Category Archives: Innovation

Aaron Swartz took down a piece of the Berlin Wall! We have to take it all down!

“The world’s entire scientific … heritage … is increasingly being digitized and locked up by a handful of private corporations… The Open Access Movement has fought valiantly to ensure that scientists do not sign their copyrights away but instead ensure their work is published on the Internet, under terms that allow anyone to access it.”  – Aaron Swartz

Information, in the context of scholarly articles by research at universities and think-tanks, is not a zero sum game. In other words, one person cannot have more without having someone have less. When you start creating “Berlin” walls in the information arena within the halls of learning, then learning itself is compromised. In fact, contributing or granting the intellectual estate into the creative commons serves a higher purpose in society – an access to information and hence, a feedback mechanism that ultimately enhances the value to the end-product itself. How? Since now the product has been distributed across a broader and diverse audience, and it is open to further critical analyses.

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The universities have built a racket. They have deployed a Chinese wall between learning in a cloistered environment and the world who are not immediate participants. The Guardian wrote an interesting article on this matter and a very apt quote puts it all together.

“Academics not only provide the raw material, but also do the graft of the editing. What’s more, they typically do so without extra pay or even recognition – thanks to blind peer review. The publishers then bill the universities, to the tune of 10% of their block grants, for the privilege of accessing the fruits of their researchers’ toil. The individual academic is denied any hope of reaching an audience beyond university walls, and can even be barred from looking over their own published paper if their university does not stump up for the particular subscription in question.

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This extraordinary racket is, at root, about the bewitching power of high-brow brands. Journals that published great research in the past are assumed to publish it still, and – to an extent – this expectation fulfils itself. To climb the career ladder academics must get into big-name publications, where their work will get cited more and be deemed to have more value in the philistine research evaluations which determine the flow of public funds. Thus they keep submitting to these pricey but mightily glorified magazines, and the system rolls on.”

http://www.guardian.co.uk/commentisfree/2012/apr/11/academic-journals-access-wellcome-trust

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JSTOR is a not-for-profit organization that has invested heavily in providing an online system for archiving, accessing, and searching digitized copies of over 1,000 academic journals.  More recently, I noticed some effort on their part to allow public access to only 3 articles over a period of 21 days. This stinks! This policy reflects an intellectual snobbery beyond Himalayan proportions. The only folks that have access to these academic journals and studies are professors, and researchers that are affiliated with a university and university libraries.  Aaron Swartz noted the injustice of hoarding such knowledge and tried to distribute a significant proportion of JSTOR’s archive through one or more file-sharing sites. And what happened thereafter was perhaps one of the biggest misapplication of justice.  The same justice that disallows asymmetry of information in Wall Street is being deployed to preserve the asymmetry of information at the halls of learning.

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MSNBC contributor Chris Hayes criticized the prosecutors, saying “at the time of his death Aaron was being prosecuted by the federal government and threatened with up to 35 years in prison and $1 million in fines for the crime of—and I’m not exaggerating here—downloading too many free articles from the online database of scholarly work JSTOR.”

The Associated Press reported that Swartz’s case “highlights society’s uncertain, evolving view of how to treat people who break into computer systems and share data not to enrich themselves, but to make it available to others.”

Chris Soghioian, a technologist and policy analyst with the ACLU, said, “Existing laws don’t recognize the distinction between two types of computer crimes: malicious crimes committed for profit, such as the large-scale theft of bank data or corporate secrets; and cases where hackers break into systems to prove their skillfulness or spread information that they think should be available to the public.”

 

Kelly Caine, a professor at Clemson University who studies people’s attitudes toward technology and privacy, said Swartz “was doing this not to hurt anybody, not for personal gain, but because he believed that information should be free and open, and he felt it would help a lot of people.”

And then there were some modest reservations, and Swartz actions were attributed to reckless judgment. I contend that this does injustice to someone of Swartz’s commitment and intellect … the recklessness was his inability to grasp the notion that an imbecile in the system would pursue 35 years of imprisonment and $1M fine … it was not that he was not aware of what he was doing but he believed, as does many, that scholarly academic research should be available as a free for all.

We have a Berlin wall that needs to be taken down. Swartz started that but he was unable to keep at it. It is important to not rest in this endeavor and that everyone ought to actively petition their local congressman to push bills that will allow open access to these academic articles.

