Assumption Hunters

8/2/2019 Assumption Hunters

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ASSUMPTION

C O N V E R G E N C E C U L T U R E C O N S O R T I U MC O M P A R A T I V E M E D I A S T U D I E S A T M I T

;

Grant McCrackenAuthor, Chief Culture Ocer:

How to Create a Living,

Breathing Corporation

C3 Consulting PractitionerMarch 8, 2011

A New Profession

for the Corporation in the

Throes of Structural Change

CM

S


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AssumptionHunters ConvergenceCultureConsortium

G.McCrackenPage

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TABLEOFCONTENTS

AboutC3ResearchMemos.........................................................................................................................3

TheFormatofthisMemo............................................................................................................................4

Introduction.................................................................................................................................................5

Implications.................................................................................................................................................7

1.Scanthehorizon.................................................................................................................................7

2.Excavatetheassumptionsofthecorporation....................................................................................7

2.1ExcavateManagementmodels.....................................................................................................7

2.2Excavatethelocalcultureofthecorporation...............................................................................7

2.3Excavatethecultureofthecomponentprofessions....................................................................8

2.4Excavatethecultureoftheindustry.............................................................................................8

2.5Excavatethecultureofbusiness..................................................................................................8

Professionaldevelopment...........................................................................................................................9

References(bypagenumber)...................................................................................................................11

WorksCited...............................................................................................................................................16

Acknowledgements...................................................................................................................................18

AbouttheAuthor.......................................................................................................................................18


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AboutC3ResearchMemos

Introducedinthespringof2010,ConvergenceCultureConsortium(C3)researchmemosareshort(8to

11pages)positionpapers-designedfromtheirinceptiontoprovidemoretactical,design-driven

recommendationstotheC3membership.Ideally,theserecommendationswouldthenbeintroduced

intotheearlyphase(i.e.ideationorbrainstorming)ofthestrategicdesignprocessfornewmedia

products,deliveryservicesandcontentprogramming.

Thesuggestionhereisthatanevangelist(orchampion)oftheseinnovativeinsightsand

recommendationswouldthenbeableto:

a. Assembleaworkinggroupwithinoracrossorganizationaldivisions,departments,professionsoracademicdisciplines;and

b. UseC3researchmemosasacommonlanguagefortheseworkinggroupsessions-framingproductdevelopment,strategicmarketing,contentprogrammingormarketresearchchallenges

andsubsequentdiscussionswithintheframeworkofC3Thinking.

WeencouragethecreationofsuchworkinggroupswithinC3Sponsorcompanyorganizations. By

takingthisapproach,thehopeisthatnewproducts,servicesandprogrammingwouldbetterreflectthe

emergentculturalandmediaengagementpatternsunearthedbythecurrentcropofC3research.The

verycontemporaneouswantsandneedsoftheaudience(reflectedbythesometimescounterintuitive

andprovocativemarketinsightsandrecommendationsgeneratedbyC3)wouldthenbeembeddedinto

newproducts,marketingandprogrammingassoonastheygoliveorareasynchronouslydistributed

overmultipleplatforms.

20102011C3ResearchMemoSeries(todate)

OnlineAdvertising:TheNewMagicbyRaviInukondawithDanielPereira PiracyistheFutureofTelevisionbyAbigailDeKosnik EmbracingtheFlowbyNancyBaym YouandOurSpacebyShenjavanderGraaf AgingandtheFutureofMediaFandombyC.LeeHarrington AssumptionHunters:ANewProfessionfortheCorporationintheThroesofStructuralChange

byGrantMcCracken

2010-2011C3WhitePapers

Incontrasttoourresearchmemoseries,C3whitepapersarelonger,higherleveldiscussions(morestrategicinnature-i.e.SpreadableMedia(2008)ortheupcomingHowtoRideaLionbyGeoffLong).

