Posts Tagged social business
As I’ve long said, “Karma works, it just doesn’t pay on demand.” So while I am reluctant to make any demands, I am not averse to asking for you to help me find a great team, inside a great company doing epic work. A role where I can be who I am, contribute all I have and be a catalyst for exponential value creation.
So what do I want to do?
Given my inter-disciplinary background and cross-industry experience, trying to answer this question is the biggest reason I have waited until now to post this request for your help. After making the decision that I was unable to continue personally funding development on Will Someone and Alynd shortly after SxSW, I’ve been doing a lot of market research and soul searching. I’ve been reviewing where the market is headed and how that intersects with my skills, but I haven’t been able to nail it down to one particular job or even one industry. I’d even be open to moving, though that will involve a longer conversation given our strong ties here in Silicon Valley and love for my home of San Francisco.
At the moment, I’m most excited about augmented reality/vr and its potential impact on collaboration, as well as advancing how it is used in social interactions. It’s also why I am advising Spiritual VR (another combination of several of my interests and talents). But I’m equally excited about the advancements in cognitive computing, AI and more natural user interfaces. In fact, I have a few visions for products in my head that keep popping up, such as an Augmented Reality collaboration experience that integrates shared white boards, voice based AI assistance and dynamically generated action lists. (If you want to hear more, I’d be happy to share it).
What I know with certainty is that I want to join a strong team where I can hang my hat for a while instead of just passing through on assignment. I could be a team leader or a team player. I could join an existing team or help stand up a new one. I’d be open to a funded early startup, but most likely will end up at a more mature high growth organization, maybe running an innovation lab for someone in the valley? The right opportunity is most likely in the technology sector, is a strategic role and will leverage my public speaking/evangelism talents as I continue to endeavour to advance the field, help organizations transform and invent the future.
I would love to take on the role of Customer Experience Architect, which I spoke about extensively in my IBM sponsored BLAB series CXDNow this past fall and in this talk “Experience Design and Your Customer’s Journey“. There just aren’t that many job openings for such a position/role that I’ve seen. Experience Design is more common now thankfully, but I am looking at it in a much more strategic way – perhaps for a broader portfolio of products. In that I have managed several software products to launch as well as numerous digital marketing projects, it seems that product marketing may be the best focus for me but I am not limited to this direction by any means. If you know me, you know I can do pretty much anything.
Over the past 20 years I have developed quite a body of work around what I’ve called holistic business strategy. This truly defines my brand, but is not widely understood as it is more then a 30,000 foot view of the business, it is a 30,000 light year view of a company and its position in the broader market, and society, it serves. Within this space, I’ve developed personalized marketing frameworks, software and programs, particularly around engagement strategy. More recently, I’ve expanded on this with the recognition that it is a whole new school of thought I am developing – something which I now call “Ecosystem Thinking” and have previously discussed as a key aspect of “The Adaptive Economy“. It’s a combination of design thinking, systems thinking and platform strategy benefitting from network effects. This leads to some interesting senior level opportunities working with software platforms seeking to build a stronger developer and customer community.
Please Help Me Start Some Conversations
I am already talking to a few great companies about some interesting roles that fit my background very well. What I really need to do now though is start increasing the volume of conversations I am having about joining a new team. If you think you might know of the right opportunity for me (and for them), please do make the introduction. Whether it’s product marketing, social media, social business, augmented reality, innovation, developer programs or digital transformation, I’m likely interested.
In the mean time, I am still doing consulting through AdHocnium right now, if you do just need some short term assistance while I am in the midst of this search, and I still have room for one more startup to advise.
One more thing… (an acquihire?)
Part of the reason this has been so long in the making is that I know I was on the right path with Alynd and am now even learning to code so I can build one of the next components in my broader vision for the future of work. It’s hard for me to quit something so important, but financial reality is what it is. To this end, I’m also open to an acquihire with the right company so that I might contribute my time as well as all the intellectual property we’ve developed over the past three years. Given the current lack of interested in acquihire’s, this seems less likely, but I am putting it out there in case any of my Alynd/Will Someone competitors might be interested in making a compelling offer… I wrote about my perspective on this last week in my blog post “Microsoft + Linkedin: A Linkedin Killer’s View“.
