I was fascinated to read a New Zealand Herald story on the MÄori asset base, though it wasn’t the financial part that hit me. What was more significant were the principles behind MÄori businesses.
About 15 years ago, when chatting to a woman representing a MÄori winery, I said that she had an amazing opportunity to show that MÄori were far ahead of the game when it came to corporate social responsibility, something that was close to my heart with my work for Medinge Group. Itâs interesting to see that that impression I had in the mid-2000s wasnât wrong, and is now backed up by Dr Maree Roche of Waikato University.
She identifies five values behind MÄori leadership, which blends their needs to support marginalized communities, kaupapa, and contemporary influences.
The values are:
whakaiti (humility): the leader enables others but doesnât take credit themselves;
ko tau rourou and manaakitanga (altruism): ensuring the well-being of others and the generosity of spirit;
whanaungatanga (others): collectivism and relationships with past, present and future generations;
tÄria te wÄ and kaitiakitanga (long-term thinking and guardianship);
tikanga MÄori (cultural authenticity).
Youâll recognize a lot of the same words used in much of Medingeâs work on humanistic branding: the need for serving communities; to consider far more than the immediate quarter (âfinance is brokenâ); and being authentic.
MÄori may find themselves better equipped with their newer organizations to weave in a message about CSR, considering the successful ones already practise it for their own people. Translating that in an export market, for instance, to serving a cause that is of concern to that market, should be comparatively easier than for a company so entrenched in delivering quarterly results to shareholders. Promoting ties between tangata whenua and the export market could be of interest, especially in Asia where many of the same ideas about family, whÄnau and community are shared. They are in an advantageous position and those of us in New Zealand would be foolish to ignore it.
Via Adeline Chua: I see Elon Musk has apologized to Vernon Unsworth. But it smacks of the apology a child would give after being compelled by his teacher to do so.
Translation: âI wouldn’t have said anything if the Vern didn’t push me. It’s all Vern’s fault.’ Or, ‘Vern made me do it.’ I stand by my earlier blog post.
I also take issue that there were mistruths, having watched the interview. As far as I could tell, Unsworth gave his opinion: I never took his statements for anything but that. And he drew a conclusionâthat it was all a publicity stuntâthat he wasn’t alone in drawing. Musk seems very easily offended by an opinion.
Even if Musk was sincere, and there is no denying that he devoted resources to his rescue submarine idea, how the whole thing played out did feel like a publicity stunt. It wouldn’t hurt to review just how that perception went out, and how communications could have been better.
If he hadn’t burned the bridge with Unsworth, maybe he could have had one extra person to ask.
I find it hard to believe that a South African, someone who described himself as an alpha male once, would actually consider ‘can stick his submarine where it hurts’ to be an actual suggestion he commit a sexual act rather than an insult.
If we really want to pick hairs on mistruths, Musk inferred that Unsworth wasn’t even there because he didn’t see him. That was exactly what he wanted people to think.
I admire Musk for a lot of what he has accomplished, and Lucire was an early supporter of Tesla, but this week’s news has prompted me, and others, to look back at how he has conducted himself.
It’s the record of a privileged man who hasn’t endeared himself to others, as this blogger notes. One might add this link, about a Twitter-based cult that will attack those who go after him (especially if you’re a woman, it seems).
Just another day on the playground we call Twitter, then.
As promised to the MMBA 505 class at Victoria University of Wellington last night, here are my slides. My thanks to Dr Kala Retna for inviting me along as the guest speaker. To the students: thank you for attending at such a late hour. MBAs are hard work.
