What do very funny professional out-of-work writers do while on strike? They go online and devastate their adversaries through wicked humor. That's according to Los Angeles Times writer Matea Gold. As her report notes, the striking writers are winning the PR battle over the traditional old-style approach of the bosses on the other side of this issue. Withering wit apparently has had something to do with the talks getting re-started. The producers are afraid.

A snippet from the story that summarizes the situation:

When the WGA and the Alliance of Motion Picture and Television Producers announced plans to resume talks, one factor that apparently contributed to the detente was the fear among some studios that the blogs and videos effectively were casting them as villains.

"They're our version of electronic samizdat," said Michael Winship , president of WGA East , alluding to underground publications distributed in the former Soviet Union. "The humor is devastating."

Share This

In another fine report by Heather Havenstein at Computerworld we learn today that charities are adopting social media technqiues and technologies faster than U.S. businesses, big and small, and colleges and universities. Go figure! The data comes from a survey conducted by the University of Massachusetts at Dartmouth.

Just one of the more interesting data points:

While 34% of the charities reported that they are using blogs, previous research by the university has shown that only 8% of companies in the Fortune 500 and 19% in the Inc. 500 are blogging…

Now why is this? Could it be because they actually have a story to tell and a cause in which they truly believe? Are they less afraid of conversational feedback from their constituents?  Is it because social media introduces new economies that are an order of magnitude smaller than traditional marketing communications campaigns? Your thoughts?

Share This

Here's an article from CIO.com which discusses some key management techniques for bringing out the best in Generation Y. I found this article particularly interesting because it reinforces the fact that many older individuals in upper management need to stop following the beaten path of traditional corporate structure and embrace the powers of the high-maintenance, technologically sophisticated and fickle new talent pool.

I like to compare this situation to that of a young, gifted athlete. An athlete who already possess much of the raw talent needed to succeed on the next level. However, just as an NBA prospect may need a few years of college ball under their belt before true professional status can be obtained, organizations that can find the right mix of policy, structure and training for Generation Y recruits will most successfully leverage the generation's potential and ultimately retain their loyalty.

Fortune deemed Generation Y in its May 28, 2007, issue the most high-maintenance, yet potentially most high-performing generation in history because its members are entering the workplace with more information, greater technological skill and higher expectations of themselves and others than prior generations.

It is no secret that Generation Y's strength is its technological sophistication. Digital communication is Generation Y's birthright - and members of this generation are rarely seen without their cell phone, iPod or laptop in tow. These individuals grew up in an on-demand world where access to information is immediate. Technology has been and remains an integral part of their daily lives, including their personal and professional relationships. Thus, they already possess the tools and confidence needed to work with the information systems running companies today and to address the challenges of working in virtual teams on complex problems.

Business managers who cling to "the way we've always done it" supports their inability to engage the younger generation and are completely out of touch with the new business paradigm: being real.

Generation Y’s unique technical proficiencies and personality traits present organizations with a chance to turn generational differences into opportunities to drive business performance on a global scale.

Share This