…Leave to Brew

There are two Big Things that really, really bug me about Facebook…

I’m a bit depressed (but not entirely surprised) by the reaction of many commentators to Rio de Janeiro winning the bid to host the 2016 Summer Olympics. Was it really a rebuff, or a humiliating defeat for the US? Hardly. Somebody else was chosen instead, is all.

I think this points to what some who talk of American global leadership really mean. Leadership for them means first in the pecking order. If anyone else wins, America looses.

Not much Olympic spirit here.

To keep any business running, there is constant pressure to chase the next project and the next invoice. If we’re not careful, this can cause quality and creativity to take a nosedive as making the money becomes the over-riding priority.

I’ve been running my own web design business for a couple of years now. I think the tough reality is that you’ve got to work hard to keep the money flowing. This is how one survives. The times I’ve gotten behind on invoicing are the months I’ve nearly folded. It’s no different for larger agencies. They may or may not have healthier cash-flows, but the pressure to keep solvent and keep chasing the next job is just as great, if not greater.

On the other hand I don’t think that needing to churn over lots of work and get paid promptly means agencies need to throw quality, creativity and promises out of the window. Where that happens, I think they have a dodgy business model. Poor quality work is going to cost somebody sooner or later. It’ll hit their client first, but ultimately it’s going to damage the agency too.

I’ve been finding that many of my clients want very similar core things. So my business model is evolving to be two-fold:

1. Develop some “packaged” products and my own frameworks where the quality is already established. Use these for the bulk of clients who want common systems.
2. Accept entirely bespoke projects, but ensure I get a good price for them and adopt excellent project management processes to ensure all the promises can be met and exceeded.

I’m not yet an expert in this way of working. My frameworks aren’t yet as flexible as they could be, and I don’t always budget high enough for the very bespoke stuff (I tend to pay for this mistake by working longer hours rather than ditching quality, but it’s still not a great situation). But as I get closer to the ideal, it feels like it’s got to be the right approach.

Evidence that the majority of people don’t know what a browser is, and assume their browser application and the internet and Google are all kind of the same thing…

Part of me thinks that this is a worrying lack of knowledge. Not that I think everyone needs to be a computer expert, but if the majority of people knew this little about the car they drive, wouldn’t we be nervous?

As a computery person myself, I suppose I should be rubbing my hands together in glee at the rarity (and therefore value) of my knowledge. But instead I find myself wondering why so many people know so little about the technology that’s either changing their lives or leaving them behind. Is it good that people don’t appear to need to know stuff like this? And good for whom?

This sounds really encouraging. I imagine the looming recession could provide strong motivation for corporations to try out such crazy new ways of working.

But, while I’m trying really hard not to be cynical, I think this video doesn’t address the way patents seem entirely damaging to collaboration. If patents started to get used for the purpose they were intended—which was to encourage sharing of private ideas—then all could be well. But right now, patents are the strongest form of protectionism and are used to block innovation.

Also, I think that corporations will have to fundamentally change for this to work. Until the current collapse of the western economic model, most corporations were led by shareholders with frenzied greed. This is antithetical to the open, collaborative exchange of ideas. Nike can’t have their cake and eat it. Most of the smart people do work for other organisations, but you can’t tap into their talent unless you care as much for them as you do for yourself. And I mean care for them. Not simply care about their wallet.