Professional Documents
Culture Documents
ASSUMPTION
A New Profession for the Corporation in the Throes of Structural Change Grant McCracken Author, Chief Culture O cer: How to Create a Living, Breathing Corporation C3 Consulting Practitioner March 8, 2011
;
C O N V E R G E N C E C U LT U R E C O N S O R T I U M
C O M PA R AT I V E M E D I A S T U D I E S AT M I T
Assumption
Hunters
TABLE
OF
CONTENTS
About C3 Research Memos ......................................................................................................................... 3 The Format of this Memo ............................................................................................................................ 4 Introduction ................................................................................................................................................. 5 Implications ................................................................................................................................................. 7 1. Scan the horizon ................................................................................................................................. 7 2. Excavate the assumptions of the corporation .................................................................................... 7 2.1 Excavate Management models ..................................................................................................... 7 2.2 Excavate the local culture of the corporation. .............................................................................. 7 2.3 Excavate the culture of the component professions. ................................................................... 8 2.4 Excavate the culture of the industry. ............................................................................................ 8 2.5 Excavate the culture of business. ................................................................................................. 8 Professional development ........................................................................................................................... 9 References (by page number) ................................................................................................................... 11 Works Cited ............................................................................................................................................... 16 Acknowledgements ................................................................................................................................... 18 About the Author ....................................................................................................................................... 18
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Introduction
I
read
recently
that
the
thing
that
keeps
CEOs
awake
at
night
is
discontinuous
innovation
of
the
kind
Clay
Christensen
(1997)
describes.
This
struck
me
as
odd
because
Christensens
discontinuity
isnt
hard
to
recognize
or
anticipate.
(His
model
says:
an
incumbent
offers
more
value
than
customers
want,
and
a
competitor
responds
with
products
that
are
cheaper
but
good
enough.)
Scary,
to
be
sure,
but
how
does
it
count
as
a
sleep
stealer?
Theres
nothing
particularly
mysterious
or
unmanageable
here.
Surely,
the
scarier
thing
for
a
CEO
to
discover
is
that
the
world
has
changed
in
a
way
that
defies
his
or
her
deepest
assumptions.
This
change
is
hard
to
detect.
And
when
detected,
it
is
hard
to
respond
to.
I
would
have
thought
that
in
a
Schumpeterian
(2009)
world
of
creative
destruction,
this
is
more
likely
and
the
more
problematical
event
(Handy
1991).
Lets
call
it
structural
change.
Every
corporation,
every
act
of
commerce,
is
predicated
on
a
set
of
assumptions.
These
are
the
infrastructure
of
all
thought
and
even
the
most
instrumental
action.
Every
enterprise
is,
as
Drucker
(2006)
and
Levitt
(1960)
demonstrated,
shot
through
with
assumptions,
some
witting,
most
not.1
These
assumptions
arent
just
technically
invisible.
They
are
deliberately
invisible.
In
turns
out
that
some
knowledge
is
more
powerful
the
more
deeply
it
is
assumed.
(So
says
Gregory
Bateson
[1972].)
Indeed,
the
more
we
use
an
idea,
the
more
completely
it
disappears
from
view.
Thus
do
our
deepest
ideas
go
without
saying.
Semi-deep
ideas
can
be
evoked
with
a
single
buzz
word.
They
are
built
in
or,
as
Richard
Foster
and
Sarah
Kaplan
(2004)
prefer,
locked
in.
In
a
perfect
world,
these
assumptions
would
float
to
the
surface
upon
expiration.
As
fish
do.
But
they
dont.
So
we
keep
using
them.
These
assumptions
are
deeply
implicated
in
the
way
we
see
the
world.
They
can
be
and
have
been
stuff
of
our
best
hunches
and
most
powerful
intuitions.
Breaking
up
is
hard
to
do.
What
provokes
assumption
failure?
Where
does
structural
change
come
from?
Some
of
it
comes
from
the
ceaseless
innovation
of
the
world.
Dupont
introduces
something
called
plastic.
James
Black
finds
a
new
way
to
make
pharmaceuticals.
Or
Mr.
Newmark
invents
Craigs
List.
We
doze
for
a
moment
and
theres
a
fast
food
industry.
We
doze
a
moment
more
and
theres
a
slow
food
movement.
(American
markets
are
like
the
weather,
or
for
that
matter
the
markets,
in
Ireland.
