Category: Operationalised Brands

Another Example of Operationalised Brands: Burn Your Rule Book and Unlock the Power of Principles

Another good example of operationalising your brand:

“Burn Your Rule Book and Unlock the Power of Principles”

One of the MWT core components: Operationalised Brands.

Of course, it’s critical that your organisation has a unique and differentiating brand / set of principles.  

Technology can change what it means to manage

A16z Podcast: Engineering a Revolution at Work | Andreessen Horowitz: “today’s cloud-based tools change the role of managers”

Including this:

“Theses are the things to me that are just these huge cultural shifts in how you manage an organisation.  What your role of a manager is in a meeting is no longer to be reported to.  Because frankly if you want to know, you should just go to the place that everybody on the team is already using to keep track of there information.  When you get everybody together it shouldn’t be to argue the pros and cons of how the information was gathered, or is it the right number, or is the number pivoted the right way.  We wall agree, this is the number, is it good or bad?  What should we do as an organisation to change that number?”

Given the premise of this blog, and the time I’ve spend in information management, to see the idea that technology can effect what it means to manage is always pleasing.

And this:

“It’s not that you’re going to look at a 15 page status report and say ‘how can I do a 15 page status report in this tool?” or look at this giant tracking spreadsheet and say ‘how do I do this in a tablet?’.  What’s happening is new tools… The tools are now five years old, or at the very least two or three years old, and all of the sudden we’re seeing this explosion in new approaches to the work products themselves and that’s what’s particularly exciting right now… There’s enough experience with the form factor to say now we don’t just have to do it the old way.”


Dan Pink: Management is a television set (i.e. technology)

From Dan Pink’s TED talk on “The Surprising Science of Motivation”:

“In the 20th century we came up with this idea of management. Management did not emanate from nature. Management is not a tree it’s a television set. Okay? – Somebody invented it. And it doesn’t mean it’s going to work forever… Traditional notions of management are great if you want compliance. But if you want engagement self-direction works better.”

Pink also introduces parts of his “new operating system for our businesses” based on autonomy, mastery, and purpose.

The specifics of Pink’s new operating system are interesting – but I think as values they are almost universally accepted. More interesting is the acknowledgment that you might install a new operating system into organisations to replace ‘management’ itself. This idea has been the premise of MWT from its inception (see here and here for example).

The general principle of the MWT Model is to replace planning, monitoring, and controlling with collaboration architectures, technology-enabled markets, and operationalised brands. The MWT Model also positions management as a technology rather than a class of individuals.

In a sense, Pink’s new operating model fits into the MWT Model by acknowledging management as a technology, replacing it with something else, and operationalising an internal brand based on the values of autonomy, mastery, and purpose.


Watch the full video below:


ROI Challenge for Operationalising Brands

This is a category test. (updated)

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