Global risks – from the World Economic Forum:
Guess what’s missing.
Global risks – from the World Economic Forum:
Guess what’s missing.
Americans experience a false social reality by underestimating popular climate policy support by nearly half.
Let’s break that down:
Americans experience a false social reality.
They underestimate climate policy support.
Here’s what people think about what others think . (The red line is reality.)
Pluralistic ignorance—a shared misperception of how others think or behave—poses a challenge to collective action on problems like climate change.
These are the findings of a study published in Nature.
Where does this false social reality come from?
Preliminary evidence suggests three sources of these misperceptions:
(i) consistent with a false consensus effect, respondents who support these policies less (conservatives) underestimate support by a greater degree; controlling for one’s own personal politics,
(ii) exposure to more conservative local norms and
(iii) consuming conservative news correspond to greater misperceptions.
Fox News destroys reality.
But reality does not need Fox News.
Cimate collapse is here.
Join us for the latest webinar from the Wicked7 Project >>
Join Philip Kotler and Christian Sarkar as we discuss the final wicked problem of the Wicked7 Project. With us for the webinar – a group of dynamic personalities from Palermo, Sicily:
– Leoluca Orlando. As Mayor of Palermo, Orlando’s extraordinary vision and courage has changed our understanding of immigration, tolerance, and the fight against corruption.
– Claudio Arestivo. A co-founder of Moltivolti – a unique regenerative business – which serves as an example for the future.
– Melania Memory Mutanuka. An immigrant from Zambia, she is an emerging leader with a purpose.
– Carmelo Pollichino. A passionate leader and the head of the non-profit Libera Palermo contro le mafie
– Francesco Bellina. An award-winning photographer and artist whose brilliant work on the problems of migration and exploitation are featured in leading newspapers such as the Financial Times and The Guardian.
It was my great honor to interview the “Father of modern Marketing” on his lifetime of achievements in marketing.
Professor Philip Kotler received the Thinkers50 Lifetime Achievement Award for his work over the past 50 years. I am deeply grateful for his friendship and mentorship – and everything he has done to demonstrate how marketing must be a force for good.
Watch the replay >>
Sometimes I wonder why we have forgotten these principles from the late Paul Polak. When I chatted with him about the $300 House, he wanted me to reconsider and make it a $100 House. His point was simple: affordability drives design.
Now, as part of the research agenda of the Regenerative Marketing Institute, I’m thinking about how these BoP principles and Stuart Hart‘s BoP protocol apply to the developed world — to communities trying to find a way back from the COVID-crash.
Here are Polak’s principles:
1) Go to where the action is. You can’t solve poverty from a World Bank office.
2) Talk to the people and listen to what they have to say.
3) Learn everything about the context of the problem and the people.
4) Think and act big. No reason to be modest. Small solutions applied thousands of thousands of times.
5) Think like a child to find the obvious solution people have missed in the past. (Irony of thinking big and like a child)
6) See and do the obvious. Emersing yourself in the problem helps.
7) If someone has invented it–you don’t have to. Find existing solutions
8} Make sure your approach can be scaled up.
9) Design for the poor. Affordability rules the design process with poor customers.
10) Follow practical 3 year plans. Must transform into effective work plan for 3 years.
11) Continue to learn from your customers. (Interviewed more than 3000 farm families, $12 solar lantern)
12) Don’t be distracted by what other people say (Almost every project I’ve done has had sceptics)
Let’s add another principle for impact innovation:
13) Design for justice. (The design schools don’t)
Can marketing be regenerative? And what would that look like?
Our definition >>
Regenerative marketing is defined as marketing practices which nurture communities and build local prosperity over the long term. The outcomes of regenerative marketing include value creation for customers, employees, and local communities. Regenerative marketing practices must – by definition – build community wealth.
Read the article in The Marketing Journal >>
If you missed it, you may want to check it >>
It’s time to put aside our toys – our ideologies and guns – and look at this time in history as our final exam. This is a test, as Buckminster Fuller said, to see if we, the human species, deserve to carry on. COVID has shown us that we cannot find consensus on how to deal with the virus.
Time’s running out. Philip Kotler, Karthiga Ratnam, and I think it’s time for a movement of movements.
Learn more on the Wicked7 Project site >>
Once again, it is useful to study the past to learn what applies here to our ecosystematic journeys. Of particular interest is the work of Donella Meadows, who taught us how to focus on having the most impact on a system (Bill Gates, listen up!) >>
Where to intervene:
12. Constants, parameters, numbers (such as subsidies, taxes, standards).
11. The sizes of buffers and other stabilizing stocks, relative to their flows.
10. The structure of material stocks and flows (such as transport networks, population age structures).
9. The lengths of delays, relative to the rate of system change.
8. The strength of negative feedback loops, relative to the impacts they are trying to correct against.
7. The gain around driving positive feedback loops.
6. The structure of information flows (who does and does not have access to information).
5. The rules of the system (such as incentives, punishments, constraints).
4. The power to add, change, evolve, or self-organize system structure.
3. The goals of the system.
2. The mindset or paradigm out of which the system — its goals, structure, rules, delays, parameters — arises.
1. The power to transcend paradigms.
Read all about it >>
A special thanks to the Business Ecosystem Alliance and Dr. Annika Streiber for hosting me on the topic of “Ecosystematic” – the forthcoming book co-authored with Philip Kotler:
Join Philip Kotler and myself as we kickoff this project to “save humanity from itself.”