John Maynard Keynes had warned of the folly of “shutting off the sun and the stars because they do not pay a dividend”, because what is at stake here is the reach of the light of learning. Aaron was at the vanguard leading that movement, and we should persevere to become those points of light that will enable JSTOR to disseminate the information that they guard so unreservedly.

 

 

 

 

 

Introduce Culture into Product Development

All products go through a life-cycle. However, the genius of an organization lies in how to manage the life-cycle of the product and extend it as necessary to serve the customers. Thus, it is not merely the wizardry in technology and manufacturing that determine the ultimate longevity of the product in the market and the mind share of the customer. The product has to respond to the diversity of demands determined by disposable income, demographics, geography, etc. In business school speak, we say that this is part of market segmentation coupled with the appropriate marketing message. However, there is not an explicit strategy formulated around identifying

  1. Corporate Culture
  2. Extended Culture

To achieve success, firms increasingly must develop products by leveraging ad coordinating broad creative capabilities and resources, which often are diffused across geographical and cultural boundaries. But what we have to explore is a lot more than that from the incipient stages that a product has imagined: How do we instill unique corporate DNA into the product that immediately marks the product with a corporate signature? In addition, how do we built out a product that is tenable across the farthest reaches of geography and cultural diversity?



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Thus, an innovative approach is called for in product development … particularly, in a global context. The approach entails getting cross-disciplinary teams in liberal arts, science, business, etc. to work together to gather deeper insights into the cultural strains that drive decisions in various markets. To reiterate, there is no one particular function that is paramount: all of them have to work and improvise together while ensuring that there are channels that gather feedback. The cross disciplinary team and the institutionalization of a feedback mechanism that can be quickly acted upon are the key parameters to ensure that the right product is in the market and that it will be extended accordingly to the chatter of the crowds.

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Having said that, this is hardly news! A lot of companies are well on their way to instill these factors into product design and development. Companies have created organizational architectures in the corporate structure in a manner that culturally appropriate products are developed and maintained in dispersed local markets. However, in most instances, we have also seen that the way they view this is to have local managers run the show, with the presumption that these “culturally appropriate” products will make good in those markets. But along the way, the piece that dissembles over time on account of creating the local flavor is that the product may not mirror the culture that the corporate group wants to instill. If these two are not aptly managed and balanced, islands of conflict will be created. Thus, my contention is that a top-down value mandate ought to set the appropriate parameters inside which the hotbed of collaborative activity would take place for product design and development in various markets.

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Thus the necessary top down value systems that would bring culture into products would be:

  1. Open areas for employees to express their thoughts and ideas
  2. Diversity of people with different skill sets in product teams will contribute to product development
  3. Encouraging internal and external speakers to expound upon the product touch points in the community.
  4. Empowerment and recognition systems.
  5. Proper formulation of monetary incentives to inspire and maintain focus.

 

LinkedIn Endorsements: A Failure or a Brilliant Strategy?

LinkedIn endorsements have no value. So says many pundits! Here are some interesting articles that speaks of the uselessness of this product feature in LinkedIn.

http://www.businessinsider.com/linkedin-drops-endorsements-by-year-end-2013-3

http://mashable.com/2013/01/03/linkedins-endorsements-meaningless/

I have some opinions on this matter. I started a company last year that allows people within and outside of the company to recommend professionals based on projects. We have been ushered into a world where our jobs, for the most part, constitute a series of projects that are undertaken over the course of a person’s career. The recognition system around this granular element is lacking; we have recommendations and recognition systems that have been popularized by LinkedIn, Kudos, Rypple, etc. But we have not seen much development in tools that address recognition around projects in the public domain. I foresee the possibility of LinkedIn getting into this space soon. Why? It is simple. The answer is in their “useless” Endorsement feature that has been on since late last year. As of March 13, one billion endorsements have been given to 56 million LinkedIn members, an average of about 4 per person.  What does this mean? It means that LinkedIn has just validated a potential feature which will add more flavor to the endorsements – Why have you granted these endorsements in the first place?

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Thus, it stands to reason the natural step is to reach out to these endorsers by providing them appropriate templates to add more flavor to the endorsements. Doing so will force a small community of the 56 million participants to add some flavor. Even if that constitutes 10%, that is almost 5.6M members who are contributing to this feature. Now how many products do you know that release one feature and very quickly gather close to six million active participants to use it? In addition, this would only gain force since more and more people would use this feature and all of a sudden … the endorsements become a beachhead into a very strategic product.

