A riveting definition of impact

An online search of some business and innovation keywords led me to the following sentence used by a well-known organization to describe itself:
“Make a difference. Make History. Our products have captured the attention, imagination and loyalty of generations of diverse individuals since our founding over 150 years ago.”

Any organization that can claim to have such a rich cultural impact over a century and a half while also appealing to individuals to join and “make a difference” and “make history” must be quite impressive. I tried to guess what organization it was. I was way off. The above sentences came from a Levi-Strauss ad.

No disrespect to Levis or to the fashion industry but jeans were not the first thing I thought of when the search engine presented me with that sentence.

But then again, as the world has moved from local, customized artisanal production to mass production handled by global entities, the sheer size of these organizations does allow them to claim wide impact on the way people live. At large scale, whether clothing, food production, communications, transportation, retailing, or entertainment, a more efficient process or innovation in design can truly have an impact on millions of people.

The Levis ad later states that it had an impact on “activewear for women in the early 20th century” (could it have helped the passage of the 19th Amendment?) and led the “casual businesswear revolution of the 1990s” (would dotcom employees have worn suits instead?). If Levis thinks of itself in these terms, then why don’t more organizations appeal to individuals similarly?

The pastry that changed my life and a new stage for business

I recently sampled a kouign aman made by my friend Romina, who is a pastry chef superstar and an amazing person. Her kouign aman immediately became my favorite pastry. Too bad she lives two thousand miles away.

Romina was in NYC recently and worked as a stagaire at a couple of restaurants here. The concept behind the stage is that a chef will work in another’s kitchen for a day or so in order to get exposure to other techniques or cuisines. Restaurants are certainly businesses and I began to imagine whether non-food business managers could offer the same courtesy to colleagues from other organizations.

What would work the same:
- The stagaire agrees to respect specific innovations of the organization itself
- The stagaire actively contributes to the new organization
- The stagaire quickly learns and appreciates what could apply to his/her own business back home

What would work differently:
- The timeframe would need to be longer. A one-day stage in an office probably wouldn’t suffice, whereas a one-day stage in a restaurant would
- While anyone in an organization as a stagaire would be trusted by the owner/manager, their presence may be viewed differently by compliance organizations and other employees. Security issues would need to be addressed
- In non-food businesses, the stagaire may be better off observing, sitting in on meetings and discussing with the manager at day’s end

In a sense, the traditional management consultant is something of a reverse stagaire, going into a new organization for a time to bring in ideas and processes from outside and not necessarily having the relevance to apply what he/she sees on the client side to the consultancy. Other than consultants, typical business stage-like exchanges include the formal (case studies, articles, best practices) and the informal (talking business outside of work). It’s important to do this, no matter what business you’re in.

Photo fakes, data loss and co-evolution

Over the last year there have been some high-profile photographs that initially caught the world’s attention and were then revealed to be fakes.

Picking some that I followed in the news we have the recent famous photo fakes from China (which for some reason are all animal-based) and include the wild tiger, photo contest pigeon shot, and antelopes by the new train to Tibet.

Now we also have augmented photos from the recent Iranian missile launch.

Sure, photographs have been altered since there has been photography and some fakes have lasted more than 100 years before being found out (such as one from the US Civil War). Intentionally doctored photographs were more difficult to make but certainly were made in the past.

One thing that all of the above examples have in common is that the doctored photos improve upon the composition of the original. The other thing they have in common is that they lessen the belief that we have in the photographic image, especially those from official sources. Further, the notoriety of these fakes will not dissuade people from creating more fakes; rather, more care will be taken and future fakes will be harder to spot until fake-spotting techniques also advance, resulting in better faking techniques, ad nauseum.

The issue is one of co-evolution. That is, once there is a way of protecting something valuable – a lock and key, for example – eventually someone will develop a way to pick the lock. We see this in areas as varied as encryption technology, the recent man-in-the-middle attack that freed the hostages in Colombia, elongated trumpet-vine flowers matched with elongated hummingbird beaks, and so on.

This continuous development of ways to break through security requires that corporations continually step-up controls on sensitive data. It is also why we can always expect to hear about examples of unintentional data loss in items as varied as social security numbers, pension data and credit card numbers. Mistakes also happen (a laptop with sensitive data is left on a bus) and databases are hacked. Since we have to share some degree of personal data in order to easily maneuver our way through this world, we need to prepare for eventual possible data loss. Therefore, corporate (or personal) data security is not only a question of what you do to prevent data loss, it is about what you do after it occurs.

Burmese days

Over the years, working in Asia/Pacific I was fortunate to visit Burma (Myanmar) a couple of times. Apart from being an absolutely beautiful country, my experiences were often with people so friendly that they went out of their way to help travelers such as myself.

Some things in Burma are unnecessarily unusual. Take the currency, the kyat. When I first went there, the denominations still included 45 and 90 kyat bills. Those denominations were introduced by Ne Win, who believed that he would live to the age of 90 if the country had currency in multiples of nine. It worked.

So in other words, for the sake of one person, the entire country had to sacrifice simple efficiency in daily commerce.

Now we have a situation where the recent cyclone has killed tens of thousands of people and the Burmese junta prevented or limited foreign aid from entering the country, ostensibly because of a fear of looking weak or of losing power. Add to that the lack of investment in Burmese infrastructure, education and a slow openness to communication from outside (you need a permit to have a fax machine and the Internet was only selectively legalized in 2003).

So perhaps given their past experience and current realities it should not be surprising that the military junta decides to retreat and fortify its position in the new capital of Naypyidaw. There is just no benefit for the junta to try to improve the situation in the country if there is no possible way for them to remain in power afterwards. It therefore has to pull back and fortify itself in the new capital and try to postpone the inevitable.