e2.0

We’re not talking mobile anymore – we’re living it

Mobile is as much a part of my life as yours, but its not something I’m any kind of expert in. Nonetheless, CMSWire asked if I had something to contribute on that topic. Here are my thoughts:

It used to be about “mobile access” but that’s not it anymore. Our portable devices are now access, participation and creation devices. The rise of the decent camera on the phone and the ease with which pictures and video can be posted, tweeted and even emailed or texted has made us all photojournalists, inspectors and, most importantly, actors in our own stories.

Two Truths About Mobile, Three Personal Stories to Prove Them

It’s a Mobile World

This has a dramatic impact in every sphere of life from the personal — where I can document the charming antics of my children and share them with whomever is in my address book, to the professional — where I can scout locations and send back information to the team, to the political — as we watch the map of the Middle East and Africa redraw the in real time.

It is no longer enough to look up the meeting room schedule at a conference — you must be able to update it or even relocate it from your pocket while standing in a random corner of the convention center.

 

Read more here.

 

Wicked Teams for Wicked Problems

Earlier this week, CMSWire published a well-edited version of this article. What follows is the unexpurgated, much longer version. Pick your poison.

What are Wicked Problems?

Some problems are such complex, entangled, multifaceted hairballs that we cannot approach them alone. They change and morph as quickly as our ability to understand them. They are known to academics as “wicked problems”, and we need a new way to take them on.
The challenges of modern enterprises are wicked: How do we compete? What should our next product do? How do we structure? Traditional divide and conquer, top-down organizational structures are a mismatch for these types of problems.
So, how to address these wicked problems then? The fog is beginning to clear on the answer: work as teams, collapse the boundary between learning and doing, embrace the rapid pace of change.

All I Ever Needed to Know I Learned from a Video on How to Build a Raft

If you are a member of my GenX cohort, you will remember the PBS show, ZOOM. It would occasionally do feature segments on kids who’d done really cool things. Like building a raft from scratch. It was clear to me even at 8 or 10 years old that these kids were doing something special: -that is they were doing something.
This skill – to simply “do” – despite a lack of resources or formal expertise – is a key part of succeeding in wicked environments. This is the skill of Benjamin Frankin, the California 49ers, Lewis and Clark and Sacajawea, Thomas Edison, and Johnny Appleseed – this willingness to simply give it a go, learn from the flops and keep on going. It is the skill that brought us from the Age of Enlightenment into the Industrial Age. As we continue to stare down the intractable “Wicked Problems” of the 20th and 21st centuries, we need to mainstream this skill to catapult us from the Information Age into the Transformation Age.

Wicked Problems are Wicked Important

In 1973, Horst Rittel, and Melvin Webber were professors at UC Berkeley (Science of Design and City Planning respectively), and they published a paper that is getting some renewed attention. They give an overview of wicked problems in public policy:
Policy problems cannot be definitively described. Moreover, in a pluralistic
society there is nothing like the undisputable public good; there is no objective definition of equity;
policies that respond to social problems cannot be meaningfully correct or false; and it makes no
sense to talk about “optinaal solutions” to social probIems unless severe qualifications are imposed
first. Even worse, there are no “solutions” in the sense of definitive and objective answers.
Dr Tom Ritchie, a consultant on such problems, has written this succinct review of of wicked problems and says this:
“They are messy, devious, and reactive, i.e. they fight back when you try to “resolve” them.”
Wicked Problems are entangled issues and problems where no definitive or objective analysis of the root causes or ultimate solution is possible. These are problems where the number of people involved can make the problem worse. It’s the herding cats problem. Each tug at the issue changes the problems so that it evolves even as we try to fix it. The most obvious examples of such problems are world poverty or obesity.
Wicked problems are different from very hard problems. Putting a rocket on the moon is a very hard problem, but it’s not wicked, because the goal is pretty straightforward; it’s just really hard. DARPA’s red balloon challenge was very difficult, but not wicked (though the solution was wicked cool, and yes, I’m from Brockton). Righting a troubled economy — that’s wicked.
Not all wicked problems are as profound as the economy, energy crisis or hunger. The challenge at the core of nearly all business and government is around these problems. How to structure a business unit, how to design and build a product, how to build value in a dynamic and competitive market (how to defeat terrorism and stabilize Pakistan also classifies); these are wicked problems too.

Enterprises are rife with wicked problems

Why do we care that these problems are wicked? Because the inability to deal with wicked problems can be the undoing of an organization — keeping it forever stagnant, or worse, spiraling downward. These are the problems that can be so pervasive we barely dare try to solve them, or heroically throw ourselves against time and time again to little avail. They do not respond well to divide and conquer solutions. What they do respond to, are heterogeneous teams of people who transcend conflicting agendas, and target their coordinated expertise — and ability to learn and discover — on the problem.
Most organizations are hierarchical and inherently designed for divide and conquer. This patter is optimal for finding algebraic solutions to the kinds of traditional problems that organizations were designed to solve. The problem is that core issues of strategy, positioning, product development, solution development, marketing are not divide and conquer problems. They require holistic approaches. They are never solved, they only get better or worse.
Businesses that handle these problems well, have tucked away a very good team somewhere in their leadership or in some other very influential role that is addressing the problems collaboratively. John Seely Brown’s (Co-Chair of the Deloitte Center for the Edge, and former PARC Chief Scientist) describes these team as “marinating together in the problem space”. Without these teams and their diversity of perspective, you lack the intensity and pace required to make progress on wicked problems. (Have you noticed the recent uptick in use of the vulgar term for a failure? It has the word “cluster” in it. I’m sure this is an instinctive knowledge that the entanglement of issues is the real issue).
Three themes to note regarding wicked problems..