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The other area that LinkedIn will probably step into is to catch the users young. Today it happens to be professionals; I will not be surprised if they start moving into the university/college space and what is a more effective way to bridge than to position a product that recognizes individuals against projects the individuals have collaborated on.

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LinkedIn and Facebook are two of the great companies of our time and they are peopled with incredibly smart people. So what may seemingly appear as a great failure in fact will become the enabler of a successful product that will significantly increase the revenue streams of LinkedIn in the long run!

Darkness at Noon in Facebook!

Facebook began with a simple thesis: Connect Friends. That was the sine qua non of its existence. From a simple thesis to an effective UI design, Facebook has grown over the years to become the third largest community in the world. But as of the last few years they have had to resort to generating revenue to meet shareholder expectations. Today it is noon at Facebook but there is the long shadow of darkness that I posit have fallen upon perhaps one of the most influential companies in history.

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The fact is that leaping from connecting friends to managing the conversations allows Facebook to create this petri dish to understand social interactions at large scale eased by their fine technology platform. To that end, they are moving into alternative distribution channels to create broader reach into global audience and to gather deeper insights into the interaction templates of the participants. The possibilities are immense: in that, this platform can be a collaborative beachhead into discoveries, exploration, learning, education, social and environmental awareness and ultimately contribute to elevated human conscience.  But it has faltered, perhaps the shareholders and the analysts are much to blame, on account of  the fangled existence of market demands and it has become one global billboard for advertisers to promote their brands. Darkness at noon is the most appropriate metaphor to reflect Facebook as it is now.

petridish

Let us take a small turn to briefly look at some of other very influential companies that have not been as much derailed as has Facebook. The companies are Twitter, Google and LinkedIn. Each of them are the leaders in their category, and all of them have moved toward monetization schemes from their specific user base. Each of them has weighed in significantly in their respective categories to create movements that have or will affect the course of the future. We all know how Twitter has contributed to super-fast news feeds globally that have spontaneously generated mass coalescence around issues that make a difference; Google has been an effective tool to allow an average person to access information; and LinkedIn has created professional and collaborative environment in the professional space. Thus, all three of these companies, despite supplementing fully their appetite for revenue through advertising, have not compromised their quintessence for being. Now all of these companies can definitely move their artillery to encompass the trajectory of FB but that would be a steep hill to climb. Furthermore, these companies have an aura associated within their categories: attempts to move out of their category have been feeble at best, and in some instances, not successful. Facebook has a phenomenal chance of putting together what they have to create a communion of knowledge and wisdom. And no company exists in the market better suited to do that at this point.

crowdsource

One could counter that Facebook sticks to its original vision and that what we have today is indeed what Facebook had planned for all along since the beginning. I don’t disagree. My point of contention in this matter is that though is that Facebook has created this informal and awesome platform for conversations and communities among friends, it has glossed over the immense positive fallout that could occur as a result of these interactions. And that is the development and enhancement of knowledge, collaboration, cultural play, encourage a diversity of thought, philanthropy, crowd sourcing scientific and artistic breakthroughs, etc. In other words, the objective has been met for the most part. Thank you Mark! Now Facebook needs to usher in a renaissance in the courtyard. Facebook needs to find a way out of the advertising morass that has shed darkness over all the product extensions and launches that have taken place over the last 2 years: Facebook can force a point of inflection to quadruple its impact on the course of history and knowledge. And the revenue will follow!

Why Jugglestars? How will this benefit you?

Consider this. Your professional career is a series of projects. Employers look for accountability and performance, and they measure you by how you fare on your projects. Everything else, for the most part, is white noise. The projects you work on establish your skill set and before long – your career trajectory.  However, all the great stuff that you have done at work is for the most part hidden from other people in your company or your professional colleagues. You may get a recommendation on LinkedIn, which is fairly high-level, or you may receive endorsements for your skills, which is awesome. But the Endorsements on LinkedIn seem a little random, don’t they?  Wouldn’t it be just awesome to recognize, or be recognized by, your colleagues for projects that you have worked on. We are sure that there are projects that you have worked on that involves third-party vendors, consultants, service providers, clients, etc. – well, now you have a forum to send and receive recognition, in a beautiful form factor, that you can choose to display across your networks.

project

Imagine an employee review. You must have spent some time thinking through all the great stuff that you have done that you want to attach to your review form. And you may have, in your haste, forgotten some of the great stuff that you have done and been recognized for informally. So how cool would it be to print or email all the projects that you’ve worked on and the recognition you’ve received to your manager? How cool would it be to send all the people that you have recognized for their phenomenal work? For in the act of participating in the recognition ecosystem that our application provides you – you are an engaged and prized employee that any company would want to retain, nurture and develop.

