Walking through Jeffrey Gibson’s extraordinary installation, “This Is the Day,” you hear an echo: “Send them Back.”
Gibson, a gay Native American artist, draws inspiration from the Ghost Dance Movement of the 1890’s, a religious movement that united the Plains Indians in the hope their rituals would banish the white settlers and the U.S. government from their lands.
In one of America’s blackest moments, the tribes’ community terrified the U.S. Army. Fear trumped any better angels, and we are left with the massacre at Wounded Knee.
But this is not the story Gibson tells. He invites everyone to the party, mixing old trading post blankets with Biblical verses and lines from pop tunes. He moves us forward.
“Somehow the past has to situate itself within the present.”
“This Is the Day” asks us to come up with a better ending to a story riddled with fear and racism.
Stories can conquer fear, you know. They can make the heart bigger.
“This Is the Day” is at the Blanton Museum of Art in Austin, Texas through September, courtesy of Hamilton College’s Wellin Museum of Art. All the photographs are courtesy of Jeffrey Gibson and the Wellin Museum.
Five business leaders walked onto the stage of the Texas-EU Summit to talk about managing transatlantic businesses. Two run European units based in the United States; two developed European units of U.S. practices; and one has done it all. Four wore stilettos.They didn’t have much time, and they had something to say. Not one wanted to be called out for her gender, and not one considered that remarkable.
The hardest thing: Finding and keeping talent
Without question, the biggest challenge confronting a European company in the United States is finding and retaining talent. “Americans’ resumes look great, but you have to train them,” said Belen Marcos, president of Cintra US, one of the world’s largest private developers of infrastructure. Marcos, an engineer by training, noted that in Europe educational credentials are paramount. Americans job-hop more than European hires. They tend to specialize and resist working in areas outside their specialty.
“Europeans are generalists. They expect to do many different jobs.”
Belen Marcos, president, Cintra US
Navigating European statutory regulations
Disruptive business models challenge both business and cultural norms. Consider the vacation rentals that have turned many traditional neighborhoods into latchkey hotels. Cristina Silingardi, a Brazilian with deep finance experience, helped Austin-based HomeAway successfully navigate the sticky process of integrating acquisitions in both Spain and Brazil.
“Understand the statutory regulations before you do business … It went off without a hitch.”
“Contracts are part of the law in Europe,” said Liz Wiley, an attorney and partner, Grable Martin Fulton PLLC. who specializes in intellectual property.
“Very little if anything can be negotiated (in Europe). Expect negotiations to take much longer.”
Belen Marcos, president, Cintra US
Marcos knows a thing or two about the subject. Her company Cintra is part of the Spanish infrastructure provider Ferrovial. She and her team negotiate the construction and long-term management of roads, airports and concessions, many of which are public-private partnerships.
Codes vs. negotiation. Consider privacy.
Europe is not a monolith. Both EU and country-specific regulations come into play when determining who owns what. For example, “the EU has the General Data Protection Regulation (GDPR), but France has its own data protection authority, the CNIL, which handles GDPR complains and defends the French position with GDPR-related issues,” said Wiley
“The United States is not a code country,” commented Wiley, “We make our own deals.”
Liz Wiley, partner, Grable Martin Fulton PLLC
Wiley, whose practice includes both French and American startups, recommends first filing for U.S. patent protection, then filing in other countries to ward off infringements.
Soft skills matter
“When in doubt, err on the side of formality,” advises Wiley. And in the hurley-burley world of entrepreneurs, she recommends oral presentation training for cautious French startups that compete in the winner-take-all American pitch culture.
Sharon Schweitzer’s company, Access to Culture, cross trains business people to be effective in other cultures. Recounting an incident where two older Czechs silenced their giggling younger colleagues with a steely glare, Schweitzer said the significance of a seemingly minor incident caught her by surprise.
But do high heels also matter?
