Five ways to strengthen your company’s immune system

I’m not usually a germophobe, but the last few months I’ve been walking around opening doors with my elbows and washing my hands constantly. I’ve been freaked out by the constant updates on Facebook about what my friends/friends’ kids have come down with now. So far, my immune system has held up pretty well, but I always worry that H1N1 is only a doorknob away.

These are trying times for corporate immune systems too. The economic meltdown has exposed corporations to all sorts of risks they don’t deal with in the regular course of business. Many corporate immune systems have failed, putting millions of people out of work. It begs the question: how resilient is your company? And how can you make your corporate immune system stronger?

I got to thinking about this corporate immune system concept after reading the new book The Age of the Unthinkable: Why the New World Disorder Constantly Surprises Us And What We Can Do About It by Joshua Cooper Ramo. In this fantastic book, Ramo (former foreign editor of Time Magazine, now a foreign policy/strategy consultant at Kissinger Associates) offers his thoughts on what we as a society need to do to adapt to a rapidly changing world.

Ramo talks a lot about the idea of creating a stronger global immune system. Here’s what he means:

“What we need now, both for our world and in each of our lives, is a way of living that resembles nothing so much as a global immune system: always ready, capable of dealing with the unexpected, as dynamic as the world itself. An immune system can’t prevent the existence of a disease, but without one even the slightest of germs have deadly implications.”

Ramo presents this in idea in the context of how we protect ourselves from a scary world– terrorists, rogue nations, nuclear proliferation, and all that, but the concept applies well to the corporate world as well– tough competitors, fickle customers, shrinking budgets– we corporate folks have our own demons.

So how do we shore up the ol’ immune system? Ramo refers to the philosophy of building resilience or “deep security” into the organization. Continue reading ‘Five ways to strengthen your company’s immune system’

Can mass collaboration save our beloved Pabst Blue Ribbon?

At the beginning of November, news sources reported that Pabst (maker of Pabst Blue Ribbon, the official beer of our little honky-tonk band) was up for sale. Apparently, Pabst is owned by a non-profit foundation and the IRS has been trying to get the foundation to sell it for years.

Problem is, last time Pabst was on the market in 2005 there were no buyers, and the IRS gave them a reprieve until 2010 before they had to try again.

The selling price? $300 million. Which doesn’t sound too bad until you hear that Pabst doesn’t even have any breweries– the last one closed in 2001. They are now essentially a marketing vehicle for a bunch of beer brands, including PBR, but also Old Milwaukee, Schlitz, Stroh’s and about 25-30 others (check out the full list here).

Well now two enterprising advertising agencies have banded together to see if they can create a mass collaboration movement to buy Pabst. They’ve created a website called Buy A Beer Company where you can actually pitch in to purchase a piece of Pabst for yourself. Once they get to $300 million in crowd-sourced funds, they make a formal offer to buy the company.

Sound like a marketing stunt? It is… but it has only been going on for two weeks, and they have already raised almost $10 million!

That’s pretty impressive for a stunt.

Who knows were this will lead? Perhaps a rival crowd-sourced movement will appear and make an aggressive counter-offer? Or maybe some rich investor will swoop in and buy Pabst, the two ad agencies, and their list of donors all at one time. One way or another, it’ll be interesting to watch what happens next. If you want to stay tuned in, you can follow the Buy a Beer Company Twitter feed here.

Catalyst or controller of the brand message? Here’s some new data.

A key theme we’ve returned to over and over in this blog is the idea that the corporate model for communications is rapidly changing from one where communications leaders keep tight control of the message their company is putting out to a model where these same folks are instead the catalyst for the ensuring the brand message is delivered well– whether by them, by other employees, or by brand evangelists.

This communicator has the right idea. Conduct a symphony of communications rather than trying to play every instrument yourself.

Control to catalyst.

It’s happening whether we like it or not. So it is a good time to heed my friend Tom Rabon’s advice: “the train can’t run you over if you’re on it.”

