KETCHIKAN: OUR TOWN HAS A
FUTURE AS OUR BRAND
by Ken Bylund
January 14, 2008
The Ketchikan Daily
News [KDN] January 12-13 2008 weekend edition had a great
editorial 'TOWARD GROWTH'; it starts and ends with the warning
that we as a town are experiencing a steady decline but centers
on hopes that we as a community need to come up with new industries
and new ways of creating jobs in old ones. I love this editorial;
it is smack on target... and then back to reading 'THE UPSIDE'
by Adrian J. Slywotzky who spent his life researching business
success stories and failings. Here's the deal; we learn and think
in analogies [Jeff Hawkins - On Intelligence], by comparing this
with that, and if our town can be compared to a business, well...
we are the Kodak Brownies and Polaroid Film industry in a world
of Canon Digital and SanDisk.
Our City and Borough might consider operating like a business;
developing Ketchikan as a Brand Name amongst the tourism industries
of the world, and build our reputation as a safe and fun destination
for all. In Friday Jan 11 KDN, at the end of 'Retreat', if I
may quote... " Bockhorst said the borough's auditor noted
that the borough's general fund reserves were in the low end
of the recommended range and have been declining each year."
Duh? do you think? The past performance of spending [wasting]
resources with... well, we've been beating them dead and dying
horses long enough, and it's clearly not going anywhere.
Permit me an analogy from Mr. Slywotzky's book; page 8. "The
first two jobs of strategic risk management are to sidestep the
un-necessary blows and mitigate the blows you can't avoid. You
can avoid the biggest hits to your company's [borough's &
city's] value through a strategic risk management system that
uses the principles and techniques described in this book. Remember
Warren Buffet's first rule: Preserve your capital. And also his
second rule: See the first rule." Why, for instance are
we moving/building a shiny new library? Where is the ROI [return
on investment]? And who will gain/lose the most?
Our business [city & borough] managers should encourage project
specialists' and engineers [steering committees] to innovate/develop
"new projects, new products, new markets, new customers
new operations" and grow our general fund reserves before
building that palatial library and/or museum on the hill. Mayors
and Assemblymen would be better advised to stop feeding the fire
and start looking toward a sane [growth for all] altruistic goal.
The best outcome we can hope for is an honest government taking
the long view. "What prevents most businesses from practicing
this kind of strategic risk management? [=] The necessity of
learning a new way of thinking."
Please Mr. Bockhorst, order a copy of 'THE UPSIDE' by Adrian
J. Slywotzky and read it with your analogy detector switched
on. This read would be great for High School students who want
the path to success explained in simple terms - how energy creates
talent, and it may be the door to success; those businessmen
and women who want to better their customer bond and improve
the overall health of Ketchikan's economy should read this book,
and again... with the analogy detector full on. Consider the
potential benefit if you grow Ketchikan as your brand... our
town, our island, and the inland passage becomes our brand.
Note:quotes and paraphrase are from Mr. Slywotzky's 'The Upside'...
consider it a [very positive] review.
Received January 14, 2008 -
Published January 14, 2008
New Public Library or Castle on the Hill? By Robert D. Warner
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