2010-2011C3WhitePapersinclude:

LearningtoShare:TheRelationalLogicsofMediaFranchisingbyDerekJohnson TurnOn,TuneIn,CashOut:MaximizingtheValueofTelevisionAudiences bySheilaSeles HowtoRideaLion:ACallforaHigherTransmediaCriticism byGeoffLong(forthcoming)


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The Format of this Memo

ThisC3ResearchMemofinallycapturesandpositionsoneofthemostpowerful,challengingandvital

discussionsthathasbeenfloatingaroundtheConsortiumforthelastfewyears.

Inthememo,C3consultingpractitionerGrantMcCrackentakesusonajourneythroughdecadesofseminalorganizationalandmanagementtheory(aswellasculturalanthropology,economics,etc.).In

doingso,McCrackenplacestheMITComparativeMediaStudiesProgramcurriculum(withits

commitmenttotheory)andtheConvergenceCultureConsortiums"practicemodelintheirrightful

placeatthecenterofadiscussionofhowbestthecorporation(whenattempting,bynecessityorcrisis,

toenactstructuralchange)shouldrecognizepatternsandexcavateassumptionsembeddedwithinthe

cultureofanorganization.

McCrackenarguesthatMITCMStheoryandC3practice(deeplyrootedintheliberalarts,the

humanitiesandthequalitativesocialsciences)areavitalinstitutionallocusandmethodological

framework,respectively,forthecontinuousrecognitionofthesepatternsandforthehuntingdownoftheseassumptions.

Throughoutthememo,Grantreferencesthoughtleaders,publicintellectualsandauthorsfromavariety

ofdisciplines.DuetothevarietyofprofessionalbackgroundsandacademicdisciplinesoftheC3

readership,somereferencesmaynotbefamiliartoeveryone.Asaresult,theformatforcitingworks

andauthorsthroughoutthememoisasfollows:authorsarereferencedbytheirname(attimessimply

bytheirlastname)andayearofpublicationinparentheses(xxxx).

Forexample:

HenryJenkins(1992)changesthewaywethinkmediamediates.Anotherindustryisupended.RichardFlorida(2003)sayscreativityisnotanancillaryofthemarketplace,butitsprimemover.

Startingonpage12, shortbiographiesandWikipedialinksforfurtherresearchandinvestigationare

provided.

AWorksCitedsectionhasalsobeenprovided(organizedalphabetically).


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Introduction

IreadrecentlythatthethingthatkeepsCEOsawakeatnightisdiscontinuousinnovationofthekind

ClayChristensen(1997)describes.ThisstruckmeasoddbecauseChristensensdiscontinuityisnthard

torecognizeoranticipate.(Hismodelsays:anincumbentoffersmorevaluethancustomerswant,anda

competitorrespondswithproductsthatarecheaperbutgoodenough.)Scary,tobesure,buthow

doesitcountasasleepstealer?Theresnothingparticularlymysteriousorunmanageablehere.

Surely,thescarierthingforaCEOtodiscoveristhattheworldhaschangedinawaythatdefieshisor

herdeepestassumptions.Thischangeishardtodetect.Andwhendetected,itishardtorespondto.I

wouldhavethoughtthatinaSchumpeterian(2009)worldofcreativedestruction,thisismorelikelyand

themoreproblematicalevent(Handy1991).Letscallitstructuralchange.

Everycorporation,everyactofcommerce,ispredicatedonasetofassumptions.Thesearethe

infrastructureofallthoughtandeventhemostinstrumentalaction.Everyenterpriseis,asDrucker

(2006)andLevitt(1960)demonstrated,shotthroughwithassumptions,somewitting,mostnot.1

Theseassumptionsarentjusttechnicallyinvisible.Theyaredeliberatelyinvisible.Inturnsoutthat

someknowledgeismorepowerfulthemoredeeplyitisassumed.(SosaysGregoryBateson[1972].)

Indeed,themoreweuseanidea,themorecompletelyitdisappearsfromview.Thusdoourdeepest

ideasgowithoutsaying.Semi-deepideascanbeevokedwithasinglebuzzword.Theyarebuiltin

or,asRichardFosterandSarahKaplan(2004)prefer,lockedin.