WEBINAR >> April 1, 2021 >> 4 pm EASTERN / 10 PM EU
REPLAY available here >>
I still think of Larry Keeley‘s 10 types of innovation – and think about how the model can be applied to social innovation – to meet the “unmet needs” of society.
The 11th type of innovation is purpose – to what ends are your capabilities and talents being deployed? Are you inclusive or is your company supporting new forms of apartheid? That is what Brand Activism, and by extension – the Wicked7 Project – are about.
We are now at that point in history where collapse seems inevitable: political, social, environmental, civilizational. The decisions our politicians make are killing us.
“Where there is no vision, the people perish.” — Proverbs 29:18
In Texas, we can applaud our fearless Governor Greg Abbott and his Republican mafia for destroying any pretense of serving the public good (see exhibits A and B). Every decision made by leaders in the Republican Party is made based on ideology, not reason, science, or even common sense. Some argue we live in the Age of Social Murder. The Democrats, for their part, are slightly better — but certainly not equal to the task which lies ahead.
It’s time to depoliticize decision-making.
Either that, or our time is up.
The work of leadership has never been more clear: it is to bridge the gap — across all boundaries — and to create a way forward for the common good. The pyramid of love reminds us that it is possible to resolve conflicts and escalate peace.
Says David Hinds of Steel Pulse: “Where there is no love, there can be no justice; and where there is no justice, there will never be peace.”
That about sums it up.
2021 has already shown us that the wickedness of 2020 was just the beginning. The “new normal” is that there is no “new normal.”
The job of leadership now is (re)visioning – rethinking what it means to live in an age of collapse.
We will explore this topic in an article we’re writing (Phil Kotler and I) on the leadership we need now. This is also part of the agenda for The Wicked7 Project.
Clayton Christensen has passed on to a better world. We did not deserve him. I only ever met the Professor over the phone – in the early 2000s – when I did this interview with him >>
What are your views on Nick Carr’s Harvard Business Review article, “IT Doesn’t Matter”?
Clayton Christensen: In chapters 5 and 6 of Innovator’s Solution, I talk about how you start out in the early era of an industry’s history when the functionality and reliability of the product aren’t good enough. The way you compete is to make more reliable and higher performing products. In order to do that well, you need to have an interdependent architecture that’s a proprietary system. You then get to the paint where you’ve overshot what customers can use.
At this point, a process of commodization begins to set in. It has two dimensions: First, having overshot you keep trying to improve the product. People will accept the improved product; however, they won’t pay much money for the improvements. Customers often don’t need all of the improvements.
The other dimension of commodization surrounds the argument of now having to compete differently. You’re faced with the need to market so that every customer gets exactly what they need when they need it. If you achieve this, you can responsibly market to smaller and smaller niches in the market. To compete at this level, you need to have the architecture of the product evolve from a proprietary interdependent one to a modular architecture. When you have a modular architecture where the product’s performance is really driven by the subsystem that you snap together, like your personal computer, then modularity finishes the commodization job. You can no longer differentiate your product from the others on the basis of product performance because everyone has the same modules.
In the first realm of commodization, the functionality and reliability are determined in the architecture of the product. The component themselves don’t make much of a difference. In the other realm of commodization, the components or the subsystems make all the difference and the architecture doesn’t make much difference.
In chapter 6, the very move in this direction at a stage of value added precipitates a reciprocal of decommodization of the adjacent stages. Usually, that where what’s not good enough gets resolved.
Carr’s point is a little bit consistent with this view. There was an era when you could gain a competitive advantage by having information technology that (1) others didn’t have, and (2) you had processes within your company to integrate that technology into your strategic planning, product development processes, and pricing better and faster than others. Now, the ability to capture that information, process it, and deploy it to the people who need it is almost modular, in the sense, any company can get it. Carr overstates this point a bit. Things are headed in this direction, and thus the information technology becomes a commodity you must have. You just can’t differentiate yourself.
Let’s talk about a specific example- about five years ago, StorageNetworks built an IT infrastructure from commercially available hardware, raised more than $200 million, and offered organizations a third-party source for immediate storage, likened to that of a public service utility. EMC validated the concept. StorageNetworks couldn’t make a go of that business and offered backup stores and eventually started licensing its software. StorageNetworks went Chapter 11 and couldn’t given find a buyer. What went wrong here?
Clayton Christensen: I haven’t really studied this company in depth. So, I can only surmise. With the caveat that I haven’t crawled inside, I will tell you some of the things I worry about as I watch that. First, Chapter 8’s key assertion is the only thing you know for sure at the beginning you don’t know what the right strategy is. Likewise, you don’t know who are the right customers, and what job are they trying to get done. You start out with a deliberate strategy where you think this’s the right thing. You almost have to know for sure you are wrong. Therefore, you have to get in the market quick with a little of this and then figure out what’s work.
In Chapter 8, I cite a colleague’s study of 400 Harvard Business School graduates who started new companies. Half have been successfully; half haven’t been. The half that succeeded didn’t entirely trust the strategy they used when they raised money. They ended up selecting another strategy that enabled them to succeed. Ninety percent of this group said they ended up doing something completely different from what they intended to do. The difference between the successes and the failures wasn’t the successful ones got it right the first time. They just had money left over after they got it wrong. They learned from their mistake in time to shift gears.