Wait
a
moment,
they
will
change.
)
Even
as
these
innovations
make
themselves
visible
on
the
surface
of
the
marketplace,
in
a
less
obvious
way
they
attack
our
deepest
assumptions
Some
structural
change
comes
from
the
academic
and
the
management
literature.
The
authors
of
the
Cluetrain
Manifesto
(2000)
say
advertising
is
not
messaging,
its
conversation.
An
industry
turns
on
its
Drucker,
Peter
F.
2006.
The
Practice
of
Management.
Harper
Paperbacks,
p.
50.
Levitt,
Theodore.
1960.
Marketing
Myopia.
Harvard
Business
Review
38:45-56.
In
public
policy,
a
sunset
provision
or
sunset
clause
is
a
provision
in
a
statute
or
regulation
that
terminates
or
repeals
all
or
portions
of
the
law
after
a
specific
date,
unless
further
legislative
action
is
taken
to
extend
it.
2 1
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ear. Henry Jenkins (1992) changes the way we think media mediates. Another industry is upended. Richard Florida (2003) says creativity is not an ancillary of the marketplace, but its prime mover. Joseph Pine and James Gilmore (1999) say, You are not making products or services. Youre making experiences. Whatever else they do, these ideas contradict a fundamental assumption of capitalism, that the business of business is making things. Each in their way, Drucker (2006), Michael Porter (1998), Thomas Stewart (2001) and others anticipated this assault on literalism. We are not making things to make money, they said. We are creating value to capture value. And with this fundamental change, new process and practice is set in train, and the world begins to drift. Structural change also comes from practice. It emerges from things happening in the marketplace, the corporation, or the world of the consumer. This change is not created or officiated by experts. (Unless of course that expert is Oprah.) It comes swimming up out of the interactions of many parties, driven by various motives, parties who may not be aware of the intentions or even the presence of others. Take the case of the American great room. In the last 25 years, millions of Americans knocked down the walls between kitchen, living room, and dining room. They spent many hundreds of millions of dollars, in the process turning their homes into construction zones. The great room did not from the design community or even an Oprah episode. It came from Americans, flying by the seat of their pants, trying to figure out a way to accommodate emerging notions of children, childhood, child rearing, domesticity, parenthood, feminism, informality, media consumption, dining, hospitality, weekends, entertainment, cooking, serving, and food. So much for our assumptions about the American family.
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Implications
There
are
several
steps
the
corporation
can
take
to
protect
itself
from
structural
change.
1. Scan the horizon Watch for changes in the world that will test and perhaps overturn the assumptions in the corporation. The disintermediation of the supply chain, what will this mean to our assumptions about distribution? More specifically, what happens when Amazon.com begins to eliminate bricks and mortar retails and the Mall? Is there a New Normal that defines consumer taste and preference and what would it mean to our assumptions about what consumers want? The corporation needs to examine the future, and to anticipate how it will challenge present assumptions (McCracken, 2009).
2. Excavate the assumptions of the corporation 2.1 Excavate Management models
These
models
sweep
through
the
corporation
with
some
frequency:
excellence
from
Peters
and
Waterman
(2004),
reengineering
from
Hammer
and
Champy
(2004),
built
to
last
from
Collins
and
Porras
(2003).
These
models,
with
their
key
phrases
and
characteristic
points
of
view,
reform
the
corporate
culture
and
the
minds
of
managers
(Collins
2000,
Davenport
and
Prusak
2003,
Gray
2003,
Hindle
2008,
Martin
2009,
Micklethwait
and
Wooldridge
1998,
Sapir
1977,
Sutton
1997).
There
is
no
sunset
clause
for
management
models.2
We
may
stop
using
the
model,
but
rarely
do
we
repudiate
it.
The
model
is
still
there,
passive
and
invisible.
Occasionally
it
will
reactivate
without
warning.
Someone
will
object
to
strategy
A
on
the
grounds
that
I
cant
see
what
this
has
to
do
with
excellence.
Everyone
recognizes
the
term.
They
know
it
as
a
value
that
corporation
once
valued.
So
people
are
inclined
to
defer.
Excellence.
Good
point.
Lets
move
on.
Too
bad.
Because
strategy
A
was
a
good
idea.
