connecting*the*dots

Thanks, Chris & Tara.

Marc’s Voice
Welcome IBM to the corporate world of social networking

[…]

Synchronizing corporate and business data between networks can take on a whole new level of possibilities once IBM gets the corporate world to bite off on this.

I can’t wait to see what the initial implementations of IBM’s Lotus Connections brings. This is the best news Broadband Mechanics has ever had!

‘Cause they’re doing my advertising for me.

Welcome IBM to the world of white labeling social media. Add in widgets or a mobile gateway, mix in some product databases and static propoganda - and you might even have stumbled upon “digital lifestyle aggregation�.

We’ve been betting that this day would come. That corporate social networking (which included blogging) would make it to the big time. Now I get to compete with IBM on price, service, features and brand.

Let’s rock.

I can see Marc salivating from here (hm, maybe that’s drool).

This flavor of passion regarding corporate change reminds me of Cluetrain, 8 years ago.

Please open your bible to Chapter 5, The Hyperlinked Organization:

The Web, in short, has led every wired person in your organization to expect direct connections not only to information but also to the truth spoken in human voices. And they expect to be able to find what they need and do what they need without any further help from people who dress better than they do. This has happened not because of a management theory or a bestselling business book but because the Web reaches everyone with a computer and a telephone line on her desk.

So, the gulf opens between those who are connected and those who think an office with a door is a sign of success. The gulf is one of expectations, and expectations always guide perception. As a result, the company thinks it’s doing one thing while accomplishing the direct opposite with its connected employees. For example:

• The company communicates with me through a newsletter and company meetings meant to lift up my morale. In fact, I know from my e-mail pen pals that it’s telling me happy-talk lies, and I find that quite depressing.
• The company org chart shows me who does what so I know how to get things done. In fact, the org chart is an expression of a power structure. It is red tape. It is a map of whom to avoid.
• The company manages my work to make sure that all tasks are coordinated and the company is operating efficiently. In fact, the inflexible goals imposed from on high keep me from following what my craft expertise tells me I really ought to be doing.
• The company provides me with a career path so I’ll see a productive future in the business. In fact, I’ve figured out that because the org chart narrows at the top, most career paths necessarily have to be dead ends.
• The company provides me with all the information I need to make good decisions. In fact, this information is selected to support a decision (or worldview) in which I have no investment. Statistics and industry surveys are lobbed like anti-aircraft fire to disguise the fact that while we have lots of data, we have no understanding.
• The company is goal-oriented so that the path from here to there is broken into small, well-marked steps that can be tracked and managed. In fact, if I keep my head down and accomplish my goals, I won’t add the type of value I’m capable of. I need to browse. I even need to play. Without play, only Shit Happens. With play, Serendipity Happens.
• The company gives me deadlines so that we ship product on time, maintaining our integrity. In fact, working to arbitrary deadlines makes me ship poor-quality content. My management doesn’t have to use a club to get me to do my job. Where’s the trust, baby?
• The company looks at customers as adversaries who must be won over. In fact, the ones I’ve been exchanging e-mail with are very cool and enthusiastic about exactly the same thing that got me into this company. You know, I’d rather talk with them than with my manager.
• The company works in an office building in order to bring together all of the things I need to get my job done and to avoid distracting me. In fact, more and more of what I need is outside the corporate walls. And when I really want to get something done, I go home.
• The company rewards me for being a professional who acts and behaves in a, well, professional manner, following certain unwritten rules about the coefficient of permitted variation in dress, politics, shoe style, expression of religion, and the relating of humorous stories. In fact, I learn who to trust — whom I can work with creatively and productively — only by getting past the professional act.

Something’s gone wrong. Or maybe something now is starting to go right.

[…]

Bottom-Up

The Web is undoubtedly a part of your business plans. You’ve got it safely contained, under control, managed. Why, your organization has probably already installed a corporate intranet so it can publish the human resource policies that no one read on paper to people who now won’t read ’em on screen. Excellent!

Yes, your centralized corporate intranet has eliminated some paper and is making management feel vaguely cool. But that’s not the web that’s going to shake the foundations of your fort.

While you’ve been hiring consultants to create a slick corporate intranet, establishing policies about who gets to post what, and creating a chain of command to ensure that only appropriate and approved materials show up on your internal corporate home page, your engineers, scientists, researchers — hell even the marketing folks — have been creating little Web sites for their own use.

No one is controlling what’s posted on them except the people doing the posting. No one is making sure that the corporate logo is in the right place. No one is making sure that the writing is official, officious, and as dull as the pencil drawer of a recently downsized middle manager.

The real party got under way while you were still setting up the banners at the corporate prom. (This year’s prom theme: “Responsibility in a Web Age!”)

For example, by the time Sun Microsystems got around to counting, they had eight hundred intranets. And when Texas Instruments put in their corporate intranet, they invited everyone who had one already in place to register with the top-down one. Within a few months, two hundred and fifty internal sites had registered, and no one knows how many unregistered ones there were. Even a top-down intranet can take on a bottom-up feel, as happened at Lucent Technologies, according to an article in The Wall Street Journal. After Lucent brought together a product-development team of five hundred engineers across three continents and thirteen time zones, it watched dozens of them insert their own pages into the project intranet. Some of these pages related directly to the project; others were strictly personal, like, “Hey, look at this picture of me and my dog!” Either way, the project took on a human cast that never would have been present otherwise. In the end the team leader attributed the success of the project in no small part to “the ultimate Democracy of the Web.”