In Chapter 9, I talk about good money and bad money. Bad money is a lot of money flowed into something with the willingness to accept big losses. You have the expectation that the more you spend, the more you will earn later. The money is spent in the expectation your strategy is right.
We would be in error to say that somewhere in that space where StorageNetworks was there wasn’t a great business opportunity. It’s more accurate to say, like everyone else, there initial strategy wasn’t right. They spent a lot of money pursuing that strategy. The problem they employed a deliberate strategy aggressively from the beginning, and spent to get big fast.
How do you fix the disconnect between upper management’s ideas and what the market will accept?
Clayton Christensen: It is a combination of Chapters 8 and 9. Too much money is a huge curse. Enough money can get you into the market as quickly as possible. In Chapter 3 talks about segmenting the market by the job people are trying to get done. The faster you can get into the market and get people to pay real money for real products, then you need to figure you what were these people trying to get done for them when they hired your product. You can then begin to focus on helping them get the job done better and better. As you learn what works and how the customers are using your product, you reach the point where you can aggressively spend money to grow. It’s the premature outlay of huge amounts of money in pursuit of the wrong strategy is the thing to avoid. You need to have an experimental mindset.
In my own language, I try not to use innovative and non innovative. Most company’s are innovative, but in different ways. An established company is usually very good in the sustaining innovation track. Usually established companies pull off radical sustaining innovations. Some times they overshooting and flaming out. The disruptive innovation is a different kind. I would rather work for an innovative company. The question is which ones.
As I live with the ideas in the Innovator’s Solution, history might judge the concepts in Chapter 3 — segmenting markets in ways that cause us to fail – might judge this to be the most important chapter in the book.
We always have an overwhelming tendency to frame the market we are targeting by the boundaries defined by product categories, or product points, or the demographics of the customers. We think about industry verticals. When we target products that markets that are defined by demographics of customers or by the product characteristics, we are playing the crapshoot game of determining whether or not there is a valid customer need. We define our business as helping a customer get a job done – one that he is already struggling to get done and has no satisfactory means of doing it – the probability that product will contact with the customer is very high. You need to look at what is the customer trying to get done and does it help him or her get it done better. Or, does it make it easier for them to do what they aren’t trying to get done. The latter is a failure.
We give a little example in Chapter 3. It’s about investments in Internet-based or electronic learning technologies which are oriented as trying to help college students learn more. These technologies usually never work. If you think about what college students are really trying to do, they want to pass the course without really having to study. If the same effort was focused on crammed.com, making it easier for them to cram, you help them try to do what they are already trying to get done. This works.
Carr makes the comment about commodization (Oracle and SAP struggling to sell better products at higher and higher prices). If the IT industry has lost a bit of its luster, history will show IT vendors have cut to segment the market by product categories and by the attributes of customers, rather than the fundamental jobs people are trying to do in organization. An IT professional who wants to know should I join this organization or this organization I am working with have high potential. If there’s a deep of what the customer is trying to accomplish, then I would be excited about working there.
What are the symptoms of a business or an industry that’s ready for disruption? You mention companies that produce products with features no one uses. What are some of the other attributes to look for?
Clayton Christensen:There are two types of disruptions – low-end and new market. The possibility that a low-end disruption, which is covered in Chapter 2, might occur only if two conditions are met: There have to be customers at the low end of the market who don’t value and won’t pay for further improvement. The second condition for that to happen is that someone has to figure out a lower-cost business model that can be attractively profitable at the discount prices required to win the business of those customers at the low end. If these conditions are met, then a low-end disruption most likely will occur.
The new market disruption is based on an entirely new market sector. If there is a population who are trying to get something done but they can’t to do it for themselves satisfactorily because they don’t have the skills or money to buy the product, they have to rely on the expensive and inconvenient help of experts. If that population exists, that is the requisite condition for new market disreputability. The second reason for new market disruption is can I technologically come up with a market that is so afford and simple to use that I can enable this new population who are trying to get it done, but can’t. If these two conditions exist, then a market is a new market disreputable.
Your company- Innosight- is a disruptive company in the management consulting space. How do you differentiate yourself from the McKinsey’s and the Bains?
Clayton Christensen: The trajectory that the consulting firms are on is higher billings, per partner, per client. Partners make more money by putting more people on the ground. These projects tend not to be strategic related, but operations effectiveness type consulting in mergers and acquisitions and integration. That has become the bread and butter of those companies. The way we try top to help a company is to go in and spend a day going over theory. We have this conviction that theory is a very useful thing. It’s a statement of what causes what and why. Managers use theories every day. In a way, we give them virtual glasses so they can see these theories.
On the second day, we have them make a list of 20 or more of the new business ideas or growth product ideas that have been kicked around in this company. Let’s look at each one of those ideas through this lens. Almost always, there are three or four that just pop out and managers say we haven’t been giving this much thought because it is not a sustaining innovation. However, when you look at it through the theories lenses, the ideas have enormous potential. As we go through the day, we say it has enormous potential, but the way we’ve been thinking about doesn’t meet with what we say in Chapter 3. Most likely, they’ve been studying the wrong customers for that idea. You can take an idea and start to shape it so it conforms to the pattern of disruptive successful companies.
