A Black Hat conference audience, 2015
Credit: Steve Marcus, Reuters via Computerworld.
Although ancient Romans and semi-modern Victorians differed greatly in their attitudes toward things such as morality and public behavior, they were precisely aligned in how they thought about travel: It was a good thing. In both cultures, travel was considered a critical ingredient of one’s personal and professional identity. Travel accelerated learning and expanded the mind. To be untraveled was considered to be akin to being uneducated.
I recently undertook a quick survey of how contemporary organizations view travel — or more specifically, conference attendance. Attitudes have vacillated in recent years, but personally, I like the idea of conferences. To be more precise, I believe great executives and great organizations can develop superior insight through strategic participation in a curated portfolio of conferences.
Technology executives need to get out more
Alan Webber, the former editor of the Harvard Business Review and co-founder of Fast Company magazine, recalls that prior to the e-commerce era, bosses and managers would see their people at the water cooler and remonstrate, “Get back to your desk and get to work.”
During the dot.com era, this bias toward a sedentary, nose-to-the-grindstone work ethic was displaced in many enterprises. Suddenly, executives who saw people working diligently at their desks were exclaiming, “What are you doing? Get out of here and go talk to somebody!” The presumption had shifted so that “work” was seen as gleaning in-person insights from customers and suppliers.
In the austerity-focused first 10 years of this millennium, this “go meet somebody” attitude reversed itself yet again, and severe restrictions were placed on conference attendance. Many national and multinational conferences were hit hard, and some, like Comdex, didn’t survive. At the same time, many university-based executive programs designed to develop new skills in next-generation leaders ceased to exist. One knock-on development was the localization of conferences. Recognizing that many potential attendees lacked funds for travel and lodging, some conference organizers attempted to reduce the total cost of participation by bringing the conference to each city — community conferences, if you will.
For some time now, high-performance organizations have been creating their own conferences. They identify the issues that matter to them, reach out to a broad universe of external voices with provocative points of view and relevant experience regarding that issue, schedule a date and craft an agenda. Disney does this around analytics, Kaiser Permanente around innovation, and GE around everything. Shouldn’t your organization be doing this?
Opening minds to the possibility of possibility
While researching this article, I learned there is a subdiscipline in the humanities devoted to the study of genius (see Eric Weiner, The Geography of Genius; Roger Lowenstein, When Genius Failed; and Darrin McMahon, Divine Fury: A History of Genius). It would seem that while genius happens in clusters (think Silicon Valley, Paris, Athens and late 18th-century Edinburgh), it nevertheless benefits from periodic walkabouts. Freud did it. Dickens did it. Mark Twain was a big fan of exposing himself to the thoughts of a diverse group of people.
Sign up for CIO Asia eNewsletters.