How do you get on board? I keep coming back to the fabulous report by the Arthur W. Page Society, The Authentic Enterprise, which lays out this change in great detail. If you are in the communications field and haven’t read it, please do. It’ll help.

As formal communications channels like advertising and press releases become less relevant and things like social media and reputational capital become more relevant, marketing folks are simply going to have to make changes to where they put their money and effort if they want to continue to be successful.

A new study out today from The CMO Club and Hill & Knowlton (and reported on CMO.com) suggests Chief Marketing Officers are still running behind in moving their marketing dollars from the old model to the new one. According to the study, 84% of these folks spend less than 10% of their budgets on social media and non-traditional communications channels, and over 1/2 of them spend 5% or less.

That means they are still spending a lot of money on the old tools of the trade.

A quote from the CMO.com story:

Continue reading ‘Catalyst or controller of the brand message? Here’s some new data.’

Help! Who the heck are you? (a poll)

When I first started this blog, my hope was to create a home for an open source perspective on brand, culture, and community issues in communications and business.

I figured there might be some people out there in business-land who don’t really understand all this open source stuff too well, and would like to hear more about how the open source way might apply to the issues they face in their work. After all, lots of folks are writing about open source in the macro business context (Chris Anderson, Malcolm Gladwell, Gary Hamel, Tom Peters among many others), but not too many of them work inside an open source business.

I have a sense from the comments I get that there are quite a few readers who have already drank the open source kool-aid too (thank you, friends!).  I may not always have as much to offer you, but I love getting your comments and ideas because they make me work harder, give me new ideas, and they often force me to challenge my thinking about open source.

I definitely want to understand who is coming here a bit better. So today, a simple question– who are you?

Thanks for responding, hopefully it’ll help me make this a more interesting place!

The Adaptable Company: Gary Hamel’s new book that isn’t

Over the past few weeks, Gary Hamel has written two posts on his Wall Street Journal blog about his next book (the posts are here and here). The catch? He’s decided that he isn’t going to write another book. So instead, he published the CliffsNotes version of what he’d write if he was going to write a book, and started what he refers to as an “open source project” about the ideas, inviting people to add their thoughts and comments.

hamel

Management guru Gary Hamel

I thought I’d share some of my favorite bits that fit in really well with a Dark Matter Matters world view.

On what it means to be an adaptable company:

An adaptable company is one that captures more than its fair share of new opportunities… An enterprise that is constantly exploring new horizons is likely to have a competitive advantage in attracting and retaining talent. When a once successful company runs aground and starts to list, its most talented employees usually don’t stick around to bail water, they jump ship. A dynamic company will have employees who are more engaged, more excited to show up to work every day, and thus more productive… Adaptability didn’t rate very highly as a design criteria when those early pioneers set out to invent Management 1.0 a hundred years ago. But it’s essential now…

On the problems with big organizations:

Big things aren’t nimble. That’s why there aren’t any 200-pound gymnasts or jumbo-sized fighter jets… In a company comprised of a few, large organizational units, there tends to be a lack of intellectual diversity—since people within the same unit tend to think alike. Within any single organizational unit, a dominant set of business assumptions is likely to emerge over time. One way of counteracting the homogenizing effects of this groupthink is to break big units into little ones. Big units also tend to have more management layers—which makes it more difficult to get new ideas through the approval gauntlet. In addition, elephantine organizations tend to erode personal accountability.

Continue reading ‘The Adaptable Company: Gary Hamel’s new book that isn’t’

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Why Does Dark Matter Matter?

Scientists tell us that only about 4% of the energy density in the universe can be seen directly. The other 96% is made up of dark matter and dark energy, which are almost impossible to see, and very hard to measure. Yet it's the dark matter and dark energy making the stars, planets, and galaxies go 'round.

Brand, Culture, and Community are the dark matter of corporations and organizations. Hard to measure, hard to quantify. This blog is dedicated to the 96%. We'll leave the rest to experts...

About the Author

Chris Grams is the Senior Director of Brand Communications + Design at Red Hat.

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Twitter: cdgrams
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