By the end of the second day, they have several products which they say could be successful. Then we have them go through a market study phase where we try to send them to market by the job customers are trying to get done. They need to answer how big is this market? It does involve finding some people to watch and then to ask them a unique set of questions. When you just hired that product what job were you trying to get done? And when you don’t hire that product, what else do you hire to get the job done? There’s a methodology for converting those insight into an estimate for how big is the job.
The third is to work with the team to create a business plan that can get funded and implemented.
When creating businesses to commercialize high-potential innovations, you have six questions, six decisions you ask people to make. Can you go over them with us?
Clayton Christensen: The questions are fairly simple:
1) Whether the new business should be set up to operate autonomously. Opportunities that require developing new skills and using new business models ought to be kept separate from the main business.
2) The activities the company should build versus the activities it should buy. The new business needs to control activities that allow it to improve performance along dimensions that matter most to customers.
3) How the new business should interact with “value network” participants, such as suppliers and channel partners. The new business must help its value network partners move up their own improvement trajectory. People don’t do what doesn’t make sense to them.
4) Which managers should be appointed to run the new business. Managers should have wrestled with challenges (attended “schools of experience”) they know they will encounter.
5) How the new business should set its strategy. In all likelihood, the new business needs to use an “emergent” strategy process that lets it experiment and learn from the marketplace.
6) Who should fund the new business. The new business needs investors whose prioritization criteria match the business’ needs. For truly disruptive innovations, this typically means being patient for growth but impatient for profits.
People assume an answer to these questions without really asking. They often don’t have a theory or strategic framework to think them through. You never have a one-size fits all answer. There are no best practices. Best practices is flawed thinking- it causes innovation to fail.
For example, should the business be autonomous or not? There is a model in Chapter 7 of resources, processes, and values. The organization needs to be autonomous if its normal processes of prioritizing things would place other priorities over this one. The organization can’t succeed if the responsible people are over prioritizing. You can do the same thing with processes. A process is designed to do a particular thing. If the process won’t facilitate success, then you need a different process. Then you need a separate team.
The concept of getting the right people is one of the most important ideas for an organization. You shouldn’t segment markets by the attributes of the product. You shouldn’t segment people by their personal attributes. You need, instead, to segment them by the way they solve problems during earlier times in their career. You make a list of what kinds of problems this management team is going to comfort. Once we know, we have to make sure we have people on the team who’ve seen problems like this before.
You never want to ever say well those idiots failed because they had the wrong strategy. You have to ask “Why did they have the wrong strategy?” Almost always, they’ve used the wrong process to come with the strategy. We show two fundamentally different processes: one is a top-down analytical project that is followed by implementation, and the other way is get into the market to try to experiment what works and what doesn’t.
Who should fund the business? During the era of being out in the market experimenting, then the money has to be patient for growth and impatient for profit. Once you have it figured out and you know what strategy is going to work, then the money can demand growth.
Christian Sarkar: Thank you so much.
Years later, I interviewed Clay again – still not face to face – for The Marketing Journal >> “Branding as a Job to be Done” – An Interview with Clayton Christensen
I am grateful for everything you did for us nerds, Prof. Christensen. We will not forget you. See this from Harvard Business Review >>
Recently, my dear friend and mentor – Professor Philip Kotler (yes, that Kotler!) got entangled in a squabble between Narendra Modi, the Prime Minister of India, and Rahul Gandhi, the dynastic leader of the Congress party.
The fun began when Professor Kotler presented the Prime Minister with the inaugural Philip Kotler Presidential Award, an award that recognizes Shri Narendra Modi’s leadership qualities on the global stage.
Because his physician had advised him not to travel, Professor Kotler chose his friend Professor Jagdish Sheth, an eminent marketer in his own right, to present the award on his behalf.
The award was presented by a delegation led by Professor Sheth on January 14, 2019. Also part of the delegation were representatives of the World Marketing Summit which had held a conference in Delhi in December of 2018.
The next day, this tweet from Rahul Gandhi poked fun at the award, seeking to undermine not just the PM, but, more importantly for me, the integrity of Professor Kotler as well:
I want to congratulate our PM, on winning the world famous “Kotler Presidential Award”!
In fact it’s so famous it has no jury, has never been given out before & is backed by an unheard of Aligarh company.
Event Partners: Patanjali & Republic TV 🙂https://t.co/449Vk9Ybmz
— Rahul Gandhi (@RahulGandhi) January 15, 2019
Almost immediately, the comments inspired by the post fell into two categories – insults and praise; insults from Rahul Gandhi followers and praise from PM Modi supporters. The tone of these comments was shrill, with many attacking Professor Kotler directly.
Professor Kotler and I were shocked. The article questioning the award was written by a leftist outlet which casts doubt on the award:
The government’s press release makes no mention of jury members, nor the exact organisation behind the new award.
The media pounced on the story and added to the controversy:
Tonight at 9: is the Kotler award legit ? pic.twitter.com/FyaF1Uu2gi
— Nidhi Razdan (@Nidhi) January 16, 2019
Even one of my literary heroes – Shashi Tharoor – piled on, going so far as to call the award a fake.
Questions & Answers
As questions were raised, I decided to collect and answer them:
Is the award real? (“…little information has been shared about the provenance of the latest award, or the organisation presenting it.”)
