Nov 26, 2010 | Change, Collaboration, Communication, Social Media, Strategy
I am indebted to Alan Rustbridger, editor of the Guardian newspaper whose recent Andrew Olle lecture articulated many of the challenges facing traditional media owners as the new social media destroys their business model.
Among the gems in this lecture is a list of 15 uses of Twitter, as Alan says, it is far more than useless information on what Twits are having for breakfast, and should be considered for what it can do that has value, rather than just the nonsense accumulating in some places of its ecosystem, it is a disruption of the first order.
Here is an edited version of the list, with a few bits of my own thrown in, it is a fascinating view of a tool many over 50’s see as just a piece of nonsense our kids play with.
- It is an entirely new form of distribution, it may be 140 characters, but the power is in the linkages it can create
- It happens first. Then contributors to twitter, millions of them, have the power to be in the right place at the right time. News of the London bombings a few years back came in first from social media, predominantly twitter.
- It is a search engine, one that uses the algorithms of Google, and adds human curiosity, ingenuity, on top of the maths
- It is an aggregator of information. Set your tweet deck to a subject, and it will assemble the “wisdom of the crowd” to your device
- It is a reporting tool, that can find and communicate and co-ordinate knowledge, insight, and news, almost instantaneously
- It is a marketing tool of great power. Anyone can put a link to their website, alerting the community of followers, and others looking for info on a subject to the post, or information, and then encourage linkages. It is a tool that both drives traffic to a site, and can engage at the same time, the slam dunk of marketing.
- It is a series of parallel conversations, real conversations where you can agree, disagree, bring more information to the table, express ideas, and have views shaped, and it all happens in almost real time.
- It is a place where diverse voices can be heard, a place where the views of those who previously had no hope of being heard have the potential to find an audience
- It has changed the way the written word works. No longer are we as serious as we were in the days of “proper journalism” now we know much better the impact of pictures, humor, and diversity in the way we write
- It is a level playing field, anyone can be heard, no longer do you have to own a printing press or a TV station to get your message out there
- It has redefined what is and what is not news. No longer do we rely on a few editors curating what we see and hear, there are now thousands, millions out there putting stuff out into the ecosystem, and we can pick and choose which bits we pick up
- Twitter has a long attention span, much longer than a newspaper, whose headline today is wrapping paper tomorrow. Twitter can build, and build as more people become engaged, and bring information to the table for consideration, and as an argument evolves, move in directions and into spaces a 24 hour news cycle would never consider.
- It creates communities around thoughts, ideas, and causes.
- It changes our notion of authority, everyone is equal to start off, and it is the value of an idea or view that attracts authority, not the role played in an organisation that gives authority
- It is an agent of change, harnessing the power of collaboration, at potentially lightening speed.
Pretty good for a tool whose only redeeming feature was that is allowed us to find out what some wannabe celeb was doing right now!!
Nov 24, 2010 | Change, Communication, Management, Marketing, Social Media, Strategy
The power in commercial relationships has shifted dramatically since the net. It has removed the power previously held by companies and institutions and handed it to individuals who choose to use it.
No more can an enterprise afford to ignore or annoy an individual without cause, or even with cause, as the individual now has the capacity to publicly respond with twitter, facebook, linked-in, et al, and have an impact inconceivable just a few years ago.
This is not evolution, it is revolution, as the constraints on the ability to communicate and coalesce around an issue is unprecedented, and represents a fundamental re-ordering of the balance of power. The changes in the external environment are changing much, much quicker than the average organisation is able to change in anticipation, creating a significant short term risk for many of them.
Nov 22, 2010 | Change, Communication, Management, Social Media
Corporations default to functional silos, despite the efforts of most to recognise the horizontal cross functional nature of processes, the things that gets stuff done. This is because in the past, you required hands to move things around, make calls, stuff envelopes, travel, all adding to the cost of completion.
Individuals personal networks tend to also run in silos, the football group, the school friends, workmates, and so on, but the demarcation is a bit more blurred than at work.
