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Archive for February, 2007

Talking about ‘The Brits’

Have you ever asked an individual whether or not they are interested in ‘the arts’? Or discussed the importance of a nations creative capacity to the overall health and economic vitality of that nation. You would likely receive a set of varied responses. ‘The Arts’ is a term that associates itself to highbrow conversation. A luxury reserved for the academic community, perhaps. Take a small step to the left and ask them about the latest craze to hit the charts (Mika), or the surprising hit movie of the year (Little Miss Sunshine). The responses will be equally varied, but I would expect them to be informed, colourful, and often forming, quite meticulously, a stringent position.

This week saw our attentions turn to the British Music Industry. The Brits 2007 was on the telly, and it was live – or was it? All the best bits seem to be cut out. An artist’s message, although it was probably rubbish, was filtered from the world’s ears. This debate is important, especially in the world of Web 2.0. Web 2.0 prides itself on unfiltered messages and opinions. The content is unmediated. Unmediated to the extent where the community judges it to be acceptable. This, as a medium, is a lot more exciting than the mediated alternative. We can possibly replace the host – Russell Brand, with someone styled to our taste. Russell is loved by many, but loathed by a similar number. Why watch something you loath?

I am suggesting alternatives. This blog attempts to do that as often as it can, but we have to admit that The Brits, in its current format, gets the nation talking. We all have an opinion. We have our favourite artists and we would have been impressed by one or two acts on the night. We have a strong position on our likes and dislikes within ‘the arts’. For me, I was struck by the changes emerging in the music industry. There were some great acts on show – Amy Winehouse, Snow Patrol, and possibly Corrine Bailey Rae. Each very different and possibly unlike anything we have seen over the last ten years. Groups like Oasis, and even The Red Hot Chilli Peppers looked, and sounded, a bit obvious. I have always liked the Chilli Peppers, but were they offering anything new? They are just a rock group, rocking it in typical fashion. But what about Amy Winehouse? She is very difficult to define and far from any music type. The Fratellis and The Artic Monkey’s are equally difficult to define. They do not easily fit a genre.

But, there was the change. Scroll down each of the artists in the following BBC list, and ask about their background. Were they launched by a record company, or did they emerge through myspace, youtube and other Web 2.0 sites? Let me know your findings, but I would suspect that at least half of the nominations emerged from the web. Their audience came through traditional gig circuits, yes, but the viral affect was generated through the web. One web recording can reach millions. A one-off gig can only reach the few in attendance and if you are lucky a record company manager.

My proposition is that Web 2.0 enriches our entertainment experience. The industry benefits from greater variation and more challenging artists. This proposition is very difficult to prove. In the end, it is a matter of opinion. I am not sure how we judge this, but one measure might be the rate at which an artist appears on our radar and then disappears. Perhaps fame diminishes quickly in the world of web 2.0. Each artist plays to their core audience and enjoys mainstream notoriety when and if it arrives. Even when it does arrive… do they really care? The Artic Monkey’s have yet to attend the Brits, but they have won at least three awards over two consecutive years. Perhaps we don’t need big supergroups anymore? We just need good music, accessible music, challenging ideas, and variety. Web 2.0 is flexible and amenable to this. The record industry is not… but, the Brits does get us talking?

Stay Cool

What makes an innovative company?

Every successful company is born from a fledgling idea, a dream put together by one or two people over a cup of coffee. They build something that serves a human need in a very different way, or even, in the most dramatic circumstances, create a demand that was never there before. Couple this innovation with conversation and the product begins to emerge.

The idea, in this early stage, holds an underdog status and everyone loves an underdog. Think about Google’s emergence and our deep-seated desire to see a technology challenge Microsoft. The energy in Google must have been electric. A small team of developers working all hours, hammering out an ideology, a dream, and technological utopia. Financial freedom is a strong motivator and I am sure this was evident, but there are other motivations. Think Isambard Kingdom Brunel, Mother Teresa, and countless Emergency Service Workers.

I digress, but one question continues to challenge me. How, when a company has built their innovation, captured an audience, achieved outstanding results does it maintain an air of mystery, underdog status, and well, innovation? High-tech companies are a classic case. They capture our imagination in the early days, and create a sense of novelty about their product. You almost feel part of a select club. “Very few people know about this” you say. It has cool status, like a new line of clothing direct from the catwalks of Milan. But once this phase has passed, they become large, very large. They maintain a global user-base, and install offices across the world’s major capitals. A machine – administration, customer services, accounts, marketing etc, is built around the innovative core . But therein lies the problem and perhaps high-tech companies largest risk – familiarity of product and the bureaucracy of corporation. The corporate engine has rarely changed over centuries of business. We control through rules, structures, and forms. We run the risk of stifling any new innovation.

There has been a response though and this morning I can directly observe some of those responses. I am sat in the coffee area of a successful global tech company.

What can I see?

Modern logos,
Bright walls,
Telephones,
Bean Bags,
Desks,
Fruit and water,
Wireless connection points,
Conversations,
Training notices,
White boards,
Beer,
Jeans,
People,
Massage Chairs,
Meetings,
Gymnasium,
Mission Statements,
… and much more besides.

These places are cool. Really cool. They provide everything you could hope for in a modern contemporary environment, but we still maintain the mix of old technologies and structures (the list has them). Also, the modern environment does not provide an innovation guarantee. The machine is meaningless without maintaining cool status in the outside world.

I think this is a trend that plays out in the music industry. An artist or band is not so dissimilar to the entrepreneurs in the coffee shop. They just want to do something different, create a new sound. If they are found, they grow quickly, and when they grow quickly they require management. Management that can handle record contracts, tour locations, t-shirt production, and accounts. The management becomes the machine, but we would expect innovation from them as the band would likely recruit ambitious people who are enthusiastic about the same ideology. However, it is still the innovative core (the band) who provide the primary creative output. No creative output, no business.

Such a strict line is perhaps not as evident in the high-tech industries. The innovative core (original founders) may even sell-up and move on, so the organisation has to design innovation into their working day. Perhaps a collection of villages or teams that are asked to step out of the office and find the same drive that marked the original innovation. But, as we noted this takes more than just money. You need to capture the individuals dream without suggesting that the corporate will simply land it and maybe even steal it. Can we even expect this of an employee in the classic sense of the term?

Research and development, then, possibly sits outside of the organisation, and therein we see the concept of research labs, or the sponsoring of outside start-ups. My point is mixed, but I do believe organisations can create this system. They can create and they can survive. Maintaining cool status is another trick altogether and worthy, I believe, of further research.

All of the following are widely known, but do they have cool status? If they don’t, how would you go about finding it, and if they do, how would you advise them to keep it? Thoughts are always welcome.

U2, Coldplay, Flickr, SAP, Microsoft, Apple, Joan Baez, The Beach Boys, Twitter, Razorlight, Firefox, Mika.

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