Yes, it is real. And why would people like Tharoor assume it was fake? The “journalists” in Rahul Gandhi’s tweet did not follow the first rule of journalism which is – check your facts with the source. How easy it would have been to Google Philip Kotler and contact him through his Northwestern faculty page.
Who is Philip Kotler? What qualifies him to give this award?
Along with Peter Drucker, Professor Philip Kotler is considered to be one of our greatest management thinkers. Who is the leading business scientist in history? According to the Hirsch-Index its Philip Kotler with an h-index of 163, followed by Michael Porter with 159.
Ask any MBA student anywhere in the world, and you will find that they have studied Professor Kotler’s books. He has received 22 honorary degrees from around the world, and published over 70 books. His 50+ years of work with the Kellogg School of Management has resulted in building the #1 Marketing department in the world.
Professor Kotler is a man with great integrity and openness. He is also one of the smartest thinkers to grace the planet. He is in the Thinkers50 Hall of Fame (2013), and is featured as a “guru” in the Economist.
Who chose the award? Why is there no jury?
Professor Philip Kotler made the final decision after a committee for the World Marketing Summit came up with a list of possible candidates.
Professor Kotler explains via a letter published on his blog:
Why is Kotler’s twitter account not verified?
Because Twitter has stopped verifying accounts, and Prof. Kotler never thought to ask. I messaged Jack Dorsey to ask him if he could make an exception for Professor Kotler.
Why was there no mention of the award on the Kotler website?
Professor Kotler’s site is not updated often. When the Indian press started questioning the authenticity of the Award, Professor Kotler tweeted about it:
I congratulate PM @narendramodi for being conferred the first ever Philip Kotler Presidential Award. He has been selected for his outstanding leadership & selfless service towards India, combined with his tireless energy. (1/2)
— Philip Kotler (@kotl) January 15, 2019
Why was the Indian site for the World Marketing Summit taken down?
After an event is over, often times the microsite that’s used to describe the event and/or register participants is usually taken down. The global site for the World Marketing Summit, Kotler Impact and Kotler Awards are still running.
What could Professor Philip Kotler possibly know about India?
Professor Kotler is not just the “father of modern marketing.” He is an economist and studied with some the greatest Economics teachers on the planet. His involvement with India began in 1955, when he spent a year working on his PhD thesis in India. If the journalists bothered to read My Adventures in Marketing, they might have known that. Since then he has visited India often to teach and speak.
What could Professor Philip Kotler possibly know about democracy?
Professor Kotler has published books and written numerous articles on capitalism and democracy. See: Democracy in Decline and Confronting Capitalism.
How to Argue
Bottom line, I’m disgusted with the trash-talking that I see from the left-leaning Indian journalists and social media participants.
Too many of our disagreements fall in the bottom two layers of Paul Graham’s Hierarchy of Disagreement:
If someone wants to question PM Modi’s track record, they would do far better through Refutation rather than Ad Hominem and Name-Calling. Let that be a lesson for you, young Rahul, and for all who would seek to look childish: focus on the substance instead.
Professor Kotler, please excuse the mess caused by this controversy.
DISCLOSURE: I have worked and continue to work with Professor Philip Kotler on several projects, including The Marketing Journal, ActivistBrands.com, and FIXCapitalism. We’ve written a book together titled Brand Activism: From Purpose to Action (the print version is forthcoming). No one asked me or paid me (in India, as elsewhere, paid-journalism is a thing) to write this. I simply felt compelled to stand up for a learned man of great integrity.
Professor Philip Kotler – the “father of modern marketing” – and I have co-authored a book: Brand Activism: From Purpose to Action.
Brand activism is driven by a fundamental concern for the biggest and most urgent problems facing society. The main idea here is that when government fails to do its job, business has a civic responsibility to stand up for the public interest. It’s what a good citizen does.
available in the following countries
The book introduces the reader to regressive and progressive Brand Activism, and shows how the best businesses are making the world a better place because their activism is a differentiator – for customers, for employees, and for society at large. We also examine the role of the CEO.
Here’s a look at the table of contents:
The book includes the Sarkar-Kotler Brand Activism Framework, a toolkit for business leaders looking to transform their companies and institutions.
The book also includes interviews with leaders from various fields:
Finally, we’ve launched a separate website to help individuals who want to learn more – www.activistbrands.com. We hope you find it useful.
The Founding Fathers didn’t envision corporate personhood, or Citizen’s United.
In fact, I wonder what they’d think about capitalism as an enemy of democracy and a grave threat to the very survival of life on Earth.
Is democracy doomed?
What must we do to save capitalism from itself?
Enter Phil Kotler. The legendary marketing guru is marketing a new sort of product these days. He is trying to fix Capitalism, a system he believes has helped create more wealth for more people than any other economic model.
Says the esteemed Professor Kotler (he’s taught at Northwestern for 50 years!) >>
“Capitalism must evolve to serve the needs of all citizens, not just the very affluent. Our goal is to discuss the 14 Shortcomings of Capitalism and systematically analyze the problems and potential solutions. We want to gather opinions and recommendations from everyone – and begin the process of saving capitalism from itself.”
It’s great to see one of the greatest capitalist minds working on reforming capitalism with a capital C.
