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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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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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