Twenty Commandments

freedom

Curtis points to some TED commandments, that sounds like not only good rules for conferences, but a lot more in life besides… The guy who posted them recounts:

After you’re asked to be a speaker at the TED conference, a number of things happen to you, some of them by mail. The most dramatic so far would have to be a freaking slab of rock with the TED speakers’ guidelines printed on it.

They are:

  1. Thou Shalt Dream a Great Dream, or Show Forth a Wondrous New Thing, Or Share Something Thou Hast Never Shared Before
  2. Thou Shalt Not Simply Trot Out thy Usual Shtick
  3. Thou Shalt Reveal thy Curiosity and Thy Passion
  4. Thou Shalt Tell a Story
  5. Thou Shalt Freely Comment on the Utterances of Other Speakers for the Skae of Blessed Connection and Exquisite Controversy
  6. Thou Shalt Not Flaunt thine Ego. Be Thou Vulnerable. Speak of thy Failure as well as thy Success.
  7. Thou Shalt Not Sell from the Stage: Neither thy Company, thy Goods, thy Writings, nor thy Desparate need for Funding; Lest Thou be Cast Aside into Outer Darkness.
  8. Thou Shalt Remember all the while: Laughter is Good.
  9. Thou Shalt Not Read thy Speech.
  10. Thou Shalt Not Steal the Time of Them that Follow The

Euan loves Umair’s Twitter commandments, which, as Mr Semple says “I reckon are spot on for how to be successful in whatever you do in the future”.

As expected, set my brain sizzling. Like Euan, I will leave them as headings and encourage you to read the whole of Umair’s post.

  1. Ideals beat strategies.
  2. Open beats closed.
  3. Connection beats transaction.
  4. Simplicity beats complexity.
  5. Neighborhoods beat networks.
  6. Circuits beat channels.
  7. Laziness beats business.
  8. Public beats private.
  9. Messy beats clean.
  10. Good beats evil.

Twenty Commandments

freedom

Curtis points to some TED commandments, that sounds like not only good rules for conferences, but a lot more in life besides… The guy who posted them recounts:

After you’re asked to be a speaker at the TED conference, a number of things happen to you, some of them by mail. The most dramatic so far would have to be a freaking slab of rock with the TED speakers’ guidelines printed on it.

They are:

  1. Thou Shalt Dream a Great Dream, or Show Forth a Wondrous New Thing, Or Share Something Thou Hast Never Shared Before
  2. Thou Shalt Not Simply Trot Out thy Usual Shtick
  3. Thou Shalt Reveal thy Curiosity and Thy Passion
  4. Thou Shalt Tell a Story
  5. Thou Shalt Freely Comment on the Utterances of Other Speakers for the Skae of Blessed Connection and Exquisite Controversy
  6. Thou Shalt Not Flaunt thine Ego. Be Thou Vulnerable. Speak of thy Failure as well as thy Success.
  7. Thou Shalt Not Sell from the Stage: Neither thy Company, thy Goods, thy Writings, nor thy Desparate need for Funding; Lest Thou be Cast Aside into Outer Darkness.
  8. Thou Shalt Remember all the while: Laughter is Good.
  9. Thou Shalt Not Read thy Speech.
  10. Thou Shalt Not Steal the Time of Them that Follow The

Euan loves Umair’s Twitter commandments, which, as Mr Semple says “I reckon are spot on for how to be successful in whatever you do in the future”.

As expected, set my brain sizzling. Like Euan, I will leave them as headings and encourage you to read the whole of Umair’s post.

  1. Ideals beat strategies.
  2. Open beats closed.
  3. Connection beats transaction.
  4. Simplicity beats complexity.
  5. Neighborhoods beat networks.
  6. Circuits beat channels.
  7. Laziness beats business.
  8. Public beats private.
  9. Messy beats clean.
  10. Good beats evil.

Always look on the brightside of the downside…

Image: Grin-and-bear-it optimism...

