All of this and probably much more the web has accomplished or will accomplish shortly. Deeper, though, what the web is empowering is a new, key infrastructure in our society, a human infrastructure that changes the reach of our individual and collective thinking - and acting. This is, I believe, just a fact: the millions of people connected through social networks, the communities emerging, pursuing a purpose and dying in the social web, they have become a new human infrastructure. Look at what Brian Solis has to say about contextual networks.
How our individual thinking evolves is a question that will be debated for a long time, as it touches fundamental questions about what we are and what we are becoming. People like Ollivier Dyens or Ray Kurzweil have thought deeply about it.
To me, a more pressing and actionable question is, has the web changed the way your company thinks ? We all know that the web, along with this emerging human infastructure, is an environment for which the traditional, industrial company, is not ready. Young start-ups, the Googles and Facebooks of this world, were born in this environment. Not so for older companies, that still make the wast majority of an economy's players.
So, have you thought lately about your company's brain ?
From corporate OS ...
Because companies think, right ?
If we take some time to look back, companies, "enterprises" were at the beginning just that, enterprises born of the individual initiative, that is so cherised by neoliberal economists. Did they actually think ? It is likely that the question did not have a meaning for a long time. Companies accomplished things, almost naturally (build, sell, ...). People in these companies had their thoughts, for sure, but if any thought was to be said to be a "company thought" that was the thought of the boss, the owner, the leader.
With industrialization, corporations began to think. Their thinking was like that of our first computers : limited and slow. But then, so was the economy. This thinking was based on what can be thought of as the first «corporate OS» : taylorism, hierarchy, corporate culture. If you think about it, one of the objectives of taylorism was to avoid shop-floor employees making decisions, in fact doing anything that had not been predicted by the management system, whether it was mechanical work, problem solving or even learning. Some people have defended that the very objective of all this was to be able to make predictions on profit (see André Gorz), and you cannot make (economic) predictions without accounting. It would not be that difficult to jump to the conclusion that accounting was the basic, unevolved thinking of the industrial corporation. We should also add some ideas about marketing and demand, and, more recently, TRS. Not quite poetry.
Complexity, in markets and in the economy at large, fostered a response from the corporation. As complexity grew, corporations began doing things that were not in their original genetic code. They began their mutation. Their environnement was hitting them hard with an accelerated stream of demands, social, economic, as the infrastructured that linked them to other companies, to the society, to the economy, began to grow and become more efficient.
We started thinking about the knowledge worker when the key issue was probably the knowledge corporation, this really being of a different kind than the industrial corporation. I think off the knowledge corporation as an evolved industrial corporation, still using the same OS, but adapted, stretched to its limits, to be able to manage relations in an evolved environment. Windows XP or Vista, if you want an analogy.
Just push that analogy a bit further and you will understand why, today, it is time to change that first corporate OS and help our corporations grow the brain they need to enter the conversation.
... to "deep brain"
Let me come back to that idea of corporate OS (I talked about it first in the French blog of Talent Club). We could look at the industrial corporation as a system with:
- Ressources - raw materials, capital, people, ...
- Users - basically, management, employees, clients
- Applications - the practices and machines that allow users to make the system work
- An OS - the principles that allow coordinating the activities of the different applications and allocating resources to them. In the industrial corporation, this OS included the org chart, hierarchy and some basic principles of corporate culture (management practices, ways of working).
- Organization charts are being challenged (or complemented) by corporate social networks. A corporate social graph is surely better suited to identify and involve ressources in companies that compete in a market gone realtime;
- Hierarchy as the only organizing principle is being challenged (Jon Husband explains this better than me) and new ways are being developed. I, for one, work most of my time at helping my clients develop their own collaborative ways;
- Finally, the old, windows-based ways of working are being replaced with the new, more open, dynamic and collaborative ways of working that come from adopting and adapting web 2.0 tools.
It's not about intranet 2.0, Enterprise 2.0 or Social Networks, stupid ! It's not about challenging hierarchy ! It's about building the system (brain, organization, call it what you wish) that allows the corporation to adapt to the new competitive environnement by making its internal human infrastructure better than the existing, web based, human infrastructure. It's about reaching your corporate objectives (oh, you will need to revisit those, by the way) - satisfying your clients (oh, you also need to think again about client satisfaction) - rewarding your stakeholders (oh, you really need to know better who your stakeholders are).
Building your company’s deep brain and getting ready for the enhanced web in 2010
I wrote before that a deep brain was what a company needed to exist in this new, realtime web environment. And by exist, I mean business and meaning. It is the new, people-centered, corporate working environment that leverages both the strengths of the organization and of the social networks and technologies. I also wrote that the main difference between a company's brain and the internet-based, free, human infrastructure (quick brain) lied in how and why people made connections and what those connections were intended for.
My work in 2009 has allowed me to push those ideas just a bit further. If you want to build a deep brain (or, plainly speaking, if you plan to adopt social technologies in the interest of your company - and I mean interest in the context of constructive capitalism), here are a number of ideas you might look into.
- First, technology. You do not buy technology anymore, you develop several platform strategies. Internalize key skills and leadership. Build a prototyping mode. Look first into your employees and clients future challenges. If your idea is just to have "collaboration technologies", stick to old MS Office;
- Some examples here : do not buy a search engine, why not try developing the algorythm that fits you ?
- Do not buy a social network, why not think about your own people-centered HR strategy ? And if that is not enough, involve the marketing and PR guys and make them think about client / partner collaboration;
- You are all about idea generation software, folksonomy and social bookmarking ? First, why not try some evolution of your internal ways of working ?
- And finally, management ... big question, what happens with management ? In my experience, nothing much, unless you give them a mission : make "social collaboration" (or whatever you want to call it) happen. I am lucky enough to have a client that has done just that. Obviously, you have understood also, that how he set people out on the mission was critical.