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CLEAR SPACE THINKING - the original - lipscombe.richard@gmail.com
Friday, 27 February 2009
Google is slipping off the pace....
Mood:  a-ok
Topic: Getting beyond people...

 

Google is great - the Googleplex is not.

Google is like Microsoft - it is a prisoner of its own device.  It is a prisoner of its own success.  Too much success doing things that were cool in the 1990s.  Success that came despite the fact that it has 1990s style management and systems.  Sure they have the smartest 1990s management team going around today but they are not focused on doing 2010-20 things in search.

Search is heading into real-time via Twitter.  It is relational and thus real-time interactive search.  Meaningful search.  Search that connects you to options to solve your problem or the query you have running around inside your head.  Google is pages behind your needs and your current mindset.

iGoogle is a great idea - it needs to become a real-time networked search engine like Twitter then it will be a great help to me and you.....


Posted by richard-lipscombe at 1:48 PM EADT
Wednesday, 28 January 2009
Tribal business communities....
Mood:  a-ok
Topic: Getting beyond people...

 

Some businesses are determined to be local.  They rely on local inputs.  Indeed they make a point of forming a tight local network of suppliers.  They work like the old guilds of England.  They are connected by trade.  They rise or fall as a unified entity. Over time they find out what is required from each of them to ensure the success of their cooperative. Communal habits, rules, standards, beliefs, etc form. There is a common purpose.  There is a common set of values.  There are implied taboos.  Eventually there is a tribal business community.  


Posted by richard-lipscombe at 5:36 PM EADT
Sunday, 25 January 2009
Virtual HR for you in 2009?
Mood:  a-ok
Topic: Getting beyond people...

 

How much of your HR function is virtual?  How of your HR function is self-service?  How much of your HR function is provided to you online?  How effective is your HR function at using web-based social networks to build the workplace culture you will need tomorrow? 

Perhaps you need to rent a digital warrior to help you ....

Richard Lipscombe is a digital warrior.  If you want to rent him then be prepared to answer this queston.   What are YOU doing to become an effective digital player?  Richard will then impress on you that YOU could do three positive things! Clear out YOUR old ideologies. Hold YOUR best ideas in fast-track prototypes. Build YOUR new digital business from those prototypes.

 


Posted by richard-lipscombe at 2:49 PM EADT
Updated: Sunday, 25 January 2009 2:57 PM EADT
Thursday, 22 January 2009
One small step towards a digital age White House....
Mood:  a-ok
Topic: Getting beyond people...

 

Turning 'hope' into practical outcomes is the task set for Barack, Rahm, Valerie, and David as they settle in on day one at The White House. With echoes from my former life I smiled when I heard that the real issue at Noon on Inauguration Day at The White House was how do new staff 'log-in' on their computers so they can start work (these are the types of seemingly trivial details that will kill you over the next four years if someone is not paying close attention)....

Would you like to rent a Digital Warrior?

Richard Lipscombe is a digital warrior for rent.  I work on digital business issues for a monthly retainer.  I will travel to a client site anywhere in the world but I prefer to work as a virtual input to your business.   I prefer to work on digital network design, build, and maintenance issues.  Also, I prefer to work on user or customer issues - with a clear emphasis on building web-based networks that link clusters, clans, and tribes.  I can work equally well with your staff or with your customer base.  Contact me at lipscombe.richard@gmail.com.

 


Posted by richard-lipscombe at 11:07 AM EADT
Updated: Thursday, 22 January 2009 11:12 AM EADT
Sunday, 18 January 2009
Tight feedback loops and loose control....
Mood:  a-ok
Topic: Getting beyond people...

 

Ten years ago I spent a lot time designing, building, and trying to run online communities.  It was great fun and we had lots of idea and ideals about how online communities could and should work.  But none of them did work.  Most only ever got to the 'interesting prototype' stage.  At that stage we always sought tighter control over our community - we always felt we had to make it do some specific work or we had to make it comply with our revenue models.  We tried to exert greater and greater control by gaining as much feedback as possible. Looking back I can see that we got it totally wrong - we actually had it backwards. 

