Category: Business

The Social Network

The David Fincher/Aaron Sorkin film collaboration called “The Social Network” is not about technology, though there are scenes that suggest how code is produced through focused work (which actually looks boring when you’re watching it “IRL” (in real life), without Fincher’s hyperactive perspective – but is so engaging you can lose yourself totally in the process when you’re the one actually producing the code).  The film is more about the entrepreneurial spirit, what it takes to have a vision and see it through. The real visionary in the film, Mark Zuckerberg, appears far less intense IRL than Jesse Eisenberg’s interpretation would suggest, but his drive and work ethic are undeniable. It’s not an accident that a guy in his twenties produced a billion-dollar platform; he could have been derailed if he’d lacked the persistence of vision and intent that the film shows so clearly. And, of course, he was kind of a jerk, probably without meaning to be. That kind of focus and drive tends to override comfortable social graces, kind of ironic when you’re building a social platform.

Larry Lessig complains that Sorkin’s ignorance of Internet technology caused him to miss the real story here, that Facebook exists because the Internet is free and open and presents few barriers to innovation. But I don’t think Sorkin wanted to write that story – he found drama in the Zuckerberg vs world conflict and wrote the story he had to write, acknowledging that he made no attempt to be true-to-fact.  He does pick up on the IP issue, and the fact that Zuckerberg shouldn’t have been forced to pay the Winkelvoss twins (there’s a line in the film where Zuckerberg says a guy who builds a better chair shouldn’t have to share his profits with anybody else who’s thought about building a chair before he got to it). In the film, he’s clearly having to pay because his grating personality and arrogance make him unattractive, not on the merit of the facts of the case. Eduardo Saverin seems in the film to have been screwed over, though one could argue that dilution of his shares was justifiable owing to a lack of commitment to the enterprise. More here.

After seeing the film, and reading and thinking some more about the creation and evolution of Facebook, I find that I have more respect for Zuckerberg’s genius and his drive… but like many I’m concerned about his apparent lack of social and ethical depth, especially since Facebook is how so many people today experience the Internet. Working on a talk about the future of the Internet, I’m finding that one plausible scenario is that Facebook replaces the web as a kind of operating system/interface. What are the implications?

Link Coworking

Last Thursday, the day after Austin was swept by a tropical Texas frog-strangler, I met with Liz Elam and toured her new coworking facility, called Link Coworking. It’s on Anderson Lane, across the street from old Northcross Mall and near the Village Cinema ( 2700 W. Anderson Lane, Ste. 205 ). Liz’s facility will have access to an outside deck for parties, like the October 15 Grand Opening (6pm-9pm). 

Coworking is the wave of the present, and I expect and hope to see many more coworking facilities opening in Austin. (I spent a lot of time at Conjunctured on East 7th, but if you add the capacities of Conjunctured, Link, Texas Coworking, Tech Ranch, and any others that might be brewing or launching, you’re still just scratching the need for informal, low-cost business spaces. (Liz noted that her space would be less tech-focused than Conjunctured).

The rains last week revealed one interesting feature of Liz’s new facility: the roof leaked like a sieve. The place was drying out with multiple fans and the roof was under repair when I visited.

“This is why people are using social media tools, as a big gross band-aid!”

Are companies using social media to build relationships? Or as damage control because they don’t have a clue how to be real with their customers? (Tara Hunt understands 21st century marketing challenges. In that, she’s rare.)

The manifesto that made my day

Earlier today I listened to a Buddhist Geeks talk with Stephen Batchelor, who said he was pretty sure there is no god… but then Chris Carfi sent a link to an email list we’re on that aligned so completely with where my life has been going that I thumbed my nose at Batchelor. There clearly is a god, and he made sure that I saw Maureen Johnson’s manifesto today: I AM NOT A BRAND. Have you read it? If not, stop now, go read it, then come back and we’ll talk.

“We can, if we group together, fight off the weenuses and hosebags who want to turn the Internet into a giant commercial…”

The rest of this is about me, and who cares? But I do want to download a bit and make a point.

