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Innovation, Complexity and Social Business

Innovation, Complexity and Social Business | Complexity | Scoop.it

We live in an age where emergent technologies continue to have massive effects on business and society. Rising complexity requires companies and economies to cope with increasingly interlocking systems.

 

 


Via Philippe Vallat
Peter Francis's insight:

Very good simple must read

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Rescooped by Peter Francis from Strategy and Leadership
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The Six Key Elements of Strategic Thinking

The Six Key Elements of Strategic Thinking | Complexity | Scoop.it
“ In a time of unprecedented uncertainty in the business landscape, strategic leadership is more critical than ever.”
Via Chad Manske
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Rescooped by Peter Francis from Leadership and Learning
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Knowcademy: Transforming learning into expertise

An introduction to Knowcademy, the new enterprise education solution for a new workplace generation
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Peter Francis's curator insight, May 10, 2013 5:33 PM

All thoughts welcome.... peter@knowcademy.com 

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K3-Cubed Ltd. Complexity, Resilience and KM Navigators

K3-Cubed Ltd. Complexity, Resilience and KM Navigators | Complexity | Scoop.it
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Peter Francis's curator insight, May 10, 2013 5:25 PM

Fantastic new learning approach that will really change the way organisations deliver learning, deal,with complexity and be resilient to their internal and external environment, contact David or Tia for more details 

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No resilience without transformation

No resilience without transformation | Complexity | Scoop.it
In ways both scientific and pragmatic, there can be no resilience without transformation.
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Yet another view 

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File:Complex systems organizational map.jpg - Wikipedia, the free encyclopedia

File:Complex systems organizational map.jpg - Wikipedia, the free encyclopedia | Complexity | Scoop.it
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Givers, Takers and Matchers, and Their Impact in Organizations | Rethinking Complexity

Givers, Takers and Matchers, and Their Impact in Organizations | Rethinking Complexity | Complexity | Scoop.it
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Why Managers Haven't Embraced Complexity

Why Managers Haven't Embraced Complexity | Complexity | Scoop.it
Three factors have kept complexity science out of C-suites -- until now.
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Great read x 

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Rescooped by Peter Francis from Change Leadership Watch
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Revealed – the 147 Companies That Run the World | Forbes & New Scientist

Revealed – the 147 Companies That Run the World  |  Forbes & New Scientist | Complexity | Scoop.it
An analysis of the relationships between 43,000 transnational corporations has identified a relatively small group of companies, mainly banks, with disproportionate power over the global economy.The study's assumptions have attracted some criticism, but complex systems analysts contacted by New Scientist say it is a unique effort to untangle control in the global economy. Pushing the analysis further, they say, could help to identify ways of making global capitalism more stable. The idea that a few bankers control a large chunk of the global economy might not seem like news to New York's Occupy Wall Street movement, ...but the study, by a trio of complex systems theorists at the Swiss Federal Institute of Technology in Zurich, is the first to go beyond ideology to empirically identify such a network of power. It combines the mathematics long used to model natural systems with comprehensive corporate data to map ownership among the world's transnational corporations (TNCs)._________________________"If connectedness clusters, so does wealth, ...money flows towards the most highly connected members." ~ Dan Braha of NECSI_________________________ "Reality is so complex, we must move away from dogma, whether it's conspiracy theories or free-market," says James Glattfelder. "Our analysis is reality-based."From the Forbes summary version of this post:... the data set...excludes GSEs and privately-held companies and is dominated by banks, institutional investors and mutual funds that don’t always have much in the way of control over assets.Forbes reader danogden ...commented: “…pension plans, corporate 401(k) plans and individual funds..manage trillions in assets ultimately belonging to individuals who are predominantly not in the “1%”. …...“custodian banks” in the list — companies who hold the assets of asset managers to ensure timely processing of things ...do not own the assets, or even really control [them.] A better list would be the actual asset OWNERS, rather than the vendors who manage, house and clear said assets.” If connectedness clusters, so does wealth, says Dan Braha of NECSI: in similar models, money flows towards the most highly connected members. ...The real question, says the Zurich team, is whether it can exert concerted political power. Driffill feels 147 is too many to sustain collusion. Braha suspects they will compete in the market but act together on common interests. Resisting changes to the network structure may be one such common interest.

Via Deb Nystrom, REVELN
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knowcademy

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Peter Francis's curator insight, May 10, 2013 5:29 PM

Launched today, views welcome to David, Tia, Zoe or Me: peter@knowcademy.com 

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Knowledge Management and Resilience Consultants

Knowledge Management, complexity, agile, Human resource Development, consultants, training and education solutions
Peter Francis's insight:

Try the new scan 

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Rescooped by Peter Francis from Transformational Leadership
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Care to Dare: a challenge to high performance leaders

Care to Dare: a challenge to high performance leaders | Complexity | Scoop.it
Bond with people, be accessible, develop talent, drive change, encourage risk…these are just a few marks of high performance leadership as outlined by George Kohlrieser.

Via Dr. Susan Bainbridge
Peter Francis's insight:

Very good, basics in mind, leadership is about others not yourself x 

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States of complexity: Why and how did the state emerge in human societies?

States of complexity: Why and how did the state emerge in human societies? | Complexity | Scoop.it
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Must read site - we are only Human 

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5 Steps for measuring social collaboration

5 Steps for measuring social collaboration | Complexity | Scoop.it
This blog looks into the challenges around the measurement of social collaborations. Here we share our 5 Steps for measuring social collaboration, which we hope will lead you to reconsider your approach to community building.
Peter Francis's insight:

Simply the greatest self owned system to control and help your own organisation learn and adapt in this complex world x

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Rescooped by Peter Francis from Complex systems and projects
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Innovation, Complexity and Social Business

Innovation, Complexity and Social Business | Complexity | Scoop.it

We live in an age where emergent technologies continue to have massive effects on business and society. Rising complexity requires companies and economies to cope with increasingly interlocking systems.

 

 


Via Philippe Vallat
Peter Francis's insight:

Very good simple must read

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No comment yet.