Today I would let clusters form into communities, then, I would run tight feedback loops to gain specific detailed information about their purpose and performance.  At the same time I would ensure they had very loose controls. 


Posted by richard-lipscombe at 7:48 PM EADT
Saturday, 17 January 2009
Three rules for going digital.....
Mood:  a-ok
Topic: Getting beyond people...

 

First do not recruit anyone who is not extraordinary.  Second sell to consumers or users in ways that make them feel extraordinary.  Third associate with other businesses that also make their consumers or users feel extraordinary.


 

 


Posted by richard-lipscombe at 1:55 PM EADT
Updated: Saturday, 17 January 2009 2:37 PM EADT
Friday, 16 January 2009
A digital Apple...
Mood:  a-ok
Topic: Getting beyond people...

 

Apple is a digital entity.  It always has been - this is because it has always honoured its users.  What most commentators do not get about Apple is that it has users not customers.  What most users know about Apple is that it is a community.  Therein lies the secret to Steve Jobs' creation - he built a community not a business.  When Steve Jobs handed over Apple to John Sculley way back when; he gave the keys of his community to a traditional manager.  Sculley had been Pepsi - Apple slowly became a Silicon Valley version of Pepsi.  Jobs returned to save the day around 10 years ago.  He immediately started listening to Apple users - he painstakingly rebuilt the Apple community.  But this time around Steve Jobs built a digital Apple.

[Get well Steve Jobs and return to work soon I am sure and certain that the Apple community misses you already]

 


Posted by richard-lipscombe at 11:06 AM EADT
Updated: Friday, 16 January 2009 12:17 PM EADT
Wednesday, 14 January 2009
Build a tweet culture....
Mood:  a-ok
Topic: Getting beyond people...

 

Your new digital network has no inside.  It still has staff though.  It still has consumers, users, or customers with creative ideas and practical feedback to share.  It needs a culture.  Well three actually.  How do you build a digital networked culture for your business?  Tweet it.  Use Twitter to connect your workforce as three inter-related entities.  First there is the Chattering Cluster that goes 24/7 without rythm nor reason but with the good effect of bonding staff, users, consumers, and customers.  Second there is the Chattering Clan that shares a passion for ideas about your products or services.  Clan members cooperate to build new prototypes.  Clan members tweet each other about their ideas and their progress on building working models.  Third there is the Chattering Tribe that is purpose based.  Tribes tweet about their core issues and cooperatively work to solve the present problems.

Would you like to rent a digital warrior?

Richard Lipscombe - digital warrior for rent.  I work on digital business issues for a monthly retainer.  I will travel to a client site anywhere in the world but I prefer to work as a virtual input to your business.   I prefer to work on digital network design, build, and maintenance issues.  Also, I prefer to work on user or customer issues - with a clear emphasis on building web-based networks that link clusters, clans, and tribes.  I can work equally well with your staff or with your customer base.  Contact me at lipscombe.richard@gmail.com.

 

 


Posted by richard-lipscombe at 4:10 PM EADT
Updated: Wednesday, 14 January 2009 4:22 PM EADT
Monday, 12 January 2009
Beware of analogue ghosting...
Mood:  a-ok
Topic: Getting beyond people...

 

Going digital means 'getting beyond people'.  Digital network link clusters of people activities, convesations, or cultures whereas analogue networks are a series of people-based activities, conversations, or cultures.  When you go digital you have to remain vigilant for ghosting from analogue systems.  Ghosting from the analogue world can happen in two ways 1) real-time interference  2) echoes from the past.  Overlaps in real time with analogue systems are to be avoided so that ghosting can not occur.  Old analogue cultures or processes have to be terminated - yeah I mean killed off as in  dead and buried - or they will continue to haunt your digital world.

