Tag: management

Lead By Getting Out Of The Way

On April 27, 2011

By giving people power and observing what they do with it, a leader can learn a great deal about available opportunities. The problem is in getting out of their way, and consequently, getting out of your own way.

Human capital refers to the set of skills and knowledge that can produce an economic value. Everyone has distinct combinations of social capital, creative capital, and intellectual capital, which they deploy uniquely. The entrepreneurial spirit in indomitable.

Likewise, the education, experience, and abilities that people deploy to their communities, employers, social organizations, and for the economy as a whole, are hugely valuable; unless you try to contain them – then they become volatile. So, no matter how proud you are of your own accomplishments, it’s probably not a good idea to get in the way of others’.

As we build out the Travel Tribe Leader functionality, we do not attempt to model the community leader after ourselves or any archetype, instead, we seek to model Social Flights around the human capital of the community that the leader represents.

Then, Lead by Observing

As we develop Social Flights, we listen to a great diversity of ideas from our extraordinary Board of Advisors. The hardest part for some of us on the executive management team is to stay out of the way as these brilliant people tear away at our own creations, preconceptions, biases, and even our hopes and fears for the outcome of our work. This is not easy to watch yourself getting in you own way.

We give our advisory board the power to criticize us. We give them the power to change us. We give them the power to hurt us and we give them the power to make us better. We watch, and we learn and we are grateful to them because we will give that power to travel tribes. This set’s up a very powerful incentive to play The Value Game.

A Game of Derivatives

On of the biggest complaints of the gamefication movement is that people will always figure out how to game the game. by contrast, at social Flights, we intend for the players to game the game. This is the fundamental backdrop of The Value Game. – it’s a game of derivatives not unlike many types of financial derivatives, except in an alternate currency.

This does not mean that we’ll fly blind and vulnerable. It means that the value of Social Flights will be a direct reflection of the value that people create in communities organizing themselves around Social Flights. This is a different type of business method and a stark contrast to the way that market capitalism holds people in boxes, surveys their private information, and places roadblock in their path trying to influence there every turn.

Try that with your battleship.

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The Social Caterpillar Award Goes To Home Depot

By Admin

On March 18, 2010

In General Information

Corporations may be getting social “online” but how are they doing offline? Anti-social behavior on the ground is the genesis of our not-so-coveted Social Caterpillar Award.

The Social Caterpillar Award goes to companies that have what it takes to become great social leaders and transformational community assets but who somehow fall short due to some management cocoon.

Blockbuster Goes Bust

Last week, I wrote about Blockbuster signing their own obituary. Today on the news, I hear they are filing for bankruptcy and blaming everyone but themselves – hmmm, maybe there is a correlation? As such, Blockbuster was the first recipient of the Ingenesist Project Social Caterpillar Award. Who’s next?

Home Depot: Living under a rock?

It would seem that Home Depot gets it with 30,000 Facebook Fans, 20,000 twitter followers, and 4000 Youtube members as well as some pretty slick instructional videos. The slogan “I Bleed Orange” is quite the graphic branding opportunity – I sort of wonder what exactly does such blood-letting involve.

But a company with almost 2200 stores, 210,000 employees and 100 Billion dollars in annual sales – this social media presence is hardly a blip. Even the employees don’t show up.

The Last Mile of Social Media

I went to Home Depot recently buy something for a project. I parked in the most reasonable spot and walked to the nearest of at least 5 sets of doors spaced across the entire building. The first door stated in fairly crude language “This is and Exit, Use Entrance North of here”. OK, so I did not bring my compass, and I proceed to the next door. The same sign appeared. So I went to the next – it was blocked for forklift activity. So I returned to the prior door and found that the door on the other side of a partition was actually an entrance with a tiny sign partially covered with something orange… etc. I think you can see where I’m trying to go with this.

Entering the store was no better.

I was corralled around a set of barriers past the full length of shopping carts and dumped on the side of the store that I did not want to go to. I asked a manager why they insisted on tormenting customers like rats in a maze and the response was to control shoplifting. I wondered how much plywood I could fit in my pocket. I certainly did not feel welcomed.

In other words, the customer is subsidizing the failures of the enterprise to control shoplifting – if that is the real problem. Like the age old tactic of government, blanket legislation makes all people suffer for the shortcomings of a few because management is too lazy to devise a method for actually solving problems.

So they plod along.

