October 2020 – Looking Forward

October 28, 2020

Leveling The Playing Field?

This past week started the COVID-postponed Intelligent Community Forum’s Annual Summit – now virtual and continuing over two weeks. As usual as Senior Fellow at ICF, I made a presentation yesterday and led a workshop on “Bringing Broadband To Your Community”.

I have previously reported on what is happening in cities this year. In the face of COVID-inspired video conferencing and the departure from offices and some previously popular cities, the question is raised again – can we level the playing field again between the biggest metropolises and elsewhere in the US that have not had broadband?

Many communities now recognize that they will be completely left out of a post-COVID economy. They are hoping that some outside organization – a benevolent telecommunications company or some government agency – will come in and make the necessary investment so that their community has the broadband it needs.

Considering how many politicians have included broadband as a basic part of our infrastructure, it may be possible that at least the government will provide a lot of funding next year. But it is worth noting that talk about the government investing on broadband is not new and not all that much has happened in the past.

So in my presentation at the ICF summit, I drew attention to some examples of communities that just went ahead and built this for themselves. You may have already heard of Chattanooga, Tennessee and Lafayette, Louisiana, both of which deployed broadband through their electric utilities that are owned by the city government.

But here I want to give some credit to two examples that are not so well known. The first is in a poorly served urban community in San Francisco. The second is in a rural area that had expected to be the last to get broadband in England.

Although San Francisco bills itself as the high-tech capital of the world, the reality is that 100,000 of its residents (1 in 8) do not have a high-speed Internet connection at home. This situation, by the way, is not unique to San Francisco. Many otherwise well-connected cities have vast areas without affordable broadband – not quite Internet deserts, but with Internet effectively out of reach to low income residents for technical or financial reasons.

So in conjunction with an urban wireless Internet provider, Monkeybrains (great name!), the city government rolled out its Fiber to Housing initiative last year. According to a report “Can San Francisco Finally Close its Digital Divide?” in November 2019, they had already free, high-speed internet to more than 1,500 low-income families in 13 housing communities – public housing. By this past summer, the number was increased to 3,500 families. While there is still a long way to go, the competition has already forced traditional Internet service providers to step up their game as well.

In a very different community in rural England, there is a related story, except this region, unlike San Francisco, is the last place you would expect to find broadband. In the northwest corner of England, surrounding the not-so-big city of Lancaster (population around 50,000), a non-profit community benefit society was created to provide broadband for the rural north. It is called B4RN.

As they proclaim on their website, they offer “The World’s Fastest Rural Broadband [with] Gigabit full fibre broadband costing households just £30/month”. As of the middle of last year, they had more than 6,000 fully connected rural households.

In speaking with Barry Forde, CEO of B4RN, I learned a part of the story that should resonate with many others. The community leaders who wanted to bring broadband to their area tried to explain to local farmers the process of building out a fiber network. They noted that the technology costs of these networks are often dwarfed by the construction costs of digging in the ground to lay the fiber. The farmers then responded that digging holes was something they could do easily – they already had the equipment to dig holes for their farming! With that repurposing of equipment, the project could move much more quickly and less expensively.

I can’t go into the whole story here, but this video gives a good summary of the vision and practical leadership that has made B4RN a success.

Frankly, if B4RN can do it, any community can do it. Whether it’s in one of the most costly cities or in the remote countryside, a little creativity and community cooperation can make broadband possible.

And it need not be gigabit everywhere to start or having nothing at all. Build what you can, get people to use it and the demand will grow to support upgrades. An intelligent community grows step by step this way.

These were the important lessons of the ICF Summit yesterday.

October 21, 2020October 21, 2020

Thinking About Something New: Brain Twisting Is Unnecessary

If you have a new product or service in mind, you know that you need to find a way to differentiate it from the alternatives that people are already using or could use. But then maybe you have a hard time coming up with ways to make what you are offering really different and new.

This is a basically a challenge to your creativity. And many of us think we need to twist our brains to come up with good creative ideas, which is hard work we don’t feel we can do.

Although we have come to frequently expect new technology products, the challenge of creativity is especially hard for technologists. They have lived in a world that demands no software bugs, no downtime and the like. They are by training (as the A students many were in school) and maybe by nature perfectionists.

A perfectionist mindset undermines the kind of experimental approach and its possibility of failure which is necessary for innovation. For that reason, creativity can seem to be an insurmountable, impossible challenge – to be both perfect and creative is a low probability occurrence.

Coming up with new ideas shouldn’t be such a challenge. Consider just two of many authors. Tina Seelig, Professor of Practice at Stanford, has written and spoken about creativity and innovation. The titles of two of her books offer a quick summary of her themes — “InsightOut” Get Ideas Out Of Your Head and Into the World” and “inGenius: A Crash Course on Creativity” .

William Duggan of Columbia Business School has also written “Creative Strategy: A Handbook for Innovation” in which he champions the innovation matrix as a means of generating new ways of looking at the world. You break down what you’re trying to do into its parts and then search for any company that provides a model of how to do that part well. It’s a tool for what’s called recombinant innovation.