#Reorg Everything: My Talentnet Keynote
What is the Adaptive Economy? Why do we need to #Reorg? What should be our focus? Here’s the premise as I outlined in my keynote at Talentnet…
The pace of change isn’t just fast, it’s accelerating. So many things are changing that we can no longer look at a single facet as we did at the dawn of digital and then networked computing. It’s not just the gig economy, the collaborative economy, the on demand economy or the green economy in isolation, it’s all of that and more, requiring a more holistic approach. As Darwin taught us long ago, in this fast changing world, it’s the quickest to adapt that survives.
Fundamentally we must first accept that the market is no longer a battlefield. It’s an ecosystem. Leading and winning in an economy that is oriented around creating the greatest amount of shared value is very different from one in which you are seeking to capture the most amount of profit for the organization and its shareholders. This is why I propose we need to #Reorg everything and serve the market.
How do we do it? By adopting new mindsets, methods and measures, most especially in my view of embracing some form of self management. This requires you to focus on creating alignment across the ecosystem, developing greater agility and creating a culture of accountability. We must also become more proactive and predictive.
The enemy we face today in organization’s, besides fear of change itself, is three fold – budgets, bonuses and bozos. In the real time transparent world in which we live, we need to go beyond the sort of budgeting which requires us to accurately predict future market dynamics.Being more agile enables you to adapt to the market’s needs more easily. With a culture of accountability, you will increase trust such that you will also empower more people to make spending decisions across the organization. This has been proven out and more thoroughly developed through Morningstar and several other participants of the Beyond Budgeting Round Table.
For those with the courage to move towards more of an ecosystem based strategy and operating model, there is a massive opportunity to lead the market and seize the lion’s share of the profits to be had. The more trusted a company becomes, the lower the cost of sales, the higher the likelihood of becoming the employer of choice and the higher the switching costs for partners and customers alike.
So much more to come on this in the weeks/months ahead. I’ve been running towards this future through my software company and it’s latest product Will Someone, a community collaboration tool. I’m furthering that development while going more public with the insights I’ve developed to help build a better future for all, by design.
You can hear more about the Adaptive Economy in this audio + slide deck from my keynote presentation, #Reorg Everything. I presented this for the first time on Friday March 11, 2016 in Austin TX as the keynote for the Talentnet conference in the offices of HomeAway.
We are building on this even further now, taking the work that went into this keynote and starting to write a book on the Adaptive Economy. If you are interested in contributing, have questions or want to talk about it more, please let me know in the comments.
Over the past few weeks I’ve been reflecting on my experience from IBM Connect 2016, working to synthesize what I saw, what I think about what IBM presented and how I believe it impacts our future. The conference on the whole was well done, with some changes from years past, a new venue, a new format for some of the sessions and of course some new themes for this new era. While the origins of Connect were based in the ideology of Social Business and attached to the annual Lotusphere conference (i.e. collaboration centric), this theme today is part of a broader one around digital transformation, with more of an emphasis on how technology is enabling businesses to do things differently. In some ways new and in some ways more efficiently and in some ways just better.
My original definition of Social Business was bringing a holistic approach to unifying our thinking about internal and external operations, thinking about the interplay between collaboration and marketing. To this extent there was an emphasis on creating and enabling ‘moments’ – something we have been working on for a while in the Customer Experience Design world and which my friend Brian Solis wrote about deeply in his exceptional new book, X. While I saw these sessions listed in the program, I unfortunately did not make it to any of them so I can’t comment much on that here. For a bit of fun I did go to a session offered by the IBM Design team which was a workshop on design thinking. Even that session was focused on employees rather than customers. They also had a great design and innovation lab setup where I got to speak directly to the product managers and designers behind the new products being showcased this year and yet to be announces products that may come in the future.