Image: Grin-and-bear-it optimism...

Being utterly besotted with the web, and especially the social web, as I am, I tend dislike nay-saying about its significance, and the manifold benefits this thing will bring to society, the world etc. You know the sort of Daily Fail nonsense: Facebook gives you cancer, Twitter rots your brain, bloggers never meet real people.

But there’s a difference between reactionary nonsense and thoughtful critiques. Over at the O’Reilly Radar blog, Joshua-Michéle Ross has been poking at some of the more troublesome prospects that social technologies bring. Like how much of our identity and personal data are we surrendering for analysis by corporations and governments (since analysis of that data is a big part of my business, but I also value personal freedom that’s a particularly interesting issue for me).

He takes through a series of four posts that I highly recommend reading:

  1. The Evangelist Fallacy, Social Media and The New Age of Enlightenment: In which we are reminded that the Enlightenment with which we draw so many parallels to today brought not just progressive new ideas about equality and rights, but new (very effective) thinking about how to control the massses.
  2. The Captivity of the Commons: With the whole world connected and people living their lives in public we need to re-think privacy and how corporations work (so that they are less amoral).
  3. The Digital Panopticon: How the nightmare of the Panopticon is effectively at hand if corporations are able to see every detail of our livs in plain sight.
  4. Social Science Moves from Academia to the Corporation: Funding for social sciences will increasingly come from corporations as they try to understand how to manipulate mass social media.

As Alan Patrick says on Broadstuff:

hat makes this post extremely fascinating is that it comes from the O’Reilly Radar, which – in my experience anyway – have tended to be on the “cup overfloweth” side of the New New Social Thing, never mind a Glass Half Full – so this Glass Half Empty article – the first, it seems, of a series, is a rather fascinating shift of tenor, methinks.

He senses the beginning of a backlash, good and proper, perhaps coming from businesses (that aren’t managing to figure out how to get value out of networks as fast as Joshua-Michéle fears) as well as individuals wanting to rein in how much web shadow they are comfortable casting.

Meanwhile, Ian Delaney has a melancholy reflection on this subject that makes for good further reading and thinking matter, about how his early hopes that social media would bring socialist values to the fore are fading. He picks up the Panopticon analogy and extends it to society.

philosopher Michel Foucault back in the 70s picked up and ran with the idea of the Panopticon, especially in his best-known work Discipline and Punish. His idea was that Bentham’s model wasn’t just an idea for a prison; but for a society.

He argued that prisons are a really new idea. Back in the past, we simply thrashed/burned/drowned/stabbed transgressors. That all changed in the C18th with the Enlightenment . The idea of law-enforcement was ‘enlightened’ with the  understanding that resources [people] didn’t need to be wasted and that better social control is exercised through freely-given compliance, rather than co-option.

People could be turned into machines, a consequence of political thinking in the emergence of industrial society and the rush to efficiency and cost-allocation. Once properly mechanised, they could be ‘trusted’ – the scare quotes, because the trusted prisoner is no longer human. A big part of that process is surveillance: once people know that they are always (potentially) watched, they’re a bit more compliant to the rules, and a bit more like machines.

Actually, Ian turns from melancholy to fighting talk. Where is the transgression, he asks? What passes for subversion online is often just prnaksterism, often funded to, in small feats of legerdemain to slip in a flash of brand in front of the viewer.

The echo chamber is another danger in all of this, Ian says. Where are the racists in his network?:

Racists are poised to take Stoke in the next by-election. They don’t appear on my spectrum because I have deliberately blinded myself to their existence on a day-to-day basis. Diversity of opinion is purely opt-in (with strong incentives to opt-out) in socialmediaworld.

Add some racists to your feed list? I don’t know about racists, but I enjoy having different views on hand in my inbox. I detest a great deal of what some political bloggers say, but I like to try and understand. Sometimes I have had my mind changed too. I understand people on the right (OK, mainly the centre right) much better than I did when I was a pre-web student. Then I used to sneer at people for reading the Telegraph for goodness sake. Now I’ll read it’s leaders and blog posts alongside Comment is Free and the Guardian.

