A question with William Gibson

I’m really interested in science fiction as a predictor of technologies. As Paul Saffo remarked in his (highly recommended) Long Now speech, science fiction starts “meme bombs” in the minds of teenagers. These bombs detonate when they’re in a position to do something about them – usually when they are going through a midlife crisis soon after they reach 40.

If you Google on the term “science faction” you’ll find a rich sampling of material that refers to this (meme bombs that is, not midlife crises).

So when the opportunity came to put a question to William Gibson – the originator of a science fiction genre called ‘cyber-punk’ – I was interested to know his views on the extent to which science fiction is an indicator of the future. His response (in part) was as follows:


“I don’t actually see science fiction influencing the future much now […] Science fiction was a big part of the culture of our future in the previous century but the previous century was a century where we actually believed we had a future. We took it for granted that we had a future and in the 21st century we can’t take it for granted in the same way that we have a future.”

Gibson then goes on to talk about how if he went into a publishers office in 1981 – the year he started writing – and proposed a novel based on the destabilisation of Earths weather systems, AIDs, terrorists flying planes into buildings in New York and the USA invading the wrong country – they would have said “too much!”

He makes the point that actually the world is much more complex than this, and

“…we don’t have the luxury of dreaming of a Star Trek future because we have too much ‘how do we get there from here’ going on to make that realistically possible. You can still do that kind of science fiction but it require far too much wishful thinking to convince me.”

You can download the entire William Gibson interview here.

(As an aside he says a similar comment in this Rolling Stone interview)

Gladwell on Insight (The New Yorker)

Over at the New Yorker Malcolm Gladwell has written as essay on insight – more specifically – how to cultivate it artificially. Besides being a damn fine read, there’s some great sections on cross-sector discovery.

Surgeons had all kinds of problems that they didn’t realize had solutions, and physicists had all kinds of solutions to things that they didn’t realize were problems. At one point, Myhrvold asked the surgeons what, in a perfect world, would make their lives easier, and they said that they wanted an X-ray that went only skin deep. They wanted to know, before they made their first incision, what was just below the surface. When the Intellectual Ventures crew heard that, their response was amazement. “That’s your dream? A subcutaneous X-ray? We can do that.”

Insight could be orchestrated: that was the lesson.

For many people the concept that they can look across industries and learn from others is an amazing discovery. I’ve used it to great effect in learning workshops where I’ve had C-level executives looking at a massively diverse set of industries. The results are always incredibly rich in all sense of the word.

The importance of Edges

A quick pointer to a highly recommended post (and article) from John Hagel (and John Seely Brown) about how changes on the edges impact the core. John Hagel writes:

Instinctively, I have been drawn to various edges because of the opportunity and challenge they represent. Over time, I have focused more sharply and explicitly on the importance of the edge as a source of value creation and strategic advantage.

On a different and slightly facetious note when people – including myself – talk about edges it always reminds me of the term “cutting edge”. This is the sort of phrase that got rolled out during the dot com bubble – as in “We’re on the cutting edge of ………….. (insert industry name). Except companies like boo.com who weren’t so much on the cutting edge, but more on the Bleeding Edge…

Hacking and innovation (HBR)

Umair Haque has a nice – very unHBR – conversation started over at HBR (of all places).

He has a thought-provoking post about hacking and innovation, of which one paragraph resonated with me:

Big problems aren’t solved overnight, and they often can’t be solved in a tightly structured way. Hacking goes (way) beyond the limits of structured, rigid thinking.

It’s another way of looking at how people beyond your own industry, own networks and own paradigms, can blindside your business. It also ties into my thinking about the speed of disruptive innovation today – as your business becomes digitalised, the barriers to innovation fall. Hackers have always been on the edges, the fringes and the periphery, and Umair follows this thread well.

What business model would you like to hack?

Banking? Too late – Zopa and Prosper are already there.

Airlines? Too late – Ryanair did it.

Top of my list – until lately – was roaming charges on GSM mobile networks. Who hacked that business model? Skype via Fring via Symbian (read Nokia N95)