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Wirearchies = Adaptive, Two Way Flow of Power, Knowledge, with a Focus on Results

Wirearchies = Adaptive, Two Way Flow of Power, Knowledge, with a Focus on Results | Change Management Resources | Scoop.it

Harold Jarche features Chee Chin Liew’s presentation on moving from hierarchies to teams at BASF.  It shows how IT Services used their technology platforms to enhance networking, knowledge-sharing, and collaboration.  


It features an approach to “building flows of information into pertinent, useful and just-in-time knowledge” so that...  knowledge can flow in order to foster trust and credibility.

      

______________________________

    

In complex environments, weak hierarchies and strong networks are the best organizing principle.   ...It means giving up control. 

   

_______________________________
       
Creating this two-way flow of dialogue, practice, expertise, and interest, can be the foundation of a 
wirearchy.

In complex environments, weak hierarchies and strong networks are the best organizing principle.


....many companies today have strong networks...coupled with strong central control. Becoming a wirearchy requires new organizational structures that incorporate communities, networks, and cooperative behaviours. It means giving up control. The job of those in leaderships roles is to help the network make better decisions. 

Related tools & posts by Deb:


See the companion post about Holacracy, here.


  • Stay in touch with Best of the Best news, taken from Deb's  NINE multi-gold award winning curation streams from @Deb Nystrom, REVELN delivered once a month via email, available for free here, via REVELN Tools
     

      

      

 

Deb Nystrom, REVELN's insight:

Holacracies, wirearchies and simply feedback rich cultures are one of the key ways organizations can adapt to disruptive change.  It will take solid leadership to change the nature of control and power in new millenium organizations, with unconventional larger organizations already committing to it, like Zappos, leading the way.  ~  D

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Helen Teague's curator insight, March 6, 1:46 PM

well worth the reading time.

BhanuNagender's curator insight, March 7, 7:26 AM

 Manufacturers of Custom Shaped Cold Air Inflatables including Giant Character shapes and  Product Replicas also Rooftop Balloons specializing in custom inflatables for advertising, manufactured in Hyderabad city, India - http://www.inflatablecostumes.com

Deb Nystrom, REVELN's curator insight, August 17, 2:23 PM

I just featured the called out quote above about complexity (over complicated, bureaucratic), and less hierarchy, more communication via networks in my most recent post about letting go of industrial age thinking via the command and control nature of performance appraisals.  

Wirearchy and holacracy (think Zappos) are alternatives that embrace networked learning.  One is arguably a set of principles, the latter is an organization design approach that deemphasizes management.

~  Deb

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Systems in Action: Collaboration and the Internet of Everything ~ Cisco

Systems in Action:  Collaboration and the Internet of Everything ~ Cisco | Change Management Resources | Scoop.it

Change is constant. And technology has always been about change and convergence. "This is a wide ecosystem where everyone can participate and benefit."


Massive, global-scale change occurring now is happening at rates faster than anyone ever predicted.

How Big is “Everything”?

The Internet of Everything will create $14.4 trillion in value at stake through the combination of increased revenues and lower costs in just the next ten years – creating an opportunity to increase global corporate profits by an estimated 21% over the next decade.


The five main factors fueling this value are:


  • Asset utilization: $2.5 trillion in reduced costs
  • Employee productivity: $2.5 trillion in greater labor efficiencies
  • Supply chain and logistics: $2.7 trillion through eliminating waste
  • Customer intimacy: $3.7 trillion through addition of more customers
  • Innovation: $3.0 trillion through reducing time to market
    

Collaboration ties in throughout these factors. This is a wide ecosystem where everyone can participate and benefit: Small businesses, enterprises, service providers, system integrators, device makers are all critical to building out the connections and scaling experiences across every industry.

