• Henry: High earner, not rich yet – [Blogging this purely for the acronym]
  "HENRYs, an acronym we'll use to describe people whose financial situation can be summed up by the phrase "high earners, not rich yet." (I coined the term for a Fortune story in 2003 on the alternative minimum tax, or AMT, the bane of the HENRYs.) Put simply, the HENRYs are the bulwark of the professional and entrepreneurial class that drives the economy. Look in the mirror, Fortune reader, and you'll probably see a HENRY."
• INFLUENCE AT WORK – Proven Science for Business Success – Robert Cialdini's business site for his work on persuasion
• Robert Cialdini designs program where utility customers get smileys or frownies on their bill in comparison with neighbors – Last April, it began sending out statements to 35,000 randomly selected customers, rating them on their energy use compared with that of neighbors in 100 homes of similar size that used the same heating fuel. The customers were also compared with the 20 neighbors who were especially efficient in saving energy.
• Coca-Cola Deleting ‘Classic’ From Coke Label – The Coca-Cola Company is dropping the “Classic” from its red labels in some Southeast regions, and the word will be gone from all of its packaging by the summer, the company said Friday. The font size of the “Classic” has been shrinking in the last decade, and the company removed it from labels in Canada in 2007.

  The language on the side of the label where it now says “Coke original formula” will change to say “Coke Classic original formula.” “Every place else in the world it is called Coca-Cola, except for in North America."

I’ve blogged here and here about good and bad implementations of wipes in grocery stores.

I found another one in Coupeville, WA, the other day.

Despite the rather industrial graphics, there’s a few improvements. It’s very clearly for cleaning the cart, not your hands (as Safeway suggested).. It’s right next to the carts, so when you take a cart, you use it (rather than located near the exit, at Safeway). And should the Red Apple employees fail to maintain the display, there’s at least an encouraging reminder to the customer that they should ask to have it replenished.

This is no iPhone, it’s not a radical innovation, but it’s a definite response to a need, and tracking how it is and isn’t being dealt with is enlightening. First, one has to understand the need. Then one has to develop a solution. Then the solution must be implemented. Properly. Effectively. And throw in iteration, for fun. The fact that something as simple as this fails around solution/implementation at a major chain like Safeway tells you something about the organizational barriers to even the most mild of innovations.

AutoWeek takes a look at corporate culture, management structures, and the resulting impact on getting good stuff made and into customer’s hands. They focus on Honda’s flat organization and support for product development initiatives that come from staffers.

No big committees. No bureaucracies. No layers of decision makers reviewing the decisions of the previous layer of decision makers, who in turn, reviewed the decisions handed up from the previous layer.

“We empower people to make good decisions,” says Flint, who was chief engineer on the Ridgeline pickup. “If you can build the business case for something, you can pretty much run with it here.”

Peter F. Drucker Dies

Peter F. Drucker, the political economist and author, whose view that big business and nonprofit enterprises were the defining innovation of the 20th century led him to pioneering social and management theories, died yesterday at his home in Claremont, Calif. He was 95.

Mr. Drucker thought of himself, first and foremost, as a writer and teacher, though he eventually settled on the term ‘social ecologist.’ He became internationally renowned for urging corporate leaders to agree with subordinates on objectives and goals and then get out of the way of decisions about how to achieve them.

He challenged both business and labor leaders to search for ways to give workers more control over their work environment. He also argued that governments should turn many functions over to private enterprise and urged organizing in teams to exploit the rise of a technology-astute class of ‘knowledge workers.’

Mr. Drucker staunchly defended the need for businesses to be profitable but he preached that employees were a resource, not a cost. His constant focus on the human impact of management decisions did not always appeal to executives, but they could not help noticing how it helped him foresee many major trends in business and politics.

Amazing how productive and influential he remained for so very long. I know only a little about him, but have been struck by what I have read or read about.