Following up on yesterday's piece about fragmentation in the micro-blogging world; on my walk yesterday I took a Steve Gillmor podcast with me, an interview with Dustin Sailings, the developer of TwitterSpy. All three of us, like Rafe Needlman at Webware, and many others, are trying to sort out the "micro-blogging" world we live in now, how we got here, and where we'll be. Is this like the first Iraq War, or the second? Is it like Instant Messaging, where interop has always been a problem, or like blogging and RSS, where it wasn't (much of) a problem. I'd say we're at an inflection point -- a lot of it depends on what people do, actually the technology doesn't seem to be the issue, it's what people and money do that will make the difference.
Over the years we’ve received hundreds (thousands?) of emails asking us our opinion on this, how we’d do that, what we think of this idea or that idea. People ask about Getting Real, entrepreneurship, business models, hiring, collaboration, design decisions, tech-related stuff, questions about our products, etc.
We also really enjoy the Q&A sessions at the end of our talks whenever we present at a conference or workshop. We always try to leave ample time to answer as many questions as we can. We’ve always believed live Q&A is the best part of any talk (and unfortunately there never seems to be enough time left over at the end to get to everyone’s questions).
So we’ve been thinking: How can we make Q&A more a part of our business? We enjoy it, people seem to get a lot of value from it, so we should do it more often.
We could certainly write more “Ask 37signals” blog entries, but it’s hard to find the time to write ‘em all up. We also seem to give better answers when we talk them through rather than when we write them down.
So we’ve decided to take a page out of Gary Vaynerchuck’s book and do a 37signals Live Q&A session on the web. We don’t know how well it’s going to work, but we’re going to give it a shot.
The first session will be tomorrow (August 5th) at 3pm CDT (what’s that in my time zone?). We’ll plan for an hour but we’ll see how it goes. We’ll have a live video feed and people can ask us questions via a live text chat that’ll run alongside the video.
We’re excited to see what happens. If it works out we’d love to do them on a regular basis. If not, we’ll chalk it up to experience.
So, ask us anything tomorrow at 3! We’ll see you there!
Even the Giants Can Learn to Think Small [NY Times] talks about how smaller teams are more agile and creative. The message: Keep teams small, give employees freedom and a sense of ownership, don’t focus too much on the competition, create a culture of experimentation, and use technology to enable remote teams.
By breaking huge business units into smaller, nimbler teams, companies stand a chance of rekindling the creative spark that got them rolling in the first place. After all, “small is the new big,” as Seth Godin, a prolific blogger and author, puts it in his 2006 book of that name.
It is a point of view shared by a diverse group of business leaders, management consultants and information technology experts. According to Philip Rosedale, founder and chairman of Linden Lab, the company that created and operates the virtual world of Second Life, companies seeking to foster creativity must find ways to break apart the bureaucratic hierarchies now smothering it. Optimizing a company for creativity involves helping individual employees of every rank develop an entrepreneurial spirit. In Mr. Rosedale’s view, the most creative work environment is one where every employee, regardless of job title, has enough freedom to develop that sense of personal initiative.
“Most companies erroneously focus on competition and on differentiation from their competitors,” he contends. “The business opportunity lies in turning creativity into productivity.”
Decentralizing the hierarchy opens the door to creativity, giving workers the leeway they need to make significant decisions without first jumping through executive management hoops. “The idea,” he says, “is to enable a creative environment where there’s a good degree of experimentation.”
Optimizing a company for creativity also optimizes it for small-group collaboration. And that opens the door to new information technology that lets team members work cooperatively from anywhere on the planet. “That’s the revolution that’s making all of this possible,” Mr. Rosedale says.
It’s great to see these ideas picking up steam and getting out there in the mainstream press.
Not that anyone is paying attention, but I seem to disagree with almost everyone about what blogging is. To me it's the empowerment of the individual to speak for him or herself, not through filters of the press.