Category Archives: Knowledge Creation

Apple’s iTunes Remote app and one guy

[Crossposted at A Man with a PhD]

Apple’s iTunes Remote app was developed by one person – report
[Via AppleInsider]

Apple’s iTunes Remote application for the iPhone has not been updated in over 8 months because the software was written by just one person, and he is currently busy with other projects, according to a new report which describes Apple as “a huge startup.”

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Here is how he describes the way Apple runs things:

Apple doesn’t build large teams to work on every product they make. Instead, they hire very few, but very intelligent people who can work on different projects and move around as needed.

One day you might be working on the Remote app, and the next day you might get pulled on to another project that needs your help.

The engineers on the Mac OS and iOS teams move back and forth between the two projects based on release cycles and what needs to ship next.

That is how we worked at Immunex – whatever was on fire got the bucket brigade approach. we all worked on multiple projects at the same time, allowing us to drop something that was going slow and pick up on something that needed more attention.Once we had gotten our role done, we handed it off to the next member of the bucket brigade and picked up another project.

In order to make this work well, there needs to be constant vetting of the progression by everyone involved. Any bumps in the road can be smoothed over if more eyes are on the prize.

Thus everyone feels a part of a successful project, even if they had a little part. Immunex’s great drug was Enbrel. I had a very small part working on that molecule quire early. While only peripheral to the amazing work done by others, I felt every bit as proud of its success.

Plus this approach keeps smart people interested and helps prevent empire building, which can be a real detriment to the rapid actions a small team needs to make.

Any company basing its success on the creativity of its employees needs to have a management style closer to Apple’s or Immunex’s.

Its late and I’m rambling about Scienceblogs

I continue to have some discussions in comments of my Scienceblogs post that results in a treatise on my part. Greg Laden is the most recent victim of my verbosity – he has a great blog.

And, as with the previous reply to David Croty, I’ve decided to put it up as a post. Mainly because I wrote so much that it deserves more recognition with its own title, for instance. Plus it is very late and I do not feel like cutting it all down. I hope it looks okay in the morning.

So I make it a post. But it covers some more of my thoughts about the community that has been forming at Scienceblogs and where it will go from here.

First, Greg’s comment:

Just to expand on the point a little: For the most part, Scienceblogs has been explicitly non-communal. It is a network, there are communication channels (but not used by most bloggers) and things do get organized now and then (like a fundraising drive that about 20% of the blgogers engage in every year).

This is all very much on purpose. We blog as indy bloggers, and the ‘overlords’ (Seed’s Sb staff) organize all this internal network wide link love (reader’s picks, ed’s picks, most active, Page 3.14, the front page, 24 hour page, RSS feeds, etc.) and make links between things like NYT and NGS. But as bloggers, we’re just blogging away.

In once sense, I would say that PepsiBlawg Gate was an example of a “community” forming out of a thing that really wasn’t much of a community because most bloggers had fairly negative feelings about the blog so some degree of organization happened.

It would be interesting in the end to look at the kinds of things people do and their reaction to the Pepsiblog. There may be some stark (and thus perhaps not really that interesting in the end) patterns there. For the most part, labby research scientists did not quit, journalists and book writers did, for instance. Which brings up a point that Bora has almost talked me out of but not quite yet: Journalistic modus operendi, ethics, etc. are fundamentally different than for scientists. Not saying one is better than the other … just that they are fondling different parts of the elephant.

Which is a thought I’ll leave you with but I don’t recommend keeping in your head for too long.

My reply:

Even though my connection with the Scienceblog community was as a reader and sometimes commenter, as a scientist I feel confident that I can provide an opinion (My family knows that I have an opinion on everything so maybe that is a personal trait rather than a professional one. But ‘as a scientist’ sounds better than ‘as a know-it-all’). Confident mainly because I have been a part of several real-life enactments of just such a ‘community’ of researchers, connected by weak ties, who, through a precipitating event by ‘outsiders,’ came together to take some sort of action.

