I feel especially as we’re building up these platforms towards the metaverse, if these platforms are locked down and controlled by these proprietary companies then they’re going to have far more control over our lives, over our private data and over our private interactions with other people than any platform in previous history.
[How are you going to keep the metaverse open] is a central question for the industry and something we think about a lot.
So if we build the metaverse on top of protocols and all of the major players in the industry are committed to working together to define these standards and maintain these standards, then we can all interoperate as peers, and avoid any one company taking control over the thing, and having a monopoly over not just commerce, that’s bad enough, but also a monopoly over our private data and the ability to probe in really really scary ways into our private lives when we’re being connected through these digital tools.
Three things that you’ll need building your organisation and making a difference in the world:
1) The big picture
Do you understand the strategy? Do you understand the layout of the world? Do you understand how the game theory works, how psychology works, how interactions work? Do you understand the economy, technology, the revolution that we’re living in?
The second point of the triangle is: are you any good as executing on the strategy? … When you make a sales pitch, can you do it with authority? When you lay something out does the typesetting look any good? When you write code, does it run? These are tactics, things we can improve.
I love old buildings , and I usually feel a strange sort of curiosity mixed with nostalgia for the people and cultures that made them. Just in the UK I’d love to see the castle garrisoned by knights and squires, the barn full of hay and animals, the old mill humming, the Tudor pub in its heyday, the telephone exchange building at its historical cutting edge, the cathedral decked out in coloured paint, the rows of clerks in the bank, the WW2 airfield lined with Spitfires and Glen Miller on the gramophone…
Dead buildings – either ruins, or frozen-in-time museums and country houses – seem that much more evocative than the ones that manage to stay in use for centuries, which end up watered down and bastardised…
But that’s probably because we’re paying attention to the wrong things. We fixate on a neat snapshot of a culture at a moment in time, forgetting that these places grew out of a messy and dynamic culture just like ours, were disruptive (and probably disturbing) when they were built, and were evolving from the moment they were finished. We’ve always been leaving the village behind, and we couldn’t stay, and we couldn’t go back – even way back then.
Buildings stay alive and socially profitable when they stay relevant – when we keep them alive by changing them and use the old spaces in new ways – often new ways to achieve old purposes.
The alternative is a building’s slow and expensive death as the network of life around them shifts and ceases to nourish them, at which point they decay and disappear until those that survive become old enough and scarce enough to become interesting again, and the past that they represent is far enough away from us to be the subject of nostalgia and museums.
And all of this is true of our organisations, too.
If you’ve ever suffered from motion sickness in a car or on a boat, you probably know that it helps to look at a fixed (or at least slower moving) point on the horizon. A stable reference point helps your body to make sense of the continual movement and to stay oriented and balanced.
Rapid, continual change creates its own kind of motion sickness as reference points (people, places, ideas, institutions, traditions) disappear. It’s easy to feel rootless, unsettled and insecure. Karl Marx’s economics were wrong, but he wrote eloquently about the rapid social change brought about by the industrial revolution:
The bourgeoisie cannot exist without constantly revolutionising the instruments of production, and thereby the relations of production, and with them the whole relations of society. Conservation of the old modes of production in unaltered form, was, on the contrary, the first condition of existence for all earlier industrial classes. Constant revolutionising of production, uninterrupted disturbance of all social conditions, everlasting uncertainty and agitation distinguish the bourgeois epoch from all earlier ones. All fixed, fast-frozen relations, with their train of ancient and venerable prejudices and opinions, are swept away, all new-formed ones become antiquated before they can ossify. All that is solid melts into air, all that is holy is profaned, and man is at last compelled to face with sober senses his real conditions of life, and his relations with his kind.
The faster things change or seem to change (we seem much more aware of change as we get older), the more valuable stable reference points become. Here are few ways of establishing or preserving ‘points on the horizon’ in the face of change:
Examine your uncertainty and unease in the face of change. What are you worried about? Are your worries well founded? Is the change disturbing because it’s change for the worse, or because it’s compelling you to “face with sober senses your real conditions of life, and your relations with your kind”? Face them – the better our science becomes, the more we need the liberal arts – that is, to know how to live as free people.
Guard relationships with old friends – people who knew who you were, remind you of who you are, and help you to see who you might be at your best;
Be deliberate about putting down roots in places that are important to you – move less, go deep;
Establish traditions – in your family, in your organisation – things you do together that remind you somehow of who you are, and what’s important. “People like us, do things like this.”;
Make room for quiet, disconnected reflection in your life – slow down, see what you think about, mull and pray.
Read old books, listen to old music and watch old movies. Share them with friends and children to create common reference points.
Ask questions – especially of people who have been around for longer than you have – absorb their cultural knowledge and the story of how things have already changed (a better view of change before you arrived on the scene is often helpful for making sense of – or feeling comfortable with – the change you’re facing now).
Stick around. Become a point of reference and stability within your family, town, organisation, network or scene.
The more an institution is organized to be a change leader, the more it will need to establish continuity internally and externally, and the more it will need to balance rapid change and continuity.
Balancing change and continuity requires continuous work on information. Nothing disrupts continuity and corrupts relationships more than poor or unreliable information. It has to become routine for any enterprise to ask at any change, even of the most minor one: “Who needs to be informed of this?” And this will become more and more important as more enterprises come to rely on people working together without actually working together – that is, on people using the new technologies of information.
Above all, there is need for continuity in respect to the fundamentals of the enterprise: its mission, its values, its definition of performance and results. … The balance between change and continuity has to be built into compensation, recognition and rewards.
Peter Drucker – Management Challenges for the 21st Century (in The Daily Drucker)
In other words, the faster things change, the more valuable stability becomes. This is true for skills and routines, for cultural reference points, and especially for relationships. The hard part is seeing which things are most valuable: if you’re not careful, you don’t know what you’ve got till it’s gone.