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:
2) the wind
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.
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]
The communications profession is in the midst of a revolutionary change (you might have noticed). In my mind, it boils down to a simple concept:
Old model = company has one voice
New model = company has many voices
Ah, the good old days. It used to be easy to go to the “official company spokesperson” to get the scoop on what “the company” was thinking. Now, with the advent of Facebook, Twitter, blogs, and a bunch of other stuff that probably hasn’t even been invented yet, and the blurring lines between people’s personal and work lives (damn you, Google!), it’s a lot harder for us communications folks to stay in control of how the corporate message comes out.
If you are the head of communications for your company, what should you do? Lock all the doors, scare the employees into online silence, and continue the status quo? This is what some companies are doing. There are very real concerns with how and when employees use social media tools in a work setting.
But ultimately, the shift toward a company of many voices rather than one voice is going to happen whether you like it or not. As Bob Dylan said, “You don’t need a weather man to know which way the wind blows.”
So rather than forcing yourself into a sucker’s choice of “Should I communicate my corporate story well or allow my employees to be using social media at work?” perhaps there is a better question:
I just finished reading the new book Free by Chris Anderson, which I read on my sweet new Kindle for the low, low price of… you guessed it… free (the Kindle edition was free for the first month, but you missed it, $9.95 now).
For those of you who aren’t familiar, Chris Anderson has been with Wired Magazine since 2001, and is currently the Wired Editor in Chief (a fact that I copied directly from Wikipedia, something he has also been accused of doing).
I’d consider Chris a member of the pantheon of Folks Who Can Decently Explain What the Heck Is Happening On This Planet Right Now, alongside Thomas Friedman, Malcolm Gladwell, and Michael Pollan, among others.
However, I have only recently forgiven Chris for his long tail concept that unleashed hordes of marketing droids blathering on for hours about the long tail of this and the long tail of that a few years back. I’m not saying he wasn’t right, it was a great book. But, dude, you have no idea what you put us through. Torture.
Here is my attempt to paraphrase the 300 pages of Free in two sentences:
The price of digital content is moving quickly toward free. So stop bitching about it and figure out a business model that allows you to make a decent living anyway.
It’s a brilliant book. And I’m not just saying that because I work for a company that figured out a way to build a profitable business model that plays well with free. As I was reading, I kept thinking how eloquently Chris was stating complex concepts that I’ve been living with at Red Hat for years, but had never been able to articulate (he even mentions us in the book three times, score!).
I also kept thinking what another great truthteller named Bob Dylan once said: “You don’t need a weatherman to know which way the way the wind blows.”
Or maybe you do. Turns out there are a lot of people out there who passionately disagree with Chris Anderson about the conclusions he draws in this book that I found rather obvious.