Company

What kind of company would you want to run, if you had to choose? Now, imagine your life as that company.

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Imagine a large, buzzing company. It has a large, public audience and large customer base. It has many people working for it. It has a big portfolio of assets and liabilities and millions or billions of dollars of investments.

Could you think of yourself like a company?

You may not have millions of customers. However, consider people you interact with regularly. Perhaps colleagues, clients or clients, people in a meeting, even friends, relatives or aquaintances. These people could be thought of as an “audience”, or a number of “audiences” and perhaps as a customer-base.

You may not have many (or even any) employees. However, consider people you pay. Perhaps you run a small business and have a few people on the payroll. Or perhaps there are people you pay for personal goods and services – the hairdresser, the person at the checkout, a legal professional, the barista at the coffee shop. They are all people who you pay for their time and effort. These people could be thought of as “employees”.

You may not be dealing in financial accounts in the millions. However, consider your personal finances. What are some assets that you might have yourself? You might have money in savings, in a bank account, or money available on credit. You might have physical assets, such as a home that you own or rent, a car or bike for transportation, etc. You might have equipment, such as computers, storage facilities, tools. These could be thought of as assets. You likely also have liabilities, perhaps a mortgage on a house.

Finally, most companies have products that they sell and/or services that they provide. Well most likely there are products and/or services that you provide. The service might be the line of work that you do, for those who employ you or for your clients. If you’re a student then perhaps there are people in your network, e.g. other students you help out or internships / apprenticeships you take. And there are services you will provide in the future, when you do get a job.

There are other things you might think of as being “assets” or “property” of a company, such as brand, culture, style. These things can be intangible, but strongly affect a company, giving off a vibe or a feeling to customers and employees about what that company stands for. You could think of yourself as having these kinds of characteristics. A personal brand. A personality. A characteristic or perspective that you bring to a situation, and that people recognise you by. These could be thought of as intangible assets.

A company can have a history and a culture, and so can you. Whether its your accent, your handwriting, a vocabulary, a religious upbringing, you bring with you a whole myriad of historical and cultural influences, coming from your family and/or the environment you grew up in.

Finally, companies have partnerships, and so do you. Whenever you ask a friend for help with something specific, which you know they will be more knowledgeable about, and which you prefer not to focus on, that could be thought of as a partnership. Perhaps you have a very close partnership in the form of a relationship. Or other kinds of partnerships, such as people you trust to get advice from, in certain specific areas. Or people you do business with or in some other way, in which there’s a division of labour.

If you consider all of the above areas of life, and how they are similar to the functioning of a company, that could lead to some interesting questions.

Where do your strengths lie? What are your core and non-core competencies? What kind of role do you want to play, in the ecosystem of people and influences in which you find yourself? What opportunities exist, given the above? And what are the constraints of limiting factors you need to be mindful of?

What kind of company would you want to run if you were a CEO? In a sense, you already are a CEO. You have products/services that you offer. You have an audience and perhaps customers and clients. You have assets – tangible and intangible. You have a kind of brand, style, history, culture, whatever you call it.

By thinking of yourself as the CEO of the company that is “your life”, you can start to make choices that steer your life in the direction you would prefer.

You might think about your audience. The people you interact with. Survey the different groups of people and what they’re looking for. And see if you can tailor your messages to them. Perhaps you can serve them in a different way. One that gives you an opportunity to shine, and do your best work.

You might think about where and how you spend pay for services and products. There may be ways to reduce spending on things that aren’t essential or core to your life. But there may also be ways to increase or channel spending, which make you better and stronger and the core of what you do. Some basic examples may be tools, books, education, courses, events. But there may be other less obvious ways of spending money that give you a boost. All of these could be seen as re-investments back into your own growth.

You might think about your history, culture and personal style. How do these currently work to help you. Might there be aspects of your background that you hadn’t thought about in a while, which you could explore and perhaps bring out more, to reap advantages?

You might think about your partnerships. What are some partnerships that you are currently in, which work well for you? Are there other partnerships you haven’t looked into yet, which you might offer value?

Finally, you no doubt have values. Moral or ethical concepts that come out of your background and/or that you have made a deliberate effort to cultivate. You may or may not be able to practice them in every situation, but the more you steer your life in the direction of those values, through small choices you make on a regular basis, the more you can steer yourself towards a life in which you can practice them in most, if not all, situations.

So what kind of company would you want to run, if you had to choose? And how would you run your life as the CEO of that company?

Repurpose

All manner of physical and virtual assets exist around us, and are ripe for being repurposed to serve new ends.

