Aaron Dignan had a nice little 2016 post titled “New Years Resolutions for the Organization”. In it he outlines 5 resolutions organizations could/should take advantage of. I was particularly interested in number 3: Ditch Executive Reviews.
Ditch executive reviews. We have noticed a disturbing trend lately — one where employees view a meeting with senior management AS AN ACTUAL MILESTONE for their project. Not a technical breakthrough. Not an initial shipment. Not a new retail partner. A meeting. A meeting where someone who has less visibility than they do (but hopefully more experience) can influence the fate of their most important project. This signals two problems: first, that the organization still believes in command-and-control decision making, and second, that employees have become so immersed in it they’ve assimilated it as reality. Instead of perpetuating this phenomenon, try asking your teams to work transparently, using tools like Trello and Slack, and share their learnings and metrics regularly (weekly?) in a public place — not just for management, but for everyone. You’ll be amazed what happens next. Not chaos, but true social accountability and a lot more progress. Your job as a leader is no longer about deciding… it’s about making (and protecting) the space for healthy self-organization.
This was particularly interesting to me for two reasons: One, I’m an executive and would love to be able to get away from these and two, the relationship between platforms like Percolate, Slack, Asana, etc. and the ability to make this happen. What I mean by the latter is that the transparency created by workflow tools and platforms allows for a more streamlined way of working. Because I can monitor the entire progress of a project (at Percolate we use Percolate to manage the product development process as well), ideally we can skip the big presentation (and more important the reveal) at the end. Instead, both managers and team members can contribute throughout the life of the project. What’s more, if they don’t contribute that is on them, not on the person who didn’t present the final plan. Obviously there are challenges with keeping up with every moving piece, but that’s kind of the point — keeping up with every moving piece is a fool’s game and the only way to be successful within the organization is to distribute decision-making and trust teams to work independently.
I really liked this quote Martin Weigel posted from Stephen King (the marketing guy, not the horror filmmaker) on how marketing companies must evolve:
Marketing companies today… recognize that rapid response in the marketplace needs to be matched with a clear strategic vision. The need for well-planned brand-building is very pressing. At the same time they see changes in ways of communicating with their more diverse audiences. They’re increasingly experimenting with non-advertising methods. Some are uneasily aware that these different methods are being managed by different people in the organisation to different principles; they may well be presenting conflicting impressions of the company and its brands. It all needs to be pulled together. I think that an increasing number of them would like some outside help in tackling these problems, and some have already demonstrated that they’re prepared to pay respectable sums for it. The job seems ideally suited to the strategic end of the best account planning skills. The question is whether these clients will want to get such help from an advertising agency.
That sums up a bunch of stuff I’ve been thinking about/we’re trying to do with Percolate quite nicely.
I read the crazy Wired essay/Kindle Single John McAfee’s Last Stand about how the guy who made antivirus software famous ended up wanted by the government in Belize. It’s a wild, but not all that interesting, tale, however, I found this snippet about how he started selling his software very interesting:
He started McAfee Associates out of his 700-square-foot home in Santa Clara. As a hobby, he had been running an electronic bulletin board out of a corner of his living room. He had four phone lines patched to a computer that anybody could dial in to and upload or download comments and software. His business plan: create an antivirus program and give it away on his bulletin board. McAfee didn’t expect users to pay for it. His real aim was to get them to think the software was so necessary that they would install it on their computers at work. They did. Within five years, half the Fortune 100 companies were running it, and they felt compelled to pay the licensing fees. By 1990 McAfee was making $5 million a year with very little overhead or investment.
Company’s like Yammer have been celebrated in the software industry for introducing a new, and very interesting, model wherein you sell to individuals first and then get enterprises to buy once there’s scale. Cool to see this has actually been around for awhile.
One of the things I’ve been saying lately about what we’re doing at Percolate is that from a design perspective our competition isn’t other enterprise software tools, it’s Twitter, Tumblr, and the like. Because so many community managers (the most common user from the brand side) are heavy users of social media personally, they have come to expect consumer interfaces across all their tools. Or, as Sarah Lacy put it, “millennial entitlement”:
Millenials are coming into the workforce and the generation has an amazing capacity to demand the world revolve around their desires, whether that’s reasonable or not. Millenials will just start demanding better software from the companies they work for, and if they don’t get it, they’ll start installing their own skunkworks implementations.
Sure, I guess I feel entitled to well-designed software even in a business environment …
It’s always interesting to see how smart people get their job done, which is why I like The Setup and Atlantic Wire’s Media Diet feature. The former asks interesting people – mostly engineers – about the hardware/software they use on a daily basis, while the latter digs into the media habits of some of the most successful journalists around (last week was Andrew Ross Sorkin). Beyond getting interesting tips for software and new Twitter feeds to follow, what’s so great about these things is that it recognizes the roll of outside tools and influences in the lives of successful people. It’s a good thing to remember.
Back in August I wondered about the long-term effect of the move to a software world:
Software companies optimize themselves to operate with as few humans as possible and many of them seek to replace functions that humans once performed. The net loss seems irreplaceable to me, even if everyone in the world knew how to write code. I’m no economist and I hope I’m wrong for lots of reasons, but I’ve been unable to find an answer in my head or in my conversations with others that satisfies me.
Since that time we haven’t seen much of an improvement as far as the economy or jobs numbers go and it looks like some other folks are asking the same questions I am (or, more likely, I’m asking the same questions they are). TechCrunch has a nice roundup of the conversation (via Henrik), including a link to an Economist blog post that argues the rate of jobs being destroyed by software is simply faster than the rate of jobs being created:
Another implication is that technology is no longer creating new jobs at a rate that replaces old ones made obsolete elsewhere in the economy. All told, Mr Ford has identified over 50m jobs in America—nearly 40% of all employment—which, to a greater or lesser extent, could be performed by a piece of software running on a computer. Within a decade, many of them are likely to vanish. “The bar which technology needs to hurdle in order to displace many of us in the workplace,” the author notes, “is much lower than we really imagine.”
Again, I’m not an economist and certainly hate to think I might be on the side of the luddite fallacy, but what if this time is different?