Chris Grams

The open source organization: good in theory or good in reality?

On occasion I get the opportunity to speak publicly about some of the things I’ve learned over the years applying the open source way in organizations.

In almost every case, when the Q&A session arrives, I’m greeted with at least one question from a poor soul who loves the idea of applying the open source way to management and culture, but doesn’t think it would ever work in his/her specific organization. Usually the comment is accompanied by some horror story about an evil co-worker, hierarchical boss, crappy HR policy, or some other impediment that would cause the open source way to fail.

And the sad truth? These folks are probably right. Many of these concepts wouldn’t work in their organizations.

So why do I waste my time talking about things that may not work in many organizations? Two reasons:

1) hope

2) the wind

Hope

Let me be honest. I’ve never run into a perfect model of the open source way in practice (if you have, please point it out to me!).

There are clearly some organizations that have figured out how to build open source principles into their DNA better than others. Wikipedia is a good example. The Fedora Project is another. Still, my guess is the people who are deeply involved in those projects on a daily basis would probably be able to show you some warts, places where old-skool practices are still evident.

We’ve set our company New Kind up as a corporate lab for the open source way. But we can’t make a case for perfection here either. We are still learning and prototyping.

So why not be more realistic? Why not give up and accept that some of these principles work better in theory than they do in practice?

Simple: I have hope.

What gives me hope? Two things. First, I have seen first-hand many examples of great things that happen when open source principles are applied within organizations. From the collaboratively-designed mission of Red Hat to the work of Fedora marketing team, I’ve personally witnessed the power of open source principles in action.

Second, I believe in the pursuit of perfection. Why not aspire to create better companies than we have today? What do we have to lose? I don’t know that we will ever see a perfect open source company. But by pursuing perfection, we are likely to get a heck of a lot closer than where we are today.

[Read the rest of this post on opensource.com]

Brand positioning tip #13: embedding positioning internally

If a tree falls in a forest and no one is around to hear it, does it make a sound? I don’t know the answer, but I can tell you that brand positioning not effectively communicated and embedded both inside and outside your organization will definitely not make a sound.

So how do you ensure your brand positioning exercise isn’t in vain? How do you communicate your positioning both inside and outside the walls of the organization? In these next two brand positioning tips, I’ll try to answer that question. Today, we’ll tackle how to embed the brand positioning within your organization.

So here we are. Your positioning exercise is complete. You’ve identified one or more competitive frames of reference. You have clear points of difference distinguishing you from competitors. You’ve articulated the points of parity you need to achieve. And perhaps you’ve even decided on a brand mantra. Now what?

For most organizations, the next step is to build a plan to embed the positioning internally. Unless you work in a small firm, I’d recommend you don’t build this plan alone. Instead, convene a strategically-chosen team of folks to help you build the right plan for your organization.

Who should be on this team? I’d pick a group of 10 or less people from the following two sources:

Continue reading →

Are you building a community or a club?

I’ve never been much for clubs. When I was young, I made a lousy cub scout. I wasn’t a real “joiner” in high school or college either (just enough to get by) and I still don’t get actively involved in many professional associations today.

But I’m a sucker for a noble mission. I find myself getting drawn into all sorts of things these days. Good causes, interesting projects, even big ideas like the reinvention of management all share my extra attention, brainpower, and resources.

I love to contribute to things I believe in.

So why don’t I care much for clubs or associations? They are typically groups of people who have come together to support a common purpose. Right?

I believe many of these groups have fallen into the trap of losing touch with the core purpose that brought the initial group of people together in the first place.

They have lost their raison d’etre.

In the beginning, most clubs start off as communities. In fact, the definition of a club is “an association of two or more people united by a common interest or goal.” Which is pretty similar to this definition of a community: a “self-organized network of people with common agenda, cause, or interest, who collaborate by sharing ideas, information, and other resources.”

So what goes wrong? How and why do clubs and associations lose their sense of purpose?