I just realized I used to have a whole page of downloadable slides, which I believe we removed when we redid the site for the 2013 Wellington mayoral election. It might be time to reinstate the page with the presentations I’ve been doing here and abroad. Thoughts on Leadership is probably self-explanatory as a title, with my main five points being:
1. Be the first.
2. Prove something can be done when conventional wisdom says it canât be.
3. Change the world for the better.
4. Break glass ceilings wherever you can find them.
5. Find the people who understand your vision.
The first four tend to be the “rules” that have guided me, while the fifth is one I had to learn the hard way some years ago, and can retitled: ‘Find the people who understand your vision and don’t get suckered by those who spout buzzwords.’ As a firm we tend to be a bit more of a closed shop than we used to be, and like any other, we get our share of fakes trying to ride off our coat-tails. Lucire seems to attract quite a few, in particular, which is what the fifth point addresses in some part.
For a bit of levity after the academic stuff, there’s always this great podcast by Mike Riversdale and Raj Khushal, published today with me as their guest, as part of their ongoing Access Granted series. Only a little bit has been cut for commercial sensitivity, and the rest is a bit of light-hearted banterâthe sort you’d have between mates, and I have known Mike and Raj for many yearsâwith no hair-pulling.
I was asked by my Alma Mater, Victoria University of Wellington, to give a 90-minute lecture on leadership last week to students visiting New Zealand from Peking University and the Guangdong University of Foreign Studies. (My half-serious suggestion that I spoke Cantonese and the three students from Guangdong who understood could translate to Mandarin to the rest of their classmates was turned down.) The above was the second slide, and the four main points I wanted to get across. When I posted this on Facebook and Instagram, it got quite a few likes, so I’m sharing it more publicly here.
They were a personal look at my style of leadership and what drove my career over the last quarter-century or so.
The first one was more down to luck and necessity than my being a great visionary who foresaw virtual firms and how we could be brought together through online communications. The second, however, is probably down to a number of factors, though one must also evaluate the risk of taking those steps.
The third and fourth, however, should be things we can all accomplish, by finding causes close to our hearts.
One student asked about the fourth, because she noted that there were circumstances where dissent might land one in trouble. (You may think I was taking a dig at China there, but I suspect Edward Snowden might have a thing or two to say about that.) I gave her the example of a person who had a criminal record for a minor matter because he had fallen in with the wrong crowd, and had repaid his debt to society. Did he deserve a leg up because you knew he was a good person? Now, what if that person wanted to go for a particular job? Even if the glass ceiling isn’t shattered, you can still put cracks in it if you believe he’s the best person for it. Help him out: give him feedback on his CV, offer him advice, help rehearse a job interview.
What if it was someone who wanted to go to a good school but his parents couldn’t afford it? Would you write a letter of endorsement and put your weight behind his application for a scholarshipâbecause you knew he would make the most of that opportunity?
My apologies for the use of the masculine pronoun but the above are based on real-world examples.
We all have something to offer the next person, and those opportunities to help others will always arise.
Wifi on the waterfront is now a normal part of Wellington lifeâbut in 2009 some felt it was a gimmick.
When I proposed free wifi as a campaign policy in 2009, it was seen as gimmicky by some. I wasnât a serious candidate, some thought. But those ideas that have demand, such as wifi, have a way of becoming mainstream. The gimmicky tag is lost.
Just as it was lost with the microwave oven, the compact disc, or the cellular phone.
Not that the wifi idea was anything that new. Nor was it that original. It was simply a logical thing to propose for anyone who had done a spot of travelling (perhaps I did more than my rivals that time?), and had seen the potential of having the internet on tap to those using mobile devices. (The irony of this is, of course, I was not a regular user of mobile devices, at least not till they got to the technology that I expected of them.) If by providing such infrastructure, others could benefit, then was there anything to lose?
Former Wellington mayor Mark Blumsky had a target to make our city the first capital in the world to be half-wired, that is, to have half its population on the internet. In the 1990s, when people were still wondering what on earth the internet was, that seemed an unnecessary goal. But leadership demands that one stays ahead of the curve, otherwise what point is there? If people wanted leaders to be reactive, then they may as well vote same-again politicians.