I’ll unsubscribe because people are boring, not because I disagree. Maybe that’s just me. And maybe I need to listen more to some Green voices, some far right voices, some Socialist Workers Party voices.

All is not lost, I say. Fight on…This world is still ours to shape, perhaps as never before. We’re right to identify these pitfalls and blind alleys, but nothing is inevitable in all of this. There’s still a revolution to be had.

After we’ve read these warnings, go and read some Umair Haque manifesto. Then think about what you will do this year to change the world. Seriously.

Point is: there’s a lot at stake.

Image: More New Engalnd Quarter graffiti from Brighton

Image: More New Engalnd Quarter graffiti from Brighton

Al Robertson has been tinkering / remixing Andy Gibson’s thinking on what makes successful social projects, called “45 Social by Social Propositions“, partly inspired by Clay Shirky’s thinking in Here Comes Everybody. This is the intellectual equivalent of a Long Island Ice Tea made with preimum triple filtered spirits.

It’ll knock your socks off.

The outcome is a sort of social media thought poem, with verses like:

You can’t force people to volunteer
Build it and they may well not come
The world is a noisy place

I recommend reading the whole thing.

Meanwhile, Andy is working on a new version…

Communities of purpose

big-bird-is-watching-you

I like David Cushman’s take on the way that the web disrupts everything it touches.

My main focus has been in thinking about the shift from channels to networks in media. Reading David reminds me that it is everything that looks like a chain, especially value chains, that are things that networks will rip apart.

Then, as he should, he makes it personal:

If you can find part – a kernel – a piece that is truly yours and which you truly believe in, congratulations, that is something of great valuable, which others will find value in and join you in building on. (image courtesy cayusa)

That is your contribution to the new creation webs which will emerge as communities of purpose become the business units of the 21st century.

Communities of purpose. Yes – that’s something to remember. And those purposes might last a few hours or a few decades. That purpose might be the marketer’s fantasy of grouping around the purpose of buying a product, celebrating a scrap of content, or a politician’s nightmare of an organised poplace come to dictate terms on a piece of legislation.

“Command and control is dead”: the shape of next gen organisations is social networks

john-chambers

Image: John Chambers, CEO of Cisco: “command and control is dead”.

A lot of the questions I have had floating around my head for the past few years are beginning to be answered by innovative companies. Questions about how you manage companies, organisations, in the age of networks, when you have to move beyond the cloying constrictions of command and control hierarchies.

I was listening to a fantastic episode of Peter Day’s Global Business (can’t find it to link to on the BBC website – subscribe to it on iTunes if you don’t already). He was interviewing John Chambers, the CEO of Cisco, about how the company was developing to keep up witht he pace of the web revolution.

The answer was that over the past two years Mr Chambers has been tearing down command and control as a way of doing things at Cisco. Why? Because “command and control is dead”, as will the companies that cling to it over the next five to ten years, he says.

Hunting around for more on the Cisco approach, I came across this lecture (can’t embed the video, please follow the link) John Chambers gave at MIT in January. It’s very, very good indeed – my ears pricked up especially at about 18 minutes in when he started talking about managing the 65.000 person business via social netowrks.

  • Uses a system of global councils (which build around a social networking group) to tackle any business need or challenge – they sketch out an outline approach within a couple of days and have a business plan in place in a couple of weeks (each council on market opportunities tends to be looking at $10 billion+ markets).
  • This networked, cross-functional approach is prioritised for all. Leaders are incentivised most of all on cross-functional success. [This is brilliant - focusing energy on tearing down divisions, siloes etc.] Behaviours changed very quickly once incentives were altered.
  • “I have 26 [of these Global Council networks] at the moment – I think it may be too few.” Previously Cisco’s operating committee were able to to tackle perhaps two or three of these issues a year.
  • “Speed and scale” – this is the imperative for adopting networks as a way of working. More gets done faster.
    “I blog. I would never have said I would blog two years ago. I video blog all of my messaging.”
  • Currently there Social networking approach means that instead of bringing 10 top leaders to bear on problems in the company he is able to get 50 to 500 leading. [Flatter organisations mean more leaders.]
  • Listen to how he had to adapt as a leader (59 minutes) – this was an effort of will for John personally. He had to sit on his hands and learn how not to be directive, among other things. But very quickly people were “making better decisions than I could have”.