2.2 Excavate the local culture of the corporation.
The
local
culture
of
the
corporation
has
many
sources:
the
vision
of
the
founder,
ideas
introduced
through
mergers
and
acquisitions,
cataclysmic
events
in
the
history
of
the
corporation
(public
ones
like
In
public
policy,
a
sunset
provision
or
sunset
clause
is
a
provision
in
a
statute
or
regulation
that
terminates
or
repeals
all
or
portions
of
the
law
after
a
specific
date,
unless
further
legislative
action
is
taken
to
extend
it.
Anonymous.
n.d.,
Sunset
Provision.
Wikipedia
entry.
2
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the depression of the 1920s, and private ones like the time the CFO decamped with the corporate playbook), and the culture of the locality (Silicon Valley vs. New York City vs. Austin, Texas). Here too we have a variety of old and new ideas pouring into the corporation. The old live on. The new recruit vigorously. The corporation hums with a variety of ideas, some visible, all active.
2.3 Excavate the culture of the component professions. There are many professional paths to the business world. People come up as engineers, MBAs, entrepreneurs, accountants, industrial designers, graphic designers, liberal arts graduates. Each of these professions imbues the graduate with a certain way of seeing the world, of solving a problem (Khurana 2010). (I did a project for a Canadian telecom and the marketer expressed her frustration with the engineers with whom we were working, Every time I leave them in a room together, they start building a machine!) In a perfect world, the corporation would achieve a miracle of ecumenical cooperation. More often, certain professional cultures are given more influence than others. So we need the various professional assumptions and the value hierarchy that distribute their power. 2.4 Excavate the culture of the industry. Every industry has characteristic ways and means. The car culture of Detroit, the start up culture of Silicon Valley, the P&G method as it has influenced the world of CPG (consumer packaged goods), the engineering cultures of IBM and GE, the new approaches emerging from the likes of Etsy and Zappos. Furthermore, every industry is various. Some part of the financial world sees itself as white shoe. Another is Florsheim. Still another is hush puppy. These assumptions need mapping. To be sure, they build consensus and confer strength. But they also create vulnerability when change happens.
2.5 Excavate the culture of business. The world of business has certain shared assumptions (Kanter 1993). We are inclined to share a certain way of defining the actor, the action, the motive, the objective, the unit of analysis. These appear to be matters of simple rationality. But of course the differences between Japanese, American, and Canadian business practice tell us that cultural choice shapes this rationality. Furthermore, there is a range of choice within the rational. There are many ways, in that horrible phrase, to skin a cat. The key problem: one rationality may conceal another, as they discovered recently at IBM. Kevin Clark, then Director of IBM Alumni Relations and the Greater IBM Connection, noticed that IBM was insisting on the boundaries of the corporation perhaps a little too literally. The fact of the matter is that Information Technology is a small world. Sooner or later everyone in the industry is going to work for
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IBM. And this means that its wrong of IBM to treat outsiders as outsiders. Clark noticed, for instance, that when people left IBM, IBM was inclined to severe the relationship. Clark believed the more sensible approach was to treat them as temporarily relocating, and to keep the relationship alive. The culture of business encourages the corporation to insist on an emphatic boundary when indeed something more porous is sometimes called for. Only the retrieval of business assumptions renders this opportunity visible. The task here is to find the assumption and to release the corporation from its thrall. This is what Henry Jenkins did with his notion of transmedia. We can see how many ideas take their powers of illumination and the ability to create value from their ability to transcend the assumptions of the moment. This category has many examples including, again, Henry Jenkins (2008) notion of transmedia, C.K. Prahalad and M.S. Krishnan (2008) on the notion of cocreation, Charles Handy (1984) on the future of work and Warren Bennis (2009) on the nature of leadership.
Professional
development
Who
will
do
this?
Who
will
dig
out
assumptions
for
the
corporations?
The
Liberal
Arts
ought
to
be
a
superb
recruiting
ground
for
this
new
profession.
One
could
argue
that
the
ability
to
find
and
scrutinize
assumptions
is
the
great
gift
part
of
the
liberal
arts
education.
But
of
course
this
part
of
the
university
continues
to
sneer
at
anything
attached
to
commerce
as
beneath
its
dignity
and
corrupted
by
gainful
motive
(Nussbaum
2010).
The
move
to
post-modernism
compounds
the
problem
by
insisting
on
the
instability
of
knowledge
and
the
inscrutability
of
the
world
(Swaim,
2010).
A.G.
Lafley
(2008)
has
called
for
a
hard
headed
humanist
but
hard
headed
humanists
are
in
short
supply.