No competition from China, no Internet based Plywood stores, no power tool kiosks at the mall, all the small shops are driven out of business, and the economics of planned obsolescence driving product quality. Is this a recipe for obsolescence? Does this invite an innovation disruption? Will a competitor arise who can float like a butterfly and sting like a bee?

And Now, The Social caterpillar Award Goes Tooooo…..

In Honor of Home Depot lack of imagination in solving their own problems with social media at the expense of their community, we proudly issue our Social Caterpillar award to Home Depot.

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Is the Corporate Structure Obsolete?

By Admin

On June 24, 2009

In General Information

The Social Media Production System

Social Media has demonstrated in many ways capable of meeting or exceeding the deliverable output of many traditional industries such as advertising, marketing, journalism, human resources, design, community organizing, education, and social vetting.

We have also seen social media form communities that increase productivity in manufacturing processes, software development, and project management. We have seen people self manage in social media to segregate and elevate good information away from bad information. We have seen communities act with logic, tact, and precision previously thought to be the province of top management guidance.

In short, we have seen social media replace or duplicate almost every structural element of the traditional corporation outside of the construct of corporations. Can social media provide a corporate structure in and among itself?

General Accounting Practices:

Corporations have an internal accounting system, internal processes, internal procedures, and often their own lexicon and unique job descriptions relative to their product. This is how a corporation stores knowledge and trades value internally and defends itself from external influence. The common thread is that each department is accounted, assessed, and compared in terms of money. Standard balance sheets are compared by banks and investors.

Social media uses the exchange of information, knowledge and new ideas to store value. Processes, procedures, job descriptions, and accounting are done in a public lexicon that everyone develops collectively. People share, trade, and exchange information, knowledge, and new ideas like tangible property; and they trade options on futures in the same. Increasingly, access to the community knowledge inventory is becoming a means be which people can convert productivity to money.

Standard Balance Sheet for Social Media

Most elements of a corporation can be duplicated in social media. For those parts that cannot, the entrepreneur will soon figure out how they can. The entrepreneur does not worry about money, they worry about productivity and the money always follows. The next paradigm of economic development will reside almost entirely on a statistical game of managing risk and return, matching surplus to deficit, and increasing human productivity in the operating system of Social Media. Every Newspaper that falls to Social Media is simply transferring its value to the new paradigm. That value is still in play. This trend will continue until a new currency representing that value is introduced.

Business Plans of the Future:

As you witness the progression of Social Media unfold, look for innovations that contain incentives for people to reorganize themselves. Look for similarities between new social media developments and traditional corporate departments. Look for businesses and institutions that support social vetting mechanisms, knowledge exchanges, and groups bringing together strategic combination of diverse knowledge assets, not just similar knowledge assets. Most importantly; look for the “Last Mile of Social Media”; diverse groups of 5-10 people living within a few miles of each other forming new enterprise.

Threats:

Finally, look for the threats that can corrupt an innovation economy. Social Media is currently responsible for trillions of dollars of productivity gains – all this money is still on the table for social entrepreneurs to monetize once the integration reaches a tipping point. Be watchful for attempts at censorship, attempts to monopolize information nodes, and the corporatizations of social networks. Wall Street was corrupted when the value of the currency became divorced from human productivity. Don’t let the same happen to Social Media.

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Matchmaker, Matchmaker, Make Me a Match

By Admin

On June 22, 2009

In General Information

The $40 Billion Dollar Dowry

Every organization wants to attract the most qualified employees and match them to jobs for which they are best suited. The human resources department is responsible for matching a knowledge surplus to a knowledge deficit through the hiring process. Fortunately for them, there is no knowledge inventory in society and managers don’t necessarily know what they want.

Human resources, training, and labor relations managers and specialists held about 868,000 jobs in 2006. The following tabulation shows the distribution of jobs by occupational specialty:

Training and development specialists    210,000
Employment, recruitment, and placement specialists    197,000
Human resources managers    136,000
Compensation, benefits, and job analysis specialists    110,000
Human resources, training, and labor relations specialists, all other    214,000

An HR Generalist pulls an average income of about $50,000 per year; A Director earns up to $140,000 per year. The total HR national payroll is estimated at $40 Billion annually.

Commodity Management:

Human Resources creates the impression that people are merely commodities to be treated as expenses rather than assets; or at best, like office machines or vehicles, despite assurances to the contrary. The HR profession is built on the assumption that people cannot manage themselves, that human behavior is random and intangible, the independent variables for success are always known by management, and that the key words on a resume is the best predictor of a good match.