So, I think to a certain degree we may be arguing semantics about what really defines a community. In large measure, Scienceblogs is a network with mostly weak ties, but with some links perhaps a little stronger than others. And while there was not a decided push to create a defined community with uniform rules, titles and positions, when humans work along the same lines, doing similar things – even in digital space – connections get made and a sense of comity starts to emerge.

Thus insider slang terms like Sciblings, blogchild and Overlords developed. You would see memes and arguments sweep through certain blogs. There obviously were some strong connections that provided rapid information transfer between Sciblings.

There was an nascent community just waiting for an event that would precipitate action, making many weak ties much stronger, while breaking some altogether.

In the instances I have been involved in, a bunch of independent-minded, “leave me alone to do my work” researchers came together because a decision was made by upper management that directly affected the scientists – a decision that was never discussed with them until AFTER it was made. The scientists were left out of any input in the decision, even though it affected every single one of them.

In each case, there was a rapid meeting called by the researchers to discuss what they should do. Scientists who had never been in the same room with each other were now discussing the proper response with each other. Action had to be taken and committees were formed.

Instead of a bunch of weakly tied people, there were now a lot of very strongly defined paths for communication.

Perhaps this is only an aspect of egomaniac researchers, who think they have to be informed beforehand about anything and have a part of every decision. I do not think so. I think it can happen with any community when the weak ties that are present are tugged by an outside “threat.”

Heck, I’ve seen it happen in neighborhoods when a new development appears on the city plans.

What I think happened with the PepsiBlawg Gate was a crystallization of a large fragment of the network because, to some, it became obvious that the reasons they had joined and maintained even weak ties in the network /community were in conflict with what the ‘Overlords’ wanted to do. The lack of communication, and the ‘disrespect’ that engendered, meant some sort of response was needed.

And I’ve been fascinated by that response, because it has taken many forms. Some people exited without any need for real consultation. Some did not begin to really think about it until others in the network/community that they respected made a decision – Bora being the strongest example. Still others, such as PZ, decided to take direct action and go on strike unless the ‘Overlords’ listened to them.

These are all ways one would expect different people in a community to respond to change. It is what I spend my days examining at SpreadingScience.

I do not think Scienceblogs will vanish. It’ll be different. I think there will be much more defined communication between members, with regular meetings between the bloggers and the people from Seed Media. Instead of an ad hoc sort of network/community, it may very well become a much more defined one. Like the taming of the Old West, it may be more or less attractive, depending on the outlook of the individual. The bloggers who left may very well continue to link and discuss things written on Scienceblogs. The reverse will also happen.

In effect, there will be a much wider network/community with some very strong, defined ties that were not present before. I expect other types of science blogging sites to become important – such as Science 2.0 and others. It’ll be great for most of the bloggers and their readers. It may just not be quite as optimal for Seed as it had been before when they virtually had cornered the market.

And that was kind of my point in the post. If Seed had been a little better about servicing its bloggers, it would have kept the market pretty much to itself. Now, not so much. Meaning that, as far as it might be concerned, there is a loss in value that might take some effort to recreate. Effort that it would not have needed if it had not ticked people off.

Finally, I think that the different viewpoints between scientific journalists and journalistic scientists makes for a much better description of the elephant than either alone. In any effective network/community, diversity of world views is a key part. It is very hard to solve complex problems over and over if everyone thinks the same way. It is the friction that arises from the different views that eventually allows us to make the wise decision.

Good meetings are a community affair

meeting by clagnut

Death by committee. Rethinking the art of getting things done.
[Via Creativity Central]

“A committee is a group that keeps minutes and loses hours” – Milton Berle

Who would have thought that Uncle Miltie would be the voice of common sense when it came to that hallowed gathering of people called the committee.

Lewis Thomas, the late great physician, poet, administrator (Dean of Yale Medical School and New York University School of Medicine and President of the Memorial Sloan-Kettering Institute) and sublime essayist — wrote a telling and insightful essay called On Committees.

“The marks of selfness are laid out in our behavior irreversibly, unequivocally, whether we are assembled in groups or off on a stroll alone…thus when committees gather, each member is necessarily an actor, uncontrollably acting out the part of himself, reading the lines that identify his identity.

