Welcome to the Collaboration Economy? Great article shared by Don Dea in the Digital Now Community and one I believe is on point!
Collaboration was identified as the #1 skill CEOs are looking for in the IBM Global CEO study and another article proclaimed 2014 as the year of collaborative advantage replacing competitive advantage (Business guru, Rita McGrath would agree and add it is the age of transient advantages, which needs constant customer and team collaboration to co-create the next advantages for your business).
Clearly the #1 driver is the size, speed and scope of technology driven change, combined with the demographics changes and the "shift change" happening in the business landscape.
What do you think? Are we entering the age of the collaborative economy?
“ I have recently been sitting in on a number of open conference calls with some of the leading thought developers from around the world behind Mozilla’s new Open Badges and it has generated much exci”
Via Mark Smithers, Donna Murdoch
Managing global teams can present unique frustrations for managers, but they may be easily explained by cultural differences among employees working on a global team.
Tom Hood's insight:
I would add tip #6: Use collaboration software to increase participation, engagement and buy-in.
We are a big fan of in-person for the highest impact and buy-in but lately we have supplemented with some killer apps that support great real-time collaboration.
ThinkTank by Group Systems and its lighter-weight cousin, conferences.io allow us to capture the wisdom of the crowd and generate reports from the sessions. These powerful collaboration platforms can enhance video and tele-conferences. We have had great success using these with small groups and large groups.
You can see more about our collaboration in this post 2014: The Year of the Sticky Note! http://cpa.tc/3ys
What are your best virtual team collaboration ideas?
This presentation supported Annie Hazlerigg’s, Senior Consultant at Engage Group, presentation at HR Directors Business Summit in Birmingham on the theme of c
Tom Hood's insight:
Collaboration = increased productivity and innovation. Some great statistics building the case for collaboration. Confirms McKinsey study of 25% increase in collabroation with social media tools.
Interesting that 2 in 5 graduates said they woudl accept lower pay for job with more socla media access and mobility than hogher paying job without social media access and felxibility. This is consistent woth what we are hearing in college accounting students and young professionals.
Yet some research suggest collabroation is not natural for baby boomers? is it harder for them (I am one of them)?
See our post 2014 the year of teh sticky note for more on our views about collaboration http://cpa.tc/3ys
Scoop.it is a great platform for curating web based content and collecting together your own portfolio or reading lists to share with the world. One of my major problems though with Scoop.it, used to be finding the articles and links I had saved and searching for useful articles on other Scoop.it.
In the forces driving our age of discontinuity, he saw the need for management to change.
Tom Hood's insight:
John Hagel (@jhagel) on Complexity... and Drucker would have loved our L>C
"The pace of change is accelerating and the degree of uncertainty increasing. Perhaps a new rationale will be required to drive institutional success in the future. Perhaps we need to move from a rationale of scalable efficiency to one of scalable learning — designing institutions and architectures of relationships across institutions that help all participants to learn faster as more participants join."
And he finished with foure themes for dealing with this turbulence:
1) The importance of lifelong learning in a rapidly evolving information society (Drucker understood L>C)
2) The need to decentralize organizations around employees — viewing them as assets capable of expanding growth rather than as fixed costs to be eliminated — and to move away from standardized and tightly-specified process flows
3) The need for institutions to focus on building capability around core strengths — one of the reasons he was an early proponent of outsourcing as a way to simplify operations and to focus management on what really matters
4) The importance of focusing on the dynamics of evolving economic and social processes rather than on static equilibrium models.
Some great and easy to implement tips. Tom Peters once said, the four most important words in business are, "what do you think?", which happens to be one of the most powerful tools available to increase participation and defeat the workplace zombie apocalypse. how are you engaging your team?
The future of work is not about dull routine… it's about being more human.
Gamestorming is a set of best practices compiled from the world's most innovative people and companies, condensed into a lightweight, low-tech toolkit that applies tools and rules to the problems of collaboration and teamwork.
Love it! Explains why our top secret management tool, MBSN is so powerful. MBSN is Management By Sticky Notes and we teach it in our Leadership Academy. In addition it is the tool of making your thinking visible to others which we apply with whiteboards, stickies and large graphic "thinking templates" in our i2a: Insights to Action thinking system. I am also a fan of the book Gamestorming. Thanks for sharing!