All I’ve wanted to do for the last couple of decades is help people have meaningful conversations and solve problems together, i.e. build communities and organize effective collaborations. I’ve been in conversatoins about this with all sorts of people, including conversations in the early 2000s about social software and online social networks and how the web that was evolving – conversations captured to some extent in the collaborative paper “Emergent Democracy” that I had worked on with Joi Ito and others, and the post by Tim O’Reilly and Dale Daugherty that described “web 2.0.” I spent a lot of time thinking about political uses of the technology, with the Howard Dean campaign as a laboratory, and co-edited a book about social technology and politics called Extreme Democracy. About four years ago I was working on a consulting methodology that would help people leverage their physical and online social networks more effectively, and while I was working on this people started talking about social media. Specifically social media marketing.

I understand social technology and I get why the social web is attractive and compelling and starting to get all the mindshare we formerly committed to television. Clay Shirky talks about this in Cognitive Surplus: Creativity and Generosity in a Connected Age: maybe we really wanted, needed, to have two way conversations all along, and broadcast television was just an alternative we had to accept until we got the technology we have now.

Television has confused us, it makes us think that media is (are?_ a vehicle for commercial messages, and without ads and persistent selling, a medium is broken. (This makes me remmber Lance Rose’s contention more than a decade ago that THE INTERNET IS NOT A MEDIUM, it’s an environment, and that’s probably another conversation we should be having.)

I’ve tried to establish my social media cred, but in a world where social media, as a profession, is supposed to be about marketing and selling, I don’t completely fit. It’s not that I’m against selling, but it’s not really what my life’s about, and I’ve never been attracted to the world of sales and marketing, even less so when I found myself in the middle of it.

But I love the idea of building relationships – that businesses can build symmetrical relationships with their customers, and vice versa. Is that the new marketing? Time will tell. I was raving supporter of the ideas in The Cluetrain Manifesto: 10th Anniversary Edition, and I’ve been edging my way into a conversation started by one of its authors, Doc Searls, labeled Project VRM. Doc recently posted a piece called “Manage relationships, not each other,” that makes the point:

During the Industrial Age, the power asymmetry between vendor and customer got so steep that vendors got to talking about customers as if the latter were cattle or slaves. Customers became “targets” that vendors “captured,” “acquired,” “locked in” and “managed.” As the Information Age dawned, however, customers gradually became more independent. So, midway into the second decade of the new millennium, customers were no longer the ones being managed. Nor, however, were vendors. Instead, relationship itself was managed by both parties.

This perspective lines up pretty well with Maureen Johnson’s manifest. “I am not a target” is not unlike “I am not a brand.”

Every person I meet is a universe of experience and intelligence and spectacular complexity. I’m learning to appreciate this point, I can no longer easily and readily reduce someone to a statistic or a line of text or a bald concept bouncing around in my brain… there’s too much. We need more respect and reverence in our lives, and less of the reduction and dehumanization that we’ve somehow fallen into, no doubt driven by old media and mass marketing conceptual shorthand.

So this is where I have to quote, in full, the “I am not a brand” manifesto:

The Internet is made of people. People matter. This includes you. Stop trying to sell everything about yourself to everyone. Don’t just hammer away and repeat and talk at people -— talk TO people. It’s organic. Make stuff for the Internet that matters to you, even if it seems stupid. Do it because it’s good and feels important. Put up more cat pictures. Make more songs. Show your doodles. Give things away and take things that are free. Look at what other people are doing, not to compete, imitate, or compare . . . but because you enjoy looking at the things other people make. Don’t shove yourself into that tiny, airless box called a brand -— tiny, airless boxes are for trinkets and dead people.

David Armano’s social business manifesto

I just met Chris Carfi via Project VRM, and this week learned that he’s joining Edelman. David Armano, now with Edelman, blogged about this, and included his social business variation of the Carfi’s customer manifesto:

  • We will no longer view you as “consumers”. Instead, you are co-creators, participants, and advocates.
  • We will actively listen, and participate authentically because we know you demand nothing less.
  • We will meet you on your terms, not ours.
  • We will provide value, not noise.
  • We will evolve our workforce to meet the changing demands of a networked economy.
  • We will focus on your needs vs. our messages.
  • We will build relationships that connect us in ways where we all benefit.
  • We will act ethically and transparently, because it’s no longer a choice.
  • We will respond to changes quickly—we will adapt.
  • We will move forward with you, not without you, because you are our future.

Is this a transformation of the organization? Great customer-centered orgs always come from a similar attitude, but there’s a sense of urgency here – this is what you have to do, because you’re in a media environment that embraces transparency – you’re in the participatory panopticon – and is about symmetrical relationship. So this isn’t just good advice, it’s survival training for the networked world.