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Many years ago I once read a magazine article about some children living in a very poor village. They didn’t have the luxurious plush-toys or the sophisticated talking birds that we had in the West. What they did have was old metal coat-hangers. So they would bend and mould the coathangers into various new shapes and designs, for example, a toy car.

This got me thinking about how many items in our everyday life can be repurposed – altered a drastically (or just slightly) to serve a different purpose than what they were originally intended for.

You could take a television that you watch passively, attach a processor of some kind (say, an Atari), and attach an input device (say, a joystick) and, all of a sudden, it has become an interactive gaming experience.

Repurposing can also occur in the intangible, “digital” space. You can dig into your email history, find something that was sent by a colleague or coworker or friend or someone else you know, and that message, which was meant for one purpose, could be re-purposed to serve a totally new purpose. There’s nothing stopping you from taking that entire email, perhaps tweaking a few words in the body and changing the subject line, and sending it to someone else, for a totally new purpose.

We have incredibly sophistocated tools now, enabling us to repurpose practically any kind of digital asset. We can use graphics editors to manipulate bitmap images, vector graphics editors to manipulate drawings, video editors to manipulate video, specialised content editing tools to manipulate pieces of text, all the way through to sophistocated algorithmic modelling tools that can manipulate mathematical matrices.

Repurposing is much easier with digital items, and we can think of the assets we own and/or have access to (e.g. email, chat and text histories, social media profiles, documents, audio/video footage, online resources, even physical items such as advertising/marketing you see in the space around you) as fields and fields of space, containing potential gold or diamonds buried underneath.

If you happen to encounter some asset or artifact that serves its purpose very well in one context, consider how you might repurpose it to serve well in a totally different context.

Credits

The ideas presented in this article draw some inspiration from Silicon Valley, such as the history of Slack as recounted by Steward Butterfield.

Consumer

Is your employer only a consumer? Is your barista only a producer? What happens when we flip these two categories?

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Who is a consumer and who is a producer? For some people, it’s economic common-sense that, in economic dealings between people and organisations (such as employment) we are either producing/creating/making things or purchasing/borrowing/consuming things.

I have found it interesting to mentally swap those categories. I will present two very familiar forms of producer-consumer relationships that you likely have experienced.

Let’s start with the workplace. Say you are an employee and you report to a manager. You think of your manager as someone in a position of power, as a kind of customer. You are offering them your services, applying your time and effort, and they are directing you to perform those services, and directing the outputs of those services elsewhere, e.g. to their managers, to customers, etc.

Now take an opposite kind of relationship. Say you are shopping to purchase an item. You walk into one of the big branded stores and you look at the items and then pick up a product. And as you’re walking out the door with your purchase, you hope to yourself it works properly, doesn’t break, and that there’s some kind of warranty if it does. It seems that the producer is in a position of power, able to determine how your product is designed, built and supported. Or suppose you’re ordering coffee from a cafe. You can somewhat determine the product you’ll be getting. E.g. what kind of coffee, how strong, etc.

Now let’s try flipping these two kinds of relationship.

Imagine the ways that your employer or client might be thought of as a producer. The ways in which they have you work. Perhaps management methods. Perhaps ideas. Perhaps frameworks of ideas, ideologies. Perhaps principles, best-practices, etc. Also, workspaces within which you work, optimised for your work activities. And equipment optimised for your use.

Thinking of these and other things as things either produced or provided by your employer and consumed by you, as an employee, can open up new ideas and a new space of opportunity. Those things might be seen as a class of assets, which you could harness and use in various ways, whether or not intended by the supplier of those assets, your employer.

For example, imagine applying a visual design technique you learned on-the-job, at your place of employment, to design a birthday card for your child!

How about the other side, thinking about the “producers” as a consumers? Imagine that the big-brand supplier collects data about you, which they use to improve their products or processes. The cafe perhaps does something similar, to improve the service they’re offering you. In a sense, they’re consuming from you – personal information that opens up marketing possibilities, feedback about their products, experiences, ideas. Though you’re paying them for a product, in a sense, they’re consuming from you.

Could this understanding of the relationship also open up possibilities? Perhaps you can have some impact or influence over a consumption item.

Perhaps you identify and sell an improvement, either to the “producer” or to a third-party, such as a venture capitalist. Or perhaps you smile and crack a joke with the barista, which brightens their day, lightens their load and improves the quality of the coffee!

So whatever kind of marketplace relationship springs to mind, try flipping it in your mind, and see how that changes the landscape and perhaps opens some new doors.