Re: May 2010

The Mullen Strategy

As a former old-economy New Yorker now living in the refreshingly new-economy Bay Area, I'm often struck by the huge gulf of understanding and opportunity between the two. I'm also constantly inspired by the short list of leaders who are able to navigate the best of both. Fast Company is the only publication I've seen that is able to tap into this short list, particularly with profiles like the one of Joint Chiefs Chairman Mike Mullen ("Joint Venture"). These profiles are not about technology people or technology problems but rather leaders working on matters that are accessible to all of us, and, in this case, at an organization reputed to be allergic to change.

Sara Fenske Bahat
San Francisco, California

As a Navy civilian worker, I find it comforting that Admiral Mullen is pursuing information-sharing technology. It's his kind of thinking that brings new life to our military and helps keep our edge.

Sterling Whitehead
Arlington, Virginia

Having spent time early in my career working in Washington, I am aware of the impact of the unelected officials who wield great power. I was glad to read that Admiral Mullen is not about status quo and is eagerly seeking input from a variety of audiences.

Prudence Cole
Grosse Pointe, Michigan

People like Admiral Mullen in government (mainly the civil servants at the federal, state, and even local levels) are a lot more common than the general public realizes. Innovative people are everywhere; red tape can often hamper government innovation, but there are interesting examples of the places we live being made better when government works together with the community and industry.

Robert Carty
Washington, D.C.

If a Fortune 500 company made a public habit of firing individuals solely based on their sexual orientation, it would be news. I'm therefore surprised Admiral Mullen wasn't asked why he thinks "don't ask, don't tell" should be repealed from a "good for business" standpoint. Just as the military is losing skilled linguists, companies with outdated workplace policies are missing out on the best and brightest talent.

Adam Bernard
Royal Oak, Michigan

Private Matters

We don't care about keeping our details hidden (Tech Edge). Except when we do. And at those times we need to have the control to close that door. Logic does not guide this debate. These reactions are entirely about the psychology of control.

Todd Gardiner
Seattle, Washington

Going Viral

Really interesting article ("Repeat Offenders"). Mekanism does great work. But the language they use really doesn't fit with their process. They claim that they can create a campaign that will infect people who will have no choice but to passively spread this content like a virus. That's not true. Here's what makes Mekanism successful: They follow the audience they seek to reach very closely. They listen. And they develop campaigns based on what that audience wants to see, that fit into the types of conversations that audience is already having. In reality, that's not "viral."

If successful, the spread of that video may sometimes look like the spread of a virus, but the spread of online content doesn't work like biology. It involves the active work of the audience to see content spread. Maybe the language of "viral" works for a company like Mekanism because, despite the language they use, they don't approach a project as if they can just infect people with random content. The problem is that continuing to frame their success in this way keeps up the myth that there's that magic button to press to make a video "go viral." Then, you see statistics about 85% of viral campaigns being deemed a failure, largely because people were living under the myth that content can make people do things rather than thinking about how the brand might provide material that audiences might want to do something with.

Sam Ford
Bowling Green, Kentucky