For those of you who know me and my work, you may recall my post on Social Business is Dead, or perhaps the one from my last Connect conference two years ago, Social Business isn’t Dead, It’s just _______ (hint, it’s largely Marketing though the concept is much deeper and more meaningful for those in the know). Regardless of the label or the meme you place on this era, the bottom line is that the pace of change in the market and the world is not only fast, it’s accelerating. As Darwin long ago said, it’s not just survival of the fittest, but about who is the quickest to adapt to a changing environment. This is the truth facing our world, our market and your company’s competitive position in it. Unfortunately, most larger organizations are not endowed with the sort of agility they need to thrive or perhaps even survive under these market conditions. But all hope is not lost here, in fact, it is in my view an even greater opportunity today then at the birth of the internet era for forward thinking organizations with courageous leadership to become market leaders.
This tone was set early in the opening general session with Jason Silva touting the wonders of science and the potential we have to solve some of the most perplexing problems the world faces today. It was rounded out perfectly in the closing session with Erik Wahl igniting the crowd’s sense of possibility and the inherent power they each have to create, to be beautiful, to be courageous and to make a difference. I’m not using this hyerpbole lightly here. It was truly a great kickoff and close to wrap up a very solid conference. One I hope that IBM continues to host separately from its other conferences and expands upon in new ways.
While some may feel righteous in criticizing the conference for not showing enough of a vision of the future, it is important to remember that this is first and foremost a sales and educational conference, not a peek into a far flung future where every organization is self managing, relying heavily on independent contractors and surrounded with augmented reality. The main focus of IBM Connect this year was backing up Ginny Rometty’s push forward into Cognitive Computing and demonstrating what that concept means in more tangible terms. In this regards, as someone who helped lead strategy on the global deployment of a large Enterprise Social Network, I was very encouraged by what I saw from their Project Toscana.
I wouldn’t quite call Project Toscana a dashboard view of your work, but that is the closest metaphor we have today. In my view it is more of a smart command center that integrates all forms of communications, updates and insights into a more efficiently actionable context. While we were only shown early demos and I didn’t see actual product, I’ve been told by my close friends at IBM that they are indeed using early alpha versions of these products and even have mobile versions in their hands. From what I understand about software development from my own entrepreneurial life, nothing in what they have provided is beyond the realm of possibility so I trust this will be more widely deployed and available in the not too distant future.
What is exponentially more valuable about their approach to collaboration is the deep empathy of the design thinking that is at the core of the new offering. What do I mean by this? Well, not only is the information displayed in contextual clusters of relevant information and urgency of actions required, but Watson is parsing through the information deluge to simplify what I think of as administrative/computing minutiae in dozens of ways which cumulatively add up multiple work weeks of regained productivity for every employee. This is in many ways closely associated with some of the things I have been working on with my Alynd software, though I didn’t quite see what I have been trying to build yet, so I am still optimistic about my chances, though they are getting closer.
How does it enable people to regain so much ‘wasted’ time? How often do you receive a request for the latest version of some document and not quite recall where it is stored? Not only does the software recognize it as a document request, now, using Watson, Project Toscana auto suggests several documents you may wish to include in your reply. This alone would save me, as someone who is not the most organized with my numerous digital files across multiple projects, at least a couple hours per week. Another example is auto suggest replies and auto suggest actions, like approving a request for time off, or for a budget increase. IBM calls this cognitive collaboration where my friend and colleague Alan Lepofsky refers to this as assisted collaboration (read his excellent recap post on Connect here). Whatever you call it, it is IMHO, finally delivering on the original promises of IT to deliver exponential productivity gains. More importantly, it enables your smartest employees to focus on contributing their real value to the company and not spending their time searching around their computers or reading through poorly worded overly long emails.
Perhaps even one day it will take a long post like this one I just wrote and boil it down to a more concise version enabling you to get a personalized version that emphasize the things you are most interested in learning instead of having to read it all the way through!