According to Kotler, the current state of capitalism is falling short because it:
1. Proposes little or no solution to persistent poverty
2. Generates a growing level of income inequality
3. Fails to pay a living wage to billions of workers
4. Doesn’t create enough human jobs in the face of growing automation
5. Doesn’t charge businesses with the full social costs of their activities
6. Exploits the environment and natural resources in the absence of regulation
7. Creates business cycles and economic instability
8. Emphasizes individualism and self-interest at the expense of community and the commons
9. Encourages high consumer debt and leads to a growing financially-driven rather than producer-driven economy
10. Lets politicians and business interests collaborate to subvert the economic interests of the majority of citizens
11. Favors short-run profit planning over long-run investment planning
12. Should have regulations regarding product quality, safety, truth in advertising, and anti-competitive behavior
13. Tends to focus narrowly on GDP growth
14. Needs to bring social values and happiness into the market equation.
So that’s my latest project – helping Kotler and friends get the word out and make a difference.
Like the $300 House Project, I’m helping build an “ecosystem of concerned folks” to face the challenge.
We began by enlisting the Huffington Post as our media partner.
We now have a FIXCapitalism channel; we’re slowly beginning to get some attention with these articles:
The future is too important to leave in the hands of the corporations and their paid stooges – the politricksters in D.C.!
Can you help? Connect us to others who are interested – who may have a point of view they want to share – and can help move the conversation forward. Join us!
Help spread the word!
In McKinsey‘s latest survey on business technology, few executives say their IT leaders are closely involved in helping shape the strategic agenda, and confidence in IT’s ability to support growth and other business goals is waning. Furthermore, “executives’ current perceptions of IT performance are decidedly negative.”
This sort of criticism of IT is not new.
In fact, it goes all the way back to Nick Carr‘s 2003 IT Doesn’t Matter article in Harvard Business Review. At the time, Carr managed to infuriate the CEOs of numerous IT companies, including Craig Barrett, Intel’s CEO, along with Bill Gates and Larry Ellison.
“My point, however, is that it (IT) is no longer a source of advantage at the firm level – it doesn’t enable individual companies to distinguish themselves in a meaningful way from their competitors. Essential to competitiveness but inconsequential to strategic advantage: that’s why IT is best viewed (and managed) as a commodity.”
– Nicholas Carr
At the time, there were numerous rebuttals to Carr’s view, but none more powerful than the one from John Hagel and John Seely Brown. They argued:
According to JH3 and JSB: far from believing that the potential for strategic differentiation through IT is diminishing, we would maintain that the potential is increasing, given the growing gap between IT potential and realized business value.
So how does IT become more strategic?
The Wall Street Journal‘s Rachael King recommends:
CIOs also need to bring some transparency to their operations by sitting down with business leaders and going over the budget and setting priorities together. The CIO needs to also actively market how the IT department is driving value in terms that business can understand. For example, Intel CIO Kim Stevenson recently published an annual IT report where she detailed how her department implemented advanced data analytics that helped drive $351 million in revenue for the company.
The ability for Ms. Stevenson to demonstrate the value of her organization’s work in dollars and cents is changing how IT is perceived in the company. It changes the relationship from that of a service provider, a department that helps people set up servers or configure PCs, to one that uses technology to solve business problems.
CIOs must demonstrate and quantify the business value of IT.
What does this mean for the sales people of IT company’s trying to sell to CIOs? It means that the role of the CIO is often supplanted by business executives. (In my discussions with our clients, I often emphasize this point.)
IT is so strategic, one could argue, that it is no longer left to IT. Often it is CMOs and other non-IT business executives who are actively pursuing the mobile, social, and analytics strategies that are creating the organizational pull for new approaches to rapid application development, and as a by-product, the cloud services offerings needed to enable those strategies.
The new generation of IT will support new business strategies. This means that any vendor selling IT solutions will have to speak the language of business strategy. And most importantly, the vendor will have to show the client how to achieve the “promised” benefits of IT.
So here’s the takeaway: CIOs must work on getting a place at the strategy table. When they do, they are viewed as effective business partners. What must the CIO do to be viewed as a strategic partner?
– Does your company have a clear view of how advances in IT (Big Data, AI, IoT, Cloud Computing) is likely to reshape your relevant markets over the next five years?
– What areas of business growth can IT contribute to?
– Does your company have an equally clear view of the implications for the changes you will need to make to continue to create value?
– Are these views shared effectively among your senior managers across the organization?
– Does senior management recognize the risks and uncertainties as part of the decision-making process?
– Has your company been sufficiently aggressive in using IT to improve strategic areas of your operations?
– Are there opportunities to use IT to improve operations around existing products and services?
– Are their opportunities to use IT to significantly reduce costs and cycle time in existing work processes?
– What are the data sources? How will you monitor them? How do you trigger events based on the intelligence gathered from the data? Is there a profit or cost-savings optimization opportunity?
Why CIOs should be business-strategy partners Feb 2015, McKinsey
Most CIOs are Not Seen as Influencing Corporate Strategy: Report, Feb 2015, Wall Street Journal
Public Cloud a first choice for minority of projects: Gartner CIO survey, March 2015, ARN
How does innovation happen? Most company’s struggle to understand how innovation works, often confusing creativity with innovation. In today’s tacit, knowledge-based creative economy, innovation and differentiation rarely come from one distinct source. Rather, innovation evolves from:
It’s all about positivity :
The legendary reggae band releases the 2012 version of the Barack Obama Song >>
The 2008 video version is here >>
I know what some of you are thinking – “Well, did America have a soul to begin with?” I happen to think it did. For me the soul of America is “We, the people…”
Furthermore, I’m quite sure that people, as defined by our founders, did not mean corporations. (See what Charles Handy has to say >>)
But to get back to the topic of inclusivity, I’d like to make a shameless plug for our new book, co-authored with University of Michigan’s Professor Michael Gordon, called Inclusivity: Will America Find Its Soul Again?
