Daily archives: June 25th, 2015

Managing Assets in a Free-Wheeling World

Trillion-dollar dotcoms get trillion-ized by not carrying inventory. Wall Street creates “products” by packaging things that were NOT provided (payments due).  Employees bring their own devices. Lines-Of-Business grab what they want from the external Everything-As-A-Service buffet. And obsession with innovation, fueling the pace of change, makes almost anything in hand at risk of being “obsoleted” far sooner than was ever projected.

Story after story, being in charge of Stuff is an authority that has fallen on hard times.

Or not… A division of Needs has simply taken over from a division of Belongings, and the solutions to Needs are more clearly and vigorously attached to how things are obtained instead of what things are already in hand. It’s a natural evolution, allowed more speed and prominence by technology having finally gotten us past institutionalized scarcity.

It doesn’t mean, however, that assets have just gone away. It does mean that Resourcing is the big issue, and that managing assets is a requirement of resourcing. Resources are assets that have been given an operational assignment. Resources are derived from assets.

This takes place in three interesting scenarios, summarized in the chart here, and detailed in the document linked below it.

Managing Derived Resources

For a full description of why and how resourcing is the lead POV on asset management, see Assets as Resources in the Next Normal.

The provided logic, and the objectives of resourcing, explains how assets apply to innovation, XaaS, collaboration, “freemiums”, services, and many of the other defaults that have collectively and concurrently become “the next normal” of production.

The Big Idea

With a tip of the hat to Maslow, here is a visual compilation of my observations from over ten years in the web/social arena, about people saying what’s on their mind. The diagram is an analogy of psychological prioritization with no intent or effort to be prescriptive. However, it is a result of considering how and why thoughts begin to emerge, become exposed, and persist or not — in an environment where individuals constantly interact in a universe of nearly unrestricted information access.

As might be expected, the hierachy identifies the most essential requirement at the bottom (fundamental) and the most discretionary requirement at the top (aspirational). Although thinking may gain the awareness of outside parties pretty far down in the stack, the further up the hierarchy you go, the more social influence matters.

One sample of the implications of the hierarchy is that ideas may come and go, or keep and lose support, based on whether someone cares enough one way or the other to keep them in circulation. This is an illustration of why “caring” might occur or cease, showing five different levels at which the caring can be challenged or motivated. In retrospect, there is a notable accountability in these terms, of “thinking”.

This model separates the “unrestricted access” within the current information environment into how exposure of the thinking typically appears to be sensitive. The sensitivity is to managed versus unmanaged attention outside of what is already an “internal” reference point for the thinker.

In effect, a thinker has an emotional disposition, at different points in time, and on various levels, that affects whether the thinker’s idea will begin, and/or continue, to reach exposure.

The Social Hierchy Of Thinking