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



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.


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


Organisational charts aren’t always up-to-date, or most useful to you. So why not draw your own?


Does your organisation have an organisational chart? A diagram of the reporting relationships, in a hierarchical structure, is fairly common in companies, government departments, etc. These charts often exist on an Intranet, Wiki page, etc.

You may work in a smaller organisation, perhaps a startup or a small project team within a larger organisation. Perhaps in this situation, there is no formal, defined organisational chart.

Organisational charts aren’t always directly helpful. They may be out of date, and their intended audience may not be you, and so they may not be particularly applicable to you. They may be used for any number of purposes that you may or may not be aware of, and thus, they may not be the most useful document for you to refer to, in understanding the interpersonal relationships within the company.

So an idea I would like to share is: creating your own “personal organisational chart”.

You start with a blank sheet of paper (real paper, or perhaps virtual, if you’re using a tablet and stylus). Draw a stick figure in the middle of the page, representing yourself – you’re starting somewhere close to home, with you!


Then you think about the people who you communicate with directly, either day-to-day or periodically. People you are in meetings with, or report to, or otherwise interact with. Write their names around your “you” stick figure with spokes coming out from you to them. (You may want to draw those you are in more frequent contact with, or who are more crucial to your role, at a closer distance than others.)


Then think of the people who these people interact with. Which people they talk to, refer to in meetings, etc. Draw them as spokes coming off the people you’re connected to. Keep working your way outward until you end up with kind of “web” or “network” of how the organisation fits together.


The beauty of this kind of organisational chart is that its more relevant to you, because it starts with you in the middle! So it can enable you to visualise relationships in a way that informs you of where you sit, who you’re influencing, who’s seeing output of, or giving input to, your work. This is information that you can act on. It can help you to acheive your goals – doing a better job, engaging more effectively with the organisation, delivering work that’s more tailored to the needs of the organisation, etc. It can also help you to be selective about how you represent yourself, how you work with people, how you steer your role and even your career, with that organisation, going into the future.

Even long after you’ve left that organisation, when you revisit the experience, this org chart can serve as a memory aid, helping you to call to mind how that job was, what you did, what you learned, etc.

So there you have it – the “personal org chart”. Give it try!