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While technology has thoroughly infused the workplace, its strategic adoption and meaningful application by the typical worker is actually just beginning. Here's how the digital workplace will develop in 2014.
Excerpt from Alma Dakaj's new book, The Company Body.
Successful business organizations of the future will rely more and more on collaborative circles of functions based on skills, expertise and communication, not competitive hierarchies of the people forming the circles.
I suggest that you also take a look at two of Alma's Slideshare Presentations here:
How do organizations resemble the human body? Understand one by discussing how the other works?
I checked out the slideshares for The Company Body and became intrigued enough to buy the book. Now, time to get reading!
The Problem with Top-Down Innovation Peter Drucker once said “culture eats strategy for lunch.” And that can be a problem for people that want to innovate – they often work inside of organisational cultures that don’t support innovation very well.
Getting your ideas to spread is an important part of innovation – and you can’t do this if you don’t have a clear idea of the value that you are creating for people.
Innovation is about making things better for your customers and organisation. To do so, we must be proactive to make the move first.
While data silos are a major purveyor of diminished workplace efficiency, “worker silos” may be an even worse problem. These are organizational human architectures that prevent employees from collaborating. Luckily, three megatrends of tech — mobile, social and video technology — may offer a recipe to end such disjointed systems.
Social media exchanges aren’t just chit-chat — they’re an opportunity to improve business management.
The capability for unintentional collaboration creates opportunities for social business inside and outside the organization.
Two decades ago, companies were fixated on the idea of “knowledge management” — getting the right information to the right place at the right time so that it could be valuable for the organization. These efforts largely failed because it required additional effort by employees to actually share what they knew and categorize that knowledge, without any guarantee that others would benefit from it.
Social media platforms eliminate these barriers, making knowledge accessible to others without extra effort and without having to pre-define its uses.
Unintentional collaboration also creates opportunities for engaging with customers. Until recently, the burden for collaborating was largely on the customer. Customers needed to initiate contact with an organization for help resolving a problem. On social media platforms, however, customer communication creates an opportunity for the company to initiate collaboration with the customer, even if they are not actively seeking it.
The office is more than a place that employees go to earn a paycheck. Relationships between employees and employers are essential in creating an efficient and successful businesses. For these relationships to flourish and employers to successfully manage employees, there needs to be some degree of trust.
The Jacobs Model , outlined in an infographic, identifies eight drivers of trust that are necessary in the workplace.
I believe Trust is the foundation of positive workplace culture. 8 components of building trust here.
Would be interesting to see how these apply to building trust in networks.
How can we use new tools to change the way we work? What is the future of Enterprise Collaboration? Oscar Berg talks about it in this article. It's a goldmine of relevant references to Enterprise 2.0 research.
Organizational culture is the heart and soul of a company. Here’s the thing many people don’t realize: culture can either be designed, or it happens by default. Great leaders understand the value of culture, but the path to designing it is often extremely difficult to see, much less manage.
There is quite some buzz about a specific organizational governance approach these days - the "Holacracy" model.
Yet for most companies a Holocracy is either a very scary or a very unobtainable model, Rogier Noort explains.
We all face a complex future requiring greater degrees of innovation and coordination. We need better collaboration. This is one of the promises of digital technologies such as analytics, mobility and particularly social media.
Liked this article, not least because it highlights the mistake that many people make in thinking that sharing is the same as collaborating. Collaboration requires much deeper commitment and introduces that ephemeral element of "trust".
I think maybe this abstract sums it up pretty well:
"Stop focusing on knowledge capture, publishing and presentation as characterizations for collaborative software. These are characteristics of publishing and communications solutions, yes peer-to-peer, but not the essence of collaboration."
Collaboration is not just sharing, it is more. Review this article by Mark McDonald to find out what that means...
What does becoming a social business actually entail? A practitioner in the trenches shares his top strategies and techniques for driving engagement with social tools.
To realise deeper social business value from your existing toolset you will need to design use cases that address specific business needs. But before this can happen, a clear understanding of your current ecosystem is needed in order to show what you can realistically achieve, the steps you will need to take and the barriers you must overcome.
We know how great managers manage. They define very clearly the outcomes they want, and then they get to know the person in as much detail as possible to discover the best way to help this person achieve the outcomes. Whether you call this an individualized approach, a strengths-based approach, or just common sense, it’s what great managers do.
This is not what our current performance management systems do. They ignore the person and instead tell the manager to rate the person on a disembodied list of strengths and skills, often called competencies, and then to teach the person how to acquire the competencies she lacks.