Inaperfectworld,theseassumptionswouldfloattothesurfaceuponexpiration.Asfishdo.Butthey

dont.Sowekeepusingthem.Theseassumptionsaredeeplyimplicatedinthewayweseetheworld.

Theycanbeandhavebeenstuffofourbesthunchesandmostpowerfulintuitions.Breakingupishardtodo.

Whatprovokesassumptionfailure?Wheredoesstructuralchangecomefrom?Someofitcomesfrom

theceaselessinnovationoftheworld.Dupontintroducessomethingcalledplastic.JamesBlackfinds

anewwaytomakepharmaceuticals.OrMr.NewmarkinventsCraigsList.Wedozeforamomentand

theresafastfoodindustry.Wedozeamomentmoreandtheresaslowfoodmovement.(American

marketsareliketheweather,orforthatmatterthemarkets,inIreland.Waitamoment,theywill

change.)Evenastheseinnovationsmakethemselvesvisibleonthesurfaceofthemarketplace,inaless

obviouswaytheyattackourdeepestassumptions

Somestructuralchangecomesfromtheacademicandthemanagementliterature.Theauthorsofthe

CluetrainManifesto(2000)sayadvertisingisnotmessaging,itsconversation.Anindustryturnsonits

1Drucker,PeterF.2006.ThePracticeofManagement.HarperPaperbacks,p.50.Levitt,Theodore.1960.

MarketingMyopia.HarvardBusinessReview38:45-56.

2Inpublicpolicy,asunsetprovisionorsunsetclauseisaprovisioninastatuteorregulationthatterminatesor

repealsallorportionsofthelawafteraspecificdate,unlessfurtherlegislativeactionistakentoextendit.


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ear.HenryJenkins(1992)changesthewaywethinkmediamediates.Anotherindustryisupended.

RichardFlorida(2003)sayscreativityisnotanancillaryofthemarketplace,butitsprimemover.Joseph

PineandJamesGilmore(1999)say,Youarenotmakingproductsorservices.Youremaking

experiences.

Whateverelsetheydo,theseideascontradictafundamentalassumptionofcapitalism,thatthebusinessofbusinessismakingthings.Eachintheirway,Drucker(2006),MichaelPorter(1998),Thomas

Stewart(2001)andothersanticipatedthisassaultonliteralism.Wearenotmakingthingstomake

money,theysaid.Wearecreatingvaluetocapturevalue.Andwiththisfundamentalchange,new

processandpracticeissetintrain,andtheworldbeginstodrift.

Structuralchangealsocomesfrompractice.Itemergesfromthingshappeninginthe

marketplace,thecorporation,ortheworldoftheconsumer.Thischangeisnotcreatedorofficiatedby

experts.(UnlessofcoursethatexpertisOprah.)Itcomesswimmingupoutoftheinteractionsofmany

parties,drivenbyvariousmotives,partieswhomaynotbeawareoftheintentionsoreventhepresence

ofothers.

TakethecaseoftheAmericangreatroom.Inthelast25years,millionsofAmericansknockeddown

thewallsbetweenkitchen,livingroom,anddiningroom.Theyspentmanyhundredsofmillionsof

dollars,intheprocessturningtheirhomesintoconstructionzones.Thegreatroomdidnotfromthe

designcommunityorevenanOprahepisode.ItcamefromAmericans,flyingbytheseatoftheirpants,

tryingtofigureoutawaytoaccommodateemergingnotionsofchildren,childhood,childrearing,

domesticity,parenthood,feminism,informality,mediaconsumption,dining,hospitality,weekends,

entertainment,cooking,serving,andfood.SomuchforourassumptionsabouttheAmericanfamily.


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Implications

Thereareseveralstepsthecorporationcantaketoprotectitselffromstructuralchange.

1. Scan the horizon

Watchforchangesintheworldthatwilltestandperhapsoverturntheassumptionsinthecorporation.

Thedisintermediationofthesupplychain,whatwillthismeantoourassumptionsaboutdistribution?

