This post was written by Andy Capaloff for Curatti about a very important topic, navigating change through the age of disruption.
Here are a few highlights:
The infusion of new ideas and the understanding of whether necessary change can be accomplished in a timely and effective manner from within and when to seek that freshness externally, are vital to the continued success of any company.
The importance of the ability to accept that something you do, whether a large or small aspect of your processes, has become a hindrance to your future growth and must be replaced, cannot be minimised.
I selected this piece written by Jose Baldaia because what he says here is so important because it is a mindset that companies must adopt if they want to thrive in business today.
Hi uses this quote from Marty Neumeier that really captures the essence of what he's saying.
“A company can’t will itself to be agile. Agility is an emergent property that appears when an organization has the right mindset, the right skills, and the ability to multiply those skills through collaboration. To count agility as a core competence, you have to embed it into the culture. You have to encourage an enterprise wide appetite for radical ideas. You have to keep the company in a constant state of inventiveness. It’s one thing to inject a company with inventiveness. It’s another thing to build a company on inventiveness.”
Here's an excerpt that caught my attention:
"Design thinking is, intrinsically, a prototyping process that feeds the deep understanding of what people want and enjoy (or not) about the way things are done, made, distributed, etc.
**That is, design thinking try to understand people as a whole when performing a specific activity, not just what they do, but how they feel and how it is that their needs connect to other situations in their life.
**Through design thinking, innovations do not come from incremental adjustments. They arise from the work of interdisciplinary teams of T shaped people, constantly encouraged to fail early to be able to respond to changing market conditions.
**It is essential to look beyond what is, and see what could be, using the imagination to generate entirely new solutions and identify what will drive the success of the solutions.
This is an inspiring piece by Jeff Pulver, Founder of the #140 Conferences, angel investor, curator and so much more. I have had the good fortune of attending the #140 Conferences, meeting people in real life, hearing about miracles that occurred as a result of connecting through social networks.
We are seeing what happens when you are living in a world where hundreds of millions of people can discover each other, and communicate directly; where barriers to entry and in fact gatekeepers slowly go away.
We are seeing what happens when people discover each other, discover that they can feel and connect, and can touch and engage.
We now have generations of people who realize that they are living in a world of 7 billion other people, and where for the first time in our human history everyvoice matters. There is profoundness in terms of where this brings us.
There is a virtualization even though we are in the physical. There is still something happening spiritually, that is touching, changing, and connecting many of us.
Some of us, unfortunately are kind of numb to it. They do not get it. They feel something but they do not know why they feel it.
There are other people who actually have this intense ability not only to feel, but sometimes affect positive change. So these technologies are helping us accelerate some things.
We asked Mark Cuban, Dennis Crowley, Gina Bianchini, and more than a dozen others. Here's what they said.
This article by Dan Frommer and Jen Ortiz for Business Insider links to a slideshow with quotes from major Social Media company CEOs and co-founders, intellectuals and a Curated Twitter persona, among others about their takes on the future of Social Media.
Here's just one of them, from Dae Mellencamp, CEO of Vimeo:
**** "The future of social media is the loss of the distinction between media and social interaction online. Mass media and social media will be seamlesslyintegrated across devices and platforms to offer relevant, dynamic, personalized experiences for people anywhere.
**Discoverability and the import of editorial curationwill not be lost, but rather inherently incorporated into the environments for richer and more customized experiences."
The full article has many more gems and is well worth a few minutes of your time!
The post is about The Polymath Project on Growers blog Clay talked about how to harvest collective wisdom on complex problems.
"Of course, one might say, there are certain kinds of problems that lend themselves to huge collaborations. One has only to think of the proof of the classification of finite simple groups, or of ar of a rather different kind of example such as a search for a new largest prime carried out during the downtime of thousands of PCs around the world.
****But my question is a different one.
****What about the solving of a problem that does not naturally split up into a vast number of subtasks?
****Are such problems best tackled by people for some that belongs to the set ? (Examples of famous papers with four authors do not count as an interesting answer to this question.)
Here's a highlight from this piece: Think of the implications in other areas of collaboration in ways that are valuable to your community.
**Suppose one had a forum (in the non-technical sense, but quite possibly in the technical sense as well) for the online discussion of a particular problem. The idea would be that anybody who had anything whatsoever to say about the problem could chip in.
**And the ethos of the forum — in whatever form it took — would be that comments would mostly be kept short. In other words, what you would not tend to do, at least if you wanted to keep within the spirit of things, is spend a month thinking hard about the problem and then come back and write ten pages about it.
****Rather, you would contribute ideas even if they were undeveloped and/or likely to be wrong. This suggestion raises several questions immediately. First of all, what would be the advantage of proceeding in this way?
John Hagel from Edge Perspectives has written a thought provoking and insightful post about the shift in our culture and its impact on business.