Would you like to rent a digital warrior?

Richard Lipscombe - digital warrior for rent.  I work on digital business issues for a monthly retainer.  I will travel to a client site anywhere in the world but I prefer to work as a virtual input to your business.   I prefer to work on digital network design, build, and maintenance issues.  Also, I prefer to work on user or customer issues - with a clear emphasis on building web-based networks that link clusters, clans, and tribes.  I can work equally well with your staff or with your customer base.  Contact me at lipscombe.richard@gmail.com. 

 

 


Posted by richard-lipscombe at 11:30 AM EADT
Updated: Monday, 12 January 2009 9:03 PM EADT
Digital maintenance....
Mood:  a-ok
Topic: Getting beyond people...

 

Digital networks require maintenance just like their analogue cousins. This has two components 1) systems 2) conversations.  The key systems to reqularly check out in your maintenance regime are those that ensure access to all, real time connection, and fast processing of information.  The key conversations to reqularly check out in your maintenance regime are those that ensure your clusters, clans, or tribes remain functional real world or web-based communities. 

Would you like to rent a digital warrior?

Richard Lipscombe - digital warrior for rent.  I work on digital business issues for a monthly retainer.  I will travel to a client site anywhere in the world but I prefer to work as a virtual input to your business.   I prefer to work on digital network design, build, and maintenance issues.  Also, I prefer to work on user or customer issues - with a clear emphasis on building web-based networks that link clusters, clans, and tribes.  I can work equally well with your staff or with your customer base.  Contact me at lipscombe.richard@gmail.com. 

 


Posted by richard-lipscombe at 7:09 AM EADT
Updated: Monday, 12 January 2009 9:55 AM EADT
Saturday, 10 January 2009
Feedback loops....
Mood:  a-ok
Topic: Getting beyond people...

 

2009 is the perfect time to automate.  Automate people-processes.  Be ruthless! Do whatever it takes to get beyond people-based processing.  At the same time focus on consumer feedback.  Listen to it, analyse it, act on it.  It will ensure that your transition to a digital networked business model is smooth and effective.  Listen most attentively to any or all feedback from any consumer who tried to do something within your automated process and either it did not work or they got an unintended outcome.  For example, as happened to me last weekend, you access your bank's automated teller to withdraw funds from your cheque account.  You get the money so the transaction is efficient.  It is not effective though because the money has been recorded as a cash advance from your credit card with all the attendent charges and fees.  You can not correct it.  You give feedback, and I surely did that at further expense to me not them, however there is nowhere for it to register within this automated system.  This bank is automated in ways that generate fees and charges not consumer satisfaction.

 


Posted by richard-lipscombe at 1:56 PM EADT
Updated: Saturday, 10 January 2009 2:10 PM EADT
Friday, 9 January 2009
Digital warrior for rent...
Mood:  a-ok
Topic: Getting beyond people...

 

Richard Lipscombe - digital warrior for rent.  I work on digital business issues for a monthly retainer.  I will travel to a client site anywhere in the world but I prefer to work as a virtual input to your business.   I prefer to work on digital network design, build, and maintenance issues.  Also, I prefer to work on user or customer issues - with a clear emphasis on building web-based networks that link clusters, clans, and tribes.  I can work equally well with your staff or with your customer base.  Contact me at lipscombe.richard@gmail.com.


Posted by richard-lipscombe at 1:16 PM EADT
Updated: Sunday, 11 January 2009 3:37 PM EADT
Digital music - convenience and price...
Mood:  a-ok
Topic: Getting beyond people...

 

Apple moves to make digital business smarter - they have removed copy protection from your downloaded digital music.  Digital music is available at different prices but the real deal is it is convenient.  Hear a song on your radio that you just have to have - well within a nanosecond it is yours.  It is delivered to you in the way that is most convenient for you and at a price that you are more than willing to pay.  2009 may provide us with a gateway to digital business.


