Everything Else Comes After

Can you match the S.M.I.B.S.F. (Single Most Important Business Success Factor*) on the left with its description & source on the right?

Answers:

1. PASSION = John Hagel, et. al, The Power of Pull
2. OWNERSHIP & SELF-ACCOUNTABILITY = Les McKeown, Predictable Success
3. GUMPTION = Robert Pirsig, Zen and the Art of Motorcycle Maintenance

*a little clunky, no?

Wasted 15 Minutes

30 MINUTES. That’s how much time I alotted the other day (“so long as nothin’ else goes sideways”) to learn as much as I could by perusing the ABOUT pages found at managementexchange.com and unstructure.org respectively. I wanted to understand the objectives of the people involved, how their interests do or don’t jibe with mine, and how their overall approaches compare one-to-the-other.

Going in, I knew that the Management Innovation eXchange (MIX) and Unstructure were online platforms for exchanging ideas having to do with ‘speeding up’ the evolution of management. And that’s about it.

What I discovered is that the two groups /projects are similar in just about every significant way: 

• ISSUE: Management is an important social technology, but one that needs a facelift – pronto.
• RESPONSE: Provide an open source, i.e., democratic, environment in which anyone can contribute to new thinking about management's evolution.
• HOPE: That actionable, helpful ideas will emerge.

There were a few differences. (One of the MIX Team Members, for example, is Gary Hamel – a rock star, as management thinkers go. The fact that discussions there are centered around his “Moonshots for Management” stands out.) But none of the differences were so earth shattering as to keep me from bookmarking both sites and thinking about participating. I was impressed.

The Rest Of The Story

My 15 minutes at unstructure.org were up, but there was one more link that had my attention. It lead me away from its ABOUT page onto one of its discussion forum pages and –

Boy, was I surprised to find out that the most recent post was well over two hundred days old! On further review, it now appears as though the whole site’s inactive. I don’t know what the deal is. Was there a merger with MIX? A stoppage? If Unstructure is no more, I’m sorry about that. Seems like a lot of effort and good intentions went into building it.

I s’pose there are many morals to the story. The first that comes to mind is this: 

I knew from the start I was taking a slight risk. I should have asked upfront: Are there tools or strategies I can deploy that'll prevent me from squandering up to 30 minutes unnecessarily? Had I done that, I would have remembered what the authors of The Power of Pull point out, that there are ways “to sort through the noise to find the signals that can guide us.”

Their advice? If you want the time and effort you invest in focusing on stuff to pay off, make return on attention a top priority. There are search and serendipity tools that can assist. Their book does a nice job of introducing some of them.

Imagined Conversation*

Guy in Charge [G]: Every single thing about our company is broken and I don’t know how to fix it.

Me [M]: Care for some advice?

[G]: I s’pose it couldn’t hurt.

[M]: I’m happy to give you my best guess as to what you need to do.

[G]: Well, I have fifteen – make that fourteen – minutes.

[M]: Okay then. Here goes. All good companies make tactical adjustments all the time to keep on track. But they have to have good tracks in the first place...

[G]: Huh? Could you be more cryptic?

[M]: Let me rephrase that. You undoubtedly need to make changes to your systems or processes to start heading in the right direction. Based on what you've told me before, though, I’m also willing to bet that the foundations of your business, the fundamental ways in which you and your team approach things, could use some shoring up. That's what I'm most interested in and where I can help.

[G]: Alright…

[M]: Le’ me ask you: How do you go about focusing on the quality of how your whole business operates as a system?** 

[G]: I’m not sure what you mean.

[M]: The most successful companies, it seems to me, cover all the bases. They stay on top of and adequately address everything that matters. They improve continually. And they do these things systematically.

[G]: You're talking about Fortune 500 companies?

[M]: Not only. Your company could do the same. I’d like to explore that possibility with you.

[G]: (Half nod in agreement)

[M]: May I show you something I’ve been working on? It’s not finished; there are some things I like about it and some things I don’t…

[G]: What is it?

[M]: I can't decide what to call it: a structural bookwork?*** a movable book? It uses paper engineering and specialty printing techniques. It's meant to be interactive and interesting to look at. For now, it represents the best way I can think of to facilitate the kinds of conversations I want to have with managers.

[G]: Go ahead and lay it on me. We have ten minutes. 

[M]: Cool. Say, do remember those paper fortune teller thingamajigs from when we were kids?

Top: view of the inside of my structural bookwork. Underneath (clockwise from upper left): paper fortune teller, scratch-off game card, pop-up cube (it's rubber band activated!) and wheel chart. Other fun components used but not pictured: magic window shade and circular pages hinged together in unexpected ways.

*based on actual conversations
**borrowed phrase from Chuck Cobb
***To see amazing and inspiring examples of structural bookworks and the like, check out book artist Julie Chen's portfolio at: www.flyingfishpress.com -- or pop-up book master Robert Sabuda's site: www.robertsabuda.com.

That's The Way We Do Things Around Here

In Making It All Work, David Allen makes what I think’s an interesting distinction:

“Because what I teach is actually not a system but a systematic approach, it can be adapted…”

When I first read that (in context) I thought I knew precisely what he meant. Looking at it again, though – Do I really know the difference between a system and an approach? How about a methodology? A formula?

