Why Christchurch has an opportunity with water

Few cities in the world have ever had the opportunity to rethink the future like Christchurch (my home town that has been devastated by two large earthquakes). The opportunity goes much deeper than a vision which encompasses unique architecture, but extends into the very fabric of a city.  When you consider the opportunity around infrastructure rebuilds, there is a chance to put the city at the forefront of many areas.

Consider water.

While it would be straightforward to simply replace the existing water mains, why not partner with the smartest minds to develop a large scale living lab for how people think about water?

Be combining IT infrastructure with water infrastructure, the Christchurch CBD could be the first city to monitor water use, test incentive schemes and attract international business solely on it’s water use technology. The city could position itself as a docking point for water technology in the 21st century.

This is not merely fanciful thinking – big business is already thinking along these lines.  To put this in context, consider the an article from a recent edition of Fast Company:


One revealing sign that business has entered a new age of water is water’s sudden appearance in the financial reporting of companies as diverse as Intel and Coca-Cola. Intel’s website now lists the company’s total water use, broken down by each manufacturing plant around the world, including the names of the rivers and aquifers each factory taps. Coca-Cola seems to have just discovered water’s importance. In its 2002 annual filing with the SEC, under the heading “Raw Materials,” the word water does not appear. But in the 10-K filing submitted in February 2010, the “Raw Materials” section begins this way: “Water is a main ingredient in substantially all our products… . our Company recognizes water availability, quality, and sustainability … as one of the key challenges facing our business.”

Tell me why you wouldn’t do this.

via Why GE, Coca-Cola, and IBM Are Getting Into the Water Business | Fast Company.

Smashing paradigms (Wired Article)

When someone challenges existing paradigms, it’s all to easy to scoff. My favourite paradigm smasher was Columbus.  Prior to his epic adventure, everyone knew the world was flat – what else could it be?  Now the world is round – what else could it be?

A more recent example of paradigm smashing was profiled in this wonderful article in Wired.  It’s the story of the invention of a craft that was presumed to be impossible:

Since Cavallaro first proposed Blackbird’s design on the Internet, his concept has been ridiculed and lampooned in blogs and forums, and the idea has even been refuted in a national magazine. The debate recently reached a fever pitch among a certain type of geek, especially in Silicon Valley, so much so that some notable entrepreneurs, including Google’s Larry Page, forked over the cash to let Cavallaro finally build the vehicle. After four years of online arguments, explanations, and insults, Cavallaro has brought his vision here—to the Dirt Cup—to prove he can beat the wind.

via One Man’s Quest to Outrace Wind | Magazine.

Wi-Fi-Connected Lightbulbs

This snippet –  outlining a new technology that allows lights to be controlled via wi-fi –  needs to be filed under the title “the future is already here, it’s just unevenly distributed…”

Greenchip uses 2.4 GHz Wi-Fi signals (over an 802.15.4 short range wireless protocol that won’t compete with your normal home 802.11 g/n computer network). They use the new Ipv6 protocol too, so there’s no worries that your lightbulbs will use up all the world’s available Internet addresses. Plus, the JenNetIP system that NXP’s built to let your computers talk to your lights is being open-sourced–in the hope that other manufacturers will embrace it. In fact, Google’s already doing so, with its recently revealed Android Home automation system

via Wi-Fi-Connected Lightbulbs, Coming To Smart Homes In 2012 | Fast Company.

Co-creation (and an example)

Yesterday I spent the day in conversation with Prof Venkat Ramaswamy (in 2004 he wrote “The Future of Competition” with C. K. Prahalad).  The subject of the conversation was co-creation, and the power of tools such as Spigit. In essence, co-creation is working alongside stakeholders (employees, customers, suppliers etc) to create a win-win situation.  It’s a powerful concept, and something that I’ve been working on with a couple of clients for a while now.

This morning I read a great example that broadly fits the concept: designer works with the masses to get funding for his idea, he takes pre-orders to ensure that there’s enough demand, brings it to market and then Apple comes to the party:

It’s the ultimate Kickstarter success story. Unable to secure a manufacturer, the Chicago-based designer Scott Wilson placed his TikTok and LunaTik wristbands — which convert the Nano into a watch — on the funding site. Within a month, he raised nearly $1 million from 13,500 backers — a Kickstarter record. All of a sudden, retailers came calling, including the most prestigious of all: Apple, which is rolling out the wristbands in North American stores this week.

via Kickstarter’s Biggest Success Ever: Nano Wristbands Raise $1M, Jump To Apple Store | Co.Design.