The specter of political change is everywhere. Here too, dress is brand. This year’s Yellow Vest protests revealed the deep divide between France’s privileged class and rest of their country. As I’m writing this, on the other side of the world, young people in Hong Kong wear black and mourn a man in a yellow raincoat.
Remember Mark Zuckerberg’s testifying before Congress, stripped of his signature t-shirt and uncomfortable in a blue suit? Melania Trump in a white pussy-bow blouse and sky-high heels? Dress is political, and high heels stand unrivaled as a symbol of gender and power. Flip flops may reign in U.S. youth and tech enclaves, but search “business women” and you’ll find women in power in wearing heels — because they choose to.
In another culture where talent and a diverse work force weigh heavily on its future competitiveness, Japanese women unsuccessfully petitioned their government to ban gender-based dress codes (#KuToo), and specifically high heels. My guess is there’s another shoe to drop there.
In 1869, men in the Wyoming Territory needed wives. Politicians in Washington needed more voters in the Western territories. So Wyoming gave women the vote. John Morris wrote to a national magazine promoting women’s suffrage:
It is a fact that all great reforms take place, not where they are most needed, but in places where opposition is weakest; and then they spread.
John Morris, following the Wyoming Territory’s decision to give women the vote
“To be sustainable, change takes time,” Wiley noted. Would this panel have happened 30 years ago? 20? Maybe.
With that thought, I’m pulling out my high heels to wear sometime soon.
Hats off to Ana-Barbara Llorente and Pendas International, for sponsoring the panel, and the World Affairs Council of Austin for hosting.
Pete Harris stopped by a session of the World Spins to share his take on blockchain, the software technology generally overshadowed by its trendier spawn, bitcoin and the Bitcoin network. Harris, who bears a striking resemblance to Bilbo Baggins, has a relationship to hype similar to mine with spreadsheets. That is, he is clear and takes sticks to the facts as he sees them. Even so, it doesn’t take long to recognize blockchain’s promise. If it’s possible to transact business based on a series of permanent (i.e. they can’t be changed), transparent interactions, then our trust-starved world may have a chance of recovering its footing.
“We’ll have to wait and see”
Harris’ blockchain CV dates from his Wall Street consulting days over a decade ago. These days, having sworn off airplanes, he spends much of his time with the Austin startup community where over 70 young cryptocompanies are tackling data integrity issues where they find them — finance, healthcare, contracts.
I watched a handful present at Harris’ Monday night meetup. They ranged from Po.et, copyright/intellectual property protection, to GovernanceChain, an accounting network and CityShare, a digital shopping/hospitality network for member cities. Among the more visible is Wanchain, a Chinese nonprofit that’s figuring out to securely connect separate smart contracts, each with its own blockchain, a pivotal step in supporting a currency-agnostic global financial network. Interestingly, Wanchain’s technology is developed in China; the company’s U.S. headquarters is in Austin.
One of the best parts of these presentations is listening to company execs say, “I don’t know,” and “We’ll have to wait and see” — something I hear very often. But I suppose that’s the beauty of a working with a nascent technology.
Privacy is implicit in the design
Speaking of wait-and-see, someone asked about blockchain’s impact on GDPR, the European Union’s toughened privacy requirements known as the General Data Protection Rules. With the compliance deadline looming next month, that too is a wait-and-see. But since transactions are permanent, transparent and traceable, the blockchain ledger eliminates the need for centralized control. The integrity of the information is inherent in the software design.
A peek at a mobile citizenry in a digital world
Today, 10% of the world’s GDP is in block chain. But it’s not all business. In the public sector, tiny Estonia has fashioned itself what the New Yorker magazine labelled a digital republic. Its citizens are free to live and work wherever they please while continuing to vote, maintain their health, pay taxes using digital IDs.