A thought about evolving social environments

I’ve been a member of the seminal online community, the WELL, for around two decades. I’ve been active on Facebook since it opened to non-students. Originally Facebook wasn’t conversational. Other former WELL members and I discussed how Facebook Groups didn’t seem to take off as conversational environments in quite the same way as the WELL’s conferences, many of which are still vibrant after 25 years. Facebook has changed since we had those discussions – now Wall posts and comments on Facebook are like topics and responses on the WELL. (We saw the same pattern in blogs with comments: someone posts a lead item, what we called the “zero post” on the WELL – a conversation starter. In blogs the emphasis was originally on publishing, then some blogs became more conversational, and posts followed by comments on those blogs were very much like topics within conferences on the WELL.)

One difference is that the WELL had a taxonomy: it was called a conferencing system, and was organized as conferences on subjects like Health, Media, Grateful Dead, Virtual Communities, Art, History, Design, etc. Topics were pretty free-ranging within the major subjects, but you knew where you would go to discuss a particular subject. On Facebook, there’s no organizing my subject. All kinds of conversations appear in Facebook’s news feed or activity stream – right now I see conversations about climate change and volcanoes, events, Texas politics, design, business, etc. – not organized in any particular way. A stream of comments some of which become conversations, many casual, some more active and compelling. This really seems to work, and the converations lately are not dissimilar from those I see on the WELL, despite structural differences between the WELL and Facebook.

I find myself drifting more and more into Facebook because there are real, sustained conversations there, unlike Twitter’s more drive-by posting – and because I don’t have to fiddle with a 140 character limit. Twitter feels very broadcast, compared to Facebook (or Wave, or other conversational systems). Not to diminish its importance – Twitter is a great place to share short bursts of information and links. But it’s less “social.”

This is me thinking aloud. Is there a business conclusion from all this?

I’ll close with this thought: I spoke to a group of Realtors last week, and told them not to expect miracles from social media. You’re not using social media because it’s somehow going to bring you more business than traditional media. You’re using it because it’s taking mindshare from traditional media. The audience is there – on the plus side, you can target more specifically the people who might be your customers or clients; on the minus side, they’re scattered over multiple platforms, you have to connect more directly than before, and they don’t often answer the door when salesmen come.

Times are changing: foraging, simplicity, Shirky-smart, etc.

Two of the best ideas I heard this week were curated or catalyzed by Clay Shirky.

One is the mathematical concept of the Lévy flight, which I already wrote about in my last post.

The other is in a link e-Patient Dave sent me. I ran across it again in a discussion of models for connectivity (“freedom to connect”). In a post called “The Collapse of Complex Business Models,” Clay discusses Joseph Tainter’s Collapse of Complex Societies, applying Tainter’s thinking to the web and digital media. Tainter says that societies that become increasingly sophisticated will tend to collapse, not despite their sophistication, but because of it.

Early on, the marginal value of this complexity is positive—each additional bit of complexity more than pays for itself in improved output—but over time, the law of diminishing returns reduces the marginal value, until it disappears completely. At this point, any additional complexity is pure cost.

Tainter’s thesis is that when society’s elite members add one layer of bureaucracy or demand one tribute too many, they end up extracting all the value from their environment it is possible to extract and then some.

The ‘and them some’ is what causes the trouble. Complex societies collapse because, when some stress comes, those societies have become too inflexible to respond. In retrospect, this can seem mystifying. Why didn’t these societies just re-tool in less complex ways? The answer Tainter gives is the simplest one: When societies fail to respond to reduced circumstances through orderly downsizing, it isn’t because they don’t want to, it’s because they can’t.

He then goes on to explain the evolution of complex and entrenched procedures within sophisticated, high quality media production, and how these are now trumped by the popularity of (commitment of mindshare to) simple, “good enough” media. Clay’s closing paragraph:

When ecosystems change and inflexible institutions collapse, their members disperse, abandoning old beliefs, trying new things, making their living in different ways than they used to. It’s easy to see the ways in which collapse to simplicity wrecks the glories of old. But there is one compensating advantage for the people who escape the old system: when the ecosystem stops rewarding complexity, it is the people who figure out how to work simply in the present, rather than the people who mastered the complexities of the past, who get to say what happens in the future.