Morespecifically,whathappenswhenAmazon.combeginstoeliminatebricksandmortarretailsand

theMall?IsthereaNewNormalthatdefinesconsumertasteandpreferenceandwhatwoulditmean

toourassumptionsaboutwhatconsumerswant?Thecorporationneedstoexaminethefuture,andto

anticipatehowitwillchallengepresentassumptions(McCracken,2009).

2. Excavate the assumptions of the corporation

2.1 Excavate Management models

Thesemodelssweepthroughthecorporationwithsomefrequency:excellencefromPetersand

Waterman(2004),reengineeringfromHammerandChampy(2004),builttolastfromCollinsand

Porras(2003).Thesemodels,withtheirkeyphrasesandcharacteristicpointsofview,reformthe

corporatecultureandthemindsofmanagers(Collins2000,DavenportandPrusak2003,Gray2003,

Hindle2008,Martin2009,MicklethwaitandWooldridge1998,Sapir1977,Sutton1997).

Thereisnosunsetclauseformanagementmodels.2Wemaystopusingthemodel,butrarelydowe

repudiateit.Themodelisstillthere,passiveandinvisible.Occasionallyitwillreactivatewithout

warning.SomeonewillobjecttostrategyAonthegroundsthatIcantseewhatthishastodowith

excellence.Everyonerecognizestheterm.Theyknowitasavaluethatcorporationoncevalued.So

peopleareinclinedtodefer.Excellence.Goodpoint.Letsmoveon.Toobad.BecausestrategyA

wasagoodidea.

2.2 Excavate the local culture of the corporation.

Thelocalcultureofthecorporationhasmanysources:thevisionofthefounder,ideasintroduced

throughmergersandacquisitions,cataclysmiceventsinthehistoryofthecorporation(publiconeslike

2Inpublicpolicy,asunsetprovisionorsunsetclauseisaprovisioninastatuteorregulationthatterminatesor

repealsallorportionsofthelawafteraspecificdate,unlessfurtherlegislativeactionistakentoextendit.

Anonymous.n.d.,SunsetProvision.Wikipediaentry.


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thedepressionofthe1920s,andprivateoneslikethetimetheCFOdecampedwiththecorporate

playbook),andthecultureofthelocality(SiliconValleyvs.NewYorkCityvs.Austin,Texas).Heretoo

wehaveavarietyofoldandnewideaspouringintothecorporation.Theoldliveon.Thenewrecruit

vigorously.Thecorporationhumswithavarietyofideas,somevisible,allactive.

2.3 Excavate the culture of the component professions.

Therearemanyprofessionalpathstothebusinessworld.Peoplecomeupasengineers,MBAs,

entrepreneurs,accountants,industrialdesigners,graphicdesigners,liberalartsgraduates.Eachofthese

professionsimbuesthegraduatewithacertainwayofseeingtheworld,ofsolvingaproblem(Khurana

2010).(IdidaprojectforaCanadiantelecomandthemarketerexpressedherfrustrationwiththe

engineerswithwhomwewereworking,EverytimeIleavetheminaroomtogether,theystartbuilding

amachine!)Inaperfectworld,thecorporationwouldachieveamiracleofecumenicalcooperation.

Moreoften,certainprofessionalculturesaregivenmoreinfluencethanothers.Soweneedthevariousprofessionalassumptionsandthevaluehierarchythatdistributetheirpower.

2.4 Excavate the culture of the industry.

Everyindustryhascharacteristicwaysandmeans.ThecarcultureofDetroit,thestartupcultureof

SiliconValley,theP&GmethodasithasinfluencedtheworldofCPG(consumerpackagedgoods),the

engineeringculturesofIBMandGE,thenewapproachesemergingfromthelikesofEtsyandZappos.

Furthermore,everyindustryisvarious.Somepartofthefinancialworldseesitselfaswhiteshoe.

AnotherisFlorsheim.Stillanotherishushpuppy.Theseassumptionsneedmapping.Tobesure,

theybuildconsensusandconferstrength.Buttheyalsocreatevulnerabilitywhenchangehappens.

