Work

Re: Org

Timehop, which takes me on a nostalgia trip everyday, reminded me recently that it has been a year since I wrote The Change Imperative. The opening slide features a quote – “If you don’t like change, you’re going to like irrelevance even less“- attributed to Gen. Eric Shinseki. In the times we work in, I believe this cannot be overstated, not just for individuals but for organisations as well. Even as business dynamics force changes on the external manifestation of an organisation – the brand – any organisation that faces a client/consumer will also be forced to adapt its internal structure and practices to suit changing needs.

For a long while now, I have been ambivalent about processes. I have worked in an era, and in organisations, where processes had a way of getting things done. But in parallel, I have also felt that many a time, processes have a way of forgetting what they were made for. The output overshadows the outcome. Over the last few months, my surmisal has been that, to use a Taleb classification, processes can make an organisation robust, but not anti-fragile. This very informative post by Aaron Dignan of Undercurrent – The Last Re-Org You’ll Ever Do -highlights many ways that organisations have tried to change standard structures and practices, and even suggests a six step path to reorganisation. More

The purpose of brand

The Guardian had an interesting post recently, titled “Brand is becoming meaningless“, it (brand) is being replaced by a company purpose that the organisation can rally around. Yes, there is a study that this is linked to, and quotes. To paraphrase, brand is the effect, not the cause, and that has made it lose its fashionable shine.  Someone should tell Maggi this, they just lost $200 mn in brand value, even as the corresponding goods value is ‘only’ $50 mn! (via) Now, just so we are clear, I am not completely against this thought, all the more because this is something I have been writing about for a while now.

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In an ambient future…

Digi-Capital claims that by 2020, Virtual and Augmented Reality combined would have hit $150 bn, eclipsing mobile. What is interesting is that a recent Juniper report predicts an $80 bn market for wearables by 2020. (via) If I read that together, by 2020 we would have witnessed three interface cycles – mobile, wearables and AR+VR. The shelf life of interfaces is shrinking, much like other business cycles. In fact, in Trendwatching’s No Interface trend brief, you can get a preview of this. I’d think that by 2020 web access would be much better than what we have now, and with other technology like IoT advancing sufficiently, we would be poised for ambient interfaces to consume and create what we do on the web and mobile now.

It is widely believed that Google is only a challenger in the  mobile and wearable domains – to Facebook and Apple, despite Android. With Facebook’s Oculus move and Glass’ demise, it would seem that the interface that follows the two above would also see a fight. In an insightful post, Ben Evans asks “What does Google need on mobile?” He notes that all of Google’s play is about reach – to collect and surface data. Mobile, and specifically apps, challenge this and create a world of perfect complexity. He ends with saying that Google needs to win at search,  whatever that means and wherever and however far from PageRank that leads you. Christian Hernandez goes further in his post ‘Into the Age of Context‘. He points out that the glue that connects mobile, social and sensor trends is data, but to take it to the next level, it needs machine learning and AI. He sees Google Now as the perfect example of The Age of Context. More

Re: Skill

In The Entrepreneur and the ProfessionalI brought up the challenges at work faced by my generation. The focus was on an approach to work and the changes that have been forced on it because of rapidly shifting business environments. In addition to the business’ external dynamics, another factor that has been changing the organisation is the entry of a different kind of workforce.

How the Millennial Workforce is Changing Business” calls this a revolution, and writes further that they will prepare the organisation for the future by making them Digital, Clear, Fluid, Fast. PwC’s layered report on the same subject brings out this workforce’ motivations, acknowledges the generational tensions and suggests what the organisation would need to do to attract, develop and manage millennials.  More

The Entrepreneur and the Professional

A fantastic article in The Atlantic titled ‘The Case Against Credentialism‘ traces the social-cultural and academic  roots of America’s current business dynamics. The part that interested me most was what the author calls the tension between the two cultures – the entrepreneurial and the professional. While both are cultures of achievement, the basic tenet of the latter is that he who goes further in school will go further in life.

It gave me an impetus to write about this in the Indian context. Nothing as exhaustive, but a little note based on my experiences thus far, with much generalisation. My skin in the game is that it affects me personally and professionally. More

Algorithms of wealth

Some strange quirk in the cosmic order of things led to Landmark shipping me Piketty’s ‘Capital in the Twenty-First century’ instead of Rana Dasgupta’s Capital! I kept the book (yet to read it though) because economic disparity has been an interest area for a while now, I had touched upon it in the context of AI and job loss in Artificial Humanity. Reading The Black Swan has only accelerated this interest.

Taleb divides the world  into Mediocristan and Extremistan to point out the extent of predictability in the context. Mediocristan can safely use Gaussian distribution, (bell curve)  but in Extemistan, that’s dangerous. From what I understand, given that there’s no real limit upper limit of scale, individual wealth will increasingly behave in a more Extremistan way. To quote his own example, “You randomly sample two persons from the US population. You are told that they earn jointly a million dollars per annum. What is the most likely breakdown of their income? In Mediocristan, the most likely combination is half a million each. In Extremistan, it would be $50,000 and $950,000.” He states that almost all social matters are from Extremistan. More

The IoT battlefield

The last time I wrote about the Internet of Things, I hoped for an application layer that could sense and collect data and convert it into use cases. In fact, the title of the post was Interweb of Things, the nuanced difference between them being connection (IoT) and interoperability. (WoT) (read) In the few months since that post, there has been quite some activity in the space. I saw a very useful classification a few days ago that illustrated both the ‘things’ as well as the infrastructure and showed the possibilities of interoperability. (via)

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Time, Chaos, and Organisational Change

The first chapter of The Age of Spiritual Machines, by Ray Kurzweil, is titled The Law of Time and Chaos. The law has two strands- The Law of Increasing Chaos and The Law of Increasing Returns, and together they dictate that in a process, the time interval between salient events (i.e. events that change the nature of the process, or significantly affect the future of the process) expands or contracts along with the amount of chaos.  In the book, this is used to explain evolution. Evolution draws upon the chaos in the larger system in which it takes place for its options for diversity, and evolution builds on its own increasing order. Therefore, in an evolutionary process, order increases exponentially, time speeds up, and the returns accelerate.

It becomes very interesting when I put this in the context of organisations and the business environment they operate in. The business environment consists of various other organisations (exactly like life forms in evolution) and therefore the time interval between salient events (a new ‘disruption’) is becoming shorter. On the flip side, the organisation (akin to evolution of a single organism) is becoming more complex, and thus the time interval between salient events (their own breakthrough developments/innovations) increases. More

Wallet Wars

Recently, thanks to Uber having to comply with RBI regulations, I was forced to introduce myself to Paytm. The entire signing up episode reminded me of a post I had written in early 2014 – “The overhaul of currency“, though that dwelt more on the broad changes and implications rather than the functional aspects. Mobile payment systems have been on a fast evolutionary path for a while now. (a bit dated, but I found this infographic to be a good primer)

I also remembered a Seth Godin post from 2009 that called Twitter a protocol. On the web, the subsequent discussion then was that just as we were transferring links and messages on the platform, we would soon be transferring money too. That took a while coming though – it was only in late 2014 that Twitter released a payment service.  A week before that, a hacked screenshot had begun rumours of Facebook’s Messenger having the wherewithal for money transfer. But they were both late entrants in a market that was already crowded with the likes of Paypal, Google, banks, credit card companies and so on. Apple Pay would join later. More