This takes quite a lot of time and energy, and while it is going on there is little chance of anything else getting done.

Many committees have been appointed in one year and go on working well into the next decade, with nothing much happening beyond these extended uninterruptable displays by each member of his special behavioral marks.

If it were not for such compulsive behavior by the individuals, committees would be a marvelous invention for getting collective thinking done.

But there it is. We are designed, coded, it seems, to place the highest priority on being individuals, and we must do this first, even if it means disability for the group.”

Thomas, owing to the breadth of his experience in academia and the government, probably spent more hours in committees than was humanly possible.

The questions he posed nearly twenty years ago are still relevant. How might we improve how committees work. He cited work done by the RAND Corporation in the ‘60s called the Delphi Technique. Which is an elongated version of what we now call the Idea Exchange.

Members would answer key questions individually. Answers would be circulated to all members as a catalyst to refine their answers again. After three cycles, they would discuss as much of a consensus as could have been reached.

The process worked well because it mitigated somewhat, the need for “self” performance. Thomas continues “What Delphi is, is a really quiet, thoughtful conversation, in which everyone gets a chance to listen. The background noise of small talk, and the recurrent sonic boom of vanity are eliminated from the outset and there is time to think.”   

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Good committee function is a necessary requirement for any sort of adaptive company. Successful meetings must be actively facilitated, either by trained specialists (not often) or by properly educated members of the committee.

Also, there needs to be a strong negative feedback that strives to get rid of meetings. Meetings need to have a defined purpose, one that either deals with short-term emergencies or regular information transfer.

It needs to be cultural.

When I was working at the bench, we would have meetings twice a month for each project. Since most of us were working on 2 or more projects, you could easily have to be ready for two meetings a week. Including prep time, this could be a lot of time and productivity lost to meetings.

The project chairs ran each meeting and the purpose of the meeting was purely information transfer. It was up to the project chairs to fill the time and if it was not filled in a productive fashion, they heard about it. They were to make the meetings worth OUR while, not purely to stroke their own egos.

We all felt it was better to cancel a meeting than to get everyone together for a lot of unimportant drivel.

We worked to kill unproductive meetings. We all did.

Organizations need to strongly present controls on meetings that serve no useful purpose. They need to permit people to stand up in a meeting and ask “Why are we here?” and require the members to have strong reasons for attending.

Meetings, when done well, are incredibly important. They can rapidly collapse social networks, providing huge amounts of information to rapidly traverse the organization. As the above post stated:

The best committees I have participated in or led, have immediate (urgency) goals. This ad-hoc, short term approach energizes the group.

When AgriLife Communications as Texas A&M University was faced with preparing Texas communities for two destructive hurricanes — the result was some remarkable, effective work across an entire state in very little time.

Build accountability into every meeting. Set a goal for that meeting and designate an individual to evaluate that meeting for immediate and actionable feedback.

It is up to everyone to make sure meetings are more than a waste of time. Simply getting together is not good enough. it is an active process.

And when done well in this fashion, there are few processes that can create a successfully adaptive organizations faster.

Skating to where the puck will be

innovateby jordigraells

Microsoft and the Innovator’s Paradox

[Via HarvardBusiness.org]

“The Odds Are Increasing That Microsoft’s Business Will Collapse”

That’s a pretty good title if you (like Henry Blodget from Silicon Alley Insider, the writer of the article) are trying to grab eyeballs. It also provides a useful introduction to what I call the “Innovator’s Paradox.”

Blodget’s article was provocative. He argued that Microsoft is in a no-win situation. It isn’t sitting on any idea that is on the cusp of turning into a multi-billion dollar business. The personal computer is losing its dominance to mobile devices and tablets. The company’s core profit drivers (Windows and Office) are under disruptive assault from Google’s freely available applications and operating system. At best, Microsoft will respond with its own free products and erode its profit margin.

The most telling thing in Blodget’s post was a chart that showed the sources of Microsoft’s profits over the past few years. Microsoft’s core business has continued &#8212 despite continued proclamations of the company’s coming demise &#8212 to throw off cash and to grow. But new growth businesses that were specks in 2006 (entertainment and devices and online services) remain tiny, and Microsoft hasn’t created any material new businesses over the past few years.