I wanted to let you know about a project I’m working on with the World Affairs Council. Its best described as a salon series showcasing some of the forces re-shaping the world we think we know — climate change, blockchain technology, the shift of global power from military to technological supremacy. Our new series “The World Spins,” will bring people at the forefront of issues that are re-shaping the world we live in: climate change, national security, blockchain technology, China and innovation. I’m thrilled to have these brilliant people — thought leaders, participants – not observers — share their time with us. If you’re in Austin, please join us!
NATIONAL SECURITY & CLIMATE CHANGE, Dr. Joshua Busby, an associate professor,
the LBJ School of Public Affairs, University of Texas at Austin, has been deeply involved in climate change policy since 2008. He participated in the discussions around Paris Accord, as well as their follow-on sessions, the next scheduled to take place in Poland later this year, as well as managing multi-million dollar grants for the Dept. of Defense. Quick update: President Trump announced the United States’ intention to withdraw last December. Former National Security Advisor H. R. McMaster recognized the relationship between the weather and security. He’s out, and former ambassador and Fox News analyst John Bolton is in. What’s next? April 12 at 6:30
BLOCKCHAIN, Pete Harris, founder of Lighthouse Partners, works with companies who are integrating blockchain technology into their business strategy. Talk about disruption, blockchain promises to dramatically reshape our financial, supply chain and trade relationships. Think Walmart tracking the safety of sliced papaya from Central America to a store in Iowa. Pete, who consults internationally, is part of the axis of the blockchain
community in Austin, Texas, where there are over 70 start ups involved in commercializing this nascent technology into our financial, health care, food safety and transportation ecosystems. A nascent technology, the growing use of blockchain is overshadowed by its trendy subset, bitcoin. But companies like IBM and Oracle are integrating it into the way their customers do business. Pete founded the hub of Austin’s blockchain innovation, the Austin Blockchain Collective and chairs a monthly Blockchain for Business Meetup at the Capitol Factory which is free and open to all. March 29 at 6:30
CHINA AND INNOVATION, David Firestein, is the founding director of the new China
Public Policy Center at the LBJ School. From his bio: Throughout his career, Firestein has played an active role advancing U.S.-China and U.S.-Asia trade. He has also produced path-breaking thought leadership, scholarship and Capitol Hill testimony on a range of topics, including U.S. arms sales to Taiwan, U.S.-China infrastructure investment cooperation, and the role of national exceptionalism as a driver of major international conflict today. Firestein is native Austinite who speaks Mandarin at near-native level (hard to imagine in a Texan) and has published a book on what else – country music and diplomacy. May 22 at 6:30
If you’re in town, please join us! All sessions are held at the historic Neill-Cochran House where you can park right behind the building for free — speaking of a changing world.
If you Google the phrase “My friend is addicted to _______,” you do not get “opiod” (which is good). You get “phone.”
There is no constitutional right to privacy. In the 1970’s, the Federal Trade Commission was charged with protecting and regulating privacy rights, but the FTC has hesitated to move decisively. Unlike the Europeans who’ve been quick to cry foul, we’ve maintained a hands-off approach — so far.
Long ago, I took a job on the frontier of the New Economy when a venture-funded start-up hired me to roll out their opt-in personalization offering, a service that would help large brick-and-mortar retailers boost their online loyalty (and sales) by tailoring web views to shoppers’ traits — gender, geography and shopping habits. It was a great customer service idea, one that has evolved to the point that the Zappos we admire online now haunt us for days.
We took a white-hat approach, jumping into the thick of it. We formed a privacy advisory council, met with Congressional representatives, influencers and media. We joined and participated in the FTC’s Advisory Committee on Online Access and Security. When I saw our CEO recently, he reminded me, “We were so far ahead of our time.”
But if you’re big and want (or need) to feed investors and stakeholders, the temptation to step over the line to get ahead is going to be even greater. It gets hard to even see the line when you’re in the rush of generating and executing great ideas.
Postscript: The Washington Post reports that the FTC has asked Facebook, whose entire business model seems to be built on selling users’ data, to appear and an expanding Congressional probe is including Google and Twitter. Should be interesting.
