All Posts in Leadership

|In: Industry Commentary|Last Updated:

The ole mailbag has been pretty full recently, so let’s dive right in.

When I suggested killing the Patent and Trademark Office (PTO) altogether, on the theory that far from promoting innovation it’s now inhibiting it, I created quite a stir. Let me propose a compromise: have patents expire sooner. After all, everyone knows business cycles are shorter than they were when the PTO was founded.

But if you doubt it’s seriously broken, two factoids

  • According to an article in the Minneapolis Star Tribune, celebrity yoga masters have trademarked most of the holy words of the discipline
  • The Register (www.theregister.co.uk) reports that last year the PTO granted a patent to one Lawrence Lockwood which in theory covers all forms of electronic commerce, plus all ATMs. Lockwood licensed his patent to Pangea Intellectual Properties LLC, which might politely be described as a lawsuit factory. Rather than pursuing companies big enough to crush it in court, Pangea is badgering smaller companies, figuring they’d rather pay than waste time and money fighting. Maybe it should patent the technique.

Several readers complained about my bringing Franklin Delano Roosevelt into the column, because discussions of public policy don’t belong here. Fair enough, except for two concerns: First, when the subject is leadership, as it frequently is, the best examples come from either newspapers or history books. I’ll do my best, though, to emphasize the relevant leadership techniques, not the political positions. The other concern? FDR died six decades ago. I figured that made it history.

And finally, my critique of Emotional Intelligence also disturbed some correspondents. Many told me my characterization — that it promotes social graces over hard skills — mis-represented the book; more misunderstood my point. For the former, I promise another read. To the latter: Yes. EQ, the author’s execrable term for the emotional parallel to IQ, is important, as I’ve said many times. For managers, EQ is a required skill, in fact — part of the job. The book, though, says managers should consider EQ to be as important as core skills among the staff who do useful work.

Before you decide, imagine you’re running a startup company that’s going to create a piece of software for sale. Which would you hire: a social misfit who’s also a “code god”? Or a really nice, well-met soul who can’t find his own backside with both hands and a map?

Comments

|In: Leadership|Last Updated:

Have you ever wondered, while enjoying your Thanksgiving turkey, why the Pilgrims were the voyagers and Squanto the local expert, instead it being the other way around?

If so, read Guns, Germs and Steel by Jared Diamond. It’s a remarkable book that attempts to develop a biogeographic theory of history. It’s well worth your time and mental energy, and not only because Diamond’s theory of why the last 13,000 years happened as they did holds valuable lessons for organizational design and business strategy.

But the lessons are there to be found. For example: Throughout history, many societies have voluntarily relinquished valuable technologies to their eventual detriment.

Take Japan. It once had more and better guns than any other country in the world, but by the time Commodore Perry arrived in 1853 they were gone. Guns had destabilized Japanese society, so they were banned. Their benefit — a more powerful military force– meant little to Japan’s Samurai rulers because of Japan’s isolation.

China once had a great fleet of oceangoing ships. But in 1433 A.D. a new faction took power and eliminated the fleet, probably to prevent potentially destabilizing contacts with other cultures. China’s political unity and isolation from the rest of the world meant the benefit of internal stability outweighed the cost.

European nations, in contrast, never unified, and engaged in a centuries-long competition that included development of military technology and expansion of trade. That both could destabilize their governments was outweighed by their importance for defense and expansion: Nations that invested in trade and military technology conquered those that didn’t.

The point of most technological innovations available to businesses is similar: to make them more competitive. Most also have the potential to destabilize the existing power structure. Is it any wonder monopolies often ignore technologies and practices that could make them more efficient?

Which brings us to you. As you ponder which new technologies to promote within your company, don’t become frustrated by organizational resistance. Remember, just because the technology might make the company more competitive, that doesn’t mean it’s attractive to middle managers and executives. For some, internal destabilization creates more risk than external competitiveness creates opportunity.

You need to know how to handle this contingent, but as CTO or CIO your natural allies are the other ones: Those who personally benefit when the whole company becomes more competitive.

Comments