11.23.2009

Is Obama the second coming of Nehru

As Manmohan Singh, the Prime Minister of the world's other great democracy, arrives at Washington D.C., Barack Obama may feel the lingering shadow of Jawharlal Nehru, India's first Prime Minister, and a towering figure whose singular status and ambition closely resembled Barack Obama's and whose career offers ground for both hope and caution for Obama. Much of modern India is a legacy, direct or indirect, of Nehru who took advantage of a unique historical opportunity to remake India in his own image while describing himself as one of 'little men serving great causes, but because the cause is great, some of that greatness falls upon us also'. Obama has similarly never shied away from his desire to 'change history's course', frequently decried 'poverty of ambition' and repeatedly asked Americans to 'hitch your wagon to something larger than yourself'. Nehru's life is probably more instructive to him than anybody else's.

When Jawaharlal Nehru became the first Prime Minister of independent India, he sparked the same euphoria that Obama's election triggered. 'It was Times Square on New Year's eve', wrote an American journalist, 'More than any one else, the crowds wanted Nehru'. Much like Obama, Nehru was a wonderfully talented writer, a gifted orator, loved and adored by throngs of crowds everywhere, and educated at elite schools. As a young man, he flirted with what was still proudly called socialism in the 30s much as Obama was drawn by community organizing and (and perhaps briefly) the ideas of Fannon. His election as Prime Minister gave hope and voice to millions, the vast majority of whom had scarcely dared to dream that such a day would come; he was at once a symbol and a beacon, a 'moral force' -- suddenly amplifying the aspirations of millions of people and simultaneously demonstrating that the impossible was no longer so. Obama bestrides our collective consciousness much the same way -- to many people he is both the ideal and the idol. And some would say the idle, but more on that later.

Superficial similarities aside, Obama seems to be following the Nehruvian template in 3 distinct ways -- one, an abiding faith in the role of the government as a force of good; two, a distinct preference for the 'leavening hands of wise policy' and policy wonks over practitioners that sometimes seems tinged with an intellectual disdain for business; and three, an idealistic view of the world and foreign policy that seems driven as much by nobility of thought as it is by pragmatism and the harsh reality on the ground. Let's consider them in more detail.

Obama has undoubtedly been characterized rather harshly by his opponents as a proponent of unlimited government. What is undeniable however is his faith that people 'want their government back'. The push for greater regulation, the government ownership of high profile firms, and the expansion of health care are all steps that will visibly bolster the role of the government. Nehru charted a similar course after he became Prime Minister. The government assumed control over the 'commanding heights' of the economy, a planning commission was established, and Nehru was immensely proud that the work of the commission had made the whole nation 'planning conscious'. Many parts of the compliant private sector and the academic community were of course happy to concur that only the state could 'help diminish the inequalities of income'. Obama is playing out a similar scene today -- betting that the government can do what the private sector cannot.

The expansion of the government role was led by highly trained technocrats hand-picked by Nehru, most of whom had cut their teeth in think tanks and academic institutions rather than in industry. These were the policy wonks and the czars of their day -- much like Obama's czars who often don't have extensive experience in the industries they have set out to change (a la Steve Rattner), but bring other skills to their tasks. Skills that appeal to Obama but not necessarily to people within the industries concerned. Nehru made similar picks and appointed them in key positions. Prasanta Chandra Mahalanobis, a trained physicist and an 'awesome polyglot, the kind of man for whom Nehru was guaranteed to fall' rose to key government positions writing policy notes on the economy that caught Nehru's attention. Krishna Menon was another minister whose chief credential was an intellectual sophistication that Nehru admired. A trait that many of Nehru's closest policy associates shared was a belief in modernization and science and technology as levers of positive change. To Nehru this translated as a fetish for 'industrialization' in much the same way as 'green technologies' seem to infatuate Obama. Nehru may have been mostly right. Perhaps Obama too will be.

Foreign policy was an obvious arena for the cosmopolitan Nehru to play out his ambitions and serve as the 'bond between India and the world'. Here he was 'always fascinated by world trends and movements' with an opportunity to define a new world order in which 'we lead ourselves' and 'avoid entanglement in power politics and not...join any group of powers as against any other group'. This was the policy of non-alignment, one of Nehru's finest achievements -- at least in theory. Obama seeks similar new rules that 'give hope to those left behind in the globalized world'. He chafes that 'never has the US possessed so much power, and never has the US had so little influence to lead'. Like Nehru, he believes that idealism must have a place in foreign policy and that good intentions can go very far indeed.

