Unless you track it, this kind of news can scoot past you before you even realize what is going on.

The 2018 winner was just announced.

“The Nobel Peace Prize 2018 was awarded jointly to Denis Mukwege and Nadia Murad “for their efforts to end the use of sexual violence as a weapon of war and armed conflict.”

Read All About It.

It’s extraordinary how people contribute to society for the better good, and you think – what can I do to be more like them?

Which reminded me of last year.

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Vehicle Costs May Put Some Uber and Lyft Drivers in the Red

”The ride-sharing drivers earn just $3.37 per hour on average, according to an MIT study.

I have said for a long time that the same people who object to treatment of workers in remote countries making phones, garments et al … are generally the self same people who love the convenience of ‘their’ Uber.

Case In Point … disasters.

We seem to worry more about issues that are close to home far more than remote ones … 2 dead in storm floods in the next state over is so much more worrying than 200 dead in Pakistan floods … yet exploitation of those people in Pakistan by the garment industry hits the news cycle regularly … exploitation of our own countrymen in the so called ‘sharing economy’ … that we don’t hear about too much at all.

As I watch the emerging news surrounding MoviePass and how they are (note – not have …. despite the changes to their app) tracking their customers, I keep hearing ‘Data Is The New Oil’. It is not a new phrase and in fact as far as I can tell was coined by Clive Humby back in 2006 … but it struck me that if true (it isn’t and I really need to publish that post) then corporations obviously view people as vessels, silos, containers … whatever, but certainly not as people.

Geoff Moore

People First is delighted to share work that is relevant to our initiatives. Geoffrey Moore is an author, speaker and management strategy advisor. His work has influenced the careers of many of us at People First and we are excited he granted us permission to share this particular article.

In this third article, Geoff touches on something that caught our eye. Things change. Fast. The line that says it all: “To quote a hopefully soon-to-be would be candidate for president, Silicon Valley’s version of the innovation game is rigged!” (Doesn’t that seem to be such a long time ago?). Every day we see that institutions we thought were one thing are now under attack. Silicon Valley is no different. It’s a struggle for us to make sense of it all. Thus we would argue that it might well be the exception …. but it definitely not the only way to solve the problem.

This article on innovation was published on LinkedIn, October 31, 2016.

There is a cottage industry in conducting executive tours of Silicon Valley, and now increasingly San Francisco SOMA, to expose teams from other parts of the planet to what is admittedly a uniquely successful culture of innovation and wealth creation. I’m all for it up to a point. Where I part company from the herd is with the notion that global corporations have a chance in hell of playing the same game. They don’t. Here’s why.

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If you asked me for my New Years Resolution, it would be to find out who I am - Cyril Cusack

If you asked me for my New Years Resolution, it would be to find out who I am - Cyril Cusack

Best wishes to each and everyone of you. We hope you make 2018 what you want it to be.

Our apologies for the apparent silence over the past three months. To the casual observer, this might seem like a quiet place but it belies the frantic activity running under the surface. We plan to make out work public in the next few months, so watch this space.

Until then, take the sentiments of Cyril to heart.

If you don’t know who you are, there is little you can do to improve the lives of others. You have to make your own way and help yourself before you can help others, as we seek to help others at People First.

Don’t forget that you can follow us on Twitter to keep up with the latest activities.

Geoff Moore

People First is delighted to share work that is relevant to our initiatives. Geoffrey Moore is an author, speaker and management strategy advisor. His work has influenced the careers of many of us at People First and we are excited he granted us permission to share this particular article.

In this second article that Geoff has agreed to share through People First, it was “The ‘T’ for Talent” model caught our eye. While we in People First are not fans of the word “talent”, we recognize that corporations need to find the best and brightest people to spur them onto success. Geoff highlights the need as succinctly as ever.

This article on leadership and management was published on LinkedIn, August 10, 2017.

As technological innovation continues to disrupt industry after industry in waves of what Joseph Schumpeter taught us to call “creative destruction,” executive decision-making is being driven down in the organizational hierarchy, closer to the customer, nearer to the action. This in turn is putting pressure on the HR function to deliver programs to develop executive talent faster and better than ever before. They are going to need help.

All development programs are intended to change state, so as good program designers, it behooves us to answer two questions at the outset:

  1. What is the current state a candidate needs to have achieved to qualify for entrance into the program?
  2. What is the future state a candidate needs to achieve in order to graduate?

Here is a template for getting started:

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Geoff Moore

People First is delighted to share work that is relevant to our initiatives. Geoffrey Moore is an author, speaker and management strategy advisor. His work has influenced the careers of many of us at People First and we are excited he granted us permission to share this particular article.

In the article, Geoff explores the transition that organizations must act on as we move deeper into the 21st century. Products have driven the enterprise—selling more to whoever will buy—when it is the customer experience where all eyes should be turned. Geoff believes this experience is not something you can expect a chatbot to deliver, and we agree.

This article on customer technology was published on LinkedIn, September 25, 2017.

In the Age of the Product, customer service ensured that the product lived up to its specifications. Everything after that was the customer’s responsibility, not the vendor’s. In the Age of the Customer, the bar has been raised. Now it is the outcome that must live up to the customer’s expectations, else it is the vendor who is left holding the bag. That requires a whole new function, what the SaaS sector has taught us to call customer success. Let’s take a closer look at what has to change.

First of all, we still need customer service. Products still break, implementations still go awry, and parts still wear out, and they all need to be attended to. The traditional CRM customer service model is admirably suited to the task. It is organized around a trouble ticket generating a case which is managed through to a resolution with the data captured in a knowledge base to better inform the next case. This is by design a product-centric model, putting a premium on accuracy of information and reduction of errors, with productivity being measured first and foremost by the number of cases closed and the time taken to close each one.

What this system does not measure well is the customer side of the equation.

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World Economic Forum

People First is delighted to share work that is relevant to our initiatives. Mei-Lin Fung is a member of the People Centered Internet and an active, founding member of People First.

Read this article at The World Economic Forum as published on September 19, 2017.

Hurricane Harvey dropped 52 inches of rain and 27 trillion gallons of water on Texas and Louisiana. And a new kind of “All-hands-on-deck” response emerged.

Glenn Reynolds, author of An Army of Davids, writes: “But the real difference isn’t citizens getting involved, it’s the willingness of responsible officials to see that involvement as a plus rather than a potential problem … the excellent record of civilian volunteer responders in the post-9/11 record is behind that willingness.”

The Cajun Navy flotilla of private boat owners demonstrated the value of government, the private sector and regular people working together. The value of such cooperation in earlier disasters like Katrina and Sandy increased the ability to coordinate when Harvey struck.

Traditional global governance is failing. Yet the need for effective collaboration, delivering good performance in the face of new challenges has never been greater.

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Do you remember The Prisoner?

If you are old enough and you were living in the UK in the 60s, I am sure the answer is a resounding, “Yes!”

I am well aware the TV series was also shown in Canada and the US, but I think it’s one of those peculiarly English productions that didn’t translate too well. For those of you not old enough (most of you I am guessing), this is a key line from the show that always struck me: “I am not a number—I am a free man!”

Prescient, when you realize, to quote Wikipedia that …

a major theme of the series is individualism, as represented by Number Six, versus collectivism, as represented by Number Two…. McGoohan [the co-creator of the show], stated that the series aimed to demonstrate a balance between the two points.

Now if that is not a “discussion for our times,” I’m not sure what is! And as you can see, this debate has been occupying me for some time. Then, along comes Gaping Void to point out something similar.

innovation is not a number Continue reading