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Now imagine you are looking for a job. You have a resume. That is nice. And then the potential employer or recruiter is redirected to your professional networks and they have a glimpse of your recommendations and skill sets. That is nice too! But seriously…wouldn’t it be better for the hiring manager or recruiter to have a deeper insight into some of the projects that you have done and the recognition that you have received? Wouldn’t it be nice for them to see how active you are in recognizing great work of your other colleagues and project co-workers?  Now they would have a more comprehensive idea of who you are and what makes you tick.

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We help you build your professional brand and convey your accomplishments. That translates into greater internal development opportunities in your company, promotion, increase in pay, and it also makes you more marketable.  We help you connect to high-achievers and forever manage your digital portfolio of achievements that can, at your request, exist in an open environment.  JuggleStars.com is a great career management tool.

Check out www.jugglestars.com

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JuggleStars launched! Great Application for Employee Recognition.

About JuggleStars  www.jugglestars.com

Please support Jugglestars. This is an Alpha Release. Use the application in your organization. The Jugglestars team will be adding in more features over the next few months. Give them your feedback. They are an awesome team with great ideas.  Please click on www.jugglestars.com and you can open an account, go to Account Settings and setup your profile and then you are pretty much ready to go to recognize your team and your colleagues at a project level.

Founded in 2012, JuggleStars provides professionals the ability to share and recognize success and broadcast recognition at varying levels of granularity across a wide array of social platforms. We enable the professionals to manage their brand and maintain and grow their digital portfolio of achievements. Our vision is to make all of the active professionals in our network become lighthouses in the global talent marketplace.
To that end, we believe that there are four tightly intertwined components in play to make this possible.
1.    Rich User Experience: It is important for us to create a rich user experience to encourage users to use our application and reward their bosses, subordinates, peers and third-party vendors – all of the folk who make the life of the professional just a little easier and better. To that end, we have adopted some of the common social networking principles, user experience and general interactivity to allow quicker adoption and integration of users into the JuggleStars community. We will continue to hone and sharpen our focus, while being more inclined toward minimalism that advances the core value proposition to the user.
2.   Tools: We will provide tools integrated into the rich user experience. Being bootstrapped has afforded us very little headroom to give you all that we think you would really find helpful, but our goal is to do our best to give you the tools to be able to manage your brand better. With your support and generosity, we can certainly accelerate what we can provide to you, and we hope that we can demonstrate the power of the web together to create a meaningful and impactful solution via a set of tools that will endure and stand the test of time.
3.    Fun: We are a team that wants to introduce fun in the application. We have as a team worked together to integrate HR, Gaming, Recognition, Open Platform in a manner such that we introduce a healthy spirit of competition and fun while you use our application. Trust us! We are also trying to figure out ways in which you may not have to use our application. We have left you wondering now, haven’t we? Well, stay tuned.
4.    Social Good: Great people do great things. They are the lighthouses for talent. They are the anchors in an organization. They fuel positivity and engagement and al’esprit de corps. They set the standards of excellence. They are the power brokers. They are the gateways that have achieved thresholds of excellence. They are the switch hitters; You can count on them to be the last ones standing. They face adversity with a smile. And most importantly, they are humble and they do not forget that they belong to a much larger community and they want to give back …if not for themselves, for the future generations. They are the lighthouses that look beyond the ocean and we are committed to provide tools to help them advance their aspirational and ideal motives that make a difference. We are with you all the way.
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Reality Distortion Field: A Powerful Motivator in Organizations!

The reality distortion field was a confounding mélange of a charismatic rhetorical style, an indomitable will, and an eagerness to bend any fact to fit the purpose at hand. If one line of argument failed to persuade, he would deftly switch to another. Sometimes, he would throw you off balance by suddenly adopting your position as his own, without acknowledging that he ever thought differently.  “

–         Andy Hertzfield on Steve Jobs’ Reality Distortion Field.