The story above broadly fits the concept – however I’d recommend a closer look at the concept in Prof Ramaswamy’s book called “The Power of Co-Creation.” It’s attracted some very powerful reviews, including a Twitter recommendation from Tom Peters (which conveyed so much excitement I thought his next Tweet was going to be requesting paramedics).

How do you spread a vision?

Today I’m humbled by the help offered by friends over at the extraordinary Brains on Fire, who have blogged a request for help about how to spread a vision for building an iconic Christchurch (my home city). The wonderful Robbin Phillips sums it up below:

So I have a request, how in your opinion, can a small band of passionate leaders in Christchurch create excitement and hope about rebuilding an iconic Christchurch?

Like elevatedgardencity.com (Which I love BTW!)

How can they rally support in a town with a population of about 400,000 at a time when even finding spaces to meet are hard? (Most of the 80,000 people that fled town have now returned, but many are finding it hard with constant aftershocks – over 1600 since Feb 22nd.)

How can they get the community to take shared ownership when many are still caught up in the grind of survival?

If you’ve ever been hit with personal loss, you know that dreaming again is a very good sign. Let’s help the people of Christchurch dream BIG.

Let’s show our support. Share this idea with your friends. Let’s start a conversation. Do you like the idea of an Elevated Garden City? Have you seen anything like it? Would you visit it?

I am humbled at how connected my community and my world has become lately.

Even if you just send a word of encouragement or retweet using the hashtag #elevatedgardencity, let’s toss some big time love out in the world on this Tuesday morning.

Please take the time to check out Elevated Garden City, link to the Brains on Fire blog (below) or simply spread the word on Twitter.  Thanks.

via Brains On Fire Blog » Blog Archive » More thoughts on community, connections and being human..

(below is a conceptual image from Elevated Garden City)

Dow Corning link foresight to innovation (McKinsey Quarterly)

Over the last few years Dow Corning has made a significant push in innovation to strengthen its growth momentum.  The CEO and CTO were interviewed by McKinsey and discussed how the organisation links foresight to innovation:

We are on the lookout for developments that are truly going to be disruptive and try to tie ourselves to them. We constantly challenge ourselves and refresh that list of the large trends that we should be looking at, and then we ask, how can silicon-based materials provide a solution?

Stephanie Burns (CEO): What we’ve been doing over the past four years is to take these megatrends and apply filters that narrow them down to what really could be the opportunity, and identify how best our technology and competencies match that. We’re not just saying there’s a wonderful megatrend out there in the demographic of an aging population and we’re going to invest all our projects against it, but instead, we’re defining where the opportunities are for Dow Corning. We’ve been improving that process and have started to integrate it across the company.

McKinsey: How does the process work?

Gregg Zank (CTO): Our underlying challenge was to improve the way we develop a raw idea into something tangible. The approach we now use is to work very intensively for a highly compressed period of time—10 to 12 weeks. We will take something as large as the societal impact of an aging population and distill that down with numerous interviews outside the company. We dedicate a group of employees around the world to undertake a lot of strategic marketing—both technical people, who are in my opinion very good early-stage strategic marketers because they ask a lot of difficult questions, and commercial folks. Then we have weekly meetings to say, what have we learned about this area? It’s got to be a large opportunity, it’s got to get marketplace acceptance within a certain time frame, and it’s got to be something that is not incremental to what we are already doing. We assess the applicability of our scientific tool kit against the opportunity and create an early proposal.

via Innovation in chemicals: Dow Corning’s CEO & CTO – McKinsey Quarterly – Energy, Resources, Materials – Chemicals.

Learning from innovation at large companies

Nice short, and insightful read about what you can learn about innovation from large organisations.  The key takeaway is this:

Proven methods for inventing new products already exist. So why would you want to waste time, money, and other resources “discovering” processes that are already known and working well? Reinventing the wheel is never a good idea.

Successful companies and enlightened professors understand that there are extremely effective innovation processes. Unfortunately, entrepreneurs often hate process because they believe in the fantasy of the big idea.

via What Goliath Can Teach David About Innovation – BusinessWeek.

(off topic) Lessons learnt from two disasters

This is completely off topic, but in conversations over the last few weeks people have consistently asked me to write this, so here it is.  This is about disaster planning and my experience of living through the threat of disaster, and through two actual disasters.

The story begins the week after 9/11.  My wife and I were living in London at the time and I vividly recall the Chief of Police giving a statement on television that said it was not a matter of if terrorists would target London, but when.  It occurred to me that this was an extraordinary statement, and after giving it some thought I went out and purchased enough food and water for a week.

We left London a couple of years later and never had to use our emergency supplies.  On returning to New Zealand I remember seeing a programme on television about the preparation required to live through an earthquake.  One of the comments was that you should have a “grab bag” packed with essentials that would allow you to survive for a few days.