2.5 Excavate the culture of business.

Theworldofbusinesshascertainsharedassumptions(Kanter1993).Weareinclinedtoshareacertain

wayofdefiningtheactor,theaction,themotive,theobjective,theunitofanalysis.Theseappeartobe

mattersofsimplerationality.ButofcoursethedifferencesbetweenJapanese,American,andCanadian

businesspracticetellusthatculturalchoiceshapesthisrationality.Furthermore,thereisarangeof

choicewithintherational.Therearemanyways,inthathorriblephrase,toskinacat.

Thekeyproblem:onerationalitymayconcealanother,astheydiscoveredrecentlyatIBM.KevinClark,

thenDirectorofIBMAlumniRelationsandtheGreaterIBMConnection,noticedthatIBMwasinsisting

ontheboundariesofthecorporationperhapsalittletooliterally.Thefactofthematteristhat

InformationTechnologyisasmallworld.Soonerorlatereveryoneintheindustryisgoingtoworkfor


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IBM.AndthismeansthatitswrongofIBMtotreatoutsidersasoutsiders.Clarknoticed,forinstance,

thatwhenpeopleleftIBM,IBMwasinclinedtoseveretherelationship.Clarkbelievedthemore

sensibleapproachwastotreatthemastemporarilyrelocating,andtokeeptherelationshipalive.

Thecultureofbusinessencouragesthecorporationtoinsistonanemphaticboundarywhenindeed

somethingmoreporousissometimescalledfor.Onlytheretrievalofbusinessassumptionsrendersthisopportunityvisible.Thetaskhereistofindtheassumptionandtoreleasethecorporationfromits

thrall.ThisiswhatHenryJenkinsdidwithhisnotionoftransmedia.Wecanseehowmanyideastake

theirpowersofilluminationandtheabilitytocreatevaluefromtheirabilitytotranscendthe

assumptionsofthemoment.Thiscategoryhasmanyexamplesincluding,again,HenryJenkins(2008)

notionoftransmedia,C.K.PrahaladandM.S.Krishnan(2008)onthenotionofcocreation,Charles

Handy(1984)onthefutureofworkandWarrenBennis(2009)onthenatureofleadership.

Professionaldevelopment

Whowilldothis?Whowilldigoutassumptionsforthecorporations?TheLiberalArtsoughttobea

superbrecruitinggroundforthisnewprofession.Onecouldarguethattheabilitytofindandscrutinize

assumptionsisthegreatgiftpartoftheliberalartseducation.Butofcoursethispartoftheuniversity

continuestosneeratanythingattachedtocommerceasbeneathitsdignityandcorruptedbygainful

motive(Nussbaum2010).Themovetopost-modernismcompoundstheproblembyinsistingonthe

instabilityofknowledgeandtheinscrutabilityoftheworld(Swaim,2010).A.G.Lafley(2008)hascalled

forahardheadedhumanistbuthardheadedhumanistsareinshortsupply.

Themanagementconsultantmaynotbetherightpersontoundertakethiswork,butwehavemuchto

learnfromtheBainsandMcKinseysoftheworld.Theconsultinghousesaregoodatworkingfromfaint

signalsandapproximatemeasures,atlivingwithnoisydatasetsandproblemsthatmightaswellbe

shape-shifterstheyaresofluidandchangeable.Weneedtolearnthesemethodsandapproaches,

whichisanotherwaytosaythatweneedtolearnhowtodealwiththeworldwhenitismerelyignited

byideasandnotverymuchcomprehendedbythem.

Aprofessionofthiskindwillneedaninstitutionallocus.Tobesure,thereareinklingsandexperiments.

