Comments on: Companies: Get real before it’s too late http://gobigalways.com/companies-get-real-before-its-too-late/ Fri, 22 Aug 2008 02:02:21 +0000 http://wordpress.org/?v=2.5 By: Go Big Always - Here’s my crap, please talk about it http://gobigalways.com/companies-get-real-before-its-too-late/#comment-1771 Go Big Always - Here’s my crap, please talk about it Mon, 28 Jul 2008 13:32:36 +0000 http://gobigalways.com/companies-get-real-before-its-too-late/#comment-1771 [...] specific, passionate people at your company but other people like us who share the same interests. There’s no question that exposing reality is big business. And your company has no reason it can’t offer us new [...] […] specific, passionate people at your company but other people like us who share the same interests. There’s no question that exposing reality is big business. And your company has no reason it can’t offer us new […]

]]> By: Dennis McDonald http://gobigalways.com/companies-get-real-before-its-too-late/#comment-53 Dennis McDonald Tue, 05 Feb 2008 13:59:32 +0000 http://gobigalways.com/companies-get-real-before-its-too-late/#comment-53 Sam, your last three words are the key. Sam, your last three words are the key.

]]> By: sam http://gobigalways.com/companies-get-real-before-its-too-late/#comment-52 sam Mon, 04 Feb 2008 22:46:19 +0000 http://gobigalways.com/companies-get-real-before-its-too-late/#comment-52 @Dennis: Bingo. It's time to take this seriously and invest in the dialog. That means culture change, it means enabling software *and* it means a commitment to resources (both people to help mange as well as a commitment to act on the feedback). But again, this isn't about just opening up to the outside world, it should start in your own messy yard. It would be dishonest to "pretend" to be transparent or listening and all of this is about honesty and trust. Your Chinese restaurant window is a perfect example. Once people hold a mirror/window up for us all to see, we can then *do* something about it. Whether that's to walk away, whether that's to fix what's not genuine or put attention on what's not productive. Fear will be the divider of those who win and those who lose. This edict should come from the top, otherwise it will never happen. This is the new CEO's mission and they have to lead by example. @Dennis: Bingo. It’s time to take this seriously and invest in the dialog. That means culture change, it means enabling software *and* it means a commitment to resources (both people to help mange as well as a commitment to act on the feedback). But again, this isn’t about just opening up to the outside world, it should start in your own messy yard. It would be dishonest to “pretend” to be transparent or listening and all of this is about honesty and trust.

Your Chinese restaurant window is a perfect example. Once people hold a mirror/window up for us all to see, we can then *do* something about it. Whether that’s to walk away, whether that’s to fix what’s not genuine or put attention on what’s not productive.

Fear will be the divider of those who win and those who lose. This edict should come from the top, otherwise it will never happen. This is the new CEO’s mission and they have to lead by example.

]]> By: Dennis McDonald http://gobigalways.com/companies-get-real-before-its-too-late/#comment-51 Dennis McDonald Mon, 04 Feb 2008 20:59:14 +0000 http://gobigalways.com/companies-get-real-before-its-too-late/#comment-51 Sam, an interesting follow on question is how to manage this transparency. Let's assume a company makes a decision to expose some of its internal deliberations to the outside world, details that were previously hidden. What level of effort should it then put into managing this transparency? You can't expect an interested public just to silently watch any interesting goings-on, they'll want to have their say. So that means now that, as a manager, I need to justify allocating resources (staff time, etc.) to overseeing, interacting with, responding to, and moderating -- to some extent -- an added volume of conversations with members of the public who are now interested in getting "the inside scoop" as it develops. This all makes sense to me, of course, seeing as how I'm a booster of networking and collaboration practices. But I'm also reminded of a Chinese restaurant I visited several years ago that had a huge window running the length of its front hallway that opened onto the kitchen. This appeared to be a perfect example of "transparency," but the longer I stood there and watched the chefs perform, the more I realized that some were acting, going through the motions of busy work that made them appear to be busy. The overall effect, though, was one of great industry. I suppose if companies were to "open up" some of their internal deliberations that there might evolve the same level of performance. As you suggest, though, the public can tell when it's being told a story. Sam, an interesting follow on question is how to manage this transparency. Let’s assume a company makes a decision to expose some of its internal deliberations to the outside world, details that were previously hidden. What level of effort should it then put into managing this transparency?

You can’t expect an interested public just to silently watch any interesting goings-on, they’ll want to have their say. So that means now that, as a manager, I need to justify allocating resources (staff time, etc.) to overseeing, interacting with, responding to, and moderating — to some extent — an added volume of conversations with members of the public who are now interested in getting “the inside scoop” as it develops.

This all makes sense to me, of course, seeing as how I’m a booster of networking and collaboration practices. But I’m also reminded of a Chinese restaurant I visited several years ago that had a huge window running the length of its front hallway that opened onto the kitchen. This appeared to be a perfect example of “transparency,” but the longer I stood there and watched the chefs perform, the more I realized that some were acting, going through the motions of busy work that made them appear to be busy. The overall effect, though, was one of great industry.

I suppose if companies were to “open up” some of their internal deliberations that there might evolve the same level of performance. As you suggest, though, the public can tell when it’s being told a story.

]]> By: Hodges http://gobigalways.com/companies-get-real-before-its-too-late/#comment-49 Hodges Mon, 04 Feb 2008 15:24:41 +0000 http://gobigalways.com/companies-get-real-before-its-too-late/#comment-49 This is a fantastic analysis of the dynamic of 'transparency' in the work place. Far too often in my experience managers have used information to hold over heads, or simply control it as a means to control their own position, recognition, and tasks within the company. Exposing the 'details' and 'behind the scene' is part of brand image, equity, and brand goodwill, things that (as the author puts very well)are warped by 'highly produced communications'. In this age consumers can recognize what's been scripted or angled, and just the effort a company puts into that is enough to make that consumer wary. I wish more professionals were seriously recognizing not just the marketing benefits but the need for this kind of shift in business perspective! Thanks for the insight & analysis. This is a fantastic analysis of the dynamic of ‘transparency’ in the work place. Far too often in my experience managers have used information to hold over heads, or simply control it as a means to control their own position, recognition, and tasks within the company.
Exposing the ‘details’ and ‘behind the scene’ is part of brand image, equity, and brand goodwill, things that (as the author puts very well)are warped by ‘highly produced communications’. In this age consumers can recognize what’s been scripted or angled, and just the effort a company puts into that is enough to make that consumer wary.
I wish more professionals were seriously recognizing not just the marketing benefits but the need for this kind of shift in business perspective!
Thanks for the insight & analysis.

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