Posted by richard-lipscombe at 12:37 PM EADT
Thursday, 8 January 2009
Web-based business starts with conversations....
Mood:  a-ok
Topic: Getting beyond people...

What facilities or systems do you have within your business, organisation, or community to foster web-based conversations?  Not many is probably your answer!  Well, by the end of 2009, you better dramatically improve your web-based capabilities
.

My constant message has been that businesses have to get beyond people.  By that I mean we have to jettison our C20th people-based management systems in favour of web-based systems.  Automate people processes with internet processes.  But to do that we have to change our habits, mindsets, and ways of being in business.

Web-based businesses will be distribution networks.  The more successful of them will focus on the conversations between consumers not staff.  This means the business process is about to be turned inside out.  Whereas the C20th focus was on the talent of the staff: the C21st focus will have to be on the talent of consumers.  Web-based business will have to manage, exploit, and meet the new demands of web-based consumers.  These consumers, as you know if you read this missive regularly, are forming clusters, clans, and tribes.


We are entering a new era: an era of consumer power.  An era of consumer power that will far exceed anything we have experienced before.  The extent and reach of this consumer power will be reflected by the web-based conversations.  Where these conversations support tribal consumer behaviours then innovation will be limited.  Where these conversations support clans of early adopters then innovations will flourish.

Listen attentively to your web-based consumer conversations and build your new business capabilities accordingly.

Posted by richard-lipscombe at 11:52 AM EADT
Updated: Friday, 9 January 2009 12:32 PM EADT
Monday, 5 January 2009
Welcome to 2009....
Mood:  a-ok
Topic: Getting beyond people...

 

 

There are 20,000 Israeli troops fighting over The Gaza Strip - welcome to 2009!


Posted by richard-lipscombe at 8:53 PM EADT
Updated: Monday, 5 January 2009 8:56 PM EADT
Saturday, 13 December 2008
Here comes the real pain - toxic jobs....
Mood:  a-ok
Topic: Getting beyond people...

Even before Christmas 2008 the pain associated with de-leveraging toxic jobs may hit main street.  The government bail out of the GM is not popular - not anywhere.  It may still happen but it will never be a popular policy.  Why?  Because it will not work.

A bailout of GM is counter-productive to the real need in the US and the global economy to "get beyond people" as we de-leverage the debt that supported a bankrupt economic order for the past 20 years.  GM is not a wealth creator - it is a wealth re-distribution process. 

GM provides over 500,000 jobs around the globe - they in turn support a multiplier of 5:1 (my conservative guess) with jobs in parts, dealerships, etc.  These are all toxic jobs because as we now see they will essentially not exist on January 1 2009 unless or until GM is bailed out by the Congress or the White House. 

Apparently, GM needs loans in the order of $US10 billion just to keep its doors open.  Why? Because it runs essentially as a "sheltered workshop" with its labour wages deals, health care programs, and retirement entitlements. 

GM is a C20th company with old habits, ways of thinking, and ways of doing.  Its leadership is not clued into the changing nature of the C21st world.

GM may be bailed out before Christmas or it may go under.  I prefer it to go under so that we can start to work through the pain of shedding the toxic jobs that are holding us all to ransom. 


Posted by richard-lipscombe at 10:17 AM EADT
Updated: Saturday, 13 December 2008 10:34 AM EADT
Friday, 5 December 2008
De-leveraging debt and jobs will be our challenge for 2009...
Topic: Getting beyond people...

 Debt has kept C20th management alive for the past 20 years.  It has papered over inefficient and ineffective management practices.  It has kept people in jobs where no jobs should exist.  It has kept investors fixated with asset prices rather than economic fundamentals.  It has saved the nation-state economy when it should have been bankrupted.

Ahead is more pain.  De-leveraging of debt backed assets will continue throughout 2009 and beyond.  Within this process
organisations have to de-leverage their dependence upon manual processes.  Automation and self-service are the keys to survival.  If you can automate any part of your business then do it in 2009.  If you can provide more self-service facilities and amenities to your customers then do it too in 2009.