So the real problem isn’t what Microsoft is doing today. It’s what Microsoft did, or didn’t do, five, or even 10 years ago. At the time, its base business was a bastion of strength. Today’s threats were in their infancies. It would have been the perfect time to plant seeds that today would be blooming profit generators.

Why didn’t it? It’s The Innovator’s Paradox: When you don’t need the growth, you act in ways that lead to you not getting the growth you will need. And when you do need the growth, you can’t act in ways that deliver it.

Got that?

innopara.jpg

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The problem here, as stated so well in the Innovator’s Dilemma is that even companies that recognize they need to change, that they need to come up with the next big product, are too often totally unable to do so. There are lots of reasons for this but one of the major ones stems from the difference between the truths of exploitation (marketing) and formulation (research).

As was explained to me many years ago, research costs money directly from the bottom line. But marketing makes money, that for every dollar spent on marketing the company makes $4. So it is simply idiotic to spend money on research.

That is the difficulty during the exploitation stage – it is too easy for those who are doing the exploiting to really support the work of those doing the formulation. It takes tremendous personal effort by engaged management to keep the company on the course of innovation.

How do you know where the puck is going? One way that I have personally seen work quite well involves continuous vetting of the ideas from all points of view. The project is examined and critiqued, always in a way to make it better.

And this requires a very special sort of corporate culture – one that abides failure and one that does not abide zero-sum solutions. Let me expand the latter.

What often happens in many mature companies that have low resources for new growth is that the only way I can get my project funded to to make sure that your project is not funded. The only way for me to succeed is for you to fail. Once this happens, innovation is really strangled.

Any innovation that arises will either be destroyed by those with more power or co-opted, removing it from the very people who were innovative. This is one reason why many mature companies only innovate by buying another company’s innovation.

Breaking the Paradox requires not permitting this rot to take root. But simply putting resources into innovation is not enough.

There are two companies today that continue to demonstrate an ability to overcome the Innovator’s Dilemma/Paradox – Apple and Google.. A key point is that management there follows Wayne Gretzky’s maxim: I skate to where the puck is going, not where it has been.But each take very different routes to the puck.

Google allows its workers to spend up to 20% of their time working on innovative ideas. This is a really effective way to allow innovative people to create wonderful things.

Google does its vetting in public. Google often thrust these innovations out into the wild as a public beta, giving us lots of possibilities but asking the public to do the vetting required to determine whether the innovations were really useful. This we have had lots of Google novelties – Wave, Knol,Chrome, Android, etc – that are somewhat hit or miss. It is almost as if Google skates everywhere, waiting for the odds to allow success. Even when one succeeds in being where the puck is, it is often not strong enough to be ready to score. Some more tinkering will be necessary. But at least now they know where to focus some effort. With some further help, the innovation can become a success.

It can do this because it really has to spend little time making sure each item is great. It follows the DIKW model, working through rapid iterations to reach the correct choice. This allows it to throw out a lot of innovations but even the best ones are often just good enough. It can take many more iterations to move towards perfection where more focussed vetting may be necessary while, especially as the products move into the exploitation phase, there is less incentive to.

I’ve written a lot about innovation at Apple. Apple supports innovation but takes a different route to a released product. Apple keeps its vetting much more private. They put a lot of focus on releasing products that are already successful, rather than simply iterating itself there. When the public learns of a new innovation, it is almost totally fully realized. Apple has continually driven innovative approaches through several different products – iMac, iTunes, iPod, iPhone, iPad, etc. – any one of which most companies would be happy to maintain.

Apple most likely has a range of possible innovations in the stream – we hear rumors of all sorts of things. But, whereas Google places its innovation in the public eye for us to vet, Apple does this in private. It harshly examines them, rapidly arriving at only one place to meet the puck, but what is there is incredibly strong and is able to drive to success almost by itself.

Apple has a focus on its innovations that permits it to attain success repeatedly. Google may have less focus on specific innovations, but its iterative cycle can be so rapid that it can reach success also.