Editor’s Note: Harbrinder Kang is Senior Director of Corporate Affairs at Cisco. In this role, he is responsible for the strategic development, growth, and evolution of the award-winning Cisco Networking Academy program, which delivers computer...
Tom Hood's insight:
This quote says it all, "Collaboration is grounded in human interaction and relationships. One participant even said: “We need to get back to the intimacy.”
Great article and relates to the ultimate founding purpose of associations. This also reinforces the old principle of high-tech, high-touch with the reality being it is yes, AND, not OR when it comes to interactions.
At MACPA we are working on increasing the ability of our members to connect and collaborate by integrating high-tech and high-touch. Exploring new technologies that increase engagement and particpation with real-life and live events we think can harness the collective power of our entire membership.
Imagine what can be accomplished if we can connect the minds of 9,000+ CPAs? What problems could we solve or innoavtions could we create?
It all starts at our MACPA Innovation Summit where we will use social media, and three new technologies - ThinkTank by Group Systems, Conferences.IO, and Flybits (location aware services) to connect the Top Thought Leaders in the CPA Profession, Top technology providers, Learning Leaders, and our diverse membership in a safe environment to learn and explore innovation together. More info here http://cpa.tc/summit2013
In a world where we respond to increasing uncertainty by seeking out like-mindedness, companies can play a role in building diversity.
Tom Hood's insight:
For me, this captures the value of Associations and many of our events, like our Innoavtion Summit where we are working in "planned serendipity" and the cross-pollinization of many areas of the CPA profession. While we have many of those "common interste groups, we have lots of events where serendipity and diversity can blossom - our town halls, Innoavtion Summit, our Board, and many of our professional developmet activities.
"Organizations that host a diverse and broad range of members have a resilience that results from cross pollination. They have the ability to sense trends and react quickly and creatively to problems as they arise. As the lines between industries increasingly blur, this capability becomes more important, and is one of the advantages that large companies can have over small ones. In a world where we respond to increasing uncertainty by seeking out others like us, companies can play a significant role in building diversity and creating the mechanisms to enhance the potential for serendipity. Those who figure this out are likely to build a significant competitive advantage in resilience and creative thinking over firms that let us stay in our comfort zone."
Join almost 300 CFOs, and Controllers with an agenda designed to get you in the co-pilot seat!
2) Innovation Summit - May 17th at Martin's West to see the latest innovations in software, standards, XBRL and more to keep your L>C. http://cpa.tc/summit2013
These sessions are designed to give you that serendipitous insight that can only come form face-to-face and in-person encounters with thought leaders and others in your industry and outside your industry.
Higher education is based largely on the assumption that students want degrees, and therefore they want the courses that are required to earn those degrees. And that assumption has been valid. Degrees have been a “ticket” that offered the possibility of admission to a desirable career (if it wasn’t sold out). But as more and more people sought and received degrees, the increasing number of tickets available decreased the probability that the ticket would guarantee admission. And, as more and more institutions were printing tickets based on their own criteria, it became more and more difficult for the gatekeepers to know which ticketholders should be admitted. Many of the applicants already possess what appears to be a valid ticket, and the tickets carry very little information: Name of institution/Name of degree. That’s it. In the next few years, I predict we’ll see more and more adult students interested in accumulating digital badges, as opposed to wanting course credits or degrees. Digital badges are more modular, they do a much better job of describing what the badge holder can do, and they can be assembled in ways that highlight how an individual stands out from the crowd. They can illustrate how he or she has the core qualifications required for consideration, and also has a series of related skills, perspectives, and attributes that add up to competitive advantage. And the quality of each badge can be interrogated with a single click of the mouse.
Via DML Competition, Donna Murdoch
Another example of the 'shift change' happening as McCormick works on leadership, learning, and the workplace (no doubt technology and generations are involved as well). "It's about consolidating the administrative buildings in Hunt Valley," said Jim Lynn, a company spokesman. "We're in the early stages of a long-term, multiyear project ... to develop a more effective workplace. Our primary objectives are to increase employee collaboration, engagement and efficiency in a more open and centralized location." And note the emphasis on collaboration, the number 1 skill needed according to IBM's global CEO study.