The old question "and what do you do for a living?" has never been asked as much as it will be in 2009.  More importantly, this is not an ice-breaker question nor is it polite conversation.  This is a question that will demand an answer.  That answer will prompt more questions.  The answers to those questions will also be of great interest to whomever is asking
.

The world is about to de-leverage debt and people simultaneously.  Just as there are toxic debts in the sub-prime real estate belt so there are toxic jobs. In 2009 those jobs that no longer make economic sense will quickly disappear. 

GM, Ford, and Chrysler in the US have many of those types of jobs - toxic jobs.  They have to go.  I assume at least GM and Chrysler will go too.  Ford may just survive.  If is does it will be a much different place to work in the future than it is today.  The old reliance on union labour will have to go.  The old notions of workers as the key to production will have to go. 

If the car maker Ford is to survive then it has to go global and it has to become networked.  Around the globe clusters of Ford customers and workers will cooperate to make parts of a new range of products that offer new transport options.  Will they be cars, trucks, and recreational vehicles?  Yes and no!  They will perform similar functions to what those transport modes do now but they will be radically different in concept and execution.  They will be made in a totally new way too.  They will be made here there and everywhere.  They will be made just-in-time and in response to a customer order.  The whole notion of manufacturing these entities will be low scale and yet cost effective.  The idea of mass production and scale is gone.  These orders will be filled more like Boeing or Airbus fills its orders.  Prototypes are made.  Orders are collected around the world to customise these prototypes and then individual products are produced.

Ford will look more like Linux than Microsoft.  It will look nothing like GM does today.  It will be a networked entity with inputs from all around the world - much of the research and development will be done for free.  Yeah free!  There may also be a new purchasing plan which enables the product to built, used, and environmentally disposed of within a whole of life product rental agreement.

Of course none of that might happen.  What could happen is ........   (here is where you come in and use your imagination to think of new ways of doing business at Ford in the C21st).....


Posted by richard-lipscombe at 3:24 PM EADT
Updated: Friday, 5 December 2008 3:26 PM EADT
Wednesday, 15 October 2008
C21st wealth distribution problems...
Mood:  a-ok
Topic: Getting beyond people...

C21st affairs are complex because they differ from C20th affairs in two key dimensions 1) they are global  2) they are about access to, connection with, and use of networks.

Most C20th affairs were about people.  Why?  Because people were the key asset in all organisations.  So it is not too surprising to me that most commentators still blame people for the current financial crises.  These crises, yeah they are a series of crises not a singular crisis, are blamed on the people who run derivative trading on Wall Street, on mortgage brokers on Main Street, and on any group of people around the world who can be tagged with "greed". 

This is the common perception of what happened to our wonderful world.  This perception and the analyses that flow on from it is totally flawed, thus we all lose sight of what has really happened here.

What has really happened is simple to explain.  We have a new global economy that produces more wealth than we have ever seen before.  This is a good thing not a bad thing.  The problem with it is there is no distribution system that enables people around the globe to share in this new found wealth. 

Our C20th banking system was the beneficiary of this new wealth creation and it sought to do what it does best - make money off it while the money was in its care.  In respnse to this new situation the bankers on Wall Street accidentally came up with a new distribution system, of sorts, that could have worked brilliantly. 

The most clever talent on Wall Street worked out a new way to lend money to people who otherwise would not qualify so they might buy assets - primarily real estate assets.  Thus they enabled a group of people who were never going to share in this new found wealth to share in some of the action.  The notion was that these "sub-prime" borrowers could buy appreciating assets and so build wealth.  This system actually worked well for about 3 years and then it came unstuck.  