HenryJenkinsandWilliamUricchio(2010)havecreatedsomethingremarkableatCMS,andHenry

JenkinsexperimentcontinuesattheAnnenbergSchoolatUSC.DavidKelleyiscreatingsomething

interestingattheDesignProgramatStanfordasisJoelM.PodolnyatAppleUniversity.PeterDrucker

leftbehindaninclusiveexperimentattheClaremontUniversitybusinessschoolnamedforhim.3

3ReflectingtheDruckerphilosophyofmanagement,webelievethatmanagementisahumanenterpriseanart

aswellasasciencethatintegratesperspectivesfromthesocialandbehavioralsciences,fromphilosophyandthe

humanities,fromhistoryandtechnology,andfromreligionandmathematics.Thisliberalartofmanagement

bringstogetherthecomplexrealitiesoftheworldinwhichwelive,ourdiversecultural,institutional,and

intellectualbackgrounds,andourethicalresponsibilities.Anonymous.n.d.MissionandVision.PeterF.Drucker


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Ifwedollybackalittlefurther,anotheropportunityemerges:thecreationofaconsultinghousethat

makesthepatternrecognitionofthearts,humanitiesandsocialsciencesanintegralpartoftheadviceit

givestobusiness.Heretoothereareinklingsandexperiments.Andaquestion:whyonlythese?

andMasatoshiItoGraduateSchoolofManagement:MissionandVisionStatement.ClaremontUniversity.

http://www.cgu.edu/pages/290.asp(AccessedSeptember6,2010)


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References(bypagenumber)

Page5

ClayChristensenistheRobertandJaneCizikProfessorofBusinessAdministrationatthe

HarvardBusinessSchool.HeistheauthorofTheInnovator'sDilemma:whennewtechnologies

causegreatfirmstofail.

SEE:http://en.wikipedia.org/wiki/Disruptive_technology

JosephSchumpeter(1883-1950)wasaneconomistandpoliticalscientist.Heistheauthorof

Capitalism,SocialismandDemocracy.

SEE:http://en.wikipedia.org/wiki/Creative_destruction

CharlesHandyisaBritishauthorandphilosopherspecializinginorganizationalmanagement.

HeistheauthorofTheAgeofUnreason.

SEE:http://en.wikipedia.org/wiki/Charles_Handy

PeterDrucker(19092005)wasClarkeProfessorofSocialScienceandManagementat

ClaremontGraduateUniversity.HewastheauthorofThePracticeofManagement.

SEE:http://en.wikipedia.org/wiki/Peter_Drucker

TheodoreLevitt(1925-2006)wasaprofessoratHarvardBusinessSchool.

SEE:http://en.wikipedia.org/wiki/Theodore_Levitt

http://en.wikipedia.org/wiki/Marketing_myopia

GregoryBateson(19041980)wasananthropologistandauthorofStepstoanEcologyof

Mind(1972).

SEE:http://en.wikipedia.org/wiki/Gregory_Bateson

RichardFosterisSeniorPartnerandanInnovationSpecialistfromMcKinsey&Companyand

SarahKaplanistheAssociateProfessorofStrategyattheRotmanSchooloftheUniversityof

Toronto.Theyareco-authorsofCreativeDestruction:WhyCompaniesThatAreBuilttoLast

UnderperformtheMarket--AndHowtoSuccessfullyTransformThem.


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Page5(cont.):

HenryJenkinsisthefounderandleadresearcheroftheConvergenceCultureConsortium(C3)

andthefounderoftheComparativeMediaStudies(CMS)ProgramattheMassachusetts

InstituteofTechnology(MIT).ProfessorJenkinsisProvostProfessorofCommunication,

Journalism,andCinematicArts,ajointprofessorshipattheUSCAnnenbergSchoolforCommunicationandtheUSCSchoolofCinematicArts.

SEE:http://en.wikipedia.org/wiki/Henry_Jenkins

Page6

RichardFloridaisaprofessorandheadoftheMartinProsperityInstituteattheRotmanSchool

ofManagementattheUniversityofToronto.

SEE:http://en.wikipedia.org/wiki/Creative_class

JosephPineisawriter,educatorandconsultant.JamesGilmoreisanadjunctlectureratThe

GraduateSchoolofBusinessAdministrationattheUniversityofVirginia.Theyco-authoredThe

ExperienceEconomy:WorkIsTheater&EveryBusinessaStage.

SEE:http://en.wikipedia.org/wiki/The_Experience_Economy

MichaelPorteristheBishopWilliamLawrenceUniversityProfessoratHarvardBusinessSchool.