So how did it play out for Nehru, and what is the prognosis for Obama? For Nehru many answers lie in the state of India today -- a vibrant democracy that prizes its diversity and secularism and where minorities and the historically powerless have an outsize influence on the polity (numerous caveats included). This was a legacy that Nehru crafted against immense adversity and the highest praise may have come from the gadfly Nirad C. Chaudhuri when he wrote that Nehru had 'prevented actual conflicts, cultural, economic, and political. Not even Mahatmaji's leadership, had it continued, would have been quite equal to them'. The report card on foreign policy and the economy is decidedly more mixed. Nehru may have been partially responsible for perpetuating the rancor that characterizes India's relationship with Pakistan and his China policy, blinkered as it was by romantic naivety, was an unmitigated disaster. The economic results are difficult to judge -- Nehru helped lay the foundation for a self-sufficient economy driven by a highly skilled labor force; this was however achieved through a centralized bureaucracy that stifled creativity and enterprise and an educational and health system in which self-described centers of excellence obscured the reality that shoddiness accompanied every aspect of life in India.

Nehru died unhappy for a man of his immense accomplishments. He might have foreseen the impending decline of India as the policies he had initiated were pushed beyond their logical limit by intellectually limited successors (including his daughter) who were truer to Nehruvian principles than Nehru's educated skepticism ever allowed him to be. And that might be the greatest lesson for Obama -- an outsize personality may constrain the long-term ability of acolytes, and an expansionist government may be the answer in the short-term but it can be a Faustian bargain. It took India almost 30 years and Narasimha Rao and Manmohan Singh, two painfully uncharismatic politicians, to pull it back from the morass of pseudo Nehruvianism. Nehru may have unwittingly created a world view destined to collapse in the hands of lesser mortals. Obama needs to start thinking 'after Obama what?' right away. His most earnest followers know not what they will do.

11.18.2009

Collaboration - don't tie me up, don't tie me down

Are you still searching for that best-in-class collaboration tool? The goal of a single, secure, all-purpose enterprise tool is seductive beyond belief, but it unfortunately isn't likely to translate into reality soon (you're of course free to spend a couple of million bucks to find out). Folks in your organization are likely already collaborating and sharing on a wide variety of tools/platforms (perhaps even on the cloud!) while you frantically but futilely preach good practice, integration, and standards to them. Sometimes you may even hear them beg you to drop that enterprise dream of yours and please, please, please -
  • Manage my identity - how about you start by figuring out how I can use my organizational ID all across the cloud, without being forced to register by each service provider? Is OpenID the answer? Can my external stakeholders use a common ID across all organizational sites/services? Can you find me something else
  • Let me easily register with the organizational search (without throwing a long rule book at me that bars everything I do) - sure the enterprise search engine you are rolling out will be wonderful, but can you please extend the definition of your 'enterprise'? Can I start a new service in the cloud and one-click to register my portion of the service (let's say my wiki) with the enterprise search engine? Would that solve your silo problem at all
  • Track behavior and connections - do you have a CRM like solution that can track me and my connections across all the environments we use, including the cloud (when I'm in my organizational guise) and provide services that cater to my whole online personality (rather than its fractured versions on different websites)
  • Unify my experience - sure I work across a wide variety of tools/platforms as do a lot of folks/departments I work with? Can you help me create a single window into all of these
Are you listening? Could this be more valuable than what you have traditionally done?

10.28.2009

Collaboration -- it ain't me I'm looking for

Are you looking for a best-in-class collaboration tool that integrates well with your IT infrastructure, preserves your considerable IT investment in other areas, and is compliant with your internal policies, standards, and security requirements? Well, all the very best to you but it may be time to think outside the cubicle. Introspection may be beneficent for the soul, but when it comes to collaboration, you're staring the wrong way if you're looking inside yourself (or your organization).

Think about it this way - collaboration isn't about you, it's about others. It's about the people you want to collaborate and work with. It's thus not about the tools you use, it's about the tools they use. And a lot of them probably don't and won't use the putative best in class enterprise tool you select. The world just isn't as homogeneous any more. So is it really worth investing all that time and energy (and money) in that one tool that you think looks the best from inside your organization? Shouldn't you be open to using whatever the heck your partners out there want to use, as long as you can get your work done?

That, depending on your point of view, may sound a little immature or 'wild west' or ad hoc, but it may be your best bet to succeed in an environment that prizes flexibility, speed, and cost-effectiveness. You can't tie yourself to a tool and expect the world to fall in line.