Social networking tools have further blurred the demarcation , and networks can go way beyond the face to face relationships of old, and those networks can be leveraged across many tipping points and considerable social energy can be built, simply by harnessing the dynamics of the group.
Corporations are coming around to this self-evident (if you happen to be under 35)fact, but they are largely run by people not engaged with social networks so the evolution is far quicker outside corporations than inside them. Remember the huge embarrassment of Nestle a while ago, in relation to use of non sustainable sources of Palm oil, embarrassment that could have been easily mitigated had someone in a senior position watched their own facebook site, twitter, or even listened to someone who was.
The formation of groups around a question, issue, or cause is suddenly quite easy, and for corporations adds a huge risk to their intangible assets, and they usually are blissfully unaware in the boardroom.
The risk can be mitigated, but it requires individual with the organisational power to cede control of the details of “management” of the on line groups to individuals who are engaged in the processes, as the risks can emerge almost instantly, and requires instant response.
Nov 17, 2010 | Change, Strategy
The reluctance of the Federal Government to be transparent about the assumptions underpinning the investment in the NBN would fail the tests of due diligence most boards undertake when making a major commercial allocation of resources.
As a cynical shareholder in “Australia Inc” my suspicion is that the hard work has not been done, and that the underpinning assumptions that have been made are emotionally driven, and short term in nature, rather than by a long term view of the best way to spend shareholders money for the long term competiveness of the enterprise, in this case, the country.
I would resign from any of the commercial boards I contribute to in the event that it determined to make a “bet the farm” investment in a manner that removed flexibility in manner in which the investment was made in the face of a highly ambiguous and rapidly evolving commercial, technical and competitive environment. The only thing we know for sure about investments made under these circumstances is that nothing ever goes completely according to plan, so flexibility and technical agility in the execution of the plan to achieve the desired outcome is essential.
The role of the opposition in this debate is crucial, an optimist would be hopeful that their motives and views are formed by the long term financial and social return that will come from being “competitively connected” in a global world. Malcolm Turnbull appears to be making a good start, hopefully the politics of the thing do not overcome the increasing opportunities to just kick the Government for the sake of the political equivalent of the rush a mugger must get when they stick the boot in.
Nov 4, 2010 | Change, Operations, Personal Rant
Last week talking to a colleague, we agreed that a skill that seems to have been lost in the rush to electronic aids is being able to look at a bunch of numbers and know if it is approximately right or wrong. It seems that many over 50 just “know” if the column is OK, whereas a youngster who has all the electronic skills has no idea.
There seemed to us to be something cognitive at work that we did not have a grasp of, then I came across this article on the impact on learning of writing, and realised that the same phenomenon is possibly at work with numbers.
As kids at school, we worked with numbers, wrote down all the exercises, before we worked them, I can even remember not being allowed to bring a calculator into exams because they just gave an answer when understanding the process of arriving at an answer was as important as getting the right answer, so we had to show the workings to demonstrate understanding.
When involved in improvement projects in factories, I often find the default position is to buy some software, when time and time again the best outcome is achieved with simple visual recording and labeling. Now I understand a bit better why that is.
Oct 12, 2010 | Change, Leadership
Creating change in any organisation is a huge challenge to the capacity of an organsations leadership. Over many years of assisting in all sorts of projects, I observe it often tends to become overly complicated, perhaps over-intellectualised, so I have a simple 3 part framework that seems to work, and when a project wavers, it offers a grounding.
- Determine and articulate what needs to change, and why
- Agree and clearly communicate what it needs to change to, and what the end point looks like
- Build a program based on 1 and 2 against which you can drive the change, and measure progress.
This framework appears to work as well for a small change to a part of a processing line to an organisation wide culture change.
However, the danger is that the change by threes approach is inconsistent with the need to embed a hunger for continuous improvement which is a journey for which there is no end point, into the culture, so leadership is crucial.