The
management
consultant
may
not
be
the
right
person
to
undertake
this
work,
but
we
have
much
to
learn
from
the
Bains
and
McKinseys
of
the
world.
The
consulting
houses
are
good
at
working
from
faint
signals
and
approximate
measures,
at
living
with
noisy
data
sets
and
problems
that
might
as
well
be
shape-shifters
they
are
so
fluid
and
changeable.
We
need
to
learn
these
methods
and
approaches,
which
is
another
way
to
say
that
we
need
to
learn
how
to
deal
with
the
world
when
it
is
merely
ignited
by
ideas
and
not
very
much
comprehended
by
them.
A
profession
of
this
kind
will
need
an
institutional
locus.
To
be
sure,
there
are
inklings
and
experiments.
Henry
Jenkins
and
William
Uricchio
(2010)
have
created
something
remarkable
at
CMS,
and
Henry
Jenkins
experiment
continues
at
the
Annenberg
School
at
USC.
David
Kelley
is
creating
something
interesting
at
the
Design
Program
at
Stanford
as
is
Joel
M.
Podolny
at
Apple
University.
Peter
Drucker
left
behind
an
inclusive
experiment
at
the
Claremont
University
business
school
named
for
him.3
Reflecting
the
Drucker
philosophy
of
management,
we
believe
that
management
is
a
human
enterprisean
art
as
well
as
a
sciencethat
integrates
perspectives
from
the
social
and
behavioral
sciences,
from
philosophy
and
the
humanities,
from
history
and
technology,
and
from
religion
and
mathematics.
This
liberal
art
of
management
brings
together
the
complex
realities
of
the
world
in
which
we
live,
our
diverse
cultural,
institutional,
and
intellectual
backgrounds,
and
our
ethical
responsibilities.
Anonymous.
n.d.
Mission
and
Vision.
Peter
F.
Drucker
3
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If we dolly back a little further, another opportunity emerges: the creation of a consulting house that makes the pattern recognition of the arts, humanities and social sciences an integral part of the advice it gives to business. Here too there are inklings and experiments. And a question: why only these?
and
Masatoshi
Ito
Graduate
School
of
Management:
Mission
and
Vision
Statement.
Claremont
University.
http://www.cgu.edu/pages/290.asp
(Accessed
September
6,
2010)
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Page 5 Clay Christensen is the Robert and Jane Cizik Professor of Business Administration at the Harvard Business School. He is the author of The Innovator's Dilemma: when new technologies cause great firms to fail. SEE: http://en.wikipedia.org/wiki/Disruptive_technology Joseph Schumpeter (1883 - 1950) was an economist and political scientist. He is the author of Capitalism, Socialism and Democracy. SEE: http://en.wikipedia.org/wiki/Creative_destruction Charles Handy is a British author and philosopher specializing in organizational management. He is the author of The Age of Unreason. SEE: http://en.wikipedia.org/wiki/Charles_Handy Peter Drucker (1909 2005) was Clarke Professor of Social Science and Management at Claremont Graduate University. He was the author of The Practice of Management. SEE: http://en.wikipedia.org/wiki/Peter_Drucker Theodore Levitt (1925 - 2006) was a professor at Harvard Business School. SEE: http://en.wikipedia.org/wiki/Theodore_Levitt http://en.wikipedia.org/wiki/Marketing_myopia Gregory Bateson (1904 1980) was an anthropologist and author of Steps to an Ecology of Mind (1972). SEE: http://en.wikipedia.org/wiki/Gregory_Bateson Richard Foster is Senior Partner and an Innovation Specialist from McKinsey & Company and Sarah Kaplan is the Associate Professor of Strategy at the Rotman School of the University of Toronto. They are co-authors of Creative Destruction: Why Companies That Are Built to Last Underperform the Market--And How to Successfully Transform Them.