First, let’s take a quick look at how a community might grow in an ideal setting. Watch the short animation below before you read on:

[Read the rest of this post on opensource.com]

Want to reinvent management? Start with the managers.

Maybe some day we’ll look back on the role of the manager in our organizations and laugh.

Such a quaint trend. Kind of like having The Clapper in every room of your house, or wearing multiple Swatch watches, or working out to Richard Simmons videos. Each seemed really helpful at the time, but looking back, we kind of wonder what the heck we were thinking.

OK, I’m exaggerating. After all, the manager/employee trend has been going strong for 100 years or more. But are we seeing enormous changes in the role of managers on the horizon? Signs point to yes.

In some of the most forward-thinking businesses and in many projects being run the open source way, the traditional manager/employee relationship, which looks something like the image above, is being replaced with something much less formal and much more flexible.

I think the new model looks more like this:

[read the rest of this post on opensource.com]

Five questions about open innovation with Stefan Lindegaard

On Wednesday, September 1, opensource.com will be hosting a webcast with Stefan Lindegaard, one of the world’s leading experts on open innovation.

If you want to bring in external partners to your innovation process, these partners expect that you have order in your own house. If you fail to work efficiently with these partners nothing happens in terms of outcome. Even worse, the word spreads that you are not a good innovation partner and thus you will have a harder time attracting future partners.

Some companies believe that if they just embrace open innovation, then all their internal innovation issues will be solved. This will not happen. Open innovation is not a holy grail.

[Read the rest of this post on opensource.com]

Does your organization need a “no policy” policy?

Daniel Pink published an interesting piece over the weekend in The Telegraph about Netflix‘s innovative corporate policy of not having a vacation policy.

Meaning, employees don’t have a set number of days they get off each year, but instead can take vacation whenever they want. From the article:

At Netflix, the vacation policy is audaciously simple and simply audacious. Salaried employees can take as much time off as they’d like, whenever they want to take it. Nobody – not employees themselves, not managers – tracks vacation days. In other words, Netflix’s holiday policy is to have no policy at all.

This may sound like a recipe for disaster to you, but it hasn’t turned out that way for Netflix. In fact, as the rest of article highlights, not having a lot of corporate policies may be a fantastic strategy for engaging 21st century workers.

[Read the rest of this post on opensource.com]

OpenIDEO: a new experiment in open innovation

This week, those smart folks over at IDEO launched a new project they are calling OpenIDEO. If you aren’t familiar with IDEO yet, you should be—they are the poster children for design thinking specifically and 21st century innovation more generally.

IDEO has been responsible for groundbreaking designs of everything from computer mice to toothbrushes to brand experiences, and it is the home of superstar thinkers like Tim Brown (author of the recent book called Change By Design) and Tom Kelley (author of The Art of Innovation and The Ten Faces of Innovation).

What is OpenIDEO? Here’s what the website says:

OpenIDEO is a place where people design better, together for social good. It’s an online platform for creative thinkers: the veteran designer and the new guy who just signed on, the critic and the MBA, the active participant and the curious lurker.

So it is basically an experiment in open innovation, a place where IDEO can be the catalyst of a conversation among really smart folks from different disciplines that might lead to solutions for big, complex social problems.

If you are a skeptic, you might immediately wonder what’s in it for IDEO. One person asked whether IDEO planned to make money with the “crowd’s” ideas, and Tim Brown answered like this:

[Read the rest of this post on opensource.com]

Is your culture made of gold or fool’s gold?

When I hear people talk about how awesome their organizational culture is, I often find myself wondering what sort of “great” culture it is.

For me, great cultures fall into two categories: entitlement and mission-driven. Those “best places to work” lists don’t usually make a distinction, but I do. Here is the difference:

Entitlement cultures

The surest sign of an entitlement culture? When someone tells you why they like their work, they give you an example of a benefit not related to the work itself. Some examples:

I get on-site daycare.
I get free snacks and drinks.
We have great health benefits.
We have a flexible work-from-home policy.

From what I’ve observed, entitlement-driven cultures resonate most with people who have a deeply held desire for safety, security, and quality of life.