HeistheauthorofCompetitiveStrategy:TechniquesforAnalyzingIndustriesandCompetition.

SEE:http://en.wikipedia.org/wiki/Michael_Porter

ThomasStewartistheChiefMarketingandKnowledgeOfficerofBooz&Company,aglobal

managementconsultingfirmandtheauthorofTheWealthofKnowledge:IntellectualCapital

andtheTwenty-firstCenturyOrganization.

SEE:http://en.wikipedia.org/wiki/Thomas_A._Stewart

Page7

GrantMcCrackenisananthropologist,blogger,aconsultingpractitionertotheConvergence

CultureConsortium(C3)andauthor,mostrecentlyofChiefCultureOfficer:HowtoCreatea

Living,BreathingCorporation(2009).


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Page7(cont.):

SEE:http://en.wikipedia.org/wiki/Grant_McCracken

TomPetersandRobertWatermanco-authoredInSearchofExcellence:LessonsfromAmerica'sBest-RunCompanies.

SEE:http://en.wikipedia.org/wiki/Tom_Peters

MichaelHammerandJamesChampyaretheco-authorsofReengineeringtheCorporation:A

ManifestoforBusinessRevolution.

SEE:http://en.wikipedia.org/wiki/Business_process_reengineering

JimCollinsandJerryPorrasco-authoredBuilttoLast:SuccessfulHabitsofVisionaryCompanies.

SEE:http://en.wikipedia.org/wiki/James_C._Collins

ThomasDavenportandLaurencePrusakaretheauthorsWhat'stheBigIdea?Creatingand

CapitalizingontheBestNewManagementThinking.

SEE:http://en.wikipedia.org/wiki/Thomas_H._Davenport

DavidGrayisamemberoftheBostonConsultingGroupsStrategyInstituteinBostonandthe

directorofthefirmsStrategyGallery.

SEE:http://hbr.org/2003/11/wanted-chief-ignorance-officer/ar/1.

TimHindleisaformerbusinessandmanagementeditorofTheEconomistandwasthefounder

editorofEuroBusiness.HeistheauthorofGuidetoManagementIdeasandGurus.

RogerMartinistheDeanoftheRotmanSchoolofManagementattheUniversityofToronto

andtheauthorofOpposableMind:WinningThroughIntegrativeThinking.

SEE:http://en.wikipedia.org/wiki/Roger_Martin

JohnMicklethwait(theNewYorkbureauchiefofTheEconomist)andAdrianWoolridge(West

CoastbureauchiefofTheEconomist)co-authoredTheWitchDoctors:MakingSenseofthe

ManagementGurus .

SEE:http://en.wikipedia.org/wiki/John_Micklethwait


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Page7(cont.):

DavidSapirisaProfessorEmeritusintheDepartmentofAnthropologyattheUniversityof

Virginia.HeistheauthorofTheSocialUseofMetaphor:EssaysontheAnthropologyof

Rhetoric.

RobertSuttonisprofessorofmanagementscienceandengineeringattheStanfordEngineering

School,whereheistheco-directoroftheCenterforWork,Technology,andOrganizationand

anactiveresearcherintheStanfordTechnologyVenturesProgram.HeistheauthorofWeird

IdeasThatWork:HowtoBuildaCreativeCompany.

SEE:http://en.wikipedia.org/wiki/Robert_I._Sutton

Page8

RakeshKhuranaisanAssociateProfessorofBusinessAdministrationatHarvardBusiness

School,andauthorofnumerousimportantarticlesandbooksintheareasofleadershipand

management.

http://en.wikipedia.org/wiki/Rakesh_Khurana

RosabethMossKanteristheErnestL.ArbuckleProfessoratHarvardBusinessSchool.Sheis

theauthorofMen&WomenoftheCorporation.

