“Point of view is worth 80 IQ points” – Alan Kay
If you’ve interacted with me for more than a few minutes, there’s a good chance you’ve heard me quote Alan Kay. If not, it’s a pretty safe bet that you have no idea who Alan is, even though you are probably reading this on a device that can trace its roots back to Alan’s work.
Alan is a computer scientist who was one of the original members of Xerox’s Palo Alto Research Center. Both the Macintosh and Microsoft Windows are built on work that Alan did first. If you Google Alan be prepared for a long list of articles to read and videos to watch. It would also be time well spent.
I first learned of Alan’s work by way of a consulting project I did for Andersen Consulting while I was in graduate school. They were interested in whether they should take deeper interest in the ideas of object-oriented programming. Since Alan is generally regarded as the father of object-oriented programming I learned of his existence. That work led to a working relationship between Accenture and Alan and I went on with my studies.
Jump forward about ten years. I’m moving to Chicago to join Diamond, a new consulting firm that I am founding along with former colleagues from Andersen. Diamond’s CEO, Mel Bergstein, was my client at Andersen and cut the deal with Alan based, in part, on my earlier work. Mel asked Alan to serve on Diamond’s Board.
I got to transform my arms length knowledge of Alan into a working relationship. Alan worked with us in client settings and internally. I invited Alan to talk to our consultants in various workshops and I got to watch Alan interact in multiple client settings. I went from professional admirer to full-on fanboy.
Alan is a polymath and has a collection of awards that constitute a resume in their own right. On paper, he is the definition of “scary smart.” In person, he is not immediately intimidating. Watching him think on his feet, however, is a master class in focused inquiry. He’s also, first and foremost, an engineer more interested in how to make something work than anything else.
That pragmatic focus drives Alan to the middle space that bridges the gap between blue sky concept and picayune detail. Moreover, his engineering point of view values solving problems so that they stay solved. This is not always the perspective you encounter with managers and executives; they are often under pressures that favor things that look like rather than are solutions. Watching Alan think provides lessons in managing and manipulating points of view to gain extra IQ points and discover answers that are both practical and enduring.