Interesting to note that there are no comments on this post, only pingbacks (links to it by others). It’s an important, already influential piece.

The first point, about foraging, is that people don’t necessarily sustain adoption of something, even if they really really like it. In the early days of blogging, I made this point in talking about links and hits from blogrolls and RSS feeds. Someone finds your blog, they really like it, so they add the link to their news aggregator. Everytime the news aggregator updates, the link to your blog produces hits, but those hits are questionable, because a common behavior is to add an RSS feed, read it for a while if at all, then move on to something else. People don’t get the web delivered every morning as a newspaper, or monthly as a magazine. It’s not push, it’s pull, and they’re surfing based on criteria other than loyalty. We have to adjust our thinking accordingly.

The second point is that complexity reaches a point of diminishing return, costs escalate beyond what we’re willing to pay, and whole systems break as a result. With media, it’s not just that it’s simpler to make something that is compelling and gets mindshare. It’s that simpler access to “good enough” media (via the web) trumps more complex (or costly) access via movies or television. Consider the traffic in torrents of lower def but “good enough” copies of movies, television shows, record albums, etc. Or think of simpler paid access to slightly more lossy music/video via iTunes, or Hulu.

There’s more to talk about, like the social thing – we’re committing mindshare to online conversations that, before, we might have commmitted to passive consumption of television programming. But you get the drift – behaviors are changing online. And low-cost/free/good-enough is as entrenched in online culture as expensive/complex/high quality is entrenched in old media culture.

Times are changing. And I’m out of time, for the moment.

Put “social” before “media”

Todd Defren, guest-blogging on David Armano’s blog, says

When every single person with an Internet connection is empowered to publish content that can be promoted, shared, and indexed forever, it changes the game from “merchandizing” to “people pleasing.” It was always supposed to be that way, of course, but the myriad layers that existed between the brand and the masses called for more quantifiable processes: “how many visits to the website” trumped “are we making people happy?”

I can’t think of a clearer way to make that point. He goes on to make the point I’ve been trying to make for the last four years, since I started writing, thinking, and talking about what’s come to be called “social media” – it’s more about the social, less about the media. Businesses at every scale have to learn to enable, manage, and nurture relationships – with peers, with employees and contractors, and especially with customers. We have technologies that support and sustain those relationships, so everything is disintermediated, we can be more direct with everybody, we can make amazing and fulfilling connections every day… but we have to get past the abstract thinking that characterized broadcast thinking, mass marketing. (Thinking how, several years ago, I pissed off a potential client who kept talking about the role of the consumer on the “web 2.0” site he wanted to build. I finally wrote the word consumer on the board, drew a circle around it, and a line through the circle. There is no consumer, I told him. These are people, and you’ll have to build relationships with them… the consumer abstraction will get in the way. Ouch. He didn’t like that at all…) [Link]

Community vs Crowdsourcing

My report on the SXSW session The Era of Crowdsourcing: General Principles, featuring Scott Belsky of Behance and Jeffrey Kalmikoff of Digg.

This session talked about sourcing intelligence from communities vs crowds. The crowd/community or audience/community distinction is something I’ve thought and talked about quite a bit. In the world of “social media,” I don’t think we’ve made the distinction or found it important enough. “Social media” is a marketing term, and much of that thinking has come from marketing professionals who are trying to understand how to do post-broadcast marketing, in a world where media and mindshare are decentralized and diverse, fragmented. In marketing, the coherence of media or communication environments is not an issue, so long as messages can be communicated effectively in a context to drive conversions or purchases. Random drive-by messaging in environments like Twitter and Facebook don’t have to have coherence to work as “social media” in this sense, however I’m more interested in building sustained conversations and collaborations, or “community.”

You can “crowdsource” wherever a crowd is gathered. The crowd itself needn’t be “wise” on the whole; but it’s useful to assemble a crowd that has within it sources of relevant intelligence. What do the members of a crowd have in common? A physical crowd can have no more than proximity, but our sense of the virtual crowd is that they share something more. A crowd that shares only membership at Twitter could be random, but when we crowdsource via Twitter, we’re usually addressing our particular slice of the crowd, which has affinity if only through their relationship to us as individuals, as part of our network.