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Page 5 (cont.): Henry Jenkins is the founder and lead researcher of the Convergence Culture Consortium (C3) and the founder of the Comparative Media Studies (CMS) Program at the Massachusetts Institute of Technology (MIT). Professor Jenkins is Provost Professor of Communication, Journalism, and Cinematic Arts, a joint professorship at the USC Annenberg School for Communication and the USC School of Cinematic Arts. SEE: http://en.wikipedia.org/wiki/Henry_Jenkins Page 6 Richard Florida is a professor and head of the Martin Prosperity Institute at the Rotman School of Management at the University of Toronto. SEE: http://en.wikipedia.org/wiki/Creative_class Joseph Pine is a writer, educator and consultant. James Gilmore is an adjunct lecturer at The Graduate School of Business Administration at the University of Virginia. They co-authored The Experience Economy: Work Is Theater & Every Business a Stage. SEE: http://en.wikipedia.org/wiki/The_Experience_Economy Michael Porter is the Bishop William Lawrence University Professor at Harvard Business School. He is the author of Competitive Strategy: Techniques for Analyzing Industries and Competition. SEE: http://en.wikipedia.org/wiki/Michael_Porter Thomas Stewart is the Chief Marketing and Knowledge Officer of Booz & Company, a global management consulting firm and the author of The Wealth of Knowledge: Intellectual Capital and the Twenty-first Century Organization. SEE: http://en.wikipedia.org/wiki/Thomas_A._Stewart Page 7 Grant McCracken is an anthropologist, blogger, a consulting practitioner to the Convergence Culture Consortium (C3) and author, most recently of Chief Culture Officer: How to Create a Living, Breathing Corporation (2009).
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Page 7 (cont.): SEE: http://en.wikipedia.org/wiki/Grant_McCracken Tom Peters and Robert Waterman co-authored In Search of Excellence: Lessons from America's Best-Run Companies. SEE: http://en.wikipedia.org/wiki/Tom_Peters Michael Hammer and James Champy are the co-authors of Reengineering the Corporation: A Manifesto for Business Revolution. SEE: http://en.wikipedia.org/wiki/Business_process_reengineering Jim Collins and Jerry Porras co-authored Built to Last: Successful Habits of Visionary Companies. SEE: http://en.wikipedia.org/wiki/James_C._Collins Thomas Davenport and Laurence Prusak are the authors What's the Big Idea? Creating and Capitalizing on the Best New Management Thinking. SEE: http://en.wikipedia.org/wiki/Thomas_H._Davenport David Gray is a member of the Boston Consulting Groups Strategy Institute in Boston and the director of the firms Strategy Gallery. SEE: http://hbr.org/2003/11/wanted-chief-ignorance-officer/ar/1. Tim Hindle is a former business and management editor of The Economist and was the founder editor of EuroBusiness. He is the author of Guide to Management Ideas and Gurus. Roger Martin is the Dean of the Rotman School of Management at the University of Toronto and the author of Opposable Mind: Winning Through Integrative Thinking. SEE: http://en.wikipedia.org/wiki/Roger_Martin John Micklethwait (the New York bureau chief of The Economist) and Adrian Woolridge (West Coast bureau chief of The Economist) co-authored The Witch Doctors: Making Sense of the Management Gurus. SEE: http://en.wikipedia.org/wiki/John_Micklethwait
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Page 7 (cont.): David Sapir is a Professor Emeritus in the Department of Anthropology at the University of Virginia. He is the author of The Social Use of Metaphor: Essays on the Anthropology of Rhetoric. Robert Sutton is professor of management science and engineering at the Stanford Engineering School, where he is the co-director of the Center for Work, Technology, and Organization and an active researcher in the Stanford Technology Ventures Program. He is the author of Weird Ideas That Work: How to Build a Creative Company. SEE: http://en.wikipedia.org/wiki/Robert_I._Sutton Page 8 Rakesh Khurana is an Associate Professor of Business Administration at Harvard Business School, and author of numerous important articles and books in the areas of leadership and management. http://en.wikipedia.org/wiki/Rakesh_Khurana Rosabeth Moss Kanter is the Ernest L. Arbuckle Professor at Harvard Business School. She is the author of Men & Women of the Corporation. SEE: http://en.wikipedia.org/wiki/Rosabeth_Moss_Kanter Page 9 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) was the Paul and Ruth McCracken Distinguished University Professor of Corporate Strategy at the Stephen M. Ross School of Business in the University of Michigan and M. S. Krishnan is the Michael R. and Mary Kay Hallman Fellow & Professor of Business Information Technology; Chair of Business Information Technology at the University of Michigan's Ross School of Business. They co-authored The New Age of Innovation. SEE: http://en.wikipedia.org/wiki/Prahalad