9.28.2009

Learning to learn learning

There's a compelling case to distrust IT products designed solely by engineers (cue grumbling about usability, design, communication, and more). Is there a similar case to abjure learning products crafted purely by teams of learning professionals? Especially in corporate settings?

Corporate learning, if you ignore the approbation the learning industry heaps on itself, is in shambles (I exaggerate, but...). A recent survey suggested that fewer than 5% of corporate leaders are satisfied with the learning program in their organization. Can one of the reasons be the fact that corporate learning is increasingly learning of the learning professional, by the learning professional, and for the learning professional? Is that why you see corporate learning groups focus so much more on learning production than on learning results?

The inevitable result -- courseware that is designed to appeal to learning professionals (how many objectives, how many concepts, how many questions, how many practices, how many demos, how many hours, how many screens, how many pedagogical features, how many events, how many participants...) but conspicuously ignored by its audience (as LMS data in many organizations attests).

I should concede that this approach does have a few things going for it and works fairly well for procedural learning or for hermeneutically sealed knowledge (think working on an assembly line or operating a software system) but its value disintegrates rapidly in the face of the more sophisticated learning challenges that internal learning groups are meant to address in 'knowledge organizations'. One response from managers of learning programs is that corporate leaders 'don't get' the role of learning but should they be wondering instead if 'learning' as a separate line of business hasn't outlived its value and become too insular? Is there a case to explicitly unify learning with other knowledge products/resources/people? Can learning professionals look beyond fidelity to their practice? Should the leaders of learning programs diversify staffing, expand the list and type of content creators, stop thinking 'learning' and start thinking 'performance, context, and people', merge learning with other forms of explicit and social knowledge, stop calling it learning, cross their fingers...

Doesn't the best learning occur when people don't realize they are learning?

9.17.2009

The last CIO

The answer to the question is perhaps immediately obvious but let me ask it anyway - is it time to fire your CIO and never hire another one? This after all is the golden age of CIOs - technology and associated information services have fundamentally altered the workplace over the last couple of decades and there is nary a large organization (or in developed countries at least - government agency) that doesn't have a CIO. Many organizations in fact have a CTO AND a CIO. And CIO job descriptions liberally sprinkle talk of 'strategy' and 'vision', making CIOs sounds like indispensable organizational leaders (and a place on company boards reinforces the high regard with which many CIOs are held).

This is probably all well and good, and if you expect nothing more than 'people leadership, managing budgets, business alignment, infrastructure refresh, security, compliance, resource management, managing customers, managing change and board politics' from your CIO (as a recent survey suggested most CIOs define their jobs), you can stop reading now. If you reckon your CIO is the equivalent of a senior officer (say a Director), albeit with a fancy 'C' tag (and these tags are indeed being liberally distributed these days), you're doing alright. If however you view your CIO as a game-changer, you might be in for a little disappointment.

That really is the crux of the question (and it applies to every C level position). Does the work of your CIO confer competitive advantage to your firm - if the answer is yes (as it will be for many technology firms or for firms that rely on technology as a differentiator - think Netflix or Fedex or Walmart or Amazon or Goldman Sachs and other high speed traders), then sure you absolutely need your CIO. If however your CIO is just keeping the engines running (as many inevitably do or are hired to do), then you might want to pause for a rethink. Would a competent senior officer do instead? Especially as business has begun to clamor more incessantly for greater control over and visibility into IT? And the cloud has begun to creep into territory traditionally occupied by IT? And that business is less content to let technology constraints or preferences drive its strategic direction? And IT capacity has become notoriously difficult to sustain within organizations whose business isn't IT? Shouldn't then the smart CIO begin to work on preparing organizations for life without one - that would be an indisputable sign of success.

There is of course always another option - welcome on board a Chief KM Officer, and a Chief Learning Officer, and a Chief Change Management Officer, and a Chief Strategy Officer, and a Chief Communications Officer, and a Chief HR Officer, and a Chief Fun Officer, and a Chief Procurement Officer, and a Chief Business Process Officer, and a Chief...

Or stop and ask your CIO - can you use technology to set my firm apart from all my competitors? The answer still can be yes. In every industry and domain.

6.16.2009

3000 sites to Graceland

This one shan't make me popular but here goes anyway. Does YouTube fret that too many individuals are posting the same videos on the site; does Google complain that there are too many websites in the world on the same topics; does Wikipedia carp about having too many writers/editors on the same subject; does TED cavil that there are far too many bright people in the world with far too many bright ideas; does your organization agonize that it has 400 Sharepoint sites (and counting) and 3000 websites?

