This blog post first appeared in my Thought Readership column on ActiveGarage.com on June 19th, 2012
Back in the days when I was young and foolish I’d be arguing (as I frequently did) with my mother about some relationship or other. Mum was pretty open-minded, but it always seemed to me as if she didn’t really understand what I was going through.
I remember her looking at me on one occasion with an arched eyebrow and saying, “You know, Elizabeth, you’re not the only person in the world who has had this experience. We were all young once!”
I was reminded of that conversation as I read Phil Simon’s Kickstarter-funded book The Age of the Platform: How Amazon, Apple, Facebook, and Google Have Redefined Business.
Simon’s thesis is this: We live in The Age of the Platform, a time requiring “a completely different mindset.” One in which companies “must not only exist but they must thrive in a state of constant motion.”
Okay – nothing new there. What else?
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Well, Simon says, the “Gang of Four” (Amazon, Apple, Facebook, and Google), “are following an entirely new blueprint and business model.” Basically, I gather, by fostering “symbiotic and mutually beneficial relationships with users, customers, partners, vendors, developers, and the community at large.”
But wasn’t that what chocolate manufacturer, Cadbury, did back in the 19th century? And the Ford Motor Company in the early part of the 20th century?
Cadbury founded a model village for its employees, so were both business and community oriented. Its collaborative efforts were particularly appreciated during both World Wars when the company not only paternalistically looked after the male employees who fought on the front during WWI but converted part of the Bourneville factory to produce parts for fighter planes during WWII.
And while Simon credits today’s supposed “Platform Age” with engendering a business and consumer focus, I couldn’t help remembering that Henry Ford paid his employees enough money so they could become consumers, not just producers of his motorcars.
In their day, the assembly line and mass production were groundbreaking technologies. Between 1911 and 1920 the number of cars coming out of the Ford plant increased 1,433 per cent. And the “ecosystem” that Simon attributes to today’s Platform Age was surely evident in one particular Ford innovation: establishing brand-loyal, franchised dealers!
As my mother used to point out, just because “oldies” have lost their edge, doesn’t mean that they weren’t like today’s “youngsters” once.
If the platform is indeed a new business model and not simply another empty buzzword, one could argue it was also around in the days of the Medicis — the 14th century banking dynasty.
Through a series of clever strategic activities, including marriages of convenience, the family significantly increased their social network in a way we now describe as “stickiness.” And innovation? The reason why Frans Johansson named his book on creative breakthroughs The Medici Effect was in honor of the way the family sponsored an ecosystem of scientists, philosophers, and artists, breaking down long-established barriers in order to herald one of the biggest explosions of innovation in history.
Did the Medicis, Cadbury, and Ford do extremely interesting and innovative things in their day, “especially with respect to emerging technologies?” Check!
Did they (once) adapt extremely well and quickly to change? Check!
Did they (once) routinely introduce compelling new offerings? Check!
Did they (once) work with partners in very exciting ways? Check!
Every era has its own form of what Simon calls a platform; this is not a new concept. Which begs the question: is the way that Amazon, Apple, Facebook, and Google do business so very different from yesteryear? Or are some so bedazzled by technology that it blinds them to historical truths?
This is where the “ecosystem” vital to crafting superior books comes in.
The problem with self-published books like this one is that the author no longer has to go through the rigorous vetting process required by commercial publishers. One in which an acquisitions editor will query (and probably reject) spurious arguments and superficial thinking.
As an author, being provoked to think deeper and harder about your material either produces a superior product or reveals the unsettling fact that you don’t have much to say that’s new, so would be better off not publishing a book at all.
The best time to do this kind of thinking is early on in the project. Otherwise send your manuscript to honest, discerning readers (not your mother!) for their feedback before you go into print.
Here’s the issue with many of the books that are written in the space of a few months. If it’s that quick and easy, you’re not really thinking! Take a look at what Daniel Kahneman writes in his book Thinking Fast and Slow about the two kinds of thinking: System 1 is effortless, automatic, intuitive – and error-prone. It’s what most people do most of the time.
Which is why authors who wish to be taken seriously need to establish a habit of System 2 thinking, which is reasoned, slow, and takes so much more effort.
A clue to how to develop that can be found in Nassim Nicholas Taleb’s wonderful book The Black Swan. In the Acknowledgments section he points out the value of finding detractors to your argument. “One learns most from people one disagrees with,” Taleb says.
An important piece of advice for any author not wanting to appear like a teenager who thinks they’ve discovered something new when they haven’t.