From Harvard Business comes a piece by Cory Doctorow:

Contemporary corporate IT’s top job is locking down the PC and the network, blocking users from installing their own apps, blocking them from accessing forbidden websites (nominally this is about blocking porn, but a dismaying number of workplaces also block IM, webmail, blogs, message-boards, and social networking services where employees might otherwise find useful, low-cost coordination with other employees, suppliers and customers), and spying on their every click and keystroke to capture the occasional bad egg who’s saying or doing something that could put the whole firm at risk.

Well, yeah, because the default in this kind of situation is just not to trust anyone. When I read this paragraph, I said to myself something like: “I suppose that’s because corporate IT departments lag behind their end users on most of these things.”

Then, of course, I read on:

The dirty secret of corporate IT is that its primary mission is to serve yesterday’s technology needs, even if that means strangling tomorrow’s technology solutions. The myth of corporate IT is that it alone possesses the wisdom to decide which technologies will allow the workers on the front line to work better, faster and smarter — albeit with the occasional lackluster requirements-gathering process, if you’re lucky.

The fact is that the most dreadful violators of corporate policy — the ones getting that critical file to a supplier using Gmail because the corporate mail won’t allow the attachment, the ones using IM to contact a vacationing colleague to find out how to handle a sticky situation, the incorrigible Twitterer who wants to sign up all his colleagues as followers through the work day — are also the most enthusiastic users of technology, the ones most apt to come up with the next out-of-left-field efficiency for the firm.

I would venture a guess that if you polled IT workers within most companies, and then polled the people in the building who actually do the jobs that require using technology within that environment, and asked them both what tools they needed/wanted in order to perform their jobs efficiently, you would receive very different answers.

Don’t get me wrong. I’m not for complete anarchy when it comes to installing applications or using network resources. Installing applications leads to support visits and lost productivity in some cases (from awesome Windows-related conflicts, usually). Too much utilization of network resources can be a bad thing. But the default method of behavior should be to trust that people you have hired to do a job will efficiently perform that job, regardless of whether or not they have an IM window open during the day or Twitter occasionally or read/write blogs or what-have-you. Job performance can be measured in ways other than “let’s see what [name] has been looking at on the Internet today.”

You know—in ways like “did you get the job done” ways.

People don’t get to be comfortable with technologies and methods of communication if you don’t allow them to use them and flex their technological muscles.

Normally, I would just have included a link in my daily posting to this article at GigaOm that somehow references part of a review that’s behind a pay wall at another site (I’m not sure I understand it myself), but I wanted to take the time to comment on some of the quotes pulled from the interview, because I think much of what is said is thumbs-up awesome.

For those of you who don’t know, Brad Bird is a director at Pixar. His first movie at Pixar was The Incredibles, which is my personal vote as the best piece of animation that company has ever produced.

(Actually, there are a lot of things to be said about the corporate culture—or lack thereof—at Pixar, and what that means for fostering creativity, but that’s a story for another evening.)

Keep reading for some quotes and my thoughts.

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