While IBM Connect did a great job of demonstrating the art of the possible over the next year, I would love it if IBM would invest in painting a picture of a more mid term future, of what collaboration and marketing will look like in 5-10 years with new organizational structures and the extensions of current trends. If you could see what I’ve been shown, you would be seriously impressed with the great work going on in their research labs being developed by great engineers that never get the benefit of a business focused narrative beyond explaining their functions and features. To this extent I want to propose to my friends at IBM that we invest in producing a video series on the future of work more in the spirit of Corning’s A Day Made of Glass videos. I know the futurists who really have a vision for a #NewWayToWork who would make the perfect team to produce it…
After returning home I joined fellow IBM Futurists Brian Moran and Dion Hinchcliffe for a recap show on Blab which I’ve been slowly working to edit down into component pieces. It’s truly a terrific conversation covering the conference itself, cognitive collaboration, privacy and so much more. If you have any questions about what I saw at the conference, or would like to share your thoughts, please do so in the comments below.
I’ve really been searching for some criticism or constructive feedback to provide, but I have to stretch. I’m not an unadulterated fan boy by any means, but I sincerely believe their long term approach to restructuring their products and their teams, especially now with the placement of Inhi Cho Shu as General Manager of Collaboration Solutions, looks like it is starting to pay off. Of course this hasn’t shown itself well in the financials yet, and I am not a market analyst per se, but I believe it will. They are hiring the right people (like friends Neville Hobson, Julio Fernandez, Alex de Carvalho, Andy Jankowski and others), bringing the right approach with their all star Design team and listening to the market (and people like me). That said, it is still hard to navigate the company to get things done and they still haven’t shaken off the perception of pitching vaporware and lacking details on product announcements, but they are making progress.
My bottom line is that I have found IBM to be full of smart people who care passionately about what they do and are striving to do the right things despite having the weight of a large company structure and an organizational culture that inhibits expedient progress in an increasingly fast moving market. For now, I’m happy to continue my relationship with them and hold onto the hope that my insights will positively influence their direction and the better outcomes we need in the market to advance society towards the #betterworld I have long envisioned.
Want to talk more? Come talk to me next week in Las Vegas while I am there for IBM Interconnect.
Disclosure: I am an IBM Futurist. One of the few who are participants in both their #NewWayToWork and #NewWayToEngage programs. They don’t pay me for this, but they do pay for my travel, take me out to nice dinners and feature me as an expert/futurist in their online media in exchange for my honest unfettered opinions and insights. They did pay to sponsor my Customer Experience podcast series, CXDNow. I also formerly represented Deloitte Consulting on the IBM Social Business Council. This has provided me a level of access to what they are dong today and what they are developing in their research labs.
We live in an amazing time. A time where we are able to not only stand on the shoulders of the giants who came before us, but also where we can be lifted by our peers and give them a boost too.
When we started to broaden the conversation around social media back in 2006, we engaged in a dialog around the principles and practices which we hoped a more social future might bring us over many months. We debated what the proper language should be. We stood our ground. We compromised. We read the writing on the wall and acquiesced when it was clear that something other then our position was winning the day.
The majority of the people who participated in the early social revolution joined not for their egos or their popularity, they joined to make a difference out of a deep seated set of beliefs. They engaged with each other because they believed the power to create change was in our hands. That the difference making we needed in the world was within each of us, and that it was our responsibility to do something with it. We did unconferences, BarCamps, Social Media Camps and Social Media Breakfasts. We joined clubs, we recast societal beliefs about what was possible and we shared too much information about ourselves!
We learned the power of the tools to organize ourselves in support of our causes by building relationships and sharing. We learned that it wasn’t about the number of people who showed up, we learned it was about who showed up and the fact that we cared about similar things, we cared about making the future better, we cared about fixing what was broken with marketing and we cared about advancing similar values. We learned that our words mattered, and that those words transformed by a # could become something, a hashtag, that enabled us to connect with our tribes and our interests.