It came unstuck because bankers and banking systems are C20th entities not C21st digital networked systems.  They networked the risk of lending to these "sub-prime" folks in ways that could only be sustained if their global networks continued to expand.  Unfortunately their global networks began to contract because these banks became less and less transparent about what they were doing.  The dam broke once they began to ignore their fiduciary responsibility to their shareholders - probably around 2005.  Thus they were running a business/banking model that was not sustainable - they were running the banking systems' equivalent of an Enron scam.

As per Enron, but on a much wider scale, eventually the money trail led accountants and even shareholders to ask questions about the soundness of their lending practices.  This began the implosion of the whole system. 

Significantly it was not falling house prices as some now claim but the inability of the banks to be transparent in their lending practices.  Credit got squeezed to new borrowers and so the prices of houses had to come down.

The real crisis here is the lack of a wealth distribution system.  The C20th had jobs as the distribution system.  Ford built cheap cars in 1908 and paid his employees a high wage of $5 per day because he wanted them to be able to buy the T-model cars they produced.  Ford had a wealth creation and distribution system that re-inforced each other. 

Today we have an emerging C21st  wealth creation system that is totally detached from the C20th wealth distribution systems. 


Posted by richard-lipscombe at 11:35 AM NZT
Updated: Wednesday, 15 October 2008 12:38 PM NZT
Tuesday, 2 September 2008
Brands and trademarks fail online....
Mood:  a-ok
Topic: Getting beyond people...

Executives of C20th organisations, living in the C21st, just do not get it! 

Brands and trademarks do not work online.  The reason is simple and I have written about it many times here.  Success online comes when one is inclusive not exclusive.  Branding your product or service is an attempt to be exclusive.  It is an attempt to add value by restricting access or connection to your product or service.  This is a recipe for failure on the web.  Instead the art of doing business in the C21st is to become inclusive.  Network your product or service and distribute your advantage (whether it be through superior design, IP, research and development, etc) to everyone who can usefully benefit.

You will read about how Dell is trying to own the term 'cloud computing' or Microsoft is trying to brand Live Mesh and it all makes perfect sense in a C20th world.  Last time I checked we are living in the C21st.  All you need to remember from this blog therefore is "brands and trademarks fail online".... 


Posted by richard-lipscombe at 12:57 PM NZT
Saturday, 9 August 2008
Digital architecture...
Mood:  a-ok
Topic: Getting beyond people...

Being a digital warrior is a fun occupation because we have just entered the digital age.  The essence of the task is to design business models that either better fit with or actually change consumer behaviours.  My consulting model is one example.  I work online to lower the cost of tendering advice.  Part of the cost savings come from simply not having the add ons that most management consultants do.  I have no downtown office.  No need for high cost insurance for everything.  No need to produce expensive glossly brochures and media presentations. No interest in time wasting meetings with client staff.  All these expensive and wasteful activities are eliminated when you do business online. 

There are some issues of course.  First and foremost,digital clients (my consumers) have to learn to play this new game.  They have to learn new ways of using and deriving maximum 'use value' from their adviser (in this case from me).

By working online I can bring so much more to the client conversations because I now work as an open source asset.  I work with many different clients at the same time - the obvious benefit is a natural cross fertilization of ideas and prototypes.  I can process negative feedback in an instant.  I can avoid being part of the client site 'politics' and thus avoid the energy sink that it represents.  I can bring a new perspective while being a trusted member of the digital team.  All this is possible because the digital age is using web-based technologies to leverage the creative skills of labour.  Digital age talent is different to what has gone before - it is more distributed rather than concentrated and it is often found to be within the ranks of consumers not producers.  Certainly the role of the manager is fast disappearing in the digital age - replaced by network facilitators who are part of a Clan (early adopters, mavens, and innovators) or a Tribe (purpose driven, connectors, and results orientated).

The world is changing whether you like it or not - these changes are being driven by changes in consumer behaviours due to the emergence of the digital age. 


Posted by richard-lipscombe at 11:03 AM NZT
Updated: Saturday, 9 August 2008 11:32 AM NZT

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