New wearable tech..Jacked-in biological web browsing

Apparently, in early tests on a few users, the device’s software identified which articles people found most and least interesting nine out of 10 times.

But do folks really want to be wired into their computer while they browse the web, like some kind of human lab rat?

Probably not, but I’m betting that blending bio-data and content will become less of an oddity over time

SOURCE Motherboard

An organization is nothing more than the collective capacity of its people to create value

…company culture, a concept pioneered by Edgar Schein, is the operationalizing of an organization’s values. Culture guides employee decisions about both technical business decisions and how they interact with others. Good culture creates an internal coherence in actions taken by a very diverse group of employees.

Some may believe that culture cannot be “engineered,” and that it just happens. It is true that culture happens whether you want it to or not. It is the DNA of the company and is in large part created by the founders – not by their words so much as their actions. So the very decision to not try to create a corporate culture, or worse, to not have company values, is in fact your choice of what culture will prevail – and not for the better.


“I came to see in my time at IBM that culture isn’t just one aspect of the game – it is the game. In the end an organization is nothing more than the collective capacity of its people to create value.”-  Lou Gerstner (IBM CEO)

SOURCE Bill Aulet (TechCrunch)


Culture trumps Strategy

Organisational Culture - focus on what’s behind the behaviours, not the abstraction


I don’t think you can engineer culture; that makes it sound like cogs, rather than something organic.

…cultures are not created or defined by executives; they evolve around the people who make up a company.
Jeff Stibel

Culture isn’t a thing, you can’t pick it up and move it over there…be aware of reification. I said something to this effect here:

…you can’t control culture as it’s emergent, you can only attack the interplay that surface’s that emergence

Of course I got this from Ralph Stacey thinkers, like Stephen BIllings:

If culture is a phenomenon that emerges from myriad interactions amongst organisational members, then it cannot be managed from outside as a whole. Instead, the top managers can only influence culture from within their own participation in interactions with others. Senior managers cannot design the culture that they want, nor can they engage other specialists to design the desired culture. They can only influence culture through their interactions with others. No wonder leaders say that communication is so important.

One way of intentional interplay is programs where the boss works on the floor for a day experiencing the in and outs of someone’s job. Another interplay is management monitoring and interacting on enterprise social networks like Yammer. Another way is spreading stories of what you want to see…here’s an example.

Something to think about:

A principle of emergence, ‘downward causation”, is that agent interactions emerge a whole eg people interacting make society/culture, and the whole in turn affects the agents eg society/culture affects people. 

The internal and external community manager

"External community managers are made legitimate de facto by their role until their audience decide they’re not."

"Internal community managers [focus] on specific expertise matters or on projects. In the first case they won’t be legitimate in front of seasoned professionals and won’t even think to joining their discussions so thinking that an internal community manager can lead tens or hundreds of business communities makes no sense. In the second case they can’t replace the managers or project managers. Consequently, the role of an internal community manager is rather about supporting actual community owners and help/coach managers towards new postures and practices."

SOURCE Bertrand Duperrin 


How true is this - internal community managers are indeed not experts in the subject matter…instead they are there to coach the experts that run communities.

Whereas external (social media) managers indeed get involved, they are the expert of their community, they are posting a lot.

But unlike the internal community manager, they are only relevant as long as customers have interest…

Competitive differentiation occurs at the intersection of technology and culture

This is critical to understand not just in IT strategy, but also in organizational strategy.

Organizations are not a set of business processes, they are primarily people who work not just alongside each other but together.

Technology doesn’t just help create the social enterprise. At its best it enables people to be themselves, to be more human, in how they work with each other and engage with customers and the broader ecosystem around them.

IT as pipes and processes is old and disappearing. The new era is of technology enabling humans and humanity.

SOURCE Ross Dawson

I was flabbergasted by the series of cognitive biases hidden behind those few phrases

It was a late afternoon in Tokyo, back in the year 2000. I was giving a presentation to a small group of executives from an Japanese airline. 9/11, Air France 447 and Malaysian Airline MH370 had not occurred yet.

The subject, I am sure you’d guessed right, was risk management.

I was talking about probabilities of events and long chains of small deviations that can lead to accidents.

All of a sudden one of the executives interrupted the presentation, stood up and very nervously said (word by word): “you know, in my industry we do not really care about all of this stuff, probabilities and so on. We care about having perfect maintenance on our planes, trained pilots. After that only two things can happen: the plane takes off and then lands. We have reduced the chance of a crash to almost nil, so we do not care about probabilities.”

I was flabbergasted by the series of cognitive biases hidden behind those few phrases.

On the top of my head I can quote a few:

  • Normalcy Bias: which is the refusal to plan, or react to, a disaster which has never happened before.
  • Illusion of Control: which is the tendency for human beings to believe they can control or at least influence outcomes that they clearly cannot.
  • Framing: which is using an approach or description of the situation or issue that is too narrow.
  • Base Rate Fallacy: which is to ignore available statistical data in favor of particulars.
  • Bias Blind Spot: which is the tendency not to compensate for one’s own cognitive biases.

SOURCE Riskope