Human Evolution, Right Before Our Eyes

Watching how this toddler interacts with an iPad and is then frustrated by plain-old magazines is comical, but also a poignant commentary on our times.

Media that doesn't move, drill down, pop up, connect us, and otherwise interact with the end-user is seen here as frustrating and dated.

This speaks volumes about where our children and grandchildren are headed with technology adoption and then hopefully "taking it to the next level" and the next!

At the same time, this obviously does not bode well for the legacy paper and magazine publishing industry.

It can be difficult to see things changing so dramatically before our very eyes, but with every doors that closes, there us another one that opens.

And so with technology and with life itself, "to everything there is a time and a purpose under the heaven."

Human Evolution, Right Before Our Eyes

Undersea Internet Cables-See Them for Yourself

I've always been interested in maps, geography, and geospatial information systems (GIS).

Coming across Greg's Cable Map--I thought this is sort of idiosyncratic, but fascinating too.

This is an interactive map of our global undersea telecommunications infrastructure.

If you ever wondered how you were able to connect with someone anywhere in the world in split seconds (satellites aside--since we all don't have immediate access to that), here it is.

How it works: Either you can search the list of cables of the right, click on any one of interest and it highlights it on the map for you or vice versa click on a telecommunications link on the map and it bring up in the right-hand column the points of the cable landings and reference to more information .

Another cool feature, is the ability to display the telecommunications infrastructure from before, during, or since any period of time--so you can get a historical perspective of what the Internet for example looked like or didn't look like only ten or fifteen years ago. Can anyone say carrier pigeon? :-)

There is also the ability to click on the bottom of the map on the check boxes for either or both the active or future cable links to see where we are now ("as-is") and where we are going ("to-be") in terms of Internet connectivity.

Next time you read in the newspaper about a large-scale Internet outage like the multiple ones that occurred when undersea cables were cut in the Mediterranean in 2008 causing outages from the Mideast to India, you can look it up here and see for yourself how "the foot bones connected to the ankle bone."

Enjoy and have a good weekend!

Undersea Internet Cables-See Them for Yourself

What's Relationships Got To Do With It

It is said that one of the key differences between leaders and staff is that leaders are supposed to spend significantly more time on relationships, while staff tend to concentrate on the task at hand.

A number of professors from the University of Virginia indicated that leaders who didn't spend at least 50% of their time and effort on relationship building, tended to be much less successful professionally.

According to them, there are 3 areas of professional competence--i.e. necessary skill-sets:

1) Technical--what you need to know in terms of subject matter expertise to do your job (e.g. finance, engineering, sales, etc.)

2) Cognitive--these are the information-processing abilities to reason and problem-solve (e.g. perception, learning, judging, insight, etc.)

3) Relationship--this is interpersonal skills and emotional intelligence (e.g. teaming, motivating, resolving-conflict, influencing, etc.)

As you role changes from staff to supervisor and to manager, so does your time spent:

- Staff: Technical 60%, Cognitive 20%, Relationships 20%

- Supervisors: Technical 40%, Cognitive 25%, Relationships 35%

- Manager: Technical 15%, Cognitive 35%, Relationships 50%

In others words, as you advance from staff to management, you job changes from being the "technical expert" to spending more time solving specific problems and building relationships.

Additionally, managers who delegated, supported, trusted, and empowered, and didn't micromanage the tasks--we're the kinds of managers/leaders that people wanted to work for and would give more of themselves to.

So leaders who excel at building meaningful professional relationships, benefit not only from developing important and trusting networks of people around them, but also from actually developing a more satisfied and productive workforce.

Relationship building is much more than the proverbial "3-martini lunch,"--although 1 or 2 don't hurt :-)--rather it means:

1) Identifying and surrounding yourself with people that are smarter than yourself--relationships are most fruitful and enjoyable with someone that can challenge you.

2) Reaching outside your "normal" boundaries (organizational, functional, industry, geography) to diversify the sphere of influence--new ideas and best practices are not limited to any one domain.

3) Ensuring that integrity and trust are cornerstones of any any relationship--there is no compromising values and principles for any relationship!

4) Giving of yourself in terms of self-disclosure, assistance to others, and our most precious resource of time--relationships are not built on thin air, but involve work by both parties; it's an investment.

Finally, while relationship-building is critical to leadership success, it is important to surround ourselves with the "right" people as Harvard Business Review (July-August 2011) states this month: "Bring people with positive energy into your inner circle. If those around you are enthusiastic, authentic, and generous, you will be too."

So choose your professional network as carefully as you would choose your friends.

(Source Photo: here)

What's Relationships Got To Do With It

The Twitter Miracle

Twitter is a crazy thing--little blue birdie...tweet, tweet, tweet.

Why do we even do it (tweet)?

Here are the "4 Stages of Getting Twitter" (Credit: Andfaraway):

• Stage 1--It starts with utmost skepticism and even denigrating the tool (e.g. it's stupid, dumb, a time-waster...)

• Stage 2--Then it moves to well why don't I just try it and see what all the commotion is all about--maybe I'll like it?

• Stage 3--As the interaction with others (RT's, @'s and messages) start to flow, you have the ah ha moment--I can communicate with just about anyone, globally!

• Stage 4--I like this (can anyone say addiction!). I can share, collaborate, influence--way beyond my traditional boundaries. This is amazing--this is almost miraculous.