BUY now >>
Inclusivity: Will America Find Its Soul Again is a book of questions, hints, and suggestions about creating more opportunity for more people–starting with the USA, but looking at and learning from the rest of the world.
The very idea of the “United” States is based on the principles of inclusivity–all men and women are created equal under the law. But we seem to have lost our conviction that inclusivity is possible or even to be desired. The current divisive political climate, along with economic uncertainty, has fostered an atmosphere of fear and narrow-mindedness across the country.
What can we do in the face of this reality? The choice is not easy, but it is clear. Either we will decide to be more inclusive, or we will turn against each other – finding reasons to divide ourselves, not just from each other as citizens, but also from a shared future.
The USA, unless we decide otherwise, will become simply the SA.
This book is dedicated to an inclusive future for all our children, including my daughters M and K, and the idea that the United States is still the last best hope for democracy and inclusivity. We won’t have one without the other.
The book includes the following sections:
Let us know what you think!
P.S. – We don’t want this, do we?
Michael Gordon‘s book, Design Your Life, Change the World: Your Path as a Social Entrepreneur [A GUIDE for CHANGEMAKERS] is for changemakers – the people and organizations that want to make a difference in the world.
The book tries to answer two questions, says Professor Gordon:
1) How can organizations best address important societal problems such as poverty, inadequate health care, sub-par education, and an unhealthy planet?
2) What’s the best advice for students who want to address these issues and still live lives of relative comfort?
The reason I’m helping the professor is because now, more than ever, we need the brightest students to tackle the world’s biggest problems. And the oil-coal-nuclear lobby isn’t making things any easier…
Are you a changemaker? Go find out >>
P.S. – you can download the PDF version here >>
No one could have known that when a Tunisian fruit vendor set himself on fire in a public square, it would incite protests that would topple dictators and start a global wave of dissent. That’s the power of ecosystem disruption. The power of the Voice of the Planet (VoP).
I don’t watch TV much but I just caught a clip of Richard Branson promoting his book Screw Business As Usual. Looks like he’s on the same page as Stuart Hart – who has been essentially saying the same thing for twenty years. They ought to compare notes!
What was funny was watching Branson sit there as the producers had him wait and wait for his three minute interview. He was clearly in distress – the anguish of the entrepreneur who can’t bear to waste time – as he smiled and waved every time they turned the camera on him.
The book is available later this month… have a Happy Green Christmas!
I first met Bob Freling at a board meeting of the Solar Electric Light Fund (SELF) in San Francisco several years ago. At the time, I felt that here was an NGO doing innovative things but not getting enough visibility for their work. They were solar way before solar was cool.
What struck me is how informal and close the board members were. One of the board members – Larry Hagman (good ol’ J.R. Ewing) – did a brilliant set of solar commercials which I think says a lot about his character and wanting to make the world a better place (quite the opposite of his TV character!). But I digress.
The story here is that SELF pioneered the use of solar power to fight “energy poverty” across a spectrum of applications with their “solar integrated development model” – from clean water, to drip irrigation to improve food security, to electricity for health clinics, schools, and micro-enterprise.
In his blog post about the $300 House Energy Challenge, Bob explains:
“It’s simple really. First, solar energy powers pumps and filters for clean water. This also enables drip irrigation for critical crops. Once people have those necessities, the solar energy is used to power health care facilities which can power equipment and refrigerate vaccines, for example. This increasingly healthy population can then open schools which are powered by solar to provide computer and Internet-based learning. Finally, these well-fed, well-cared for, well-educated villagers can begin community and entrepreneurial activities to grow their economy.”
Bob’s optimism is tempered with reality. The Millennium Development Goals won’t be achieved without energy access, he explains in another blog post. In case you forgot what the MDGs are (as I often do) they’re listed as:
1) eradicating extreme poverty and hunger;
2) achieving universal primary education;
3) promoting gender equality and empowering women;
4) reducing child mortality;
5) improving maternal health;
6) combating HIV/AIDS, malaria, and other diseases;
7) ensuring environmental sustainability; and
8) building a global partnership for development.
Note that they are interrelated, ecosystemic problems – and that from Bob’s perspective, energy is the key factor which makes all of them feasible.
With the $300 House project, my eyes have been opened to the fact that the approaches for dealing with the poor are often not very constructive, and sometimes end up doing more damage than good. That’s what $300 House adviser Stuart L. Hart is talking about when he says we need to create smaller problems. It is also a concern of our critics on the $300 House. When I spoke to Matias Echanove recently, he was concerned that mass produced housing could in fact disrupt the local economy – the small businesses that are based in informal slums around the country. I hear him.
Our $300 House project is exploring ways to integrate services and jobs into the ecosystem as well, and we’re reaching out to talk to the leaders in the communities that are interested in this approach. In India, we’ve just completed a survey – with the help of THL – that covers 15 villages in three of the poorest states in India – Uttar Pradesh, Bihar, and Jharkhand. I’ll go into more detail in a later post.