Each approach has real benefits. By focussing so strongly on where it believes the puck is going, Apple has actually been able to create products that were actually inconceivable for the public before release. But by putting many eggs in one basket as it were (yes I know too many metaphors) it runs the risk of mistaking where the puck will be.

Google does not really need to be sure of where the puck will go. It can simply put so many innovations out there, that one of them is bound to hit. However, its lack of focus can often mean that really disruptive innovations may not get the push they need – they get lost in the crowd.

Both Apple and Google are exemplars of their particular niche when it comes to sustaining innovations. The ways they figure out where the puck will be are different but the basic recognition that anticipating the puck is paramount for their company is the same.

So, companies that want to break the innovator’s paradox need to figure out if they should follow the Apple model or the Google one.

[As an aside, it is obvious that Pixar follows a similar model as Apple and has, not too surprisingly, become the most successful studio in Hollywood.]



Sometimes failure is an option

The Long of Coming Up Short
[Via HarvardBusiness.org]

Thumbnail image for Whitney Johnson 2.jpgI didn’t take Calculus in high school, and I almost didn’t take Advanced Placement (AP) American History for fear that I wouldn’t get an A. In retrospect, given that I’ve pursued a career in finance, achieving a B in Calculus rather than knowing little to nothing on the topic would have been a decent trade. Yet I was so concerned about getting anything less than an A, which for me was tantamount to an F, that I wouldn’t take the risk.

Fear of failure can be a debilitating trait personally and professionally. According to Dr. Megan Gunnar of the University of Minnesota, an expert on stress and coping in children (as quoted in Mind in the Making, by Ellen Galinsky), we must learn to fail so that we can learn to succeed. She explains, “if you never allow your children to exceed what they can do, how are they going to learn to manage adult life — where a lot of it is managing more than you thought you could manage?” The same is true in the workplace: If we never have the opportunity to exceed what we can do, or think we can do, how will we manage?

When we are doing the work we really want to do, and hoping to triumph professionally, we will likely experience failures, and experience them repeatedly. And we’ll be in good company. According to Columbia University professor Amar V. Bhide, for 90% of all successful new businesses, the strategy the founders initially pursued didn’t lead to the business’s success. Meanwhile, Dr. Fritz Grupe, founder of MyMajors.com, has found that 80% of college-bound students have yet to choose a major, and “50% of those who do declare a major, change majors — with many doing so two and three times during their college years.” That’s a lot of intermediate failures, or at the very least detours, before arriving at success.

One way we practice learning to fail is by institutionalizing opportunities to take on challenges. Singapore has, in part, become one of the world’s leaders in math education because a lesson isn’t complete if the students haven’t been given something they don’t know how to do. In the words of George Polya, a Hungarian mathematician and educator, we need to build processes into our work to find “a way out of difficulty, a way around an obstacle, attaining an aim which is not immediately attainable.”

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An important aspect of a resilient organization is the ability to deal with failure. In a complex world with a multitude of difficult problems, success is not always immediately possible. It can take several iterative steps through failure to find the right solution, to gain wisdom.

I’ve written about the DIKW model of Innovation. Data is manipulated by humans to become different forms of information. The interconversion of information produces knowledge, which results in the ability to make a decision. Often this decision may be to recognize that previous attempts were wrong – a failure – and need to be modified, resulting in another iteration of the DIK cycle.

In a resilient company, each iteration drives the organization towards wisdom – the ability to make the correct decision.

Often, a good strategy is to find out the things that do not work – that are successful failures. An example I use in game play is called Bulls and Creots. Trying to guess a four digit number, with correct numbers in the right place called Bulls and correct numbers in the wrong place called Creots.

There are about 4500 possible numbers assuming no repeats and no zero in the first position. It helps to have a system to work through the possibilities in the best possible fashion. However, the most informative answer is to be completely wrong.

Guessing 4 numbers that are not in the answer removes 40% of the possibilities. One failure greatly limits the future possibilities, making it much easier to narrow down on the correct solutions.