Here's an excerpt>
Given the growing uncertainty in the world around us, we must master a new set of techniques required to access, attract and accumulate resources to unleash peer based learning in far more flexible ways than conventional push programs permit.
But perhaps this is too high level.
It may help to develop this perspective just a bit more in the context of “from-to” contrasts. About one month after the release of our Shift Index report, one question that keeps coming up is whether we can offer a succinctly define what the Big Shift is that our Shift Index seeks to measure. Given the magnitude,...
Fascinating post by John Hagel from Silicon Valley @jhagel! Great insights, food for thought...........
Here's an excerpt:
All companies die. All cities are nearly immortal.
Both are type of networks, with different destinies. There are two basic network forms: organisms or ecosystems. Companies are like organisms, while cities are like ecosystems.
All organisms (and companies) have share many universal laws of growth. Creatures age in the same way, whether they are small animals, large mammals, starfish, bacteria, and even cells. They share similar metabolic rates. Similar distributions. All ecosystems (and cities) also share universal laws. They evolve and scale in a similar fashion among themselves — whether they are forests, meadows, coral reefs, or grasslands, or villages.
Geoff West from the Santa Fe Institute has piles of data to prove these universal and predictive laws of life. For instance, organisms scale in a 3/4 law. For every doubling in size, they increase in other factors by less than one, or .75. The bigger the organism, the slower it goes. Both elephants and mice have the same number of heartbeats per lifespan, but he elephant beats slower.
Ecosystems and cities, on the other hand, scale by greater than one, or 1.15. Every year cities increase in wealth, crime, traffic, patents, pollution, disease, infrastructure, and per capita by 15%. The bigger the city, the faster it goes.
A less than one rate of exponential growth inevitably leads to an s-curve of stagnation. All organisms and companies eventually stagnate and die. A greater than one rate of exponential leads to a hockey stick upshot of seemingly unlimited growth. All cities keep growing. As West remarked: We can drop an atom bomb on a city and 30 years later it will be thriving.
Engaging Emergence – Turning Upheaval into Opportunity
What does it take to face disruptions and invite others to join you to realize new possibilities? If you are seeking effective principles and practices for working with change and the unexpected, then you’ve come to the right place! With so many organizations, communities, and fields of endeavor facing unprecedented change, it helps to have some support for finding a promising pathway through change. Some notions to consider: Emergence – through which order arises from chaos as the existing order is disrupted, differences appear, and a new coherence coalesces. By engaging emergence, you can help yourself and your organization or community to successfully face disruption and emerge stronger than ever. Practices for engaging - Step up by taking responsibility for what you love as an act of service. Prepare to embrace mystery, choose possibility, and follow life-energy.
This piece was written by Patrick Stafford for Smartcompany. I selected it because it has great news for entrepreneurs, who will be further enabled by upcoming technological advances which free them from many of their current time constraints.
"Technology has completely changed the way entrepreneurs live and work over the course of SmartCompany’s five years – and the revolution won’t stop soon.
**So where is technology going next? SmartCompany has assembled a team of experts to gaze into the crystal ball and find out what technology will look like in 2017.
****Happily, according to Google Australia engineering director Alan Noble, the technology future is a bright one for entrepreneurs".
This is what caught my attention:
****“There has never been a better time to start a company because you can outsource everything that’s non-core: your ad marketing, your design, your eCommerce,” Noble says.
**What you’re left to do is focus on that core value proposition.
Venessa Miemis is a pioneer and change agent, and every one of her posts is part of a mindset that is essential for anyone who wants to thrive in this new world. I selected this piece because it is something that I am struggling with now, perhaps you are too. There are great insights, and suggestions on how to create relationships that are empowering and productive.
Here's an excerpt:
**we embrace the gifts, skills and capacities of the individuals in the community
**We pursue common goals and not the goals of just one or two people who come forward but find a way to let everyone be heard
Only in the past few months have I heard this term “asset mapping” as a needed tool to surface hidden but available value, bootstrap communities, and get things done.
I could go on and on but want you to read the article.
I personally belong to private groups on Facebook, have various affiliations on other networks and I am continually struggling with the following:
**the ability to manage time constraints, (how can I possibly be on 10 networks, be on tweetchats at night)
** do my work which is very time consuming
**find time to eat and sleep and still have time for my wonderful life offline
**come together with these people and create something meaningful. I'm living in the question, what comes next........
I feel a responsibilty to other members to do my part and contribute in ways that I feel can help move things forward.
**As a content curator, I can bring articles like this to the attention of others
**It is my hope this will stimulate discussions
**introduce new ways of looking at things
**create tools and resources for us to function in a more cohesive manner
**make a difference in whatever way we see fit and create dynamic, meaningful relationships both within and outside of these communities
This thought-provoking, timely piece was written by one of my favorite people, Aaron Biebert on 8pmwarrior. Bravo, well put!
This is a must read as we usher in 2012
Here's an excerpt and what caught my attention:
The world has come to our backyard and now our race, political affiliation, language, religion, and fashion actually put us in the minority. Are you ready?
