The magic power of transparency and links
Eugene Garfield founded the Institute for Scientific Information in 1960. His pioneering work was in citation indexing. This allows a researcher to identify which articles have been cited most frequently and who has cited them. Garfield’s studies demonstrated that the number of citable items, i.e. the number of papers, together with the frequency of their citation, meaning how many scientists link to the paper, is a good measure of scientific success. The system effectively measures quantity and quality at the same time.
The whole Web is a densely interconnected network of references. It is no different from the practice of academic publishing and citation indexing. Links on the Web are also citations, or votes, as the founders of Google realized. The observation of Larry Page and Sergey Brin that links are in fact citations seems commonplace today, but it was a breakthrough at the time Google started on September 7, 1998. What Google did was essentially the same as had been done in academic publishing by Eugene Garfield.
But at this time, relevance and importance were measured through counting the number of other sites linking to a Web site, as well as the number of sites linking to those sites. What Google has proved is that people’s individual actions, if those actions are performed in a transparent way, and if those actions can be linked, are capable of managing unmanageable tasks.
Cooperation and collective work are best expressed through transparency and linking.
The mainstream business approach to value creation is still a predictive process designed and controlled by the expert/manager. This is based on the presuppositions that we know (1) all the linkages that are needed beforehand, and (2) what the right sequential order in linking and acting is. Neither of these beliefs is correct any more.
The variables of creative work have increased beyond systemic models of process design. It is time to learn from the Internet
By relying on the unmanaged actions of millions of people instead of experts/managers to classify content on the net, Google democratized scientific citation indexing. To be able to manage the increasingly complex organizations of today, the same kind of democratization needs to take place in the corporate world. The transparency of tasks is the corporate equivalent of publishing academic articles. Responsive linking, rather than predictive linking, as in hierarchies and process charts, acts as a measure of contextual relevance.
Complex, creative work requires new approaches to organizing. The Google lesson for management is that the more work is based on responsive processes of relating and the more organizing is an ongoing process in time, the more value we can create!