With the proliferation of all the content, the conversations and abundance of marketing on the web much of it is trivial and inconsequential. Trivial in that it lacks real meaning and inconsequential in that it does little to advance how and what people think and do to help the human network progress toward meaningful and significant advances.
Most of what we see and hear in the social media clouds of dust are merely an extension of past thinking rather than pathways to re-engineering how and what we think about. Past thinking about strategy, marketing, and finance needs to take a quantum leap beyond what we’ve learned from the past and seem to keep repeating into a dreary future. Creating a new future of prosperity means we have to learn how to think differently and most importantly go back to the future where the meaningful and significant things were the pursuit of advancing the human network. That future was a very long time ago but it does have the potential of coming back.
Looking Back for The Future
Umair Haque,Director of the Havas Media Lab and author of The New Capitalist Manifesto: Building a Disruptively Better Business writes :I’d suggest that the economic historians of the 23rd century are going to look back on the economies, markets, and organizations of the 20th the way we look back on the debtors’ prisons, indentured servitude, and mercantile colonialism of the 18th. “How,” I bet they’ll ask themselves, “could they spend their time, energy, and resources — their very lives — in pursuit of the trivial and the inconsequential, the pedestrian and the pointless, the predatory and the predictable? Especially when confronted by a Great Stagnation, why didn’t they rethink their suffocatingly, stultifyingly self-destructive habits?”
It’s well past time to begin imagining an organization of a radically different kind — one that takes a quantum leap beyond strategy, marketing, and finance into a novel galaxy of unexplored, untapped economic possibilities.
The reason most organizations can’t create thick, authentic (or shared) value is because they’re not really interested in it: you can’t argue that you’re taking it seriously when the only person thinking about it is shunted off to some “CSR” ghetto that reports to three middle managers, whose harried, rumpled boss reports to the baby-faced junior associate intern of the strategy group — whose only job is to put near-term profit first. That’s how the vast majority of organizations still, literally, work — and until it isn’t, well, they simply won’t be able to compete in 21st century terms.
Consider Mr. Haque’s writing and think in context to what the vast majority are using social technology for. You ought to conclude that it is being used for the trivial and inconsequential. Yet if you simply change how you think you might see how it can be used to harness the meaningful and significant things that add real value to the human network. Unless it adds meaningful and significant value to the human network then it is merely trivial and inconsequential.