I worked at a biotechnology company called Immunex for 16 years. It was a very well-run, innovative company that did a pretty good job accepting failure if well done. It was one of those 90% of businesses that found success at something different from the initial idea.

Too many companies believe that if they only promote those who are always successful, then they will always win. They fail to recognize that sometimes success can be debilitating and that sometimes failure is liberating.

In a complex world, sometimes the path to wisdom requires failure.

Companies as complex systems

networkby jurvetson

Seeing Your Company as a System
[Via Ackoff Center Weblog]

Much-needed guidance on making companies more employee-centered, adaptive, and capable This is an article from Strategy+Business by Andrea Gabor: … No matter how disparate the causes of failure, there is always a common thread: somewhere, somehow, management has let its attention slip…

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Many of the failures we have seen over the last few years – the financial industry, the housing industry, the oil industry – have arisen because the organization involved are being run like a ‘machine’ – push lever X to get result Y. A better approach in these complex setting is to view the organization as a living organism – where small changes in initial conditions, coupled with network effects, can result in disparate, somewhat stochastic, outcomes.

We have done a great job over the last century solving the problems that could be attacked with a ‘machine-based’ management approach. What we have left are the really complex problems where a wide variety of levers can be manipulated with often unexpected outcomes.

Few problems involving complex processes can be solved by moving a single lever. One point of attack will not provide a solution. In fact it often create problems elsewhere in the process.

Today’s complex world requires a different approach, one that overcomes the faults of the ‘machine-driven’ management approaches. This article serves as a nice introduction to the works of Russell Ackoff and others that describe a systems-based approach to management.

Key to this approach is a view of employees that seems to be anathema to many:

All the works mentioned in this guide have been linked to higher performance. Yet their focus on the expertise of ordinary employees remains a hard sell in many companies, because it requires an enormous long-term commitment to training and to local control and knowledge sharing.

Moreover, employee-centered systems organizations need to develop trust — between supervisors and employees and among employees who have to work together to understand and improve the system. Making this work takes skillful management. Indeed, many quality improvement efforts in the U.S. failed because they absorbed rigid process guidelines but failed to build in flexibility.

Management approaches utilizing complex systems thinking require a relationship with employees, especially those most directly engaged with complex problems, that few companies seem to be able to foment. Yet those organizations that can accomplish this will be able to successfully deal with much more complex problems than those that can not, producing an advantage that will be hard for ‘machine-based’ thinking to overcome.

Part of what SpreadingScience tries to do is educate organizations about human social networks, helping them understand how to leverage new technologies to identify and empower the people they need in order to solve complex problems. We help them understand how to adapt their tools to make it easier to support a network-driven management style, and allowing the organization to solve a greater range of complex problems.

The companies that can accomplish this will have a selective advantage over those who can not.

New Seminar – You’re not crazy. You are innovative.


201006021448.jpg  

I’ve been working on a series of seminars. I hope to announce more of them soon but I have the first one ready.

You’re not crazy. You are innovative. will examine the disruptive innovators in a community. These people are absolutely critical for the introduction of new ideas into an organizations – ideas that could make or break the success of the company.

Yet often these people are seen more for their disruptive activities rather than their innovation. The majority of the community – the people who simply get things done – views disruption negatively because it changes their workflow, making it hard to simply get things done. Doers distrust disruptors.

This seminar will explore how human social networks adapt to change and why the disruptors are so often not listened to. It will demonstrate that the social networks of disruptors and doers look very different and how Web 2.0 tools can be used to identify members in each group.

It will also provide insights into human social networks that can empower disruptors, making it easier for their innovative ideas to traverse a community and have the major impacts that they should.

The next class in Seattle will start soon. I can also provide seminars for groups. If you would like to attend, send us an email.

Where would we be without Apple?

apple by davidgsteadman
Will anyone be able to compete with Apple’s revolutionary iPad?
[Via MacDailyNews]

“If you want to buy a consumer-friendly tablet computer today and you don’t want to purchase Apple’s iPad, you’re pretty much out of luck,” John D. Sutter reports for CNN.