Companies usually manage their alliances and partnerships by appointing a manager to oversee one of these relationships. What many companies have yet to do is to manage the entire gamut of these collaborations as a whole. If they don’t manage their network of alliances and partnerships as a portfolio of relationships, they miss out on the enormous gains from broader cooperation.
A next-generation enterprise describes an organization that is proactively moving into the present by changing how they assimilate, architect, apply, and maintain their technology solutions.
The purpose: Updating and transforming their processes, structures, and business models to effectively align with and work natively in today’s networked, open, and participative digital economy.
This post describes a simple five stage process for building your open innovation network described in detail below.
The five stages are:
Excellent work by @100open.
What should the role of HR be in a corporation? It many respects, the answer is obvious and simple. It should take primary responsibility for providing input, advice, direction, and execution with respect to organization effectiveness.
The guys at Undercurrent have been publishing some smart thinking around organizational structures and culture of late. Organizational culture, structures and processes is the stuff that makes for real change.
An environment of rapid change will warrant that organisations be modelled to be intuitive so as to better prepare themselves for threats and opportunities.
...and intuition works better when we share knowledge and multiple perspectives. Collective intelligence boosts intuition :).
That there will be changes is the only fact that never changes.This article remebered me, again, a poem by Luís de Camões that was stating this same thought some 500 years ago:
‘Mudam-se os tempos, mudam-se as vontades,
Muda-se o ser, muda-se a confiança;
Todo o mundo é composto de mudança,
Tomando sempre novas qualidades.
Continuamente vemos novidades,
Diferentes em tudo da esperança;
Do mal ficam as mágoas na lembrança,
E do bem, se algum houve, as saudades.
O tempo cobre o chão de verde manto,
Que já coberto foi de neve fria,
E em mim converte em choro o doce canto.
E, afora este mudar-se cada dia,
Outra mudança faz de mor espanto:
Que não se muda já como soía.’
An environment of rapid change needs to warrant that organisations be modeled to be intuitive, so all members of such organisation has to better prepare themselves for threats and opportunities ahead.
Starting from the two following questions:
1. What do you look out for?
2. Where do you start?
this article will give you fundamental steps to follow and ensure anchoring a successful Intuitive organisation.
Radically flat. That’s the management goal that Tony Hseih, founder of e-commerce giant Zappos, aims to achieve by the end of 2014. To get there, Hsieh plans to toss out the traditional corporate hierarchy by eliminating titles among his 1,500 employees that can lead to bottlenecks in decision-making. The end result: a holacracy centered around self-organizing teams who actively push the entire business forward.
Think of it as management operating system 3.0.
For highly innovative group collaborations, do what the big tech firms do: Cycle through collaborations with different pairs and take the long view.
From the author....
"...successful collaborations rotated control of the project back and forth between [two] partners. This rotating partnership worked better than domineering or consensus-based approaches where a single partner controlled all phases of the collaboration or the partners shared control of every phase"
Would this concept simply be able to be mixed in with Agile Development process and rotate leadership through phases of the development lifecycle? Has this been tried before?
I'd be interested in hearing stories from teams who have applied this rotating concept. Please feel free to comment here on your story(ies) of this collaboration method.
A common myth among entrepreneurs is that organizational structure gets in the way of getting work done. But problems don't come from structure itself, but from aninappropriate structure.
Read this BEFORE you change your organization. Made me think.
Some great insights on Holacracy. It's not about NO structure - it's about appropriate structure.
Hierarchies must lead the charge to replace themselves with heterarchies or responsible autonomy.
In politics the world has largely abandoned hierarchy for democracy. In family life, hierarchical patriarchy is no longer acceptable. In the book, The Three Ways of Getting Things Done (2005), the late Gerard Fairtlough asks: when will organizations get with it and abandon the practice of making key decisions based on authority rather than competence?
Hierarchy, it says, is not just a bad habit: it’s an addiction.
When will our organizations kick the addiction?
I also suggest that you read this Wiki post about Three Ways of Getting Things Done.
From the comments: "In a federated model, the need for nimbleness and capability-focused governance is even more urgent. It becomes harder to control the many pieces, and so more self-reliance is needed. But to ensure that the overall enterprise remains on a well-defined course, there must be a system for reconciling the competing interests of the many federations and for providing not merely polices but incentives for cooperation."
Skills for a workforce with #digtalfluency #impact99