Many of us have heard the word – Reality Distortion Field.  The term has been attributed to Steve Jobs who was widely known to have communicated messages to his constituency in a manner such that the reality of the situation was supplanted by him packaging the message so that people would take the bait and pursue paths that would, upon closer investigation, be dissonant from reality. But having been an avid acolyte of Jobs, I would imagine that he himself would be disturbed and unsettled by the label. Since when did the promise of a radiant future constitute a Reality Distortion Field? Since when did the ability of a person to embrace what seemingly is impossible and far-fetched and instill confidence in the troops to achieve it constitute a Reality Distortion Field? Since when did the ability of leadership to share in the wonders of unique and disruptive creations constitute a Reality Distortion Field? Since when did dreams of a better future underpinned with executable actions to achieve it constitute a Reality Distortion Field?

The Reality Distortion Field usage reflects the dissonance between what is and what needs to be. It is a slapstick term which suggests that you are envisioning tectonic dissonance rifts between reality and possibilities and that you are leading the awestruck starry-eyed followers off a potential cliff.  Some people have renamed RDF as hype of Bulls*#t.  They believe that RDF is extremely bad for organizations because it pushes the people outside the comfort zone of physical and logical constraints and is a recipe for disaster. The argument continues that organizations that are grounded upon the construct of reality and to communicate the same are essential to advance the organization. I beg to differ.

So let me address this on two fronts:  RDF label and if we truly accept what RDF means … then my position is that it is the single most important attribute that a strong leader ought to embrace in the organization.

The RDF label:

We all know this to be true: A rose by any other name is still a rose. We just happen to call this rose in this context a RDF. It is presumed to be the ability of a person to cast possibilities in a different light … so much so that the impossibilities are reduced to elements just within the grasp of reality.  Now I ask you – What is wrong with that? For a leader to be able to cast their vision within the inimitable grasp of an organization is a huge proxy for the faith of the leader of the people in the organization. If a project realistically would take 3 months but a RDF is cast to get a project done in 15 days – that is a tall order – but think of the consequences if people are “seduced” into the RDF and hence acts upon it. It immediately unfolds new pathways of collaboration, unforeseen discoveries into super-efficient and effective methods, it creates trench camaraderie, it distills focus into singularity points to be executed against, it instills and ignites a passion and an engagement around the new stakes in the ground, people become keepers of one another for a consequential and significant conquest, it brings out the creative energies and the limitless possibilities, once the goal is accomplished, of disruptive innovation in means and ends.  Of course, one could also counter-argue a plethora of incidental issues in such cases: employees would burn out under the burden of unrealistic goals, employees are set more for failing than succeeding, it would create a disorderly orientation upon groups working together to meet RDF standards, and if one were to fall short …it would be a last straw that may break the camel’s back. So essentially this speaks to the ordinal magnitude of the RDF schema that is being pushed out by leadership.

RDF and the beneficial impact to an organization:

It is the sine qua non of great leadership to be able to push organizations beyond the boundaries of plain convenience.  I have, in my career, been fortunate to have been challenged and on many occasions, forced out of my comfort zone. But in having done so successfully on many occasions, it has also given me the confidence to scale mountains. And that confidence is a perquisite that the organization leadership has to provide on a daily basis.  After all, one of the biggest assets that an employee in an organization ought to have is pride and sense of accomplishment to their work. RDF unfolds that possibility.

We hear of disruptive innovations. These are defined as innovations that leapfrog the bounds of technology inertia.  How does a company enable that? It is certainly not incremental thinking. It is a vision that marginally lies outside our aggregated horizon of sight.  The age today which is a result of path breaking ideas and execution have been a result of those visionaries that have aimed beyond the horizons, instilled faith amongst the line men to align and execute, and made the impossible possible.  We ought to thank our stars for having leaders that emit an RDF and lead us off our tenebrous existence in our diurnal professional lives.

There is absolutely no doubt that such leadership would create resistance and fierce antipathy among some.  But despite some of the ill effects, the vector that drives great innovations lies in the capacity of the organization to embrace degrees of RDF to hasten and make the organizations competitive, distinctive and powerful.