Jeff Howe coined the term “crowdsourcing” in 2006, as a riff on the term “outsourcing.” Crowdsourcing was defined as taking a job traditionally performed by some designated agent, usually an employee or contractor, and assigning it instead to a crowd or collective. Trendwatching defines the term as “customer made.” I found an article at the site that deepens the definition in a business context:

Next year, says Reinier Evers of Amsterdam’s Trendwatching.com, will see the re-emergence of group decision-making power as organisations of all kinds try to harness the wisdom of crowds. But if 2006 was the year in which DIY or home-made internet content triumphed over all its competitors in sites such as YouTube, 2007, says Evers, will see talented amateurs on the net demand payment for the stuff they produce. Expect, he says, more and more user-generated content sites and ventures to move to a paid or revenue-sharing model in the next 12 months. An example of this crowdsourcing is the software company Cambrian House (cambrianhouse.com), which works by inviting huge numbers of people into the production process and then paying them royalties if their contribution makes any money. Even Lego wants its customers to make money. The toy company now lets online visitors (at factory.lego.com) design Lego models and upload them to a gallery to show off their skills. It recently organised a contest in which the winning 10 models were sold as Lego models, with the creators earning 5% of the revenues. The company is keen to expand the initiative.

According to Belsky and Kalmikoff, the crowdsourcing definition needs to evolve, especially beyond the common misconception that crowdsourcing means access only to free labor. They mention three business models:

1) Crowdsource wisdom (or knowledge/expertise/skill), as with Wikipedia.
2) Crowdsource labor, as with Amazon’s Mechanical Turk, or traditional spec contests.
3) Crowdsource both wisdom and labor, as with Digg or Threadless. Keep the community active in the business.

To the question of crowds vs communities… a crowd is definable through a common purpose or set of emotions. Where crowds are concerned, sourcing exists in sprints.

In communities, intent, beliefs, risks, etc. may be present in common, affecting identity and cohesiveness. Sustainability exists inherently in the organic, adaptive nature of communities. They talked about various risks and the need to ensure the means to have a true collaboration with others and produce a result that’s relevant. One risk that particularly resonated with me: careless engagement – apathy, where one or more participants don’t care enough to withhold something that’s crappy.

Another issue: where money is the sole incentive to perform, you’ll work just as hard as required to reach the monetary goal, and no harder. As Daniel Pink has noted, money is a poor motivator for quality work.

Another risk: wasted neurons, where people spend an inordinate amount of time working on stuff the majority of which is never used. In a managed environment, the role of the manager is partly to ensure the efficiency of effort. In self-organized crowdsourced operations, how do you avoid wrong turns?

Does crowdsourcing foster the emergence of community? Yes, where there’s incentive for conversation and learning, and where there’s real engagement. I think this depends on context and coordination.

Does it really tap collective wisdom? Does it nurture participants? It can benefit reputation, result in building new relationships. The best case is where resources are not wasted, and the terms and facts are crystal clear.

Social semantics

Much semantic confusion around the new world of ubiquitous omindirectional communication, especially in the business/marketing world where it’s critical to understand how to capture attention and make effective, productive connections. I happened onto a post by Venessa Miemis that explores confusion about reputation (or whuffie) vs social capital.

Parenthetical: Flashing back to a meeting David Armistead and I had with a supposedly savvy social business entrepreneur where we used the term “social capital,” and she informed us that we were confused about the term, and proceeded to define it in the “social entrepreneur” sense – that social capital is microfinance, the sort of thing Muhammad Yunus is into. We realized she was confused and decided she was less than credible, but with a kind of “gold rush” around social-whatever, as we have today, Babelian weirdness is inherently part of the scene.

Okay, end paren. I was excited about Miemis’ post, quite a bit because of it’s clarity (vs the post by Brian Solis that it dissects, which is somewhat opaque). Also because it resolves a confusion of labels and contexts: reputation is not the same a social capital, and social capital is more complex than some who invoke it might allow.

I like the thinking in this paragraph:

If we decide that reputation is the new “currency” of the social economy, and decide to attach a number to it, I’m going to suggest that that would undermine the entire premise itself, instead resulting in commodity fetishism. (Neither Solis nor [Tara] Hunt directly suggests attaching a number to it, but I’m just pointing out that if we talk about this using economic words, people will be led to develop it accordingly.) I’m just trying to think ahead here. What Hunt is trying to promote is a return to human-centric practices in business and leading from underlying human values. (One of the tweets she sent me was a link to this post of hers, which indicates as much) I think that’s what we’re all trying to do – I’m just cautioning that people may abuse this premise if its meaning is cloaked in economic metaphor.

