Catalytics

Slide 1: How to be an agent of change in a large organization

Slide 2: Why Catalyze? • Larger competitive and technological forces threaten organizations that are institutionalized against change • Web 2.0 and social networks enable Catalysts to work against the Innovator’s Dilemma • Catalysts have a responsibility and role • This isn’t about adopting technology, but using it with increased energy towards a goal

Slide 3: Case Study: ODDsters • Corporate activists within AT&T when the internet required change – www.strategos.com/articles/ODD_StrategyCreation.PDF • Ideally, the Opportunity Discovery Department (ODD) didn’t have to exist • 8 eclectics, a diverse group for change, shielded within Research, but worked across the organization • ODDster David Isenberg’s The Rise of the Stupid Network was leaked internal memo, brought change across the industry

Slide 4: Case Study: ODDsters • Publishing, Events and Networks • GNOST: Grassroots Network of Strategic Thinkers within the organization • SIP: Strategic Inflection Points, targeted points of influence within the organization, human (empty suits) and paper-based • Tapped GBN as a professional network outside the organization

Slide 5: Lexicon of ODDisms canary n. a person who detects signs of dangerous strategy/behavior; a person who tests a situation for the safe entry of followers confusooly n. a version of “management by regulated incompetence”; the modus operandi of telco incumbents data bomb n. a statistic with disturbing implications dead squirrel n. a strategy that has encountered the arrival of a freight train empty suits n. pl. up-and-coming executives who need ideas to advance their careers freight trains n. a trend that is going to flatten a company unless the company changes its strategy GNOST abbrev. Grass-Roots Network of Strategic Thinkers; an informal community of support humbitious adj. a state that combines the humility to recognize that one does not know everything with the ambition to be bold in fulfillment of one’s mission ignorance map n. a map that charts the critical information of which a company is ignorant jester n. a person who employs humor and self-ridicule to force executives to acknowledge difficult strategic issues learning journey n. a journey of discovery to an unfamiliar area or context magic feathers n pl. implicitly and intentionally indefinable concepts that companies believe are necessary for success e.g. middleware, platform [From Disney’s “Dumbo and the Magic Feather” in which Dumbo believes that he needs a magic feather to fly, whereas he already has all that he needs to fly—namely, his big ears]. Offering a “magic feather” as a solution stops all useful strategic discussion. naked emperors n. pl. misguided executives with delicate egos whom no one is willing to confront ODD abbrev. Opportunity Discovery Department; Opportunity Deficit Disorder; Organized Despair and Disillusionment ODDventure n. see learning journey reboot camp n. a learning journey that is designed to “chock and fix” unsuspecting executives stink tank n. a place such as ODD where dangerous, combustible ideas are generated strategic infection point n. a suitable point in an organizational process at which one can introduce a new strategic perspective strategic rubber chicken n. an indigestible attempt at strategy; usually served to lower level employees by upper management stratlets n. pl. hallway or elevator strategies; small pieces of strategy with the potential to grow into something larger substitute brain n. an external consultant Trojan hearse n. a vehicle used to engineer the departure of a naked emperor Unamailer n. a disgruntled knowledge worker who breaks the corporate code of silence concerning mismanagement and incompetence

Slide 6: What ODDsters Could Have Done • Avoided us vs. them—mentality that may have created some confrontation. • Tuned down their slight intellectual snobbism—even if corporate strategists don’t have sufficient technological background, theymight have other qualities. • Sought to create comfort zones where those illiterate in technology and telecommunications competition could have learnt without embarrassment (albeit some of this did happen through scenario planning for instance). • Should not have aspired to take over the strategy function of AT&T (in a clandestine manner) but sought to add value nevertheless. • Sought to address higher audiences in top management in a more systematic manner. • Have developed a plan B and the Revision A for ODD ready to go in 1998 when ODD, as it was initially conceived, no longer was viable. • Shared their transformational experience with more people—the fervor ODD created, must have scared those non-initiated within AT&T. • Created a wider-based coalition to support their ideas (again, a lot of this did happen through the seminars, newsletters, networks).

Slide 7: What’s New MANOPs • Ability to Meet, camp and remote • Ability to Aggregate, inside and out • Ability to Network, inside and out • Ability to Organize, self and others • Ability to Publish, inside and out

Slide 8: What’s Old • Heirarchy • Process • Budgeting • Mindsets

Slide 9: MANOPs: Meet • Barcamp-style meetings – Shared experience – Agenda surfacing – Networking • Remote – Conference calls – Look how open source developers collaborate with IM, IRC (chat) and wiki; without actually meeting • Apply to your organization and participate in your professional network

Slide 10: MANOPs: Aggregate • Leverage RSS Newsreaders to aggregate internal and external content on your issues • Share your subscription lists. Shared sources change minds over time. • Install Outlook plugins or bookmarks and don’t say its RSS

Slide 11: MANOPs: Network • Who are your peers? • Your professional network is your best source of ideas for change • Your internal network is your best source of means for change • Consider catalytics like GNOST

Slide 12: MANOPs: Organize • Insert wiki here • No such thing as collaboration without a goal • Which do you need, sanctioned budget or time? • Today, what can you accomplish without resources? – The cost of group forming is falling to zero – Intrapreneurship – IT: open source, SaaS and free tools – The value of prototypes

Slide 13: MANOPs: Publish • Means, not an end • Getting your idea across is more important than credit • First develop a resource, not a manifesto • Publish with others • Tim Bray: public posts change more than private?

Slide 14: Catalytics Conclusion Don’t be a revolutionary, help your organization be evolutionary Let’s discuss your issues with What’s Old and how to apply Catalytic MANOPs

Slide 15: Watch for SuitCamp ross.mayfield@socialtext.com ross.typepad.com