**When we swim down the stream from our little pond to the big ocean, we find out the truth. Our traditional majorities are not only meaningless,
**but they might cause us to lean on the wrong strength for a globalized world.
****Most people on Earth don’t speak a certain way, have a certain look, believe a certain thing, or act a certain way. Not even close. Anyone living in a majoritymindset is living in a fantasy land as the world gets more connected.
**We won’t be able to ignore it.
**The big world out there is full of our future clients, doctors, suppliers, friends, and business partners.
So now what?
****Leaders need to change their understanding of strength and seek out opportunities to collaborate with others.
****We need more partners. We need to build more coalitions and seek more consensus when making decisions. Common ground will be more valuable than higher ground.
****The pride in any “majority” must be replaced with a newfound sense of wonder, awareness, and appreciation for others who are different.
**It’s time to focus on common ground and common problems.
Don't enter a conversation with only answers. The questions you ask could be the catalyst for your next or biggest leap forward.
Questions value and empower those you are asking, and create conversation, as opposed to the boundaries which are set when people come into a conversation with only answers.
The big question referred to in the article was asked in 1999 by IBM Director Jane Harper.
***In an era when every young, gifted programmer, engineer, or entrepreneur's first instinct was to write their own business plan or head to a fast-growing startup, she asked:
***"Why would really great people — the best technical and managerial talent in the world — want to come work at IBM?"
**This question spawned Extreme Blue in Cambridge, Mass., which has since grown into a thriving platform for innovation and talent acquisition. That this type of talent would go to Big Blue, was previously unthinkable.
Very interesting series of videos on the discussion by Larry Summers of Big Think and the Nantucket Project a festival of ideas held on Nantucket, Massachusetts this month. The comments at the bottom are worth reading as well.
The panel was stacked with financial heavyweights Eric Schmidt, Executive Chairman of Google, Larry Summers, Former Treasury Secretary and President of Harvard University, Hedge Fund Manager Eddie Lampert, venture capitalist Stephen DeBerry and Mellody Hobson, President of Ariel Investments. The panel was moderated by Tom Stewart, Chief Knowledge Officer at Booz and Company
****The question of short-termism was the subject of a lively panel at Stewart, Chief Knowledge Officer at Booz and Company. The full panel can be viewed here.
The highlights in this post bellow follow an exchange between
****Larry Summers and Eric Schmidt, in response to Tom Stewart's question about
*****whether it is difficult for a CEO to embrace the long view if he has to live and die quarter-by-quarter.
****Schmidt immediately turned this question back to the panel and audience, by posing the rhetorical question,
Absolutely fascinating - this is the future and it's happening now.......
by Didier Marlier
In the true spirit of P.F.E. (Proudly Found Elsewhere), so typical of the Open Source Economy, I borrowed the title (and a lot of the content) of this post to Neil Perkin, one of my colleagues in Gerd Leonhard’s “Futures Agency”. I’d like to thank him for the source of inspiration his article was for me and hopefully will be for many of you.
Neil enthusiastically describes the emergence of Talent Networks and the way these start to organize and work. One of them is a new New-York based advertising agency named “Co”. “The name deliberately evokes their business model of co-creation, collaboration and co-venturing, of a small, agile organizational hub that works with and draws from a list of 40 agencies, businesses and consultancies that are specialists in particular services ranging from digital marketing, to PR, Social Media, Design, technology, gaming, events and media” writes Neil.
**This to him is symptomatic of a broader trend: the rise of Talent Networks.
The principal causes for that emergence is to be found in the digitization and the recession (which) have combined to create en environment in which the value of much of what we know is depreciating, and which increasingly requires a culture and a pace of innovation that is consistent with start-ups (…) Corporate down-sizing and technology have combined to create an influx of highly talemted individuals into the market with the ready means to turnthat talent into real value (…)
In a business world of nonstop change, there's only one way to win the game: transform it entirely. This requires a revolution in thinking—a steady stream of disruptive strategies and unexpected solutions. In Disrupt, Luke Williams shows exactly how to generate those strategies and deliver those solutions.
Williams shows how to combine fluid creativity with analytical rigor in a simple, complete, five-stage process for successfully disrupting any market. Using many examples and a case study, you'll walk through every step of transforming disruptive ideas from conception to breakthrough business strategy.
Luis Suarez writes on knowledge management, collaboration and thinking outside of the inbox...
Here’s the actually blurb I shared across the main KMers Web site to get the conversation(s) going:
“For several years now, Knowledge Management has been having some trouble reconciling with the world of Social Computing. To the point where they do not seem to enjoy keeping each other’s company within the corporate world anymore. To many of those social networkers, KM is an oxymoron (How can you manage knowledge?), and, as such, KM might have its days numbered. Imagine that; imagine that, for a moment, KM is gone from the knowledge sharing, social computing & collaboration landscapes within any organisation“