For the past few years there have been increasingly numerous and strident calls for fundamental make-overs of both management and leadership. One of the most recent that has high visibility (Forbes Magazine) is Steve Denning’s «Why Most Of What We Know About Management Is Just Plain, Flat, Dead Wrong“. People everywhere are clicking into the fact
… it just doesn’t (officially) operate as one. In order to do so, the people charged with leading and managing its activities must in all likelihood must undergo some some significant unlearning and then adoption of new mental models. At a minimum. The organization in which you work has probably involved everyone in using computers
1. Customers, employees and other stakeholders are all interconnected, and have access to most, if not all the information that everyone else has This fact has large implications for any organization. It means that you can’t hide – anywhere. Michael Schrage of MIT puts it very succinctly: Networks make organizational culture and politics explicit It’s
Published below is what I think we can consider to be a seminal piece by my friend Dave Pollard. And .. just in case some smart alec suggests that there’s much on the Internet that is shadowy, stupid, banal, disgusting, irrelevant, etc., yes that’s all true. This is a conceptual piece that outlines the systemic-level
Competency models and profiles are a cornerstone of HR methods and practices in today’s enterprise. They play a central role in: recruiting learning / training & development performance management, and (increasingly) compensation philosophy and practices Competency analysis and profiling was developed from the work of David McLelland, a professor of psychology at Harvard University in the
“Vision requires execution…execution requires relationships…relationships require trust” Steve Case Co-creating .. .. is a term we’re starting to hear very often, and perhaps too often too soon. I think it might cheapen and mis-direct the important process of making deep changes to the ‘colonization’ (due to the rampant corporatism of today) of the
This is a guest post by friend and collaborator René Barsalo, of Montréal. It is the narrative text for a soon to come infographic video René is working on, seems for years, about the ongoing InfoMutation. Jon provided the English translation and René is offering him the web scoop for this. Hope you like it,
First we shape our structures Then, our structures shape us – Winston Churchill (and other attributions) SUMMARY: As the Internet has moved through the dot.com boom and bust (and the more recent waves of
That is my question … .
I’ve been noticing .. and friends have been telling me about .. the increased use of the term and concept “wirearchy” in the social business and social learning business arenas. I don’t mind its increased use .. it’s just a neologism, after all .. but most of the the increased use comes from consulting (Deloitte