How does an article about a Japanese company’s decision to adopt English as its official business language possibly relate the future of Cooperative Extension?
Short answer: In every conceivable way.
The scramble by this company and many other companies around the globe to embrace English underscores why we must understand the absolutely indispensable role platforms and ecosystems will play in our future.
An article published in the Harvard Business Review titled “Global Business Speaks English,” related why the Japanese Company, Rakuten, which aspires to the world’s number one Internet company, has enthroned English as its official business language.
The part in the article that fascinates me most isn’t so much that English has ascended to the front ranks of world languages — needless to say, a remarkable story in its own right — but that the language is increasingly viewed by companies throughout the world, whether consciously or unconsciously, as a platform.
Company CEO Hiroshi Mikitani, who spearheaded the effort within Rakuten, understands that adoption will enable his company to lower transaction costs. But he also appears to understand the value of English adoption in another important way: as the basis for creating a more highly diverse workforce, one better equipped to share multiple ideas and perspectives — a platform, in other words.
Over the long run, English will better enable his company to capitalize on the massive sharing and social collaboration that has been generated by the Internet and, more recently, Web 2.0 — generative capacity, as I’ve come to call it.
By capitalizing on this generative capacity, Rakuten better ensures that ideas shared among an increasingly diverse workforce will meet, mate and morph, increasing the likelihood for higher levels of creativity and innovation.
Therein lies one of the big lessons for Cooperative Extension. We must understand that platforms are critical to our organizational future. Extension professionals at all levels of our work must cultivate a clear understanding of platforms, how they work and the role they serve in optimizing the rate at sharing occurs with the ultimate goal of enhancing the likelihood of higher levels of creativity and innovation.
However, we can’t stop with platforms. Platforms merely serve as the basis for the construction of dense ecosystems which, in human terms, provide contexts within which the exchange and recycling of ideas can occur more efficiently and at vastly accelerated rates.
As another recent article relates, a growing number of Japan’s most successful entrepreneurs are beginning to realize the important role ecosystems will serve in helping their economically beleaguered nation regain its innovative edge.
Cultivating these ecosystems is as much about cultivating a mindset as anything else. Japan must break out of its self-imposed isolation to cultivate a newer, more open mindset that embraces creativity and innovation — the same sort of mindset that propelled post-war Japan to the front ranks of economic leadership in the last century. This will call for a deeper awareness that even the most seemingly insignificant of innovations and insights within organizational ranks offer potentially far-reaching implications.
Within Extension ranks, this will call for a strong institutional commitment to openness and, equally important, an awareness at all levels that ecosystems thrive only within institutional contexts in which out-of-the box thinking not only is valued but actively encouraged and rewarded.