When I think of horrific meeting experiences, my mind rewinds to a hands-on seminar I led years ago for Apple. The objective was to introduce teachers to Apple’s desktop. It was a group presentation with auditorium-style seating and keyboards for participants to use in conjunction with the talk. About 10 minutes into my sch-peel, a tiny grandmotherly-looking woman stood up and said to the group: “We’re not idiots. Why do we have to listen to this person, let’s just do this!” And away they went, clicking happily along in utter chaos. That was point my boss walked in. Needless to say it was an interesting debrief.
I thought about that woman this week during a Liberating Structures workshop led by Keith McCandless (who wrote the book) and Anna Jackson who spearheads an LS meetup group here in Austin. Is there a better way to inform, collaborate, teach and motivate a group of people? I’m a newbie but I’d say the tools they introduced me to are the best I’ve seen so far. I can see how they could work in all kinds of organizations. The idea is to tweak the feng shui of group interactions – topic, space, pacing, participation – and deploy a set of tools that better focus and distribute the conversation among the people who matter.
You can read more on the Liberating Structures website. It lists all the tools and gives you a menu of when/how to apply them.
Since I haven’t applied it yet, the results are theoretical. But hey, if it works for The World Bank and The Gates Foundation, I’m all in. I’m intrigued about seeing how the tools would work cross-culturally, in situations where some of the participants are remote (there’s a technology conversation) and when selling one’s ideas to executives.
More to come. I only wish I, like Merlin, could live backwards: Just think how I could have helped and gained from that woman who was so frustrated and anxious to learn so long ago. I hope she’s running a company somewhere.
Editor’s Note: I was thinking about this post in terms of a session on Predictive Adaptation I sat in on last month. Dr. Liz Alexander moderated. She is considering a book on the subject which boils down to:
Can we stay tuned in enough to adapt prior to a change in our marketplace?
As the shelf life of companies grows shorter and shorter, the ability to adapt is on the short list of survival strategies. How do we cultivate it? One way is to not be stuck in our habits.
I’m a tea drinker, I have a teapot with an infuser, numerous immersion devices and a cabinet stuffed full of teas – black, herbal, medicinal, green. When I drank coffee, it was the same scenario, with different props. My freezer was full of Peets’ (now, alas, part of Starbucks) Major Dickinson blend and my cabinet, coffee brewers — drip, stovetop, percolator, French and Italian press – you get the drift.
Two weeks ago I ran out of tea. I reordered in a such a panic that I used an old address. My tea — a special blend I’d grown to depend on to get me out of the door in the morning — never arrived. The tea blender refused to fix the delivery snafu. So I didn’t reorder.
That’s how one habit (getting in a snit when things didn’t go my way) forced me to re-evaluate another (my tea drinking compulsions). I was forced to rethink that morning ritual. Now I’m brewing tea bags (Choice) I buy at the grocery store. I don’t enjoy my tea nearly as much, but it’s saving me time. Unintended consequence: I’m actually getting to work on time.
Habits can be helpful, but they can also lock us into position. I’ve noticed that whatever it is hoard is a habit – wine, ice cream, tea, coffee, graham crackers. In the same way, my response to the tea blender was a habit — he chided me about my carelessness, I felt like a bad child, and I didn’t want anything more to do with him. Other habits I’ve flagged since my tea disruption:
Who I greet in the morning
Where I walk the dog
What I do with my spare time
Who I telephone to spend time with
How I think about my abilities (and shortcomings)
The books I read
How I view people with ideas that are different from mine
A search on “habits” took my to former Googler Matt Cutts’ Ted Talk, “Try Something New for 30 Days.” (Editorial note: Why is the guys can look like slobs and the women have to look like they’re ready for the Academy Awards?) Regardless, I’ve resolved, for at least 30 days (when Choice tea bags will probably already be my new habit), not to reorder tea. We’ll see what happens.