Anyone who reads How to Save the World knows that my aesthetic tastes are a bit eclectic, perhaps even a trace bizarre. That applies equally to my taste in film, which tends towards quirky romantic films. Herewith, in no particular order, ten of my favourite examples of the genre:
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July 14, 2003
TEN STRANGE AND WONDERFUL FILMS
THE FIVE ELEMENTS: REMAKING OUR CULTURE TO CHANGE THE WORLD
Change is hard. It’s counter-cultural. It only occurs on any large scale when the situation demands it, when there is no alternative . We are now living in a world where huge change is needed, but the awareness that there is no alternative has not yet reached public consciousness. Like the frog immersed in water that is slowly but inexorably increasing in temperature, we are unaware that we are dying a horrible death by tiny increments.
To prevent this requires a fundamental change in our culture, in the prevalent behaviours that have defined us for thirty millennia. Culture change does not occur by revolution, it’s not something that can be imposed by law or persuasion or even a massive shift in public will. It is evolutionary , it is viral, it occurs viscerally, instinctively in response to an external threat or extraordinary opportunity. The profound changes that brought about, and were in turn wrought by, human agriculture, animal domestication, mass-production and antibiotics are examples of this. Evolutionary doesn’t necessarily mean slow. As the indomitable Freeman Dyson has argued, where there is awareness, even by a small but empowered minority, of the need for change, evolutionary changes can be introduced quickly and effectively, even in the absence of popular consensus, or even in the face of popular opposition. The abandonment of three million years of hunter-gatherer culture by our ancestors a mere thirty thousand years ago, in favour of the incredibly interdependent, fragile and sedentary culture that replaced it, was certainly viewed as horrific, unnatural, wrong, to most of those ancestors. It succeeded not because if was popular, or even acceptable, to those that adopted it, but simply because it worked, and the old culture didn’t anymore . That’s where we are now, again. We need the same degree of focused, subversive effort to build a new culture that works, and show this, as a scalable pilot, to the rest of the world. When the rest of the world sees that the old culture by contrast doesn’t work, or, in today’s language, is unsustainable, they will join the new culture. Build it and they will come. Don’t tear down the old culture, create a new one that supplants, undermines the old, replaces it from within. The new culture this time around must have five features that are astonishingly different from those of today’s prevalent culture:
All of these things are happening, to some extent, with varying degrees of success, and with almost as many steps backward as forward, today. But they aren’t happening in a cohesive manner. We all live in several physical and virtual communities: the one we make our living in, our family, our neighbourhood, and our communities of interest. Because business is so pervasive today, I believe that what I call New Collaborative Enterprises (NCEs), which exemplify change #1, are absolutely essential to creating the new culture we need. If their business purpose is renewable energy production NCE’s can also contribute to change #3. They can espouse the principle of change #4 in their purchasing decisions and the principle of change #5 in their production activities. In our families and neighbourhoods we can organize programs as citizens and consumers to advance change #3 (co-operative buying of renewable energy is now available to consumers in many areas), change #4 (by simply refusing to buy imported goods unless they’re absolutely essential and can’t possibly have cost local people their employment), and change #5 (by not only reusing and recycling, but agitating and lobbying and writing and talking to others about what needs to be done to improve public infrastructure and make conservation easier). And we can be a little more overt (not rude or confrontational) about expressing our view that large families, unnecessary waste, conspicuous consumption and extravagant private property are immoral in today’s world. Each of these five changes will ultimately reach a Tipping Point . Our future depends on how quickly they get there. Each one of us, in how we make our living, how we raise our families, how we live our lives, and how we spread the word, can play an important role in getting us there faster. Together we can change the world. |
THE FUTURE OF IT: A PESSIMIST’S VIEW
Janal Kalis points out an exceptional article in the May HBR by the magazine’s editor, Nicholas Carr, entitled IT Doesn’t Matter . The article, which unfortunately is not available online, has this provocative thesis:What makes a resource truly strategic – what gives it the capacity to be the basis for a sustained competitive advantage – is not ubiquity but scarcity. You only gain an edge over rivals by having or doing something that they can’t have or do. By now, the core functions of IT have become available and affordable to all. Their very power and presence have transformed them from potentially strategic resources into commodity factors of production. They’ve become costs of doing business that must be paid by all but provide distinction to none. Carr distinguishes between proprietary technologies, those that are embedded in a company’s product or service, and infrastructure technologies which gain their power from interface with outside parties. The latter, including most IT, offer only a brief window of competitive advantage before the need for connectivity demands ubiquitous, open standards and hence the technology becomes a utility and a commodity. That window, he argues, has now substantially closed. At this point, the rules change, and ‘first mover advantage’ disappears, leaving only disadvantage to the serious laggard. The objective is to be in the mainstream, late enough to learn from pioneers’ mistakes and buy at deflated mainstream volume prices, and early enough to avoid being left seriously behind. The new reality, in the words of Sun Microsystems’ Bill Joy is that “[business] people have already bought most of the [IT] they need”. Just as with railroads and the telegraph, heavy investment in the leading edge of such technologies now becomes excessive and reckless, “too much of a good thing”, and the new rules become:
Some of the key applications of these new rules:
This is a very sobering picture for those whose living depends on IT, and specifically for those whose living depends on innovation and new product development. I have argued, for example, that business needs to introduce next-generation personal weblogs and Social Networking Enablement (SNE) software to replace their dysfunctional, centralized, disconnected intranets. How can this new software hope for acceptance in a ‘spend less, follow, don’t lead, focus on vulnerabilities, not opportunities’ world? First, this software needs to be sold to the companies that sell network hardware and software, not to the corporate end users, and embedded in their product offerings. You sell an improvement to the telephone switch to the phone company, not the phone user. And then the network product vendors need to appreciate and to show their customers how SNE software (a) can drastically reduce or replace the cost of intranet and database management, and (b) can dramatically improve employee productivity. If Carr is right, the golden age of IT is over, and in the next 3-5 years, most large enterprises will drastically cut IT expenditures. If that happens, whole applications, including intranets, will be scrapped if they lack a strong, measurable ROI. Vendors who can fill the void with low-cost standard, open-source, packaged solutions will find ready takers. IBM is now offering site licenses of its end-user office productivity software free with network servers. Perhaps we need to get Microsoft to offer site licenses of business-quality weblogs and open-source SNE software with its enterprise-wide IE servers and software. |

Anyone who reads How to Save the World knows that my aesthetic tastes are a bit eclectic, perhaps even a trace bizarre. That applies equally to my taste in film, which tends towards quirky romantic films. Herewith, in no particular order, ten of my favourite examples of the genre:
Change is hard. It’s counter-cultural. It only occurs on any large scale when the situation demands it, when there is no alternative . We are now living in a world where huge change is needed, but the awareness that there is no alternative has not yet reached public consciousness. Like the frog immersed in water that is slowly but inexorably increasing in temperature, we are unaware that we are dying a horrible death by tiny increments.
Janal Kalis points out an exceptional article in the May HBR by the magazine’s editor, Nicholas Carr, entitled IT Doesn’t Matter . The article, which unfortunately is not available online, has this provocative thesis:


