April 25th & 26th
287 Kent Ave, Brooklyn, NY 11211
Abstract Submission Deadline: January 19th
What does it mean that digital technologies are increasingly a part of...
A comment I made that actually got applause during an open and free-wheeling session at IBM’s Cloud Forum, today.
Because of the increasing pace of business today, the only sensible strategy is to become more risk tolerant, but companies are not in general adopting that mindset. Things are moving faster but business leaders are not moving to reduce the friction in their business to keep pace.
The average company lifetime was 75 years 50 years ago, and today it is fifteen. I bet that in five it will be down to ten, and that’s because management still thinks it’s smarter to operate with a foot on the brake instead of on the accelerator. It seems that should be true, it’s intuitive, but it isn’t anymore.
We’ve moved into a new economy where the fundamental rules have changed, and the operating premises the past are not only broken, but dangerous.
Chairman and CEO of Clear Communications, Bob Pittman, inteviewed by Adam Bryant:
Tell me more about how you encourage dissent.
Nobody’s in an ivory tower, and let’s figure this out together. Often in meetings, I will ask people when we’re discussing an idea, “What did the dissenter say?” The first time you do that, somebody might say, “Well, everybody’s on board.” Then I’ll say, “Well, you guys aren’t listening very well, because there’s always another point of view somewhere and you need to go back and find out what the dissenting point of view is.” I don’t want to hear someone say after we do something, “Oh, we should have done this.”
I want us to listen to these dissenters because they may intend to tell you why we can’t do something, but if you listen hard, what they’re really telling you is what you must do to get something done. It gets you out of your framework of the conventions of what you can and can’t do.
Richard Benson, cited by Jess Cartner-Morley in The new age of discipline
I posted the first half of a two part series summarizing my recent Social Now keynote over at GigaOM Research.
Stowe Boyd, The Future Of Work In A Social World – Part 1
Work — at the level of the economy, business, and individual — is changing more quickly that it has ever changed before. We all need to understand the forces impacting us as a society, as participants in businesses, and as individuals making our way in this world. Where is it headed, and why?
I’m starting with the bottom line first. This is where we are headed in this talk: this is in fact one of the final slides, the conclusion. My purpose is to get across that these tightly interlinked terms represent a break with the ‘present of work’, not as a fad, but as a necessary adaptation to economic and societal changes that are larger than business, like urbanization, the rise of the social web, and the increased levels of competition in a globalized world economy, and what that means for us all as business leaders, professionals, and individuals.
[… 20 something slides and comments]
That’s one half of the talk. I will post the second half early next week, but here’s a teaser: Based on the narrative above, I will take a close look at the differences between the postmodern institution of business processes and the emerging postnormal reliance on social networks, which I believe are being displaced. Lastly, I propose the 3C Model of Organizational Culture, a psychosocial approach to characterizing the changes in our organizations as we struggle to thrive in a fast-and-loose postnormal world that relies on networks and pull rather than processes and push.
Here’s a peek, without the juicy details: