Decode

2009 the year of Firsts

Friday, June 5th, 2009

A Few years ago I had the unique pleasure of creating a role in a sort of amorphous multimedia project which explored the concept of Firsts entitled Orange Clouds. As a culture, a society and perhaps even as a species we are obsessed with Firsts. My experience illuminated quite a few challenges and some outstanding rewards associated with that oft sought position, First. From our historical vantage point we usually elevate the achievement and relegate the all important journey to the footnotes. In tracing the journeys of the pioneers featured in Orange clouds I was struck by the phenomenal risks they took. It seems that road of a trailblazer is necessarily fraught with risk and therefore often connected with youth. My greatest learning was that being first is always a journey defined by fear.
In reading A conversation with Lowell Bryan and Richard Rumelt I found myself constantly nodding in agreement and again contemplating the miraculous series of firsts that seems to have defined 2009. Management in this environment is unprecedented. Everything in this environment is unprecedented. Earlier this week Samir pointed out that Brian Deese is heading up the monolithic dismantling of GM. Hummer was purchased by a Chinese heavy machinery manufacturer. A development which North American auto industries are watching with the baited breath of an adolescent virgin about to experience his first kiss. One can almost hear Lewenza and his friends giggling as they whisper “Do you think that this means we get to sell our cars there?”
We have allowed ourselves to float along comfortably taking modest liberties thinking someone else is looking out for our best interest, but why should they? In fact often one should question how could they? As I have been known to say you get what you pay for. People always assume that this means that quality costs more and while effectively that is oft true it is not a natural conclusion that cheap is bad. You see antiquated though it may be I am a huge proponent of an apprentice based model of hierarchy. While you may not be most proficient at jobs you hire other people to complete you really need to know how those jobs are accomplished to truly assess if they’re being completed well. I still think that the knowledge garnered from consistent daily practice is invaluable. Translation: if management doesn’t really know how what the make/sell/do gets done they cannot replicate performance in changing environments. Well it seems the economic climate has drastically changed and the pervasive messages for me are elemental. First what an extraordinary time for all of us but young people in particular. We are become like that proverbial phoenix watching the ebb of the flames and preparing to rise from the ashes.The truth is that no one knows what comes next; we’ve shattered our own economic theory models and now we’re faced with that most dreaded of all economic and political woes – instability. The most interesting thing is that the volatility that created this mess is exactly and the fear it spurs is likely what we need to get out of it. From the 31 year old currently effectuating the largest bankruptcy in American history to fledgling chefs walking out on Canadian chef David Adjay over his refusal to source equitable trade coffee the marketplace is being redefined.
Next is the message I hear time and again and it is as old as the hills Keep It Simple Silly. We’re all afraid. Fear is life affirming. The upside of this economic situation is a levelling of the playing field where the experts may well be those people who see the problem and simply have the courage to offer a simple solution to a problem we are all afraid to face. Seems to me those cocky head strong whipper-snappers may have a leg up on that one.