The power of craft

I noticed an interesting article in the Guardian regarding craft beers.

Essentially the rise in popularity of craft beers has prompted many of the major “industrial” brewers to bring out brands purporting to be craft beers. In many respects, nothing new there. Our supermarkets have been doing the same with food brands for some time, creating fictitious but appealing names to lure the unwary.

What was interesting to me though was the response of a spokesman for the industrial brewers, which in my view makes their agenda, and connection to what they produce, transparent.;

“Whether it’s ‘craft’ is really in the eye of the beholder. What we do see is that the majority of people view craft beer as looking a certain way, with slightly more flavour, and generally new, or perceived to be new.”

The nature of craft is very specific. In his book “Craftsman” Richard Sennet describes many facets of craft, but amongst them are a continuing search for improvement, and a visceral connection between the artist, her work, and her audience.

Craft is the stuff of the soul. It has the signature of the artist, and defines the artists life.

Craftsmen do not make products, they make artefacts.

Craft is not a marketing tag, it’s a way of life.

It is very difficult to fake, particularly by big business.

Playing what isn’t there

Miles Davis created his unique sound by “playing what wasn’t there”. He had an approach that used notes as signposts, not as instructions.

In the industrial economy, we played the notes. A whole industry was developed creating business plans, business qualifications, and consulting offers based around this approach. It worked really well as long as the assumptions that they were based on – replicability, repeatability, and the mantra of volume, scale and market share held true.

But increasingly, it doesn’t any longer.

We have seen exemplars of failure from Kodak to Borders, and more recently the iconic Radio Shack. They were all playing the notes, but increasingly, no-one was listening.

As the orthodoxies of the industrial economy gives way to the constructive chaos of the connection economy we need different skills. Less orchestra, more Miles Davis. More curiosity, less compliance.

There are a number of trends emerging that will accelerate the rate of change:

1. What can be automated, will be. The rise and rise on intelligent algorithms replacing jobs, professions, departments, and even whole businesses. Anything that can be reduced to a process. Computers just don’t care how complex the process is, and smart people can write the algorithms.

2. The obvious foundation of any business in a connection economy is people – not as labour, but as creators. The balance of power is shifting away from organisations and towards individuals and groups. People are looking for organisations that help them create what they are driven to create, no longer just as “jobs”.

3. Medium sized businesses are likely to become the powerhouses. Big enough to matter, small enough to be flexible, and more likely to have people in them – owners and members – with real “agency”. A sense of place, purpose and ownership, and without the sea anchors of demanding shareholders with limited agendas.

4. Old labels – from “talent” to “innovation” and “sectors” are less and less useful. The nature of the changes taking place are too complex for them to be useful. Some of the major changes taking place are happening across entire industries, creating whole new concepts and linking people and ideas in whole new ways. Here are four of the top 12 (thanks to Roger James Hamilton)

– Digital currencies

– Crowdsourcing and crowdfunding

– Materialisation – 3D printing

– Virtual reality – gamified connection.

The combination of all these trends is creating a chaotic environment full of opportunity. with new rules:

– To paraphrase the conventional wisdom of politics – “It’s the people, stupid!” Connection and technology can realise peoples ideas, but it can’t create them. Although qualifications and experience still count, they are no longer the currency of success. Creativity and connection are.

– Business plans are still useful, but no guarantee of success. They are a reference point at a given moment in time, and no more. Awareness, adaption and improvisation on the move – the  characteristics of effectual thinking are key, as against the causal thinking that has dominated our business education and training for so long.

– Communities of purpose – groups of people with shared values in pursuit of common goals – is the new scale. Whether as small businesses, or small teams within corporates – they are where the leverage is. The job of the organisation is becoming one of supporting and getting out of the way.

So, in the middle of all this – the good, no, the great, news is that you as an individual have never been so important or so empowered if you choose to be.

It requires two things – pursuing something important, a job as a means to an end rather than an end in itself, and secondly, self belief and self development – constant learning. Genius is another one of those redundant labels – we all have aspects of genius within us, but it won’t show itself unless you give it the room.