Showing posts with label idea. Show all posts
Showing posts with label idea. Show all posts

A Brief History of the Corporation

There are lots of good bloggers and blogposts out there. But every now and then I run into a post that is just great. This is one of them: A Brief History of the Corporation: 1600 to 2100 by Venkatesh Rao. It's a long post! So, make sure you have some time to read and process it.
Why do I think this post is so interesting? Well, there's been lots of debate about what social media means for traditional business. Will it change or is it changing the way we do business? Is the traditional, hierarchical way of organizing companies sustainable? Is social media correcting the industrial revolution? Or should we say 'the industrial interruption', like 'The Cluetrain Manifesto' says. Is this enterprise 2.0 or social business?

Much has been and is being written about this topic. Just think of the books 'Wikinomics', 'Macrowikinomics' and 'The Cluetrain Manifesto' itself.
So, what is this post about. In it's own words:
The Age of Corporations is coming to an end. The traditional corporation won’t vanish, but it will cease to be the center of gravity of economic life in another generation or two.
And it goes on to provide proof or leads for this statement pointing to fundamental forces creating this shift in the world.

One of the things that also struck me was the way Rao writes about technology. As if it's an autonomous force. It's the same way of talking about technology that I'm reading about in 'What Technology Wants' by Kevin Kelly. (Note: You should check the interesting discussion between Carr and Kelly here.) Roa says about technology (and business):
It is technology, acting through business and Schumpeterian creative-destruction, that drives monotonic, historicist change, for good or bad. Business is the locus where the non-human force of technological change sneaks into the human sphere.
But what's the point of this all? Growth has changed over the years. And growth has never been limitless. In our time there may be an unlimited amount of ideas, but attention is not limitless. This has implications for business. 
The equation was simple: energy and ideas turned into products and services could be used to buy time. Specifically, energy and ideas could be used to shrink autonomously-owned individual time and grow a space of corporate-owned time, to be divided between production and consumption. Two phrases were invented to name the phenomenon: productivity meant shrinking autonomously-owned time. Increased standard of living through time-savingdevices became code for the fact that the “freed up” time through “labor saving” devices was actually the de facto property of corporations. It was a Faustian bargain.
Many people misunderstood the fundamental nature of Schumpeterian growth as being fueled by ideas rather than time. Ideas fueled by energy can free up time which can then partly be used to create more ideas to free up more time. It is a positive feedback cycle, but with a limit. The fundamental scarce resource is time. There is only one Earth worth of space to colonize. Only one fossil-fuel store of energy to dig out. Only 24 hours per person per day to turn into capitive attention.
Among the people who got it wrong was my favorite visionary, Vannevar Bush, who talked of science: the endless frontier. To believe that there is an arguably limitless supply of valuable ideas waiting to be discovered is one thing. To argue that they constitute a limitless reserve of value for Schumpeterian growth to deliver is to misunderstand how ideas work: they are only valuable if attention is efficiently directed to the right places to discover them and energy is used to turn them into businesses, and Arthur-Clarke magic.
HT Andy McAfee for pointing to this post!http://info-architecture.blogspot.com/2011/07/brief-history-of-corporation.html

Organizing on Passion

IMGP2839 It's been a while ago since I read the great Shift Index 2009 report. I've been wanting to blog about it, but haven't had time yet. It's loaded with interesting insights. One big question I had is: This report is focused on the USA; how does this compare to Europe or Asia?

One thing from the report that stuck with me, was the importance of 'creative talent' and getting them to engage in 'creative problem solving, often by connecting with peers inside and outside the firm' (p. 11). On page 70 the report goes on to talk about 'worker passion'. The findings are pretty saddening. Lots of workers are not passionate about their work and self-employed workers are much more passionate than the firm-employed. The larger the size of the firm the less passionate workers get...