zz3c5e78a5

In trust we trust: keeping it human…

Image: Don't feed the humans (Brighton graffitti)

Image: Don't feed the humans (Brighton graffitti)

Took some time to read some more of What Would Google Do? today and was stopped in my tracks by some of Jeff Jarvis’s thoughts on trust, a topic which has been much on my mind in recent weeks.

Trust is more of a two-way exchange than most people – especially those in power – realise. Leaders in government, news media, corporations, and universities think they and their institutions can own trust when, of course, trust is given to them. Trust is earned with difficulty and lost with ease. When those instituions treat consituents like masses of fools, children, miscreants, or prisoners – when they simply don’t listen – it’s unlikely they will engende warm feelings of mutual respect. Trust is an act of opening up; it’s a mutual relationship of transparency and sharing. The more ways you will build trust, which is your brand.

Trust makes up much of that thing we call reputation. And when hard times come, whether you’re a brand or an individual inside or outside an organisation, it is time to test your trust.

What have you earned? What have you won and stored away for when you need to make that ask, find that opportunity, seal that deal. You never really know how much you have or where it lies – it’s outside of your awareness and your control, out there in your networks, your tribe.

It also strikes me, yet again, that the rules, the emerging successful patterns of behaviour online, are very much the same for individuals as for brands.

It’s those parallels, the elevation, the restoration, of human social rules to what makes for successful politics, commerce, culture, that make me feel it’s OK to talk about “the social web” as being more than just about social computing tools.

I’m going to write about this a lot more soon, in a book. It’s not going to be going down the “personal branding” route – helpful as that is to some people. I’ll be avoiding the b-word applied to individuals, because for me brand carries too many connotations of control and design, and that’s even less helpful and appropriate for individuals that is for big corporate brands themselves.

Anyway, more later on that…

Comrade Excel and the Glorious Five Year Plan

Image: Tragically, Zepplin trips were outside of Lenin's core value proposition

Image: Tragically, Zepplin trips were outside of Lenin's core value proposition

Spreadsheets aren’t strategy, as Umair Haque is fond of saying.

Turns out they can actually be quite dangerous, for the temptation they bring to reduce a business (a complex, human enterprise) to a set of numbers on a page. Even more dangerous when they trick us into thinking we can predict the future and call the extended line of equations based on assumptions facts. And then, once the “facts” are there, start getting upset when behaviours in your lovely bundle of corporate human potential don’t follow the script.

I loved this post yesterday by Mark Earls about how central planning was utterly discredited at a macroeconomic level (i.e. communism was a disaster) but at a micro-economic level (in our businesses) we persist with command and control approaches.

Mark  muses on an excellent article by Simon Caulkin in Sunday’s Observer called Inside Every Chief Exec There’s a Soviet Planner:

Does your CEO tell the shareholders (and the other stakeholders of the business) stuff like, “we’re not sure what’s going to happen….”? Probably not – certainty in what will happen and the plan to meet it are essential fictions of today’s CEO.

All of which leads to the bloating of the managerial classes in any large organisation

“Central planning imposes a huge co-ordination burden – which is why there is just so much management.”

Curious then, as Caulkin observes, that when coupled with a fervent commitment by the same folk to laisser faire macroeconomics, we get oh….a total mess.