As I look back now, we had so much right in those early days. It really was about the distribution of power. Which is why I am disappointed that our original intention of fixing our broken systems and transforming the world through social technology has only sprouted as a small seedling of true change inside organizations instead of becoming a fast growing oak. Though surprising, it makes sense that many of the early social media evangelists have moved to other fields and areas of focus, some completely eschewing any professional relationship to social media. I am certainly not alone in abandoning a previously deep association with social media in search of a new fire to light the revolution. That list is too long to mention, though perhaps you might want to chime in here yourself in the comments to share why you have or haven’t.
What I can tell you from our more recent history is that many of us who saw social as a catalyst for a fundamental transformation to the market and the pillars of society moved into social business. Many are still fighting that fight today, and despite my belief that Social Business is Dead, I applaud these modern Don Quixote’s for continuing the fight, for not giving up and for continuing to create positive change every day. They are indeed the true believers, and while some of them may be unhappy with me for dampening the embers of the smoldering fire instead of pouring on more fuel, I am grateful for their persistence and their valor.
As I said then and as I believe more than ever today, the principles aren’t wrong or misdirected. However, in the war of words that is central to the battle for the soul of our organizations, fighting under the banner of social business is a losing proposition – the modern equivalent to knowledge management. It’s just not winning the hearts, minds and slices of the budgetary pie necessary for our shared vision to become reality as quickly as we need the change to be the reality.
Unfortunately I have come to feel the same way about the “Future of Work” discussion and movement, despite the fact that it is the direction where my social business cohorts have headed. It’s hard to talk about the future of something when you haven’t created a shared vision upon the present that is emerging and what distinctions must be embraced and elevated.
What can we do about it?
So when I look back on how we won the broader debate that launched the social media movement and the wider industry at large, I am now asking you to join me once again in a collective effort for mutual benefit. I am asking for you to take what we have learned, to cash in our social capital and to invest our reputations, our hearts, and our minds into a conversation about what is next. A conversation about what needs to change, about what matters most, about what we want it to be and about how we describe it to others. A conversation about where we are at and where we are going. Perhaps more importantly, I ask you to join me in a conversation about how we prove the value in a measurable and tangible way beyond the ‘duh’ that supported the social media sales pitch.
It’s time for us all to come together and invest ourselves into reimagining and reorganizing our resources and structural models for managing organizations and creating value. It’s time for us to work together to orchestrate a resurgence of visionary innovation that inspires both change agents and this great millennial generation into standing up and speaking out for a better way. To stand against the folly and ignorance inherent in many organizational hierarchies. To join a conversation that will illuminate the dark corners of our work worlds into which our leaders do not currently see, a conversation that will highlight what works and what doesn’t. To stand with the courage of your beliefs again and speak truth to power.
Our institutions are failing us. Education is too expensive, making access to knowledge harder and turning wisdom into a scare resource. Government is stagnant and putrid, using fear to destroy the common interests that bind us and dividing us in a way that surely signals a Jeffersonian ‘fall’. Our corporations appeal less and less to just about everyone – including their customers, their employees and even their leaders. Many who have achieved some station in life are resting in that space and opting out of the fight, tired of the perennial struggle between doing what’s right and what’s politically expedient. While a wider swath of humanity is self actualizing and realizing their ability to live a life on purpose and not accepting less than what they truly deserve, the system is still working against them on many levels.
Why? Now that’s a better question – because we know better, but too many of us accept it as “just the way things are”. I don’t think we can afford that way of thinking any longer. I’ve spent my life tilting at the windmills, as I know many of you have. If we can’t knock down the broken windmill with our lances of inspiration, I say it’s time for us to build our trojan horse. It’s time for us to come together once again and develop a collective vision for our future and a common language that will define and support that vision. It’s time for a bigger conversation.
There is room for each of us to have a unique take and a unique contribution for which we deserve to earn respect, recognition and incomes. But without working together towards our common vision and connecting the dots in a way that simplifies the inherent complexity of our shared vision for organizational leaders, the institutions themselves may just fail completely before we ever get a chance to save it.