Given the London experience I thought this was excellent advice, so in addition to duplicating the food reserves from London, I also prepared a grab bag.  This included the usual things (first aid, torches, batteries towels, toilet paper, hand sanitiser etc), along with an encrypted USB stick with scans of all the important paper documentation that would prove identity, insurance and wills.  I stored this in the basement right beside the door.

I also bought a Pelican Case to store our backup data as we have ten years of digital photos on hard drives.  If you’re not familiar with Pelican Cases, they’re storage boxes that I’m sure are made from the same stuff they use to build airplane Black Boxes.  You can put eggs in a Pelican Case and then throw it off a ten metre cliff and the eggs will not break. I thought that was good enough for my data.  They are also waterproof to some ridiculous depth.  For disaster planning I kept the Pelican Case in my office in case something happened at the house.  If you work in IT this is called an off site backup.  If you don’t work in IT it’s called a bloody good idea.

In September the unthinkable happened.  Christchurch was hit by a magnitude 7.1 earthquake.  Bear in mind that Christchurch had not been affected by earthquakes before, and there were no known fault lines under the city.

The damage to our house was luckily minimal, but the grab bag was indispensable.  We had no power for 24 hours, no water and questionable sewerage.  Luckily it wasn’t long before utilities were back to normal for our home.

However the experience made me re-examine how prepared we were, and I resolved to not only restock what we had used, but also increase the level of preparedness.

I decided that have survival gear in the basement was a bad idea, because if the house collapsed we’d have nothing.  We did have a separate garage and I decided that our essential gear should go there.  With that in mind I went to a local hardware store and bought the biggest, toughest storage case I could find.  I then filled it with tents, sleeping bags, spare cell phone, a water purifier, torches batteries etc.

I also purchased a few more specialty items, but researched these carefully before buying them.  I didn’t want to buy cheap, poor quality equipment that would fail when you really needed it.  Here’s a handful of the key items:

  • the storage case was a builders tool chest.  It was from a company called Tyson and I bought it at a hardware store called Bunnings. Tyson make a range of cases and I got the mother-of-all-chests.  It is lockable, dust proof, rodent proof and “as capacious as an elephants scrotum.” It’s tough plastic and made in such a way that I reckon that the garage could collapse and it would stay intact.  However just to be sure I placed a couple of large cupboards either side of it in the garage (filled with bottled water)
  • a wind up/solar torch/radio.  You can get these easily at local shops but the quality is usually appalling.  I spent a lot of time online and ended up getting a Trevor Bayliss design that had a radio, torch, and a low powered red light (to preserve your night vision and the battery at the same time).  It also had a solar panel which would charge the unit in 12 hours.  What’s more it has a rubberised outer case which means it’s less likely to break if you accidentally drop it.  I tracked down the manufacturer in the UK, emailed a bunch of friends to see if they wanted one too, then bulk ordered ten.
  • a wind up torch.  I ordered this in New Zealand from a company in Nelson.  It’s a pure wind up torch (no radio) that also charges from the mains, and can in turn charge cell phones.  It is also water proof to about 10m (all you need) and has two beam strengths (once again to preserve the battery life).  As soon as it arrived I plugged it in to give it a full charge.

We distributed this gear around the house in the following way in case of another disaster:

  • torches beside the bed to grab immediately
  • a small kit by the front door.  This also happened to be the strongest point in the house, with three door frames in close proximity.  It also had no glass windows around it.  The kit by the door included warm clothes for everyone, jackets, more torches, a radio, first aid kit and some water.  If we needed to leave the house in a hurry we’d grab this and bolt.
  • the grab bag in the basement.  This was the next port of call if we needed to evacuate.  It had slightly more gear in it and could be carried quickly to the car.
  • last stage was the Tyson case in the garage.  I also got a sack carrier trolley to go beside the case so I could move it quickly outside as it was too big and bulky for one person to lift.

I figured that would put us in a good position should the unthinkable happen.

The only thing remaining on my list was a pair of handheld walkie talkies.  When the earthquake struck in September the mobile phone network went down and I thought that if this happens again the only way to ensure you were in touch with someone was to have your own communications.  However I thought this might be a little over the top even for me and delayed spending the NZ$330.

On February 22 the unthinkable happened for the second time.

Another earthquake – this time a magnitude 6.3 – hit Christchurch in the middle of the day.  Buildings collapsed, roads were torn up and over 160 people died.

I was in town, my wife was at home with my youngest son and my oldest son was at school.

When the shaking stopped I immediately regretted the decision to save money by not buying the walkie talkies.