Harvard Business Publishing Corporate Learning partners with clients to create world-class leadership development solutions for managers at all organizational levels.
Tom Hood's insight:
Or is it fuel learning through collaboration?
Insightful post from Michelle Humes writing for HBR.
"The key to successful collaboration for an innovative team is really “learning” – learning from feedback, from one another, from experiments, from mistakes. Learning in this context refers to learning that is embedded in the workplace and integrated with daily work."
We use lots of structured collaboration in our learning and believe collaboration and facilitation skills are critical in today's rapidly changing world. We use structured collaboration in our strategic planning work, leadership development and many of our learning programs. We also deploy several technologies like conferences.io and ThinkTank by Group Systems to give us stronger engagement for remote and virtual work. You might enjoy our post 2014: The Year of the Sticky Note in Linked-In http://cpa.tc/3ys
Thanks for putting an exclamation point on collaboration!
It's not just a tool for innovation anymore. Today's top leaders--more miners than oracles--need to learn from clients and customers efficiently and...
Tom Hood's insight:
Love the quote, today's leaders must be more "miners" than oracles - well said! This is why IBM's Global CEO study identified collaboration as the #1 skill needed in today's changing and complex world.
Also why we have integrated facilitation into our leadership development programs using our i2a: Insiights to Action Strategic Thinking System and implementing collaborative technology to make "crowd-sourcing" more efficient.
Several recent projects are using these skills - Sage Vision to Strategy workshops and our recent facilitation of the Maryland Chamber of Commerce's Maryland Competitiveness Coalition using ThinkTank.
Cross-functional, self-governing employee boards help global spice company McCormick & Co. identify business process improvements and other innovations.
Tom Hood's insight:
Innovation is fundamentally about two things - collaboration & learning. The story of McCormick's "multiple management" is a great example of systemitizing innoavtion, collaboration and learning. It is also significant in that it features a CPA.CGMA, Ken Kelly who has been innoavtive in the financial and accounting community throughout his career (with MACPA and FEI to name two).
The key insight for me is that this was actually started back during the Great Depression, to me, that is innovation!
Love this! really captures why we need more of these kind of meetings not less.
Our secret? MBSN - Management by Sticky Notes! Our experience is like the spahetti sauce, Prego, the good ideas are already "in there". In your team that is. Waiting for someone to give them a chance to contribute.
Getting your team in a room and having a brainstorm, solving problems (we prefer finding opportunities), and innovating unleashes their creativity and helps your organziation. And by the way, particpation builds buy-in and buy-in builds that incredible energy that cretaes exacltly waht is needed to intitaite and sustain change.
Virtually all strategy frameworks and tools in use today are based on a single dominant idea: that the purpose of strategy is to achieve a sustainable competitive advantage. This idea is strategy’s most fundamental concept. It’s every company’s holy grail. And it’s no longer relevant for more and more companies...
I love Rita's work and this is a great read. Her big idea that competitive advantage is fleeting is on point. The way she recommends dealing with it to become systematic about innovation and she offers a "playbook" framework. I agree with Christopher's caution about not changing for change's sake. That said, you do need to think agile in today;s constantly changing environment. Thanks!
The leaders who work most effectively, it seems to me, never say ‘I'. And that's not because they have trained themselves not to say ‘I'. They don't think ‘I'. They think ‘we'; they think ‘team'.
They understand their job to be to make the team function. They accept responsibility and don't sidestep it, but ‘we' gets the credit.... This is what creates trust, what enables you to get the task done.
Three insights for me, 1) Social CEO = More Competitiveness (and more openness); 2) Skills identified = Skills identified by CPA Vision & Horizons 2025 Projects, "CEOs regard interpersonal skills of collaboration (75 percent), communication (67 percent), creativity (61 percent) and flexibility (61 percent) as key drivers of employee success to operate in a more complex, interconnected environment"; 3) IBM is a perefect example of a "social company" from CEO to their army of employee bloggers.
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