I think I totally failed to post a comment yesterday, so here’s what I was going to say:

It seems such an obvious contradiction now, but we’ve indulged the spreadsheet fantasy of control and predictability in our companies. In fact, to be outside it is to be a heretic.
“What are your projections for Q-whatever, FY-blah?” are questions that seem to demand a suspension of disbelief by all involved.

I recommend standing to attention, staring straight ahead and appending the word “comrade” to the end of any response to such questions from now on. It’s the only sane response…

Large organisations need to plan, but plan in a more agile way. One Truth is a lie. A spread, a loose plotting of your possible courses, and some ideas about how you would react to different scenarios…

There are three things this all boils down to for me:

  1. Organisations aren’t machines.They are far more human and complicated than that. If you treat them like machines they will break.
  2. Don’t be trapped by your plan.  Spreadsheets, business plans – as with all innovations, tech, methods – should serve us, support human potential, not make servants of those gathered round them.
  3. Management is a burden. It needs to be kept light or it destroys value.

Otherwise you end up, Like Hugo Chavez and his cohorts here in this public examining of the accounts trying to work out how you went off-plan…

how-many-beans

And when the answer doesn’t match the spreadsheet…

it-cannot-be

Questions need to be asked. The spreadsheet can’t be wrong, so who is…

there-is-no-excuse

Oops.

Anyway, thanks to Mark for summing it up nicely like that. He and the ever-wonderful Johnnie Moore have put together a podcast yesterday on the same subject which I shall be listening to with great interest later…

Strategy and innovation: Head for the edge

Image: John Hagel & John Seely Brown's book, The Only Sustainable Edge

Image: John Hagel & John Seely Brown's book "The Only Sustainable Edge"

Business thinkers John Seely Brown and John Hagel are always worth listening to. Their perspectives on innovation and concepts like FAST Strategy have not only resonated as theories for me in recent years but have given practical, effective models for the work we’ve been doing at iCrossing, especially in “edge” areas like social media research, strategy, marketing and measurement.

Like Umair Haque, who also thinks and discusses the economics of the edge, their writing seems even more urgently relevant to businesses, activists and governments in the face of multiple economic, geo-political and environmental disruptions.

If you’re confused slightly by what “edge” means in the context of commerce, politics, society etc., there’s a nice illustration given in an article by Hagel & Brown in a BusinessWeek article about Google and the phone business:

Two decades ago, wireless telephone networks created a vibrant new edge to the wire-line telephony business. Many analysts at the time viewed mobile phones as a fringe event, something that would never take hold in the mainstream telephone business, except perhaps as a status symbol among the very wealthy.

Twenty years later mobile telephones are ubiquitous in the U.S. despite continuing challenges in service coverage, particularly in buildings. In many other parts of the world, these devices have replaced the old wire-line phone as the primary means of communication. What was on the edge has now become the core.

If you’re thinking and planning right now for the year or years ahead – and many people I know are – then the piece is reading, especially for the advice the duo give. The headlines are:

  • Don’t get distracted by your existing competitors (where are the start-ups who will compete with you tomorrow)
  • Look beyond product innovation (to really develop new models and markets changing how the world works may be required)
  • Mobilise others in support of your innovation initiatives (heroic entrepreneur myths oversimplify)
  • Don’t be deceived by theoretical concepts like “emergent” and “self-organising” (leadership required!)
  • Target the edges (find where there’s high value for your customers)

Rip it up and grow some

Two posts in me feeds first thing today chime with my rant/ramble yesterday…

Mark Earls is feeling feisty about 2009 and the potential for massive postive disruptions as he makes plain in The year that everything changes:

Let’s test our ideas and practices against the simple measure: is this just the old map re-written? is it just “evolved”? Changed a little in form but not in substance?

I commented that it put me in mind of advice to journlism students from Suzanne Yada (a journalism student herself) that I’d just read on Buzzmachine:

Grow some cojones. Let me level with you. The world doesn’t need more music reviewers or opinion spouters. The world needs more people willing to ask tough questions.

Ask tough questions. Rip up the old rules. Grow some balls.  Change everything.