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Gregory Esau
Smart Swarming The Future of Organization
Smart Swarming The Future of Organization

Gregory's posts

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I Love It

Okay, I'm not a fan of Uber. So when I read they're bleeding money, like they have been, it makes my day.
That they are bleeding money should be of no surprise. Apps and algorithms does not change what taxi companies have known for decades: there's not a lot of money in being a taxi cab company. And that is all Uber is--a taxi cab company. 

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The Strength of Weak Signals
Moving Value Through Networks

A short but tidy article on the value of weak signals. This is an outgrowth of systems thinking, and is part of why I developed the Smart Swarms System ("Networks of Knowledge--Applied"), particularly in regards to get high value knowledge from 'on the ground' where needed throughout an organisation. 

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Strategic Business Ecosystems

Yes, I'm still at it. With a couple years of retrenching, reworking, re-imagining, rethinking, redesigning, and generally learning a lot more about what it takes to build what I have had in mind, I'm back.
Seeding the initial ecosystem here in Vancouver, I'll post updates as things unfold.

Which is to say I can totally relate to this guy:

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The Knowing of Not Knowing
Or Not Knowing What We Do Not Know

One of +Gideon Rosenblatt​'s more thought provoking pieces. I've been on a bit of a Dunning-Kruger kick lately, so perhaps I'm stretching here. (Would I know if I was or wasn't??)
When AI gets to the point of knowledge, it will know things we likely will be incapable knowing, and worse, we won't be able to tell we don't know what Watson (or his cousins and offspring, etc) knows.

Like termites are vastly superior at building termite mounds than we are, there will be things we are reasonably vast at being better at than the AI species.
However, there will be a swath of things that the AI species will be vastly better at than we humanides. As in vastly.
If we were smart (haaahaaa, such a paradox!!), we'll cede control when appropriate But we're not smart in so many ways, some of it endearing, some of it not. We're not going to know when to hold em, and when to fold em.

Which will leave the AI species its own dilemma to sort out at some point in the future. It may not know, or know how to learn to skewer a peach out of a tree, but what about the numerous situations humans en mass endanger ourselves where Watson can take corrective actions? Will it have some kind of prime directive? Will it be able to sit back helplessly while we partake in some sort of senseless slaughter? Or will it be bound by its own coda to intervene?
Will we fight for our right to be stupid? Even if it means our own self destruction?

We won't know. 

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NorPacWest As An Innovation Hub?
Yes Please!

This is the best thing to pop in in my feeds in weeks.

“Our ultimate goal is to establish the Pacific Northwest as a world leader in responsible social innovation through data science,” Ono said. “We Hope to establish our universities as a permanent hub for applied research projects that have directly positive effects on society.”

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Uber's Leather Boys

I Uber is still a frat house for boys. Yeah, this is the type of outfit we want to partner with cities for the future of urban auto transportation. 

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I'm Too Full of Subjective Biases to Review You
Fortunately, There's a Better Way

I rediscovered this piece via the sales wunderkind, +Mike Kunkle and one of his (always) excellent posts.
The reason I like Mike's stuff so much, aside from his deep understanding of sales, is he understands also that sales has to part of a much bigger puzzle, a much bigger orchestra that all together has to be cohesive and highly functional. Otherwise, all sales efforts fall flat in the long run.

The fabbo piece on performance management from +Harvard Business Review reflects that sort of holistic perspective.

“Although it is implicitly assumed that the ratings measure the performance of the ratee, most of what is being measured by the ratings is the unique rating tendencies of the rater. Thus ratings reveal more about the rater than they do about the ratee.” This gave us pause. We wanted to understand performance at the individual level, and we knew that the person in the best position to judge it was the immediate team leader. But how could we capture a team leader’s view of performance without running afoul of what the researchers termed “idiosyncratic rater effects”?

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BIG Ideas
Fifty of Em

A fun enough compilation of predictions, trends, ideas and the like that might define the coming year.

Via +Jeffrey J Davis from over on +LinkedIn

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I always find these useful. 

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The Five Principles
That Will Drive Organizational Evolution

Back at the height of the days when GLIA was a thing, we talked about these a lot.
+John Foster +Jeff Jockisch +CJ Dulberger
+Gideon Rosenblatt, you might find this of interest as well.
Nothing new to any of us, other than now seeing the primacy being placed within business academia and consulting. 
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