SEE:http://en.wikipedia.org/wiki/Rosabeth_Moss_Kanter

Page9

SEE:http://en.wikipedia.org/wiki/Transmedia_storytelling

http://techtv.mit.edu/collections/convergenceculture:847/videos/4720-keynote-

revenge-of-the-origami-unicorn-five-key-principles-of-transmedia-entertainment

C.K.Prahalad(1941-2010)wasthePaulandRuthMcCrackenDistinguishedUniversity

ProfessorofCorporateStrategyattheStephenM.RossSchoolofBusinessintheUniversityof

MichiganandM.S.KrishnanistheMichaelR.andMaryKayHallmanFellow&Professorof

BusinessInformationTechnology;ChairofBusinessInformationTechnologyattheUniversityof

Michigan'sRossSchoolofBusiness.Theyco-authoredTheNewAgeofInnovation.

SEE:http://en.wikipedia.org/wiki/Prahalad


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Page9(cont.):

WarrenBennisisUniversityProfessorandDistinguishedProfessorofBusinessAdministration

andFoundingChairmanofTheLeadershipInstituteattheUniversityofSouthernCalifornia.He

istheauthorofOnBecomingaLeader.

SEE:http://en.wikipedia.org/wiki/Warren_Bennis

MarthaNussbaumisErnstFreundDistinguishedServiceProfessorofLawandEthicsat

theUniversityofChicago.SheistheauthorofNotForProfit:WhyDemocracyNeedstheHumanities.

SEE:http://en.wikipedia.org/wiki/Martha_Nussbaum

BartonSwaimreceivedhisdoctoratefromtheUniversityofEdinburgh.

A.G.LafleyistheformerChairmanoftheBoard,PresidentandChiefExecutiveOfficerof

Procter&Gamble,retiringfromthecompanyin2010.WithRamCharan,hewroteTheGame

Changer,HowYouCanDriveRevenueandProfitGrowthwithInnovation.

SEE:http://en.wikipedia.org/wiki/A._G._Lafley

WilliamUricchioistheDirectorandMITFacultyInvestigatorofC3aswellastheDirectorofthe

MITComparativeMediaStudiesProgram,andaprofessorofComparativeMediaHistoryat

UtrechtUniversityintheNetherlands.

SEE:http://cms.mit.edu/news/inmediasres/CMS-10th-Anniversary.pdf

http://cms.mit.edu/news/2010/04/podcast_cms_10th_anniversary_w.php

http://cms.mit.edu/news/2010/04/podcast_cms_10th_anniversary_a.php

DavidKelleyisthefounderandchairmanofIDEO.HealsoservesastheDonaldW.Whittier

professorintheProductDesignprogramatStanfordUniversity,wherehealsoestablishedthe

schoolsHassoPlattnerInstituteofDesign.

SEE:http://dschool.stanford.edu/

JoelM.PodolnyisanAmericansociologistandistheformerDeanoftheYaleSchoolof

Management.HeiscurrentlythevicepresidentanddeanofAppleUniversity.

SEE:http://en.wikipedia.org/wiki/Joel_M._Podolny

http://news.cnet.com/8301-13579_3-10073097-37.html


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Acknowledgements

ThankstoDanielPereiraforhisthoughtsontheoriginalversionofthisC3ResearchMemo.

AbouttheAuthor

GrantMcCrackenholdsaPhDfromtheUniversityofChicagoinculturalanthropology.Heistheauthor

ofBigHair,CultureandConsumption,CultureandConsumptionII:Markets,MeaningandBrand

Management,FlockandFlow,TheLongInterview,Plenitude:CulturebyCommotion,andthe

forthcomingTransformations:IdentityConstructioninContemporaryCulture.Hehasbeenthedirector

oftheInstituteofContemporaryCultureattheROM(RoyalOntarioMuseum),aseniorlectureratthe

HarvardBusinessSchool,avisitingscholarattheUniversityofCambridgeandheisnowanadjunct

professoratMcGillUniversity.Hehasconsultedwidelyinthecorporateworld,includingtheCoca-Cola

Company,IKEA,Chrysler,Kraft,Kodak,andKimberlyClark.HeisamemberoftheIBMSocialNetworking

AdvisoryBoard.

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