While failure is often a prerequisite of exponential breakthroughs, we need not accept this as a fait accompli. We already recognize many of the challenges and the looming failures, so why not begin to work towards saving us all from the unnecessary pains and waste seems to be an inevitability. We already have a vision of the future of work. We have a vision for what a social business looks like. We have an understanding of how we need to reimagine our organizations to create shared value. We know what is necessary to unleash the fullest potential of the human spirit. So let’s set about doing that now, and doing that together in conversation that advances our field and inspires others to think differently and act differently.
So what are the words that will serve as our campfire around which we will gather for camaraderie and warmth? What is the language of the movement that encapsulates the multiple distinctions and insights that collectively are driving us towards a future free of today’s most commonly accepted defects? I don’t think it’s social business, I don’t think its future of work. I’m open to other suggestions, but for now I’d like to start this conversation focused on what I have consistently heard as the most fundamental change we must realize – a change in organizational structure and governance. A re-imagination of what an organization looks like and a rethinking of what we mean by work.
While we may not yet have adequate language for what we envision, I submit for your consideration that we are talking about a widespread #ReOrg. The reorganization of our mindsets, methods and measures about the organization, about our relationships to them as humans and about the fundamental practice of management as the underlying operating system that governs its behaviors. It’s time to create a more holistic view of how we create value, and especially with a focus on how we can optimize our ability to create shared value that benefits society as a whole instead of just those who have won the war for control.
Yes, it’s time for a #ReOrg. Are you ready? Let’s talk about it.
Join the conversation and add your voice. But don’t just add your voice, engage with others. For every post or insight shared, comment on or engage several others around their point of view. Keep your minds and hearts open. There is no single answer, but I do believe that we have collectively learned enough about what works and what doesn’t for us to discover the shared vision we have that is underlying our individual efforts. So let’s bring that into the light of day and collectively nurture our #ReOrg.
Here at IBM Connect 2014 in Orlando this week I’ve had a epiphany. Or perhaps, I should say that I have actually come to face the facts I have long known to be true, yet tried to forget. Or rather, I tried to ignore the facts by imbuing my support for the bigger idea that is Social Business, with a greater aspect of my soul, and my aspiration for improving humanity. Yes, I still have aspirations for a smarter planet, a smarter workforce, a smarter city and a smarter, more informed citizenry (h/t to our friends at NPR as well as IBM there). But Social Business was barely ever alive, so it isn’t dead, it’s just a marketing slogan.
No, this does not mean that I am disavowing my claims from my earlier post, “Social Business is Dead, Long Live What’s Next”. So, if you are one of the zealots hoping I have had a change of heart, you will be disappointed by what’s written here, yet I will encourage you to read on despite our disagreement. I suspect we agree more then you may even know, yet are still clinging hopefully to the symbols of these two words and the higher meaning it portends.
What I have come to realize by listening to sessions here, talking to consultants, asking analysts and speaking to real world users of the suite of technologies IBM calls Social Business is what many have known all along, and what few evangelists are willing to accept: Social Business isn’t a solution to a company’s problem; it is an aspiration. Hence, the need for such energetic and strong willed evangelism. As I came to realize long ago, great products aren’t sold, they are bought. Which is why advertising is the tax companies pay for incomplete or poorly designed products. (let’s leave aside solution selling from this discussion for now please, as that is different)
When I recommended to my colleagues at Deloitte Consulting, at the start of my job in early 2011, that we pursue Social Business as our focus, instead of Social Media, it was based on an assumption I had made and an understanding that social media was the realm of creative and communications agencies more then consultants. It was an assumption that I now realize was only partially correct, which was based on an incomplete understanding of the facts I used as the basis to make that recommendation. Yes, I made that decision in large part because of the marketing muscle and might that IBM was putting behind Social Business as much as their prior success touting eBusiness, but it’s also based on what I learned from advocating and educating people about Social Media.