Iâm still pushing for extending wifi, especially in the places where library funding cuts have hurt resources for Wellingtonians. During a recent visit to the Johnsonville library, where staff could not discuss the impact of the cuts, I at least solicited the librariansâ belief that their places of work were used by all sectors of the community. Every age, every culture. And this library was particularly buzzing, as a community library should be.
Itâs going to take rebuilding our business sectorâwhich forms a good part of the only published mayoral campaign manifesto to dateâto at least get our economy moving and our ratesâ base less dependent on citizens. But on the library issues, extending wifi into certain suburbs can help, especially those hardest hit by the cuts. Provide an uncapped service for those accessing certain educational sites, for instanceâitâs technically not that hard to distinguish those from merely social ones.
Weâve seen how the waterfront system is used through the year, and how it helps people connect. But as with the original system, it sends a signal to others, including those wanting to invest in our city, that Wellington is open to high-value, high-tech businesses. Why should our suburbs not receive the same âopen for businessâ invitation?
Collaboration, after all, helps fuel the human mind, toward new ideas and innovations.
On that note, too, other things can be open. The 2010 campaign saw my support for open source. Itâs still there, since I work with both commercial and open-source platforms myself. Iâve seen first-hand, through a mash-up competition I helped on a few years back (I mentored one of the winners), how providing open data gets creative juices flowing.
So why not, in line with all of the above, make our bus and train data open to the public? Presently, Metlink wonât be releasing its real-time information (RTI) to the public, but if it did, potentially, an innovative Wellington company can use these data for live maps, for instance. Find out more information than the RTI that’s being delivered at bus stops. It is called public transport, after all, so why not public data? The most obvious app is a live map of buses that works much like the computer graphics in an Americaâs Cup raceâonce gimmicky, now also mainstream. In fact, itâs demanded by broadcasters. The New Zealand innovation of high-resolution, three-dimensional TV weather maps is now de rigueur around the world, too.
If I can think of something like that, imagine what our really creative, lateral thinkers can come up with.
While some city data are open, we should continue this trend, especially when it comes to data that innovations can stem from. At the risk of sounding trite, ‘It’s limited only by your imagination.’
And what if such technology became so highly demanded that another exporter, another high-growth firm, was created right here in Wellington?
The potential economic impact of âgimmicksâ is very serious indeed.
Here’s an article from Autoblog that combines several of the themes I enjoy writing about: cars, leadership, management and education.
I’ve already hinted at this on my Facebook fan page, where I seem to post some of the pithy things these days. I sometimes try to avoid blogging about the same thingâa lot of what you see here are ideas that haven’t changed, especially a lot of the posts about social responsibility and branding.
I don’t want to dissuade anyone from getting higher education but one has to remember: education, especially tertiary education, is meant to open your mind to other possibilities and to get you thinking about them critically. It’s why I enjoyed papers at law school like public law and jurisprudence: both had lecturers (Prof Sir Geoffrey Palmer and Assoc Prof Ian Macduff) who enjoyed a well reasoned argument, even when it didn’t agree with their own thinking. It’s also why I didn’t appreciate banking law, or several other papers, where you had to agree 100 per cent with the lecturer, and to hell with independent thinking.
The MBA, then, can be a blessing and a curse. A blessing for those who treat it as it should be: a skill set, providing a framework, from which to analyse things. A curse for those who believe that certain case studies must be followed religiously, failing to take into account the conditions of their own organizations. Which brings us neatly to the Volkswagen case.
It may be a bit of a simplification to say that MBA thinking killed GM, and Volkswagen has eschewed that to become one of the world’s greatest car manufacturers, but it’s not too far from the truth. If you read period American books on managementâor even one of my favourites, Lee Iacocca’s autobiographyâthere is this idea of what ‘efficiency’ is, usually with a lot of outsourcing, finding cheaper and cheaper bases of manufacture, with another eye on how to raise the share price for the quarter. Not the best way to run a firm, especially when visions need to be set for years, decades or quarter-centuries. I’ve written about that aspect before.