Learning from September I knew I had a window of a few minutes to let people know I was ok.  I sent a text message to my wife saying that I was ok and that I was going to school to get my eldest son.   She immediately send a message back saying that she had our other son and that she was fine.

I then sent a text message to Twitter about the earthquake.  This may seem odd but my Twitter feed goes directly to Facebook.  With one message I had told hundreds of people that I was ok and therefore avoided countless emails and text messages checking to see if I was unhurt.

I had chosen the location of my office to be in close proximity to my son’s school and it took only a few minutes to run there.  I was the first parent there and sent another text message telling my wife that he was fine and I was with him.

Then the mobile phone network was overloaded and service stopped.

Within an hour it was back up, but only for a few minutes before it died again.  Phone calls were impossible, and sending messages became a process of sending again, again and again until it went through.  This sometimes took an hour.

This breakdown meant that my wife and I were out of touch, and this caused a huge amount of stress when I didn’t stick to the disaster plan we’d agreed after the first quake in Sept. My text message to her updating my revised plans never reached her, putting her in danger (but that’s a longer story).

Eventually when we met at home we could not immediately get to the basement, as a large plate glass window above the entrance had exploded, covering the doorway in glass.  I went straight to the garage and unlocked the Tyson case, pulled out the tents and pitched on the lawn (the inside of the house was strewn with glass).

In the end we were all ok, but being prepared took the stress down one notch in an extremely stressful situation.

Everyone I’ve told this story to asked me where I’d written this, and I finally resolved to blog it.  With that in mind, here’s what I learnt from living through two disasters:

LESSONS:

  • always ensure that your phone is charged each nigh.  In a disaster communication is critical, and a fully charged phone becomes your best friend (next to your walkie talkie)
  • never leave anywhere without your phone – after the first ‘quake I would even take it to the toilet with me.
  • think carefully about what you have in your disaster kit, how good that gear is (don’t go for the cheapest option), and what makes it work (AA batteries, solar or windup). Also think about where you keep it – we now have the three-stage system in the house, a grab bag in the boot of the car and I carry walkie talkies in my bag with my laptop.  This last bit may be over-the-top but on Feb 22 I would have paid thousands of dollars to talk to my wife and avoid that stress.  The walkie talkies I purchased were a pair of Uniden handsets that weigh nothing but transmit 10kms by line of sight, and are powered by AA batteries.
  • never let your car run to an almost empty petrol tank.  The day of the ‘quake we only had a 60km range and this was not enough for us to get the kids out of town.  I ended up taking two hours to find petrol then queue to fill the car.
  • plan to live, and live the plan.  Make sure your friends and family know the disaster plan, and reinforce the need to stick to it.  Plan for the disaster most likely to affect you.

Finally here’s a list of the gear mentioned above:
Tyson toolbox: http://www.tysonnz.com/Toolboxes.aspx
Pelican cases: http://www.pelican.com/case_category.php?CaseSize=Small%&New=%
Wind up radio: http://www.ecodigital.co.uk/estore/index.php?main_page=product_info&products_id=97&zenid=ee0041e48d71c1ea8d21c63a20720206
Wind up torch: http://www.eco-worrier.net/windup-sharktorch.html
Uniden walkie talkies: http://dicksmith.co.nz/product/D1975/uniden-uhf-2w-cb-twin-pack

Manufacturing in USA almost on par with China

The Boston Consulting Group today had a press release which is a not-so-weak indicator of the changing geopolitical status of China and the USA.  The most interesting paragraph was this:

Indeed, a number of companies, especially U.S.-based ones, are already rethinking their production locations and supply chains for goods destined to be sold in the U.S. For some, the economics have already reached a tipping point.

The rest of the release talks about manufacturing moving from China back to the USA, where labour costs can be cheaper and quality is higher.  It’s a changing world when it’s economically advantageous for organisations to manufacture in the US rather than China.

via BCG – Press Release – Made in the USA, Again: Manufacturing Is Expected to Return to America as China’s Rising Labor Costs Erase Most Savings from Offshoring.

Sparking creativity in teams: An executive’s guide (McKinsey article)

If you have access to the McKinsey Quarterly, there’s a nice quick read that gives four simple tips to boost creativity:

Although creativity is often considered a trait of the privileged few, any individual or team can become more creative—better able to generate the breakthroughs that stimulate growth and performance. In fact, our experience with hundreds of corporate teams, ranging from experienced C-level executives to entry-level customer service reps, suggests that companies can use relatively simple techniques to boost the creative output of employees at any level.

Sparking creativity in teams: An executive’s guide – McKinsey Quarterly – Strategy – Strategy in Practice.