Innovation Economics; the science of incentives:

Social Media is providing systems for people to organize and manage their own career. True knowledge inventories are forming as social groups coalesce around standard taxonomies of professional practice outside the corporate construct. Knowledge assets are being vetted in communities of peers and the resume is being replaced by a Social Network Profile and “Search Engine Footprint” which more accurately predicts the quality and quantity of knowledge assets. In the near future, a predictive search engine will be able to predict the probability that various collections of knowledge assets can execute a specific business objective at a known cost. Scenarios can be tested and compensation will reflect true supply and demand.

Superior Value Comes in Many Different Packages:

So what happens when top management meets the new Human Resources Training and Content Development Manager who was sent by the Social Networks Search Engine to build the new corporate Blog and Social media strategy – sporting facial tattoos, a nose ring, and a black kilt, and dreadlocks? If the fact that a top manager is not comfortable with a person of a particular culture or lifestyle can be perceived as detrimental to the innovation capacity of the organization, that organization is threatening its own survival.

Don’t Shoot The Fiddler

The story of Fiddler on the roof centers on Tevye, the father of five daughters, and his attempts to maintain his family and religious traditions while outside influences encroach upon their lives. He must cope with both the strong-willed actions of his three older daughters—each one’s choice of husband moves farther away from the customs of her faith. The story resolves with a slow acceptance of the new world and creeping redefinition of what love is and what love can be.

In an Innovation Economy, the perfect match is no longer determined by those inside the construct of tradition, rather, it is determined by those entrepreneurs on the outside redefining tradition – and earning 40 billion dollars.

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Treating the consequences, not the symptoms?

By Admin

On June 10, 2009

In General Information

Problems and opportunities are moving very fast. Problems are often so complex and so integrated across the globe that no single person can accumulate in a lifetime the experience needed to manage effectively. The “top-down” management structure no longer has a statistically relevant sample of prior experiences from which to make essential decisions. Actions without wisdom have unintended consequences for yet unknown victims.

The Wisdom of Management

Managers manage through experience. After many years in an industry, they can observe a situation and compare it to prior situations that they have encountered either through experience or formal education.

An effective manager can identify an issue, determine the probability that it will become a problem, and discuss the consequences of action or inaction. Then they make similarly calculated decisions that either solves or manages the consequences of the problem. The depth and breadth of a manager’s experience is called wisdom.

Duplicating Wisdom

In order to duplicate wisdom in a laboratory, scientists generate statistical events. By duplicating a scenario 20-30 times, a range of outcomes becomes statistically relevant for predicting future outcomes and identifying the way things can influence the outcomes. The idea behind the peer reviewed journals is to display the experiment to everyone for vetting. If it survives vetting, it becomes part of the human body of knowledge until otherwise challenged.

Managing consequences

The rate of change has become extremely high and problems too complex to manage. Vetting mechanism are breaking down like levies against the dam in industries such as Banking, Insurance, automotive, medicine, education, environment, etc. We are in a crisis of consequences where we can no longer manage the symptoms, only the consequences – forget about curing the disease.

Social Media: The Operating System of an Innovation Economy

The business plan of the new millennium will be the art and science of making information “less imperfect”. In a condition of perfect information, everyone associated with an issue has the same information as everyone else. Perfect information is what makes markets efficient and decisions rational. Agreement is perfectly mutual, supply and demand are perfectly aligned, all risks are perfectly predictable and cause and effect are perfectly transparent.

Wisdom of Crowds

No single human can accumulate enough experience in a lifetime to manage the totality of human problems. Perhaps the wisdom of crowds could be used to simulate one person that does. This cannot, however, be a random collection of people acting in haphazard process. The challenge is in finding the correct group of people who collectively replicate a condition of “perfect information”. Then we must transform the perfect information into knowledge. Finally, we need to transform that knowledge into innovation through entrepreneurial activity.

The Social Imperative

Social Networks need to form complete and detailed inventories of resident knowledge cataloged on a ‘bell curve’. Social Networks must codify social capital, creative capital, and intellectual capital so that scientific methods can be used to predict and assemble unique collection of knowledge assets that capture statistically relevant collections of experiences. That unique set of knowledge assets must then be deployed precisely in a market.

By all indications, this is the direction that the integration of social media is trying to go. It is now our social imperative that it gets there.

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The Next Economic Paradigm

Tag: management

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