At the time, I argued that we needed to call it SOCIAL media and not new media, and not, as my friend and respected colleague Steve Rubel argued, to just call it media. My reason was that we needed to accentuate and call attention to what was different about it: it was social, involving people sharing, and participating in conversations in public spaces. It has taken about seven years since those arguments in my opinion to reach the point that we can actually mostly just call it media now (though I am not opposed to calling it social media), but surely that realization has been evident for many months if not longer to many of you.
Perhaps with Social Business, the cycle has accelerated and we have reached the point where extra differentiation or attention on the social aspect isn’t needed even faster then before. The one thing I keep hearing in the keynotes, in the hallways and in my discussions with leading analysts is that most of what we are talking about is just BUSINESS. It was always intended to be about the new way we should be doing business. It was abut leaving behind the exploitative ways of old to embrace more efficient, more effective and more human aspects underlying the engine of our economy.
To this end, we do need a label, a symbol or a banner to rally behind; hence, we do need to call it something. That was really the point behind my Social Business is Dead post, to seek out and perhaps discover a better phrase. But none have materialized, and no appropriate alternatives that encompass the ideals has been suggested yet, though several exist which are at least partially true. This is why I don’t mind if we keep calling it Social Business. Or, that you might call it the Postdigital Enterprise. Or, if we talk about operating in the collaborative economy.
There are probably few things I wouldn’t want it to be called, but my mind is mostly open. It’s a big transformation for the world, and that requires a big tent where thinkers and pundits and leaders can connect the proverbial dots and go about letting people see it as they do from their perspective, calling it whatever makes the most sense to them.
Leaders, particularly in large, conservative, publicly traded companies are not ones to buy something because they’ve been told it will make them feel better, they want solutions to their problems and clear proven advantages that will help them grow profitability and market share. But still, some very smart people I have met and have known still think a social business is one that participates in social media spaces effectively with their customers, responding to tweets that might otherwise tarnish their reputation if they aren’t there fast enough. Truth is, as it has been designed, social business is much more then that – it is, as several speakers yesterday said proudly, “not something you do, but a way you are”.
As I talked with colleagues here this week after I realized Social Business isn’t dead, it’s a marketing slogan, there was some head nodding and some very light resistance – but not much. There is nothing inherently wrong with that, and while it may be off-putting to some, it is actually just a label applied to a view of how the world should operate for the benefit of everyone, where organizations work to create shared value for our society. One society, under god, with liberty, justice and equal opportunity for all.
And in that spirit of freedom, I won’t mind if my colleagues and friends keep calling it Social Business, as even I do from time to time. But I will be on the lookout for a better symbol and phrase for the foreseeable future. Because as those speakers has been saying, and as I have been hoping, its more then a set of tools, its a way of being that is different than most managers in the old world can even comprehend.
That is worthy of our efforts, and worthy of marketing dollars to help shift that change, but its also worthy of us going way beyond the marketing, the messaging and the dogfooding, to find ways to help more leaders wake up to the new world order. It requires us to convene conversations that really matter like the one I had with Rudy Karsan in the press conference after Monday’s opening general session. (will share audio shortly)
What it takes is more conversations like the one we will be hosting at our next Work Hackers Salon later in February with Charlene Li at Altimeter Group’s Hangar. If you are in the Bay Area, I hope you can make it to talk to us about the fight of our lives, the fight for defining the future of work and ensuring it has a bigger soul that will drive an even bigger wallet.
So I am finally making some of the information about the startup I am developing public, starting with the company profile on Angels List and a simple list of the co-founder roles I am seeking to fill. While in stealth, I am operating under AdHocnium until we go public with the name and the alpha launch.
If you know someone who might be a fit for any of these posiitons, please make an introduction or send them to the job postings on Angels List.
I really don’t need to do the Angels List thing, but honestly, they have done such an awesome job with the site and building the community, I felt compelled to publish the info about us from there and welcome any serendipity that may come from it beyond my network and friends.
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