In addition to books on creativity, however, consider a methodology for analysis and software design from more than forty years ago that was named after its originators – Yourdon and DeMarco. If it is remembered at all, it is for data flow diagrams.

That’s not what I want to emphasize here. Nor do I plan to lead an effort to revive the popularity of Yourdon-DeMarco structured analysis/design and the classic waterfall development lifecycle that it aimed to improve. Nor am I advocating for the underlying idea that there could be a complete and correct design up front in that lifecycle.

Yourdon and DeMarco had even more important guidance for software designers, although that seems to have been lost in the history of software design.

That guidance: think more conceptually, more abstractly. They distinguished between the logical level (the “what”) and the physical level (the “how”). At the physical level, you would describe the implementation. At the logical level, traditionally, you would describe essentially what the organization is trying to do. When thinking about a problem, separate out its implementation (how you see it operate) from its intention.

When it comes time to re-design a system or designing a new product, you first rearrange what is happening at the logical level. Only after that makes sense to everyone do you worry about how it will be implemented.

By the way, this is not something that requires an excessive amount of writing upfront. Instead, it is often better to explain this to someone else verbally. Because you are trying to communicate clearly and concisely in conversation rather than impress someone with a document.

Look at what is happening and describe it in simple words, before you use a fancy name for it that you might have been taught. Often the solution to a problem is obvious if you listen to yourself carefully. (Maybe recording it helps.) That’s what you should start with.

Thinking this way makes things clear and clarity yields insight. Sometimes the solution can be blindingly simple once you look at things conceptually. The ancient story of Alexander the Great and the Gordon knot is a good example. The knot only had to be broken. Instead of meticulously searching where to pull on it so it would unravel, he just cut it.

One often cited example of the reverse approach and of missed opportunities that result is in the transportation industry. When airplanes and airlines first appeared, there was an opportunity for the railroads to invest and own the new industry. Instead of thinking of themselves as the movers of people and goods over long distances (the higher conceptual level), they thought of themselves as the operators of railroads (the lower physical level). As they say, the rest is history.

You don’t need to twist your brain to arrive at innovative solutions. Actually, conventional thinking often requires more brain twisting than creative thinking. Using the approaches that I’ve outlined here require less, not more, brain twisting to be creative.

October 14, 2020

Going Full Uber

Today, something a little different, but not too different — it’s about one of the public policy implications of an important change in the economy that technology has enabled.

As we all know, the freelance and gig economy has been growing. According to a report this year from Upwork and the Freelancers Union, more than a third of the workforce is freelancing. Many of us make at least part of our living in the gig economy and most of the rest of us depend at least part of the time on people who are gig workers.

In California, there has been a movement to apply to gig workers some of the protections that were put in place for the fast-growing number of American industrial workers 80 to 100 years ago — minimum wage, a fixed work week, unemployment insurance, assistance due to workplace accidents and the like.

In response to California’s law that requires Uber and Lyft to reclassify its contractors as employees who are provided with employee benefits, the company proposed its own reform plan for the gig economy. Dara Khosrowshahi, Uber’s CEO, wrote an op-ed in the New York Times on August 10, 2020, titled “I Am the C.E.O. of Uber. Gig Workers Deserve Better. Gig workers want both flexibility and benefits — we support laws that could make that possible.”

In it, he proposed:

“that gig economy companies be required to establish benefits funds which give workers cash that they can use for the benefits they want, like health insurance or paid time off. Independent workers in any state that passes this law could take money out for every hour of work they put in. All gig companies would be required to participate, so that workers can build up benefits even if they switch between apps.”

The New York Times columnist Shira Ovide followed up with a story titled “Uber’s Next Idea: A New Labor Law …Uber’s “third way” would offer its drivers flexibility plus some benefits. It’s not totally crazy.” Hmm, not totally crazy? That doesn’t sound like an endorsement, but it’s also not dismissive. Something has to be done to equalize the protections for them with employees, while giving them the flexibility that Uber advocates.

In line with their approach, Uber and similar companies are supporting California’s Proposition 22 on the ballot this November to get them out from under the State government’s push to treat their drivers as employees. Not surprisingly, many progressive and labor groups oppose Prop 22. This picture illustrates the concerns of the opponents:

But there is a larger question here beyond benefits and rights for gig workers because the change in the nature of employee-employer relationships has been as significant as the growth of the gig economy. With increasing automation and more coming with AI, de-unionization and frequent layoffs among other trends, frankly, a job is not what it used to be. Moreover, the situation is not likely to improve since the long-term loyalty between employer and employee that was common decades ago is generally rare now.

It’s time to realize that the economy – not just for freelancers and gig workers – has changed a lot since the Progressive and New Deal reaction to the excesses of corporations a hundred years ago. The gig rights debate seems to be too limited and too much based on last century thinking which is increasingly inappropriate for our technology-based economy.

Putting aside the limitations of Proposition 22, why not take the general proposal for gig contractors that Khosrowshahi described in his NY Times piece and expand it?

