English - Author | September 24, 1967 -
If somebody tweets 'I like Coca-Cola,' does that mean that they're actually going to buy Coca-Cola? One can? Two cans? Three cans? If they retweet someone else's Tweet, does that mean they're going to buy it?
Noreena Hertz
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Language is too complex for a computer to understand. It's not going to be able to make sense of what people are saying en masse. We need a new type of discipline that puts together computer scientists and social scientists, who can add context to the situation.
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Employees speak of being fearful opening emails and feeling increasingly helpless in the face of the deluge. Physiologically, we now know that the state of continuous disruption puts us into a constant state of hormone-induced stress.
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Email is having an increasingly pernicious effect. Not only is it having a perceptible effect on productivity, it's skewing what it is we focus on. The immediate increasingly crowds out the important.
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I try to take a weekly digital Sabbath, batch my emails so I deal with them a few times a day rather than constantly, and increasingly give myself permission to ignore unsolicited communiques. I try, too, to give others more slack. The respond-now culture is a two-way street. I'm trying to be more mindful of that.
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Surely in a world of email, video conferencing and virtual assistants, isn't being expected to show up at the office extremely anachronistic? Yet to date it seems that where one works does matter. That creativity and innovation do feed off physical interactions between people.
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With clothing being designed that allows you to be hugged virtually, video conferencing becoming ever sharper, and our social and romantic lives increasingly taking place online, the gap between the physical and the virtual is getting ever smaller.
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It's possible that Generation Facebook, accustomed as it is to a whole range of experiences that it only imbibes online, doesn't have the same need for physical interaction in order to be creative as previous generations still do. It's possible that Generation Facebook can co-create and collaborate quite happily from afar.
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The challenge for corporations, if offices were to become obsolete, is twofold. How will they be able to retain their distinct cultures? And how will they be able to ensure that all employees, wherever they work from, share a united identity and vision?
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When Apple introduced its game-changing iPhone in 2007, Nokia was caught sleeping on the job. Although it had actually developed an iPhone-style device - complete with a color touchscreen, maps, online shopping, the lot - some seven years earlier. Astonishingly, it never released the product.
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So key for making smart decisions is a mindset that actively monitors and is open to shifting tides and new information, one that is acutely aware that the interplay between our environment and its outcomes is ever in flux.
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We are beginning to see a fundamental outrage at the whole interconnected mess of a system: at energy companies who record massive profits, yet allow pensioners to struggle to stay warm in winter; at CEOs who can earn up to a 1,000 times the salary of their average worker; and soon, any day now, at those politicians who allowed this to happen.
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