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The inability of the computer industry to match what Apple has done over the last 30 years is simply amazing. Apple continues to see where the market is moving and then leaps ahead of its competitors to define the market, rather than simply follow it.

As this post mentions, Jobs and Apple have defined the personal computer interface three and maybe four times – Apple II, Mac, OS X and iPhone/iPad. At each stage, the interaction between the user and the computer became more intuitive and easier.

Apple also defined much of the way computers looked – Apple II, Mac, Powerbook, iMac, iPhone/iPad. Not only have they been largely responsible for how we interact with a computer, they have defined how computers look.

People have been talking about selling tablets for 6 or 7 years. Yet here Apple is again, not only defining the market but selling a ton of the devices, leaving everyone else to try and catch up to something that they really have no clue about.

Why has no one else been able to do that in 6 years? How was Apple able to essentially create a new market?

Apple has always had the unique ability to take something really complex – the creation of a computational device that people can use – and find a way to simplify it. It takes a lot of hard work to accomplish this, but also an ability to manipulate really complex ideas in ways that few organizations are capable of.

Watching other organizations try and define this is like watching blind men describe an elephant – it must be the light weight; it must be the touch screen; it must be the apps. None of them understand how to present a complex device that requires innovation at all stages, not just one.

It requires the creation of an organization that can synthesize large amounts of information and make wise decisions.

Just think what the world would be like if Apple had not existed? I would nominate Jobs for man of the last half century. Not merely because of his individual abilities – which are prodigious – but because he has also been able to leverage the mass creativity of his employees.

One important aspect of all the organizations that Jobs has been associated with is the large number of named individuals that are found in the development of any of the innovations.The names of the Mac developers for Apple are well known. Same at NeXt or at Pixar.

The actual people involved in much of the innovative changes are given their recognition.The Wikipedia article about the Mac lists over 15 people, all with links, who were involved in the development of the computer. The one on the development of Windows lists not a single name.

Coincidence?

Read about the days of the development of the Mac and you see a group of wildly creative people solving difficult problems. Read about NeXT, where Jobs experimented with corporate organization as much as he did with computer programming, or simply observe what happened with a company like Pixar, where the creative geniuses were able to create an entirely new art form using computers, leapfrogging ahead of all their competitors.

The ability to take a core group of creative individuals and harness them to an awesome task is not easy. I wrote about this is a series on Synthetic Organizations – Part 1, Part 2 and Part 3.

Marty Baker at Creativity Central broke down some of the principles seen at Pixar and also can be seen at Apple:

Pixar’s Operating Principles can be distilled down to 3 principles.

1. Everyone must have the freedom to communicate with anyone.

2. It must be safe for everyone to offer ideas.

3. We must stay close to innovations happening in the academic community.

In the Innovator’s Dilemma, Clayton Christensen discusses the difficulty organizations have in utilizing disruptive technology in novel ways. The dilemma is that often the same processes that helped make them successful now prevent them from making the leap to a new technology set. See Clay Shirky’s article on the collapse of business models for some examples.

Even when they know that they have to change and even what the changes must be, they almost always fail in making the leap.

That is mainly in the way they are organized, how they are run and the types of communities they represent.

Yet companies that have Steve Jobs organizing them seem to have been able to do this. Apple defined personal computing, it defined the graphic user interface, the laptop, the MP3 player, the smartphone, the tablet computer. Pixar defined computer generated animation.

By creating organizations where innovations are not shuttled through layers of middle management, with each layer sucking the originality out, Jobs has been able to drive disruptive innovations rather than react to them.

The most amazing thing to me is that Apple has succeeded in being a market leader during two separate paradigm shifting market wars – first the graphical user interface wars between Apple vs Microsoft and now the Internet as interface wars between Apple vs Google. Microsoft’s inability to become a major player in the new way of the world is an example of corporations failing to make the leap, of suffering the Innovator’s Dilemma.

Yet Apple is right there, leading the way as the market makes another decision about the future course of computing. Apple may not win but the course it charts drives decisions in ways that no other company of the last half century has.

Now the market must find ways to respond, to be more innovative than Apple.

