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Gartner expects the market for BigData and analytics to generate $3.7 Trillion in products and services and generate 4.4 million new jobs by 2015.
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Companies that want to survive in today’s fiercely competitive economy must continuously strive to stay a step ahead of rivals. They cannot do this by using only the resources of their leaders; they must harness all the collective intelligence that surrounds them.
Business can learn five lessons about using swarm intelligence from soccer teams using the tiki-taka style.
You scratch my back, and I’ll scratch yours. But if you scratch my back, am I any more likely to scratch someone else’s?
Most of us are familiar with direct reciprocity – the idea that people respond to kind actions directed toward them with other kind actions. But generalized reciprocity — “you help me and I help someone else” can be a bit trickier to measure. New research, however, shows that it might be possible for companies to encourage such generosity among employees.
Uncovering what drives a culture of collaboration….A fine blog post by Gretchen Gavett.
Follow her on Twitter: @gretchenmarg.
Paul McCartney and John Lennon were not psychologists. But their approach to collaboration highlights many of the recommendations experts are now offering organizations for making groups more effective.
McCartney excelled at melody, Lennon at lyrics. His songs were uplifting, Lennon’s had an edge. McCartney was left-handed and, importantly, Lennon was not. Playing together, they each benefited from seeing a song’s chord progression reflected back at them, making it easier to improvise notes that fit the scale.
The lesson: Collaborations are most effective when teammates complement rather than replicate one another’s abilities. Skill duplication leads to power struggles.
We all know managing change is never easy, but you can do a better job of leading during transitions by tapping the strengths of the existing culture.
In their article, Aguirre and Alpern offer 10 guiding principles to help leaders overcome these obstacles. Here are three of them:
1. Leverage the strengths of the existing culture.
2. Involve every layer of the organization.
3. Find the informal leaders.
To stay competitive, companies must stop experimenting with digital and commit to transforming themselves into full digital businesses. Here are seven habits that successful digital enterprises share.
The future of work is here. We need 21st century leaders to build connected organizations on the edges. This deck summarizes my model on how to implement strategy through people (aka change management).
Some useful triggers, though don't really follow the points in the "Scarcity" and "Abundance" slides. Were top-down organizations scarce in the 20th century?
Two tracks seem to be emerging with today's enterprise collaboration tools. Either they're becoming full-sized suites with the kitchen sink, or they're focusing making a few core features work better than anyone else.
Lots of tools, still collaboration is as rare as ever... what are you missing?
Real innovation starts with your company culture. Your shared values will help your business grow while stale company culture can sink you entirely. Your company culture can change in subtle ways over time but there are many ways to keep your infrastructure on task and in line with your overall mission. Simply stated, a good company culture drives innovation.
Slideshare by Dave Gray on culture Mapping. It's a powerful tool for any company that’s dealing with a difficult transformation that will require rethinking, re-imagining or simply shifting the company culture.
Dave has been doing some excellent work on culture mapping for a while. I encourage you to read his blog post on this topic also. You'll find it here: Culture Mapping.
When we connect in positive, trusting, and supportive ways—our brains and hearts open up and the conversations that evolve from that moment of contact activate a neurochemical alchemy for success in organizations.
Yet many leaders, without intending to, are activating an alchemy of fear. Does fear live in your organization? How you manage fear in the workplace determines the levels of productivity and success that your organization and teams achieve.
As a leader, you can shape the experiences people have at work by reducing fear and inner focus, by creating cultures that facilitate enhanced sensitivity, mutual support, vital communication, and engagement in the strategy.
"As a 21st century leader, you have the power to transform a moment of fear, into a trajectory of success.' ~ Judith Glaser, via @tshnall #LeadWithGiants
The great Kings and Queens work in tandem with each other, and are loved by the people. Great leaders are loved too. In business, culture and change leadership are King and Queen.
The only way you can ensure the legitimacy of your culture as a leader is to be where the action is i.e. with your people, listening, observing, sharing; leading.
Running a truly innovative company means constantly improving your innovation culture and process. Running a successful innovation ecosystem, however, demands more. Successful innovation ecosystems make people outside the company measurably smarter, richer, and more innovative. Biologically speaking, innovation ecosystems invest in symbiosis, not parasitism. Growth isn’t zero-sum.
We need to ask what it means for environments to be richer. In complexity science, John Holland uses niche as a way demonstrating the needed diversity. Diversity, based on local enrichment, is part of the richness.
In schools, each teacher and each student represents a contributor to the local enrichment of a niche which might be a classroom and it might be the topic being learned. Metaphorically, ecological thinking has considerable potential in school-education.
Collaboration just feels right — like a big hug or a warm puppy.
But collaboration also has an overlooked dark side.
Picture this: A complex issue is identified. A diverse, cross-functional team is assembled to solve it. Key stakeholders are gathered. Information is collected. Options are debated. Approval is sought. And then… nothing happens. So more information is gathered. More stakeholders are invited. More conference calls are logged. More debate ensues. More approval is sought. Round and round the project goes — when, where, and how somebody will decide, nobody knows.