No, no, and no, but YES on the last one. Your organization (unlike the others listed above) likely does chafe that its web environment is disorganized and that its Web governance is anaemic (despite a plethora of committees, councils, boards, and secretariats). And a key evidence is the fact that it has too many websites and web spaces (that aren't managed or contradict each other). The 9 or 11 websites on Topic X is probably everybody's favorite example, and the story of 400 or 480 Sharepoint sites has probably already become a lightning rod among furious assenters. I must confess that there's a certain point to the hand-wringing about the unseemly growth in the number of websites but as is often the case, this may just be the symptom of a different problem.

The question that an organization should really be asking is not 'why the 19 sites on topic X' but 'why are 19 different groups working on topic X' and if there should indeed be 19 different groups working on topic X, 'why aren't they working together or collaborating more'. There may indeed be perfectly legitimate answers to these questions but you can't (and shouldn't) resolve the issue by shutting down the 18 websites whose Webmasters don't care (or exist) any more, or by merging them all into 1 'master' website destined to collapse under the weight of hubris. What Web teams instead should focus on are the user experience and credibility problems that readers encounter -- how do you build common functional search across all websites (even if there are thousands of them) from a common/pervasive location, how do you gradually recede poor quality content from view while taking care to preserve and promote valuable content (even if it old and poorly managed), how do you simplify the user experience without making your content resources simpler. With everything moving to the web, the notion of a website (or websites) is becoming increasingly muddled -- the quest for ONE website may thus be anachronistic anyway.

None of this to deny the need to 'clean up' your Web -- you just need to be sure you are answering the right questions.

5.27.2009

An editor is not just a wordsmith

Continuing the occasional series on roles in design teams (see this post on the role of ethnographers, and another one on content strategists), let's talk about what editors do and what you should expect from them. The editor position is probably the least likely to raise questions about its function (unlike say ethnographers or information architects, whose roles are relatively unknown outside information design circles), but it is widely misunderstood (or rather 'under-understood'). To most people, editors are wordsmiths who smooth sentences, correct grammar, hold writers' style in check, ensure consistency and standardization, and, in some cases, convey a brand through language. That is all true and many organizations struggle to get even this right, but it is a very limited understanding of the role. Here are a few other tasks you should demand out of your editors --

1. Create an editorial agenda -- this is what newspaper editors do as a matter of norm, but few editorial boards within organizations/corporations are up to the challenge. Editors working with communications and strategy must embrace a pro-active stance rather than a purely reactive or calendric one. Good editors see content as business output that is either intrinsically valuable (as say news or literary content is), or that imbues other products with greater value (think restaurant menus!). Editors must constantly seek to place content at the core of business, rather than at its periphery
2. Shape content -- sometimes editors suffer from tunnel vision -- fastidious to a fault within a very narrow domain and energized by their restricted view (everybody has a story about gleefully maniacal editors defenstrating copies in which a lone modifier dangled inappropriately) -- but good editors are quick to understand that while correct grammar and style is important, it is the most fungible part of their job. Creative editors focus instead on how content is assembled, what meanings it conveys, how it engages people, and how it connects with other knowledge. The aim of an editor is to create better writers, not just correct(ed) ones
3. Broaden the scope of content -- the online editor has long understood that content is not just text or narrative information, and that data is a critical part of the content arsenal. Editors have also become increasingly multimedia savvy and audio-video content is de rigueur in many organizations. These are wonderful technical advances and many editors have done well to keep pace with them. The one area that still needs work is the answer to the question 'what is content'. Many editors are still content to answer it in the traditional way -- documents, articles, reports, etc. Fortunately, others have come to embrace a broader definition that includes user generated content, data from user actions that becomes content, third-party data and content that creates new content opportunities on an organization's site, mashed-up content, and more. Each of these requires as much editorial attention as more formal content does (that is why Amazon's user reviews are far more useful than those on comparable sites -- what reviewers write is only part of the story)
4. Create structure and methodology -- an editor's role extends far beyond what she herself does. Style guides are an obvious artifact that most editorial teams produce but stakeholder expectations go well beyond that. Editors help people understand how, when, and why to produce content; they answer questions like when is a content piece actually finished; they help people understand attributes that distinguish superior content from junk; and they establish and manage processes that keep the editorial room humming. A good editor helps create better content partners

None of this is to run down the wordsmiths (I was one, for a while!) but really, there has never been a better time to be an editor (the world's never been so awash with content!) and there are new opportunities for the taking every day. This is bucking up each one of you.