Without Apple driving the industry to be creative – how in the hell do we keep up with Apple – we would not be where we are today. It makes one wonder where we would be if Jobs had not been forced out at Apple by a sugar-water salesman. We may only just now have gained where we would have been without those 10 lost years.

‘Twitter’ for business

conversation by cliff1066™

Use Microblogging to Increase Productivity
[Via HarvardBusiness.org]

Are you using Twitter to reach your customers and followers? Do you update your status on Facebook several times a day? Maybe you daily ask questions of one of your specialized LinkedIn groups?

You can replicate this experience inside your organization. There are a number of internal solutions that allow employees to share messages and information with each other, including Yammer and Socialtext. Laurence Smith, Vice President of Global Learning & Development at LG Electronics in Seoul, Korea has become an advocate of Yammer as a way to drive greater innovation in the design of the company’s training programs.

Just a few years ago, Smith says, “when we wanted to revise a classroom training program, we would write a survey, send this to all business unit HR leaders around the world, analyze the results and then use this input to design a new pilot.” The total time elapsed was several weeks to several months and often yielded limited feedback.

But today, Smith and his team start a conversation on Yammer and use tags to create a dialogue with employees. One program in the development stage is FSE (Foreign Service Executive) Soft Landing. It’s targeted to managers assigned to a new country who need to understand the local culture and norms.

[More]

Companies are beginning to see that microblogging approaches can have real value behind the firewall. They are useful fro rapid information dispersion across a variety of devices as well as providing simple ways for people to carry on ad-hoc discussions.

Socialtext continues to have the greatest number of useful social media tools for corporations. and at a very reasonable price also. By making these conversations explicit, not only can the company leverage the information it can also harness the knowledge of all its employees.

And by having everything time stamped, everyone knows who should get the credit for great new ideas or helpful information.

Maybe because Alan Mullaly actually has built things

ford mustang by stevoarnold

Alan Mulally — Making Ford a Model for the Future
[Via HarvardBusiness.org]

Almost exactly a year ago, I wrote an article about why Ford has the potential to become a company of the future. It had just come off reporting a $14.6 billion loss for 2008, its fourth losing year in a row.

One year later, Ford reported a profit of $2.7 billion. Yesterday the company reported March sales up 40 percent. GM, by contrast, was up 22 per cent, and Chrysler was down 8.3 per cent.

There are many reasons Ford has achieved such an extraordinary turnaround since Alan Mulally took over as CEO in 2006. After observing him in action, talking with him and spending time with his senior team, I’m convinced Mulally is taking an old-school industrial company and turning it into a model of how a modern company ought to be run.

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Perhaps because Mulally is an engineer who actually built things at Boeing, rather than just a sales/marketing MBA, he has a firm understanding of how to get people to do creative things, even at an automobile manufacturer.

Innovation, and the creativity that drives it, does not come from short term metrics and 9-5 mentalities. Mulally had a huge influence on Boeing’s success against Airbus and is now doing something similar with Ford.

I wrote about some of these approaches before. It looks like Mulally has continued on this path.

Some we have heard before. ‘Rally around a mission.’ ‘Long-term strategic planning.’ ‘Be fearless.’

All great aphorisms but execution is what makes them work. Observe how he creates a culture of truth-telling and transparency:

Finally, Mulally has created a culture in which telling the truth, however painful it may be, gets rewarded. Every Thursday morning, he presides over what he calls a “Business Plan Review.” The heads of Ford’s four profit centers around the world and its 12 functional gather to report on how well they’re meeting their targets and on any problems they’re having. They’re all in together.

To broaden transparency, Mulally invites outside guests to sit in on the meeting each week. The day I was there, one Ford executive described a significant shortfall on a key projection. No one cringed, including Mulally, and the executive calmly outlined his suggested solutions. Then he invited others to share their ideas.

Not only does he have everyone in it together and makes sure his own approach of finding solutions to problems, not blame, but he includes outsiders with no ax to grind or domain to defend. These observers provide a perspective that keeps the focus on finding answers.

And I bet they often ask naive questions that can sometimes explode into creative ideas.

I think that they have a great chance to adapt to the changing markets in ways others can not.