What got me thinking about this was a visit to the SCORE (Service Corps of Retired Executives) Web site. I was following up after something I’d read last year, that Deluxe Corporation, one of the largest check printers in the U.S., was teaming up with SCORE to make its Counseling Methodology available to smaller businesses.

To my mild surprise, I discovered this time around that the words ‘counseling’ and ‘methodology’ have been chopped in favor of ‘mentoring’ and ‘program’. Hmmm. Mentoring Program strikes me as less structured, less prescriptive, less pushy…

I don’t know how much thought or debate went into the name change. But I think it matters, at least to this extent:

If you'd ask a small business owner to describe what her company does day-in and day-out in its efforts to be successful, there’s a good chance she’d end by saying something like, “That, in a nutshell, is the way we do things.” There'd likely be no references to systems, methodologies, etc. In this respect there's a disconnect...between typical small business owners and the mentors (or consultants or coaches or facilitators or advisors) who call on them.

What can be done about it? Well, if you're in that second camp and your mission is to help smaller businesses succeed, you can do 'em a favor by bridging the gap. Be clear about who you are and what you have to offer -- and learn to use their lingo. Down to the last word.

* * * * * * * * * * * * * * * * * * * * *

For kicks, here's how some other thought leaders describe their offerings:

A Mind Map Of Sorts

It seems to me there are a lot of smart management thinkers saying the same thing: the old way of operating and governing businesses is no longer working (most convincingly communicated, in my opinion, by John Seely Brown and his BIG SHIFT team) but there's a promising and overarching new way that is. The questions they're asking and the solutions they're offerering are strikingly similar. 'S'far as I know, though, the smart guys I have in mind are relatively un-connected to one another. Would or could it be beneficial to bring 'em together as a group? That's what I've been wondering these days. Maybe this (below) will shed light on why:

Balancing Act

Where and when does a company get its best results? Les McKeown: in the Predictable Success stage. David Allen: in Captain & Commander mode. Either way, it's all about balancing freedom and order:

Can You Name That Impulse?

Just a quick, note-to-self-like post:

For years, Les McKeown saw what would later become his methodology for bringing sustained, lasting and predictable success to an organization – in his mind’s eye – as a statue:

“I’ve spent a lifetime ‘sculpting’ Predictable Success,” he wrote in his 2010 book of the same name. “My career has been a process of chipping away the confusion, misinformation and presuppositions to uncover the true nature of success hidden beneath.”

Reading about this recently reminded me of Buckminster Fuller’s Tetrascroll.

Tetrascroll tells the story of Goldilocks and the Three Bears. It was written and illustrated for children, but for Mr. Fuller it also represented “everything I think and feel in mathematics and philosophy and everything else.”

I hestitate to call it (just) a book. The original edition was bound on triangular pages that were hinged on two sides. When closed, the whole thing formed a large equilateral triangle; when opened, it could be unfolded into a circle, a forty-foot strip and more.

A stone statue. A triangular solid.

It seems to me the impulse in both cases to want to communicate by means of an art object had to have come from the same place. I can’t quite put my finger, though, on where that place is. 

Can you?

And what the heck is it about wanting to make complex ideas simple? What roles do permanence, elegance, and even reverence play? Would the guy most people called Bucky back then get any satisfaction from Tweeting today?

Vroom, Vroom!

And we’re off.

Did you know there are specific approaches you can take to: turbocharge your company’s productivity? drive performance breakthroughs? harness the power (of “pull”) to negotiate today’s tough business terrain and set big things in motion?

Well, there are…

And – apart from the fact that their authors like automotive analogies – the approaches I have in mind, while distinctly different from one another, share lots of things in common. Each one, for example, represents a comprehensive and holistic way to create value. Each is essentially a formula for success. “This is how you, Mr. or Ms. CEO, should manage your company; this is how to systematically and continually make things better” is what they’d say if they could talk. Each is well-conceived, well-developed and real-world tested.

Le’ me throw some names at ya: John Hagel. Ram Charan. David Allen. Robert Kaplan. Tony Schwartz. David Norton. John Seely Brown. These are some of the authors / leading thinkers I’ve been following like a detective the past few years.

What I’d like to do (in this here blog) is explore various aspects of their work. I’m especially interested in the common grounds: Where do their approaches intersect and overlap? How complete are they? Could they be merged in helpful ways?

WHY EXPLORE THIS STUFF?

Let’s just say for now there’s a learning intention on my part, and an equally big teaching intention. If there are management tools leaders can reliably use to get and keep their firms on track, i.e., if there are shortcuts to business success, I want to know about them. And I want to pass them on –

Especially to leaders of smaller businesses. Smaller businesses are responsible for most of the growth in the U.S. but many fail because, in the words of Dick Harrington, the former head of Thomson Reuters, “they have poor basic business practices.” I'd like to help speed up the adoption of good basic practices amongst this group.

Just how to do that is another matter. Is it even possible to pass these approaches (that typically originate within academia or at top consultancies and Fortune 500 companies) down to the little guy? What kinds of messaging and media are most effective?

The latter is a subject I’m keenly interested in. It’s where elements like storytelling, dramatization and visual presentation could come into play…and where I hope to head soon!