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Page 9 (cont.): Warren Bennis is University Professor and Distinguished Professor of Business Administration and Founding Chairman of The Leadership Institute at the University of Southern California. He is the author of On Becoming a Leader. SEE: http://en.wikipedia.org/wiki/Warren_Bennis Martha Nussbaum is Ernst Freund Distinguished Service Professor of Law and Ethics at theUniversity of Chicago. She is the author of Not For Profit: Why Democracy Needs the Humanities. SEE: http://en.wikipedia.org/wiki/Martha_Nussbaum Barton Swaim received his doctorate from the University of Edinburgh. A.G. Lafley is the former Chairman of the Board, President and Chief Executive Officer of Procter & Gamble, retiring from the company in 2010. With Ram Charan, he wrote The Game Changer, How You Can Drive Revenue and Profit Growth with Innovation. SEE: http://en.wikipedia.org/wiki/A._G._Lafley William Uricchio is the Director and MIT Faculty Investigator of C3 as well as the Director of the MIT Comparative Media Studies Program, and a professor of Comparative Media History at Utrecht University in the Netherlands. 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 David Kelley is the founder and chairman of IDEO. He also serves as the Donald W. Whittier professor in the Product Design program at Stanford University, where he also established the schools Hasso Plattner Institute of Design. SEE: http://dschool.stanford.edu/ Joel M. Podolny is an American sociologist and is the former Dean of the Yale School of Management. He is currently the vice president and dean of Apple University. SEE: http://en.wikipedia.org/wiki/Joel_M._Podolny http://news.cnet.com/8301-13579_3-10073097-37.html
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Jenkins, Henry. 2007. From YouTube to YouNiversity. Confessions of an Aca/Fan: Archives. http://www.henryjenkins.org/2007/02/from_youtube_to_youniversity.html (Accessed September 6, 2010). Kanter, Rosabeth Moss. 1993. Men and Women of the Corporation: new edition. Basic Books. Khurana, Rakesh. 2010. From Higher Aims to Hired Hands: The Social Transformation of American Business Schools and the Unfulfilled Promise of Management as a Profession. Princeton University Press. Lafley, A.G., and Ram Charan. 2008. The Game-Changer: How You Can Drive Revenue and Profit Growth with Innovation. Crown Business. Levine, Frederick with Christopher Locke, Doc Searls and David Weinberg. 2000. The Cluetrain Manifesto: The End of Business as Usual. Perseus Publishing. Levitt, Theodore. 1960. "Marketing Myopia". Harvard Business Review 38, no. 4 (July August): 45-56. Martin, Roger L. 2009. Opposable Mind: Winning Through Integrative Thinking. Harvard Business Press. McCracken, Grant. 2009. Chief Culture Officer: How to Create a Living, Breathing Corporation. Basic Books. Micklethwait, John, and Adrian Wooldridge. 1998. The Witch Doctors: Making Sense of the Management Gurus. Three Rivers Press. Nussbaum, Martha C. 2010. Not For Profit: Why Democracy Needs the Humanities. Princeton University Press. Peters, Thomas J., and Robert H. Waterman. 2004. In Search of Excellence: Lessons from America's Best- Run Companies. Harper Paperbacks. Pine, B. Joseph, and James H. Gilmore. 1999. The Experience Economy: Work Is Theater & Every Business a Stage. Harvard Business Press. Porter, Michael E. 1998. Competitive Strategy: Techniques for Analyzing Industries and Competitors. Free Press. Prahalad, C.K., and M.S. Krishnan. 2008. The New Age of Innovation: Driving Cocreated Value Through Global Networks. McGraw-Hill. Sapir, David J. 1977. The Social Use of Metaphor: Essays on the Anthropology of Rhetoric. University of Pennsylvania Press. Schumpeter, Joseph A. 2009. Can Capitalism Survive? Creative Destruction and the Future of the Global Economy. Harper Perennial Modern Classics.
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Stewart, Thomas A. 2001. The Wealth of Knowledge: Intellectual Capital and the Twenty-first Century Organization. Doubleday Business. Sutton, Robert I. 1997. Weird Ideas That Work: How to Build a Creative Company. Free Press. Swaim, Barton. 2010. Human Errors. Times Literary Supplement. No. 5616, November 16. Uricchio, William. 2010. Introductory Statement. in CMS 10th Anniversary. May 7.
Acknowledgements
Thanks
to
Daniel
Pereira
for
his
thoughts
on
the
original
version
of
this
C3
Research
Memo.
G. McCracken Page 18