 

Deb Nystrom, REVELN's insight:

This is the promising side of big data and collaboration.  What do you see in your categories of cost & benefit and abundance in this thinking?  ~  Deb

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Rescooped by Deb Nystrom, REVELN from Change Leadership Watch
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4 Phases to Building Organizational Synergy, Change Process | Daryl Conner & Change Thinking

4 Phases to Building Organizational Synergy, Change Process | Daryl Conner & Change Thinking | Change Management Resources | Scoop.it

Daryl's series focuses on synergy in organizations:


Before people can create and maintain synergistic relationships, they must be willing, and they must have the ability to engage with each other, understand, integrate learning, and implement what they learn.



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Moving From a Network of Silos to Data-Driven Collaboration

Moving From a Network of Silos to Data-Driven Collaboration | Change Management Resources | Scoop.it
If you work in marketing, you may have spent a good portion of your life in meetings and status phone calls for the projects you are working on.


...there are multiple ways to combat these challenges,

  • from simple learning loops being instituted organizationally-wide, 
  • to enterprise portals to showcase vendors, projects, best practices, and results of company-wide marketing initiatives. 

There is no one-size-fits-all solution, but key tenets around collaboration, platforms, and governance that can help get it off the ground.



With the evolution of social business tools, adoption, and the changing of the workforce, we are naturally heading from an enterprise of silos to an enterprise of connected data-driven collaboration.


Via janlgordon
Deb Nystrom, REVELN's insight:

Does the illustration deliver on the collaboration concepts along with the source article?   It will take more than a changing of the guard.  ~ D

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Djebar Hammouche's curator insight, August 16, 2013 3:18 AM
Moving From a Network of Silos to Data-Driven Collaboration
Deb Nystrom, REVELN's curator insight, November 1, 2013 11:49 AM

This illustration seems well-paired. better together, with a recent business intelligence post on this curation stream.  ~  Deb

Deb Nystrom, REVELN's curator insight, November 7, 2013 10:29 AM

The curation comments and full article are very insightful moving toward data-driven collaboration, making this one of the first articles on my curated curation "Best of the Best" news, drawing from:  
 

  • Agile Learning,
  • Careers,
  • Change Leadership Watch,
  • Innovation & Institutions,
  • People Data,
  • Motivation,
  • Talent and Performance Development,
  • and the Social Media Learning Lab.


I'll be using the new ScoopIt & MailChimp service to deliver a list of 6-8 Best of the Best items monthly via email to those who let me know their interests via DebNystrom@Reveln email and/or signing up on Reveln Tools..


Your email will NEVER be shared with or sold to others, you can unsubscribe at any time.  MailChimp is a respected purveyor of high integrity email list practices.


~  Deb

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Agile Empathy of the Experts Turbocharge Interdisciplinary Team Collaboration => Results

Agile Empathy of the Experts Turbocharge Interdisciplinary Team Collaboration => Results | Change Management Resources | Scoop.it

"...only certain kinds of people thrived in the unpredictable world where clients might ask an almost infinite set of questions."


Diversity and T shaped people


Excerpted, Paraphrased:


Working on innovation requires experience of team members and of their leadership mainly when where the combination of various disciplines is an unquestionable necessity such in the area of health.
 

Take:

  

  • People with different backgrounds and experiences who are also experts in a specific area?
   
  • To collaborate ...gather forces in two dimensions:


Plot out:


  • The vertical axis, each team member is able to answer questions specific of a discipline or area of work.
    
  • The horizontal axis ~ the ability to generate empathy and move through a common language. 

   
This is translated into opening, in curiosity, optimism, a tendency to learn by doing, and for experimentation => Those are “T” shaped people. 

  
Those are able to show a desired future, and build a path for its accomplishment.

   

...Management consultants long ago realized that only certain kinds of people thrived in the unpredictable world where clients might ask an almost infinite set of questions.

   

McKinsey and Company came up with the idea of hiring what they termed ‘T-shaped’ people.


People with deep analytical skills (the vertical stroke of the T) but also broad empathy toward those other skills and disciplines encountered in business (the horizontal stroke of the T).


These highly adaptable, rapid learners turned out to be ideal management consultants.”

Deb Nystrom, REVELN's insight:

The "T” shaped = "highly adaptable, rapid learners" which sounds like aspects of the characteristics of agile learning to me, an asset to change facilitators & project leaders.  ~  Deb


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