I went back to the Shift Index after reading a couple of things:

  1. Steve Denning's post about the H in HR, which also points to the Shift Index and the importance of engaged workers delighting clients and stakeholders in self-organizing teams.
  2. IBM's Capitalizing on Complexity study (to which ReadWriteWeb also recently referred) which stresses (cultivating) creativity is/will be key to thrive in a complex (business) world of the future.
  3. Gartner's post about '10 Changes During the Next 10 Years'. Pointing to businesses working in work swarms. These are like teams, but have more emerging properties. They assemble and disassemble when needed. They are based on the spontaneity of workers

Maybe this is the difference millenials will make in the future, as prof. Andrew McAfee and Luis Suarez (a.o.) were debating.

All this got me thinking. As I commented on Denning's post: If this is so important, what would happen if we organized a company (even a large company!) on passion? Of course start-ups work in this way, if they're doing things well. So all workers could bail-out of their current projects, set up new ones, work on stuff (not) related to the company's mission statement, etc. What would happen? Would this work or will the un-interesting work (whatever that may be) be left undone? Or will this just lead to chaos?

I'd love to hear your thoughts on this topic! And I'd also be interested to hear of companies that are organized based on the passions of their employees.

Notorious Decadence

Love this quote by the CEO of Kodak, Antonio Perez (the highlighting is mine):

In my experience, there are three key elements in the path to disrupt a mature, well-established market--meaningful technology breakthrough, significant supply chain management improvement and valuable business model innovation. The more elements you bring to the table the bigger the disruption and the easier it will be to make money from it.

However, before any of the above will have any meaning whatsoever you need to find out the most important part of the recipe--that is the existence of "opportunity," or what I call Notorious Decadence.

Giving Praise and Showing Empathy

applauding Recently I read a couple of interesting posts/articles about innovation and invention.

First of all, Dev Patnaik has a nice post about what empathy has to do with innovation. Dev has seen "companies prosper when they're able to create widespread empathy for the world around them". Empathy is:

the ability to reach outside of ourselves and walk in someone else’s shoes, to get where they’re coming from, to feel what they feel.

And this should be widespread in the organization. People within the company are able to stand in each other's shoes and in the shoes of their customers. They understand what's happening outside and respond to that accordingly. In this way the edges of companies start to blur.

Dev says we're lacking empathy not innovation. This is an interesting point also related to the posts stressing the importance of an innovative culture.

One of the facets of empathy is praising others. Steven DeMaio over at the HBR blog has an interesting post on praising. Praising colleagues for who they are and the work they do fuels creativity and innovation. This is the opposite of the 'idea killers' heard too often in the office...

But how do you organize for innovation. HBR recently (Sept. 2009) ran an interesting article. Actually it's a two page visual showing how Lego organizes to innovate. "Innovating a Turnaround at Lego" tells the story. The core of Lego's turnaround is:

a new structure for strategically coordinating innovation activities, led by a cross-functional team...

The September issue of HBR also ran another interesting article about using 'mass collaboration' and 'open innovation' to find the next big idea at Cisco ("Inside Cisco's search for the next big idea"). I liked it because it shows that 'innovation by mass collaboration' is not a quick win. Cisco is open about how they sift through all the ideas (manually) and judge which ideas are keepers. But even though it is not an easy shot, they stress the results are invaluable.

We learned how people around the world think about Cisco and the markets we ought to be pursuing.

And finally Clive Thompson in the Wired magazine has a great post about daydreaming and invention.

Daydreaming isn’t just the mind’s way of processing information, though.

Other scans have found that the wandering mind also utilizes the prefrontal cortex, the part of our brain that’s involved in problem-solving.

Now I'm going off daydreaming!

Too Many Ideas?

Can you have too many ideas? I've been musing about this question lately. And can the amount of ideas you have be stalled by the context you work in? With 'context' I mean: your colleagues, your work tools, the culture of the company, etc.

I'm curious what your answer would be to these questions. I'll share my experience after you share yours!

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