We saw with the pandemic that some organizations that struggled with change, and others that changed quickly

Keywords: business , Charlene Li , Bob Buday , lead , leading , leader , leaders , leadership , technology , people , research , brand , brands , branding , media

[The others, that changed quickly:] They were able to change their minds. These are capabilities that you develop and anticipate you’re going to have to use, versus “Everything always has to be the same.” It’s very fragile, then versus being anti-fragile, where you’re getting stronger with every single time.

http://podcasts.video.blog/2022/01/06/charlene-lis-focus-in-the-last-few-years-has-been-on-how-leaders-must-deal-with-social-media-and-other-digital-technologies-that-force-them-to-be-more-transparent-externally-and-internally [49:30 – 50:20]

I described such newfangled (distributed) networks more than a decade ago when I was writing at omidyar.net — back then, I referred to it as “The Web is PHLAT (pretty hyper, local and topical)” — and you may be reminded that at the time there were analogous popular memes (though the term “meme” at the time was still quite restricted to only fans of Vannevar Bush).

In this vein, you may find it intersting how I am covering a wide variety of aspects of this new interview with Charlene Li … at other sites, e.g. :

Note that the most distributed (i.e., networked) information technology is — hands down & beyond the shadow of a doubt — natural language. All the investors in FAANG companies are going to wake up some day soon to find out that their investments have all gone up in smoke through their own short-sighted stupidity of investing inordinate sums into nothing more than a small bunch of pipe dreams … all leading to nowhere, man!

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