Mission-driven cultures

It’s no secret that I believe organizations with a strong shared purpose, mission, or vision beyond the bottom line have a huge advantage over those that don’t. I was able to witness the power of a mission-driven culture first hand at Red Hat, and I see these cultures all of the time in the both the open source and design worlds.

Ask someone why they like working in a mission-driven organization, and they are likely to say things like these:

I believe in what we are doing.
I love coming to work every day.
I leave work each day with a sense of accomplishment.
I am changing the world.

My personal experience has been that mission-driven cultures resonate most with people who have a deeply held desire to find meaning in their work above all else.

Can companies have both cultures at once, and be both entitlement-driven and mission-driven? Absolutely!

And a culture where people believe in what they do and enjoy safety, security, and quality of life is the best kind, right? Let me be controversial:

I don’t think that is true.

[Read the rest of this post on opensource.com]

Quit marketing now tip #1: default to personal communication

Ah, poor marketing.

It has definitely been a rough patch for marketing the last few years. From those predicting that [fashionable term X] is the “new” marketing (social media! engagement! community-building! customer experience! design! communications!) to those predicting its outright demise, there are a lot of people looking past marketing to whatever comes next.

It's hard for me to say I'm sorry for putting a picture of Chicago in this blog post. I just want you to know.

For many of us, marketing is what we know. We’ve been practicing marketing so long, it is, to paraphrase Chicago (yes, I just did that), a “hard habit to break.”

So if you’ve been tearfully exclaiming, “I wish I knew how to quit you, marketing!” I come bearing hope. What follows is the first in a series of things you can do right now to break marketing’s hold on you. Quitting has to start somewhere. It might as well be here.

First, a short history:

In the beginning, communications were personal. I’m sure it all started when Og was sitting in the cave talking to Grog about his new stone arrowhead design, responding to Grog’s questions and telling stories about all of the animals he had killed with the new arrowhead (brand positioning: lighter design, so you can throw farther, kill bigger, and feed your clan better).

Fast forward to the Industrial Revolution, and all of the sudden we humans were creating goods and services that could be delivered to many more people at once than ever before. While this was fantastic, and made a lot of people a lot of money, the downside was that we could no longer communicate the benefits of the goods we were making to each person individually.

So we developed new ways of communicating to many people at once—mass communications. Along the way, the idea of marketing was born (fun fact: a telegraph was used for mass unsolicited spam as early as 1864!).

And all was awesome. For about 100 years or so.

Continue reading →

Managing clouds and the death of formality in business

I’ve been toying around with a new hypothesis. Here it is:

Formality in business is dying.

Now I am not talking about Blue Jeans Friday and Bring Your Pet to Work Day all of the sudden cropping up everywhere. I’ve seen very formally-run businesses where people showed up in jeans with their dogs or whatever. So much superficial informality.

What I’m talking about is a fundamental shift of business culture and management practices from formal to informal in many innovative companies. What do I mean? Let’s take a step back.

Here are two of the ways Merriam-Webster defines the word formal.

– relating to or involving the outward form, structure, relationships, or arrangement of elements rather than content
– having the appearance without the substance

That first definition of formality stands out for me as a perfect description of almost every formal business practice I have ever encountered. “Relating to or involving the outward form, structure, relationship of arrangement of elements rather than the content” (emphasis mine).

Organizational charts. Job titles. Performance reviews. Operational reviews. Strategic planning projects.

In your experience, do these things usually reflect the man-on-the-street reality of the business? Or are they an attempt to impose structure on things that do their best to defy it?

The irony is that, while most formal business practices are attempts to manage the complexity of business by defining structure, they usually fail miserably to capture the true complexity of business. They focus on the structure rather than the real content—and they usually don’t even get that right.

In my experience, most business practices that attempt to formalize structure are about as successful as attempts to construct buildings out of clouds. By the time we finish the plan, everything has already changed beyond recognition.

[Read the rest of this post on opensource.com]