But the way John McElroy puts it in his article, ‘efficiency’ means an absence of overlap and vertical integration, yet with them, Volkswagen AG is the world’s largest car company ‘if you measure it by revenue and profits. Its revenue of $200 billion is greater than every other OEM. Last year’s operating profit of $14 billion is the kind of performance you expect from Big Oil companies, not automakers.’ Yet:
Any efficiency expert would tell you that VW is too vertically integrated, has too much overlap and duplication, and has way too many brands. VW, meanwhile, keeps growing bigger, stronger and more profitable ⊠Efficiency experts will tell you that on an employee-per-vehicle basis, Volkswagen looks hopelessly inefficient. Financial analysts will tell you that the company woefully trails its competitors on a revenue-per-employee basis. But VW will tell you that it makes more money than any other automakerâby far.
In fact, McElroy goes on to say that Volkswagen looks a lot like the General Motors of Alfred P. Sloanâbefore the MBAs got hold of it.
The idea of ‘efficiency’ is often a misnomer. Most of British industry was dismantled with the mantra of efficiency, essentially giving it up to globalist, technocratic forces, helped along by the Slater Walkers and the governments of the time. Those decades, too, were driven by “experts”âand what resulted was neither efficient nor productive. The decline of British Leyland is perhaps one of the most telling examples of period thinking applied disastrously to the British motor industry, its skilled workers now happily picked up by the Japanese, Germans and Indians.
By all means, if real savings can be had and long-term goals achieved, then efficiency is a wonderful thing. There are areas where technology should aid productivity. But watch out for that word efficiency. It doesn’t always mean what the experts say it meansâand if revenue and profit decline as a result of it, and corporate culture is harmed, then you may be better off heeding the lessons that Volkswagen’s management has. Use that MBA as a framework, not as a playbook.
I’d been meaning to refer readers to this for a few weeks (it has appeared on my Facebook pages, including the “fan” pageâa good place to go if you prefer my musings filtered, without the minutiĂŠ and without clogging up your feeds). My friend and colleague, Dr Nicholas Ind, has been writing about leadership and the need for leaders to show humilityânot divisivenessâin an age when we expect co-creation to bring out the best in organizations.
Nicholas begins, ‘So in spite of the rise of participation in the workplace and the appreciation of emotional intelligence as a virtue, the prevailing way of leading is still more Fordist than Googleist.’ And yet, he argues, it shouldn’t be. We’ve often looked at how responsive flat start-ups are, and how larger organizations seek to capture that sort of energyâand the simple answer lies, often, in their creativity. But those leaders that try to push certain agenda, or a cult of personality, without respecting the capability or mix of their teams, suffer in the 2010s, because the organizations cease to be creative. Layers emerge, sycophants congregate, and institutionalization sets in. Much like in politics.
Ideally, the best ideas should surface to the top, given the opportunity, and given the right sort of structure. And that the input cannot come exclusively from within the organization: co-creation must involve audiences, notably customersâin politics, it must involve citizens and voters.
Back to Nick:
The newer argument is that innovation matters more and more. The issue has, therefore, become not only how to engage employees, but also how to get closer to customers and involve them in the development of brands ⊠The upside of involving customers is the creativity and cognitive diversity of the very people who will be buying and using what the company produces. The downside is the threat to the certainty of leadership and the sanctity of the leader.
But, he rightly notes, good leaders should never fear that threat. The best know their weaknesses, and seek help on them through listening to the organization’s audiencesâand have good systems through which they can. ‘Leaders can still exercise influence and judgement,’ he writes, ‘but the decision-making process becomes more collective.’ If one has risen to a leadership position, one should have a fairly developed sense of self-awareness. And, one would hope, a sense of dignity and decorum that ties well with humility.
There’s more in Nicholas’s latest book, written with Clare Fuller and Charles Trevail, Brand Together: How Co-Creation Generates Innovation and Re-energizes Brands, which I’ll be getting once I finish The Organic Organisation.