Advise from article: Define the purpose and designate the final decision maker before a project starts.
Collaboration is crucial in creative ventures, yet building a culture that allows it to flourish can be tricky - particularly in traditional, hierarchically minded organizations. But with a little tweaking, any space has the potential to become a hotbed of connected thinking.
As Rosie Manning learned recently, true collaboration thrives in an environment built on trust, openness, and flexibility.
The idea that we remove assumptions proposes communicating: talking and listening.
Keeping around any employee who is a bad culture fit can destroy your team's working environment. If people think bad or counterproductive behavior is acceptable they will imprint on this and either start acting badly themselves or want to leave the company to work in a more positive environment.Here are some of the typical types of people who can hurt your culture:
1. The Jerk
2. The Whiner
3. Credit Taker
4. Charming Do Nothing
5. Loyalty Monger
The truth remains that really breaking down silos is very hard; particularly at companies as large and rich in deeply entrenched traditions.
How will a competitive and efficient organization look like in the future? In this excellent blog post, Jon Husband provides an overview of emerging trends.
Which one will be most effective will depend upon how an organization wants to respond to the fundamental issues of flexibility, agility, responsiveness, execution and forward stability.
I recommend that you follow Jon's blog. You'll find it here: Wirearchy.
Follow Jon on Twitter here: @jonhusband.
Valuable insights, Kenneth. Hierarchy is a matter of finding the right solution at the right time and the right culture under the right circumstances
A social business is more than social media and the Likes of Facebook, Twitter, Pinterest, et al. Yet, it’s a term that’s often confused with social media strategy. But, there’s an important difference between a social business and a social media strategy.
Each represent distinct qualities where “social” is simply a qualifier. In front of media, social is an adjective that describes the nature of channels, networks, or platforms that facilitate conversations online. When placed ahead of business, social articulates a philosophy or approach.
In this case, “social business” is a philosophy; a way of business where social technologies supported by new approaches facilitate a more open, engaged, collaborative foundation for how we work.
In the Shift Age, we have all become connected, globally. We can now collaborate 24 hours a day with our team, company or institution. So, in a connected world, where the speed of change is only accelerating, how can a leader best lead in a way that will keep her entity ahead of the curve, forward focused and successful?
By practicing collaborative on-going reorganization.
The speed of change has become environmental, and collaborative continuous organisational change will become commonplace.
Excellent article! I particularly like the quote: If a leader is not leading transformation of the company they may find that they might not have a company in 2020.
What are you doing to stay ahead of the curve? Would love to hear from you.
Until next time...PS - Live on Purpose!
Collaboration and serendipity is not something you can force. The way people want to work is as diverse as the people who do the work.
This is a fine blog post by Roger Noort built on an interview with Peter Vander Auwera.
The rewards of successful collaboration are high - the cost of failed collaboration is also high. Choose your way wisely!
It is well established that brain games and puzzles act as calisthenics for our brains, expanding their capacity and improving their overall health. More surprising are the findings of a study led by researchers at the University of Michigan. It shows that just as effective in building cognitive strength are social interactions.
Why do so many articles on implementations of management-less companies being referred to as “eliminating hierarchy” mix that with Holacracy? Why would a company then need Holacracy?
Take the Zappos gets rid of managers example – read on because there’s no mentioning of eliminating hierarchy. They are implementing a holacracy for a clear Purpose: they attempt to prevent bureaucracy from infiltrating Zappos, while maintaining a start-up culture within what is now, a quite large organization. They attempt to build Resilience against bureaucracy. It is what they believe to be needed to maintain a start-up culture.
The ideas we have developed and used for at least 4 decades are gradually becoming incorporated into how we think of organizations on a more regular basis
The article challenges the assumption that holocracy eliminates hierarchies. From the piece:
"Holacracy claims to ....change the concept of organizational structure from one that is autocratic and top-down to one that is decentralized, organic, and bottom-up. Ultimately, the vision of Holacracy is to allow the emergent, creative properties of the individuals playing roles within an organization to self-organize and flourish, much like human cells are organized into organs, which in turn are organized into bodies and minds, which in turn go forth into the world to express their purpose as humans."
An information-driven culture is one in which information is considered a strategic asset within the organization.
When we think of culture we tend to think of things that can be difficult to measure – music, for example, or philosophy. When it comes to BI culture, though, we can’t think of it in abstract terms; we need to measure, track, and improve it if we want to use it as part of an information-driven organization.
If we consider that culture is "the system of shared beliefs, values, customs, behaviors, and artifacts that the members of society use to cope with their world and with one another,” it becomes much easier to measure some of those seemingly intangible assets. If we apply this definition of culture to Business Intelligence we find there are four distinct areas to be measured.
Culture mapping - a great diagnostic tool.
A little known cognitive bias means managers often dismiss creative ideas that are right under their noses.
In crowdsourcing, a big challenge is not with coming up with creative ideas, but identifying creative ideas. A bias makes us bad at spotting creative ideas when they come from those working around us.