Why not go full Uber! (Something Uber itself may not like, after all.)

What does that mean? Gig workers need a better contract and so do “employees”.

Any individual — whatever the label — who is providing a service to a company would have a contract with that company which clearly states adherence to government laws and regulations on: minimum payment per hour, extra payment for more than a certain number of hours of work per week, expenses incurred performing duties on behalf of the company, safety, discrimination, normal workers compensation for accidents that occur while working on behalf of the company, and the right to form any association (union) they wish.

Khosrowshahi emphasizes the freedom and control over their lives that gig workers have. OK, maybe it is time to give employees that same freedom.

That brings up the other current disparities between gig workers and employees, especially health insurance, sick/family/vacation leave and unemployment insurance which are tied to employment status. Gig/freelance workers need this as well, but it is also time to disassociate these benefits from the companies where people work — all in the cause of the freedom that Khosrowshahi promotes.

For example, the money companies used to spend on health insurance premiums and the like would now be paid directly to the employees. The employees would get their own health insurance and not be limited to the third insurance plans their company has pre-selected. Government options could also be offered for health insurance. (Similarly, gig or freelance workers could have those premiums built in to their contracts, at a minimum being the percentage of a full work week that they devote to the company.)

In this way, there would be no windfall for corporations after they would be relieved of paying benefits to employees. The shift can be done in a revenue/cost neutral way, leaving employers, companies and governments financially where they were before the shift.

Providing protections for everyone who works for someone else, no matter whether that’s on a gig/freelance basis or “permanently”, will help everyone get some more freedom from the fear of economic dislocation. Also, they will finally have the freedom to pursue their entrepreneurial dreams as well, which could help grow the economy more than forcing them to be locked into jobs that don’t fulfill their potential.

Finally, governments will, in the process, have to adjust their understanding of the nature of work in this century, which is no longer what it was when most current laws and policies were put in place.

October 7, 2020

Digging Deeper Into Why There Is A Problem

Almost every pitch deck for a startup (or even a new corporate-funded initiative) starts with a customer problem. In some form or other, the entrepreneur/intrapreneur says: “Here is a customer problem. The customer’s problem is an opportunity for us because we know how to solve that problem.” And then they go on to ask for the money they need to bring their solution to life.

Having been on the receiving end of these pitches many times, I have often thought that the presenter too quickly jumped on the first problem they saw and it was not the real problem the potential customer had. So if they tried to fix the superficial problem, the entrepreneur/intrapreneur would not get the market traction they hoped for – and it wouldn’t be worth it for us to invest in an idea with no traction.

That’s why in my last post I reviewed the key points in Dan Heath’s book “Upstream: The Quest To Solve Problems Before They Happen”. In a nutshell, his message is that you have to go upstream beyond the first problem (downstream) you see and find the root cause of that problem.

An example of thinking about a root cause can be found in the 500-year-old poem that is supposed to have been about the English King Richard III’s loss in 1485 at the Battle of Bosworth Field to Henry Tudor who then became king:

For want of a nail the shoe was lost. For want of a shoe the horse was lost. For want of a horse the rider was lost. For want of a rider the message was lost. For want of a message the battle was lost. For want of a battle the kingdom was lost. And all for the want of a horseshoe nail.

It isn’t always easy to figure out where upstream the problem is. In post-mortems on fatal catastrophes, root cause analysis often starts with the Five Whys technique.

But you do not need a catastrophic failure to motivate you to use this method. Anytime you want to understand better the problems that customers or constituents are facing, you can use the method.

It is quite easy to explain, although much harder for most people to do. Here is a simple example.

Five Whys is especially useful in thinking about any new product or service you hope to bring into the world. If you identify the root cause of the problem, you’ll be able to come up with the right solution. If you identify a solution for the superficial complaint a customer has, you may well end up doing the right thing about the wrong thing.

A famous quote attributed to Henry Ford identifies how you can go astray: “If I had asked people what they wanted, they would have said faster horses.” There were several root causes of the problem that annoyed Ford’s customers, none of which could have been fixed by getting horses to go faster.

As you can see from the 5 Whys picture of a restaurant’s problem, people often think about causes in a linear fashion. Event A causes Event B, which causes Event C, etc. So all you need to do is go back from where you started, say Event C. This is sometimes called Event-Oriented thinking.

But life is more complicated than that. In his book, eventually Dan Heath introduces the necessity of Systems Thinking, since upstream you may well find not a linear series of causes, but a set of interrelated factors. This picture nicely summarizes the difference.

You may recognize the feeling of being caught in a loop, being in a “Catch-22” situation where you go in circles. Since Catch-22 was originally about absurdity in wars and not an everyday experience, perhaps this Dilbert cartoon provides a better simple example.

Properly assessing the forces and their mutual reinforcement – in other words, doing systems thinking – is even harder than struggling with the 5 Whys of a simple linear chain of causes. But it is necessary to really understand the world you are operating in.

Again, especially for those devising new products or services, it is that understanding which will help you avoid significant, strategic business errors.