Here are some other things I like about Twitter:

1) Like a journal, it's a way to capture your thoughts, experiences, feelings, likes/dislikes. (One thing I don't like about Twitter is there is no good way that I know of to archive or print them--I hope they fix this, please).

2) Another thing about Twitter (and Blogger and Wikipedia for that matter)...I imagine sometimes that this is an incredible social time capsule (i.e. knowledge repository) that we are putting together (almost unknowingly) that will carry humankind forward past any future natural or man-made disasters. Years ago, people would bury a few mementos in a treasure chest or something, as a time capsule, and what a find this would be for people years later when they would open it up and learn firsthand what life was like "those days." Now, imagine the treasure trove of the exabytes of information contributed to by hundreds of millions people from around the world. What is also fascinating to me is that people contribute enormous amounts of their time and energy and all for free--hey, this is even less than what Amazon's Mechanical Turks could do this for! :-)

Clearly, people want to express themselves and connect with others--and social media gives ever new meaning to this beyond physical space and time.

The Twitter Miracle

Focus Future

I was on vacation in Miami last week and had the opportunity to spend some time (when not on the beach and in the pool) in one of my favorite off the beaten path bookstores, where I spend some time perusing “The Power of Now” by Eckhart Tolle.

Some fascinating points that stuck with me:

- Focus on the now—to achieve peace and happiness—and not on the past or the future, because the past carries with it all sorts of baggage and the future weighs on us with anxieties.

- The focus on now can be viewed as more important than the past or the future, even though the past provides us our identity and the future with the hope of salvation.

The emphasis on now is an intriguing viewpoint for me, because by nature and profession, I am a strategist, architect and planner—I look always to the future to make things better than they are today. I routinely ask how can we use technology or reengineer our business processes to surpass the now.

I also do this based on my religious upbringing that taught me that our actions—good and bad—affect our merit for the future—in this world and “the next.”

In both cases, “the now” is but a steppingstone to the future. So while, I think living in the now can certainly help us wall off the mistakes of the past and worries about the future, I do not really see it as fulfilling our mission of learning from the past and growing into our futures.

While it may be simpler, more enjoyable or just more comfortable to focus on the present, it seems a little naïve to me to ignore where you come from and where you are going.

Maybe Eckhart Tolle doesn’t care what is in the future and he is blissfully happy in his ignorance, but I for one am more comfortable focusing on the future (except when I’m on vacation in Miami Beach).

I guess what I’m saying is, I love the now in that it refreshes and rejuvenates me. But I also think of it as ultimately leading toward a desired future state, and I think it’s more productive to focus on what can and must be done to make the world a better place tomorrow.

Focus Future

First Things First and Enterprise Architecture

In the book “First Things First” by Stephen Covey, the author describes an important dilemma of what’s important to us in life versus how we actually spend our time. Covey uses the metaphor of the clock and the compass to explain this.

• The clock—“our commitments, appointments, schedules, goals, and activities—what we do with, and how we manage our time.”
• The compass—“our vision, values, principles, mission, conscience, and direction—what we feel is important and how we lead our lives.”

The idea here is that we “painstakingly climb the ‘ladder of success’ rung by rung—the diploma, the late nights, the promotions—only to discover as we reached the top rung, that the ladder is leaning against the wrong wall.”

“Absorbed in the ascent, we left a trail of shattered relationships or missed moments of deep, rich living in the wake of the intense overfocused effort. In the race up the rungs we simply did not take the time to do what really mattered most.”
What is really important?

Covey sums it up nicely, as follows:

• To live—our physical needs (“food, clothing, shelter, economic well-being, health”)
• To love—our social needs (“to relate to other people, to belong, to love, to be loved”)
• To learn—our mental needs (“to develop and to grow”)
• To live a legacy—our spiritual needs (“to have a sense of meaning, purpose, personal congruence, and contribution” and most important of all to serve and sacrifice for the one almighty G-d)

In case you don’t recognize it, these align nicely to Maslow’s Hierarchy of Needs.

http://usercentricea.blogspot.com/2007/08/maslows-hierarchy-of-needs-and.html

Maslow “in his last years, revised his earlier theory and acknowledged that the peak experience was not “self-actualization, but “self-transcendence,” or living for a higher purpose than self.

George Bernard Shaw put it this way:

“This is the true joy in life…being used for a purpose recognized by yourself as a mighty one…being a force of nature instead of a feverish selfish clod of ailments and grievances, complaining that the world will not devote itself to making you happy…I am of the opinion that my life belongs to the whole community and as long as I live it is my privilege to do for it whatever I can…I rejoice in life for its own sake. Life is no brief candle to me. It’s a sort of splendid torch which I’ve got to hold up for the moment and I want to make it burn as brightly as possible before handing it on to future generations.

Covey says it this way:

“The main thing is to keep the main thing the main thing.”

As an enterprise architect, who works everyday to build a better organization, with efficient and effective business processes, timely and meaningful information supporting the business, and information technology solutions that drive mission execution, I thought it was important to put this important job in perspective. Because in order to be effective in the role as an enterprise architect, we have to realize that “balance and synergy” among the four needs—physical, social, mental, and spiritual—are imperative.

As Covey states: “we tend to see them [these needs] as separate ‘compartments’ of life. We think of ‘balance’ as running from one area to another fast enough to spend time in each one of a regular basis [or not!]…but [this] ignores the reality of their powerful synergy. It’s where…we find true inner balance, deep fulfillment, and joy.”

First Things First and Enterprise Architecture