1. Change is part of the challenge. These problems are not static – they morph and wiggle away from any attempt to pin them down.
2. People are a source of, and the solution to, complexity. The more people, the more complexity, the more ability to comprehend and understand them. It’s confusing, but while an uncoordinated crowd of people makes things complex and wicked, a coordinated team is required to make progress (so approach matters).
3. The concept of the social network is changing our approach to problem solving. There are some wicked cool thinking emerging around groups, teams, learning and change which could revolutionize the approach to solving wicked problems.

The Age of Constant Disruption and Actionability

Our reality is getting disrupted. Often. Have you watched this speech that John Seely Brown gave as a closing keynote at the 2010 New Media Consortium? It is an hour long and every minute is fascinating (except for the first few, while he gets warmed up). Brown explains that we’ve entered a revolutionary age where we will never again have a status quo to maintain, and that radical new concepts of “extreme learning” will be the dominant way that people excel.

This age is every bit as radical as the French and American revolutions that introduced the notion of democracy to the world. This revolution is far beyond the political, however. It features technology, economics, sociology and culture. Brown suggests that the revolutionary period that we’re in will mean that the pace of change — radical change — will, for the duration of our and our children’s lifetimes, be so intense that we will never again live in a predictable world.
Brown goes on to talk about how some people make incredible progress in these up-heaved times through intense learning and doing.
What we need to do right now to solve hard problems is to team with other smart (passionate) people, “marinate in the problem space” together and progress — not simply by applying expertise and effort, but by vigorous application of our creativity to find new ideas, possibilities and connections that we can leverage and mash up (if you will) into new solutions that we try, test and discard as we find the next.
Brown offers terrifically entertaining examples of this, including how a cohort of boys became world champion extreme surfers. He focuses on working together with others and doing, as studying. It’s a great talk.
When I first started watching Harvard Law Professor Lawrence Lessig’s TED talk several years ago, I was unimpressed with the “laws stifle creativity” theme he begins with.
But within minutes, I embraced his notion that what we need to do is actually encourage people to use existing work as the basis for new work and to re-purpose things in novel new ways. That this was the ultimate creative process. He proved to me that until we put the means of production (that is tools with which we can make things real – at least in the realm of media) into every school child’s hands (and their parents too), we are profoundly inhibiting our cultural, economic, personal and global progress.
In his recent review of “The Social Network” he makes a similar point when he argues that what was disappointing in the film was that it failed to highlight the difference between being brilliant and converting that into action. The ability to do this as never before is what made Facebook, and what can make the next great innovation.
So what we have here is this: a wildly unpredictable world and an infinite toolkit with which to explore and manipulate it.

You Can Do Anything With a Decent Team and a Laptop

Chess is not actually a wicked problem. The end state is well defined, but it has certain wicked characteristics (infinite problem/solution space). Individual chess moves have a wicked flavor to them. Chess is an iteration of think, act and think again — which should, perhaps be the new motto of work (hopefully replacing my alma mater’s “grandescunt aucta labore” which I always thought was a near miss).
A few months ago, Andrew MacAfee wrote about what Kasparov had learned about how to win at chess. It used to be that individual genius reigned supreme. Then in the 1990s, computers broke that barrier. Now in the aughts, it seems the way to beat both the computers and the savants is by working collaboratively with a team of decent (not necessarily stellar) players supported by decent technology and good process.
From McAfee’s piece:
The overall winner was a team that contained neither the best human players nor the biggest and fastest computers. Instead, it consisted of “a pair of amateur American chess players using three computers at the same time. Their skill at manipulating and “coaching” their computers to look very deeply into positions effectively counteracted the superior chess understanding of their grandmaster opponents and the greater computational power of other participants.”
Let me say that again. A team with a bit of sense and technology can consistently outperform a genius and the world’s most powerful computer in working through a wicked(ish) problem. For real! Take that back to the executive team.
Enterprise 2.0 Is an Approach to Wicked Problems
We are to rising to the challenge of Wicked Problems by getting better at dealing with change and working as teams. We will be changing our divide and conquer mentality to marinate together in the problem space and to work jointly with our hands to produce tangible results that we can jointly examine, and manipulate into its next evolution.
Great teams are found in many organizations, but these are the exception and not the norm. Increasingly, great teams, enabled by sensible processes and good technology will be the engines of progress.
For those who consider Enterprise 2.0 to be just a strategy or a tool-set or a marketing plan, I say this – Enterprise 2.0 is but the first step of a profoundly more interesting and effective way to do business (or government). It is an extreme, full-impact sport that touches everything we do as an organization – who we work with and how, what we work on and why. The technology we work with too.
Our wicked challenges require the diversity and experience of teams – as well as their ability to tap into and integrate new ideas and information. Our solutions will be tried and transient – keeping pace with the challenges they are meant to solve.