Granted, these are technology companies, but you don’t have to be a technical genius to create an intranet. If someone wants to share some information, they can turn their computer into a Web server. It’s free, and it’s getting easier every day.

The intranet revolution is bottom-up. There’s no going back. If a company doesn’t recognize this, the top-down intranet it puts in can breed the type of cynicism that results in ugly bathroom graffiti and mysterious golfing cart accidents.

The intranets under the radar screen — and the rest of the Net panoply, including e-mail, mailing lists, and discussion groups — ignore the corporate blather and ass-covering pronouncements. Instead, these new Web conversations are actually being used to get some work done.

And the work continues…

(originally uploaded by wmchu)

BarCampRDU came and went this past weekend and I completely missed out. With the stress of moving into the new house, completing my proposal work and working on the number of scattered projects I’m on, I just couldn’t find time to make the trip. But truth be told, as much as I wanted to check out the BarCamp experience, I was much more amped about spending some quality time with the Bonnie and Clyde of Web 2.0 themselves: Chris Messina and Tara Hunt.

We stumbled into connecting last year through one of my posts, followed up by chatting a bit via email and Skype and eventually met in person in a group lunch at SXSW in March. Since I couldn’t make it to Raleigh, I pinged Chris late last week with an offer to crash at my spot if they needed a place to stay. Low and behold, they did.

(shot at Finnegans, before we realized they didn’t serve breakfast and split to Jimmy’s Corner Cafe)

So… what do you do with a couple of uber-progressive, multi-tasking, San Fran geeks in Greensboro, NC with 18 hours on your hands? Keep it simple, stupid; beer, grub and talk shop.

Once they arrived and got settled in, we ended up walking downtown, settling in on MCouls rooftop and chatting about our latest geek ventures over Fish ‘n Chips and pints of Guinness (Tara, you’ve got to get the Guinness tolerance up).

Even though we all share a bunch of the same philosophies regarding business, marketing and technology, it’s still kinda amazing how much overlap our latest ventures have with one another. Both Citizen Agency and dotmatrixproject are efforts to:

• support our passionate desires to consult, design and build technology independent of a full-time gig
• work smarter (not necessarily harder) with great clients and interesting projects
• network with loosely connected, brilliant talent instead of building a salaried bench
• using collaborative blogging to generate credibility, trust and thinktank-like conversations — across our own teams and with the community of folks that participate in the resulting discourse

I’d like to say something grand, like, it’s the sign of how we can all work in the future, but I know that’s not true… at least not yet. Major props to Chris and Tara on that front though, as they believe 1000% in documenting their every success, failure and step along the way with the hope that their efforts can provide building blocks for others on a similar journey.

I completely share that philosophy and enthusiasm, but aside from transparent blogging, I’ve yet to implement it in tangible ways across my everyday (note to self: do that).

We ended the evening with a pretty intense conversation about geo-specific social networking, the digital divide and citizen media, or to be more specific, The People, Yes.

In a nutshell, Chris and I started off with slightly different perspectives of community. The concept of a geo-specific network didn’t seem to register with his quixotic stare, but I think we both nudged a bit closer to each other’s thinking by the end of the conversation. I’m all about working with people who’ve been there and done that, but I’d like for the majority of the grass-roots work and business and technology development to run through the people in this community.

Tara seemed to get my desire to work specifically with the people of Greensboro to build out a Greensboro-specific social network — as the more we work together as a community, the more we’ll come together as a community. Essentially, I want to start local and focus on the needs and strengths of the entire community of Greensboro to flesh the project out.

I mean, who knows what nuggets we’ll find in these fields and streams and underpasses and buildings?

In any event, I’m sure it wasn’t the last conversation we’ll have on the project. Both Tara and Chris are revolutionary thinkers, with their heads constantly spinning about with progressive ways to use technology to help us work, play and function better with one another. I’m only in the embryonic stage with The People, Yes, so I’m looking forward to many more chances to imbibe and share knowledge and perspective.

This weekend came and went way too fast.

Hip Hop is a global culture and overseas, especially in poor regions, the majority of its sound and image hasn’t been corralled into becoming a product of a corporate marketing agenda; it truly is an expressive and political vehicle for people on the street pumping culture shifting vibe back into their own communities.

As Kurt Shaw writes, “…Hip Hop can at the same time teach kids and transform the world.”

With the fervor of Web 2.0 and social networking, it’s only a matter of time before Hip Hop culture — the original mashed-up, shared expression of culture and politics — organizes across the globe, and on levels we haven’t even dreamed possible.

Big shout to ChicanoBlogs and cuauhtli, who turned me on to clips from the documentary, Resistencia: Hip Hop in Colombia:

I could’ve used this on Prom night. On second thought, that would have been a terribly bad idea.

(via Michael Arrington)