance learning, competition is everywhere.
7. People are self interested. So are companies.
8. People need a powerful incentive to change their behavior.
9. Sex sells.	no explanation needed	no comment
10. No one really wants a relationship with a telephone company!		We have to personalize all our dealings with learners. Technology is essential to doing it, but we have to define it first.