If you see these trends like I do, you’ll help us learn how to do these things better:

1. We need to work as teams – not a set of people with similar job titles, but real, collaborative, mission-focused, process-oriented, esprit de corp, i’ll-cover-your-backside-and-I-know-you’ve-got-mine teams.
2. Work is learning is doing – we need people who DO as much as people who cogitate. Our society has lost most of its DO, but we’re getting it back, and we need to accelerate the rise of the Do-er . (all hail the Makers Fair and this Father and son Team Homemade Spacecraft on Vimeo).
3. Change is the norm – we must start to learn and work in a way that is extremely agile, deeply and broadly informed. Normal isn’t normal anymore.

Bigger isn’t better, and email is no way to work

I spend a lot of time these days trying to articulate the value of enterprise collaboration. This because I’m now working on a surprisingly good “social collaboration” product for enterprise. (Why surprising? Cause its out of the box functionality and usability are excellent (hours to deployment) and yet it scales like gangbusters. this is another story. check it out here).

Here’s the thing. Enterprises get big to benefit from economies of scale – the idea that the more you do something, the more efficient (cheap) you can make it. This works well for many things – manufacturing, transactional services like banking and insurance – businesses that produce things that are the same every time.

But a bigger, and ever growing, component of business success is about problem solving, idea sharing, strategy and insight. This is true in knowledge enterprises: Intelligence, Military, Technology, Medical, but its also true in manufacturing companies that need to come up with product strategies, marketing strategies and process improvements for those ever important cost savings.

This knowledge work does not benefit from efficiencies of scale – but it could. The concept of crowd-sourcing is ultimately the concept of scaling thinking.

There are a few fundamental issues, however that companies face that social collaboration tools can actually solve – without having to look into the future and take a leap of faith in the alchemy of collaboration.

1. Email is a really bad way for groups to communicate with one another.

Email is a really great way for two people to communicate, or for one party to send announcements to others, but if you’re looking to have a multi-way discussion, where multiple people are reviewing, revising, asking and answering questions, then email really stinks. I’m guessing that I don’t have to give you too many examples of why – but just think about the last time that you got edits on a doc from more than one person, had to integrate them and recirculate for approval. How easy waas that? And guess what? This is how most work is done in most businesses. This simple problem in itself is, perhaps, the very best reason to choose your favorite social collaboration tool and use it. Your entire company will thank you – once they get the hang of it.

2. Emailing documents around also stinks – nobody knows which is the latest version, those powerpoints are big, too easy to loose them.

again – the email stinks thing, but it really does. And maybe you have some document management software – how well is this solving this problem for you? Its part of the problem, but not nearly enough.

3. When I leave, I’m gone.

Most of what I know isn’t in a document – its in the conversations I have, the comments I make and the documents I create. When I’m gone, I can leave you a few gig of email and docs somewhere – good luck sorting through it all and finding any value in it. But if that’s all part of a collaborative community, it becomes searchable, it remains in context, and can be easily connected with other people in the company for continuity.

4. When I arrive I’m lost.

How long does it take you to figure out how things get done in a company? The org chart can help. Some. But its not nearly enough. Knowing who knows what and who does what is a matter of building relationships and trying things out, and having an effective network of people to query and being able to see the results of other people’s queries. Social collaboration tools can be an enormous help – without them, you’re basically stuck with email and the org chart. Maybe a “helpful” HR orientation. If you’re insanely lucky, you might have a mentor or a manager with 5 minutes time to spend with you.

5. I have no idea what you’re doing.

I go about my job and you go about yours. Sometimes we’re trying to solve the same or similar problems, searching for similar resources and compiling them together. Sometimes we’re communicating with customers, planning events, initiatives, research. And we don’t have any idea that there’s someone to share the work with, or to grab some great stuff from, because we have no idea what the similarities or synergies are. We might hear rumors through other people, and if we’re lucky, we hook up and get some value from the relationship. If we have time and luck. Businesses need to do better than depend on time and luck.

So – I love nothing more than to discuss the long term effects of collaborative cultures and make assurances about how you’ll innovate more and increase agility and capability once you’re fully down the road with social collaboration. But its hard to prove that’s what happens. And its also unnecessary.

All you need to know, is that email is the biggest waste of time – not because you’re getting unimportant messages, but because it doesn’t help get the necessary work done,  it doesn’t help people know what’s going on, and ideas, information and documents that travel via email get lost without fail.

Social Collaboration tools do not need to solve every challenge you’ve ever had, and they won’t. But they’ll get you out of working in your inbox. All it will take to prove it is a good days work with them.