I’m not sure it’s a “return to human-centric practices,” i.e. I don’t know that we were ever especially human-centric in business, depending how that’s defined, but I’m pretty sure that markets were conversations before they were mediated by broadcast technology and became more abstract – I said as much in the early 90s, when I proposed FringeWare, Inc. as a “street market in cyberspace.” I suppose I was thinking then, too, that markets had been more “human-centric” in the past, but we have to be careful not to view the past – or the future, for that matter – with rose colored glasses. Neither the past nor the future exists, only hazy memory and hazy speculation.

What we do know is that mass media fragmented via the Internet, and mindshare in general is more focused on the personal and the conversational. We may still watch some things on television, but there’s so much more texting, tweeting, blogging and Facebooking. The business challenge is to get into that space and get a word in edgewise. Especially hard if you spent your life pushing and controlling messages that were transmitted over a limited number of channels by the few to the many.

In this context reputation is important – trust is crucial – and social capital is inherent, if not well-understood. It’s good to see writers and thinkers and even merchants trying to get their heads around all this.

Realtors are thinking about social media

I gave a social media talk to some realtors yesterday. They were attentive, energetic, and really seemed to get what I was telling them, which (briefly, but of course it’s more complicated) was to focus on relationship-building narrative. As I told Jay Drayer on Facebook, best question I had was from a woman who worked mostly with investors,
and was concerned how casual her online persona could be without
potentially turning investors off. We discussed the importance of
authenticity, and balancing professional with personal online. Broad agreement in the room that authenticity is important and it’s okay to reveal your “secret identity.”

Realtors are thinking about social media, and they totally get that overt advertising is inappropriate in a social media space. They’re social all day long, and they generally know how to expose their expertise without flashing the real estate banner. Their challenge is to find time to be social outside their business-focused conversations, building relationships that won’t necessarily lead directly to business. It takes time and exploration to build an authentic presence, a social life online, that’s also business-relevant.  Even experts in this space are still getting the hang of it, still learning.

The impact of “social” on organizations

Austin’s Dachis Group talks about social business design, defined as “the intentional creation of dynamic and socially calibrated systems, process, and culture. The goal: improving value exchange among constituents.” I find the Dachis overview (pdf) interesting, if a bit scattered. David Armistead and I at Social Web Strategies had been having conceptually similar conversations for the last couple of years, looking at the potential culture change associated with social technology and new media (with Craig Clark), the need for business process re-engineering (with Charles Knickerbocker), and the power of value networks. This morning while sitting on my zafu, I had a flash of insight that I quickly wrote down as five thoughts that came to me pretty much at once…

  1. Organizations are already using software internally and have been for some time – email lists, groupware and internal forums, various Sharepoint constructions, aspects of Basecamp, internal wikis and blogs, etc. What’s changed? I think a key difference is high adoption outside work – more and more of the employees of a company or nonprofit are having lifestyle experiences with Facebook Twitter, YouTube, Flickr et al. The way we’re using social media changes as more of us use it (network effect) and our uses become more diverse.
  2. Organizations see knowledge management as storage, basically, but we can see the potential to capture and use knowledge in new and innovative ways, e.g. using multimodal systems (Google Wave, for example) to capture and sort knowledge as it’s created, with annotations and some sense of the creative process stored with its product – knowing more about how knowledge is produced improves our sense of its applicability. (It’s exciting to be a librarian/information specialist these days.)
  3. Organizations will increasingly have to consider the balance of competition and cooperation with internal teams. I’ve seen firsthand how a culture of competition can stifle creativity by creating a disincentive to share knowledge. I’m thinking we’ll see more “coopetition.”
  4. Who are the internal champions within an organization? There will be more interest at the C-level as social technology is better understood and success stories emerge from early adopters. It would be interesting to know what current champions of social media are seeing and what they’re saying. Also – how much of the move toward “social” will come from the bottom up, and how will that flow of new thinking occur?
  5. How does the new world of social business (design) relate to marketing? Operations? Human resources? To what extent to the lines between departments blur? How will the blurring of the lines and potential cross pollination transform business disciplines?

A final thought: all the minds in your organization have a perspective on your business, and each perspective is potentially valuable. How do you capture that value? Do you have a culture that can support a real alignment of minds/perspectives/intentions?