For me the question is quite simple – we see an explosion of interest in developing integrated townships for the middle class in India, but why is there nothing comparable for the poor? To borrow a phrase from the US, why can’t we build “master-planned communities” for the poor?
Is it too much to ask that governments, NGOs and development institutions, and businesses work together with the communities involved to build integrated solutions?
Unfortunately, there are far too few examples of collaborative development. This is something we all need to look at urgently. There is also a problem of ownership. The development community, NGOs, and most governments think they “own” the problem. Unfortunately, without a business mindset to make solutions scale, their is so little real progress.
The poor remain poor.
And that’s why the work Paul Polak is doing is so important. He’s looking at making small changes at the bottom of the pyramid; small changes that make a big difference in the earnings of the poor. This is also the approach advocated by Esther Duflo and Abhijit Bannerjee in Poor Economics.
At a much larger scale, we see an example in the Gates Foundation‘s approach – which is all about examining the ecosystems of poverty. A common criticism of the Gates Foundation goes along these lines: “How can people like Gates, living in a different universe, help people at the bottom of the pyramid?” This is a false and damaging argument, but answered quite well by Sam Dryden:
“Some people may ask how my team and I–working at the world’s largest foundation located in a prosperous corner of a rich nation–can relate to a subsistence farming family in Ethiopia or Bangladesh. This is a very reasonable question to ask. The farmer has a direct connection to the land and we are considerably removed, both by distance and culture. We begin by realizing these differences and humbly listening to farmers and their families, learning and respecting their cultures, ways of living, and knowledge of place and home. The solutions we seek are those appropriate and welcomed in this context, not those imposed by distant values or interests.”
And finally, perhaps there is an alternative to the giant top-down programs, and incremental bottom-up “Let the Poor Do It Themselves” approaches we’ve encountered.
With the $300 House, we’re thinking micro-development – is it possible to build integrated micro-solutions at the village level? And in cities, at the neighborhood level?
Despite all the whining about the decline of the USA, and charts showing the downsizing of the American dream, today’s a good day to reflect on why we still hold the promise of Abraham Lincoln’s words in 1862: “the last best hope of earth.”
A few thoughts:
1. The individual can still make a difference: Check out Paul Farmer, Paul Polak, Michael Moore and, yes, Barack Obama. Give me an example of any other country in the world where someone like Obama could even remotely hope to be elected president. See what I mean? Of course, the flip side of this is that you have corporate puppets like Sarah Palin and Rick Perry, but I’ll take the voice of the individual any day. What’s the alternative? China. Enough said.
2. The rich aren’t all money-grubbing pirates. More than any other country on earth, our rich turn to philanthropy to leave a legacy. Check out the Gates Foundation or the Clinton Global Initiative. Where else do we see this kind of private philanthropy at the individual level – from both rich and poor? Have you seen what happens in Bangladesh? Note: I know, we do have folks like the Koch brothers who are busy strangling democracy while they protect their “freedom.” What about India? Nope.
3. The United States
is the world’s largest source of humanitarian aid. Yes, despite all the whining, our government is still the largest donor by far. We can do better, but hey, you don’t see anyone else even close in real dollars. This type of comparison is a statistical game.
4. We’re far less sexist than Europe. Seriously, that’s a fact.
6. Customer Service. If you think customer service is bad in the US, you should see the rest of the world. Speaking from plenty of experience, we are in another league.
7. Independent thinking. Not so widely seen on Fox, but still here. The sheep to thinker ratio is far healthier in the US.
8. Tolerance. We are a tolerant nation. It’s kind of funny when the most intolerant group we have is the atheists.
Keep on keeping on, America. And may tomorrow always be better than yesterday.
Bin Laden lost.
Here’s the money quote:
Look back over the last hundred years and you’ll see the pattern. During
periods when the very rich took home a much smaller proportion of total
income — as in the Great Prosperity between 1947 and 1977 — the nation
as a whole grew faster and median wages surged. We created a virtuous
cycle in which an ever growing middle class had the ability to consume
more goods and services, which created more and better jobs, thereby
stoking demand. The rising tide did in fact lift all boats.
During periods when the very rich took home a larger proportion — as
between 1918 and 1933, and in the Great Regression from 1981 to the
present day — growth slowed, median wages stagnated and we suffered
giant downturns. It’s no mere coincidence that over the last century the
top earners’ share of the nation’s total income peaked in 1928 and 2007
— the two years just preceding the biggest downturns.
We’re losing our competitiveness, as well as our ability to lead.
There’s a growing sense in the business community that we must find a way to work together again. To do this, we have to reject political terrorism – the political brinksmanship which prevents us from finding common ground or even beginning to look for honest solutions. Howard Schultz, the CEO of Starbucks, recently created a stir when he suggested that it was time to halt all political donations. Warren Buffett did the same with his no-nonsense plea to raise his taxes.
Welcome to the third world, America! Looks like we’re headed on the fast-track back to serfdom. Brought to you in large part by the GOP and corporate Democrats.
Sometimes not knowing what you’re doing can help you do it.
Here I make a fool of myself at the Guardian’s Activate2011 conference in London:
The final Harvard Business Review post in the series, and hopefully the start of some real change at the bottom of the pyramid.
Our goal is to go social for social business. Can social co-creation help the poor?
Thanks also to Scott Berinato at HBR and of course – VG, my partner in crime.