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Rescooped by Joachim Niemeier from Consumerization of IT
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The Consumerization of Management, Part 1

Technology is changing the nature of work and the terms of management. By creating a work environment that is:

 

*Connected in terms of bringing people together where ever and when ever without restrictions based on position in the organization.

 

*Information intensive focusing on data and decisions as the key resources for creating value, directing processes and producing outcomes.

 

*Open in the sense that barriers to resources, expertise and productive capacity are falling in the world of globalized supply chain, trade and services.

 

*Innovation intensive as growth becomes harder to achieve, sustain and extend in a more competitive, complicated, and constrained market.  Where there is slow or challenging growth, there is a greater need for innovation.


Via Kevan Huston
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Leadership 2.0
The evolution of the 21st century enterprise and new views on emergent organizing principles
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Accelerate! The Evolution of the 21st Century Organization - YouTube

"No doubt you have heard me talk about how much faster the world is changing today. It is clear that the speed is increasing and that change is happening much faster than many organizations can respond."

Joachim Niemeier's insight:

Interestingly, the dual operating system is not new to successful organizations. It has been in place early in the history of an organization and was the basis for growth, agility and innovation. As a organization mature, the hierarchical organization dominates at the expense of the enterpreneurial network.

 

The solution proposed by Kotter: rewind back to the future! But the likelyhood is high that people in organizations always recreate what they know: management-centric hierarchy.

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Rescooped by Joachim Niemeier from Business Transformation
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The hidden value of organizational health—and how to capture it | McKinsey & Company

The hidden value of organizational health—and how to capture it | McKinsey & Company | Leadership 2.0 | Scoop.it

The health of an organization is based on the ability to align around a clear vision, strategy, and culture; to execute with excellence; and to renew the organization’s focus over time by responding to market trends. Health also has a hard edge...


Via Karl Wabst
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Karl Wabst's curator insight, April 16, 4:27 PM

What's your favorite recipe? Are you Leader Driven, Market Focused, Executive Edge, Talent and Knowledge Core, or none of the above?

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Organizational Agility

Organizational Agility

Via Celine Schillinger
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Rescooped by Joachim Niemeier from LeadershipABC
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No Managers? No Hierarchy? No Way!

No Managers? No Hierarchy? No Way! | Leadership 2.0 | Scoop.it

Cries of "no more managers" and "end the hierarchy" are well-intentioned efforts to accelerate the ongoing paradigm shift in management, but they are counterproductive: all organizations are hierarchical and all have managers.

 


Via Kenneth Mikkelsen
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Miklos Szilagyi's curator insight, April 21, 5:13 AM

The golden middle...:-)))

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Traditional vs Collaborative Leaders: 8 Key Indicators

Traditional vs Collaborative Leaders: 8 Key Indicators | Leadership 2.0 | Scoop.it
What is collaborative leadership? Collaborative leadership is a philosophy of leadership where the leader becomes a facilitator instead of an authorit
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Rescooped by Joachim Niemeier from Enterprise Social Networks
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Tips for Employers on Managing Employees’ Use of Social Media

Tips for Employers on Managing Employees’ Use of Social Media | Leadership 2.0 | Scoop.it

Via Nancy Kenney
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Social Leadership Skills | Social Media Today

Social Leadership Skills | Social Media Today | Leadership 2.0 | Scoop.it
The digital economy needs a different kind of business leader - not in terms of core principles of human values but in terms of skills that make the most of a connected age. A digital economy runs on a network.
Joachim Niemeier's insight:

Skills for business leaders:

- collaborative

- filtering

- learn, look and live

- networking

- desire to learn

- decisive

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Seven Strategies for Simplifying Your Organization

Seven Strategies for Simplifying Your Organization | Leadership 2.0 | Scoop.it

"With this dilemma in mind, we think it's important for managers to have a strategic framework that they can use to address complexity in their own areas, at their own pace, in their own ways. So to that end, we would like to offer a "simple" seven-step simplification strategy."

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[German] Web 2.0, Enterprise 2.0…Führung 2.0? – Eine aktuelle Studie zu veränderten Erwartungen an Führung

[German] Web 2.0, Enterprise 2.0…Führung 2.0? – Eine aktuelle Studie zu veränderten Erwartungen an Führung | Leadership 2.0 | Scoop.it

Um zu ermitteln, was hinter „Führung 2.0“ steckt, welche konkreten Erwartungen sich aus den zuvor dargestellten Einflussfaktoren auf eine „Führungskraft 2.0“ ergeben und inwieweit diese Erwartungen heute bereits erfüllt werden, wurden 235 Führungskräfte und Personaler deutschsprachiger Unternehmen im Rahmen einer Onlinestudie befragt.

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"Millennials: The Me Me Me Generation": The Next Steps

"Millennials: The Me Me Me Generation": The Next Steps | Leadership 2.0 | Scoop.it
After reading the Time Magazine article titled Millennials: The Me Me Me Generation, I commend the writer Joel Stein.
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Rescooped by Joachim Niemeier from Acting for Change
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The Social Enterprise. Value co-creation putting people at the center.

The Social Enterprise. Value co-creation putting people at the center. | Leadership 2.0 | Scoop.it
How to become a Social Business by helping communities of people to work together and co-create a better world

Via Celine Schillinger
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Successful KM Storytelling

Successful KM Storytelling | Leadership 2.0 | Scoop.it
Before we developed written languages, storytelling allowed us to pass down our history and knowledge from one generation to the next. Even today, storytelling remains a powerful medium.
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The Consumerization of Management, Part 2

The Consumerization of Management, Part 2 | Leadership 2.0 | Scoop.it

"Consumerizing management describes a set of re-imagined practices, approaches and values that recognize the changing environment in which organizations and individuals achieve results."


Via Kevan Huston
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A New Way to Accelerate Strategy Implementation - YouTube

"Dennis Goin explains how to revamp the management model of organizations into leadership models in order for an organization to build a robust leadership team. He asserts that a constructive leadership model creates a culture of active members who "want to" accelerate change."

Joachim Niemeier's insight:

The network part of a dual operating system requires mobilizing leadership to create speed and agility.

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How to get employees to be more entrepreneurial - Fortune Management

How to get employees to be more entrepreneurial - Fortune Management | Leadership 2.0 | Scoop.it
Decision-making is no longer exclusive to executives at the top. Here are five ways to instill leadership across your organization.

Via Karl Wabst
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Karl Wabst's curator insight, April 16, 4:52 PM

Command and Control are out; Collaboration and Teamwork are in. That means that corporate and personal accountability are required. How would you put this in place at your business?

WIIFM – Companies must communicate what’s in it for the employee. Rewards must be tangible and matter to the person.

Rescooped by Joachim Niemeier from Acting for Change
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Social, Now? What Will (Finally) Change the World of Work?

Tim Walters: Despite great enthusiasm and some positive results, enterprise social tools and practices have failed to make a significant impact in terms of i...

Via Celine Schillinger
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12 Things Collaborative Leaders Do

Some of these behaviors could describe any leader. But when you look at them altogether, a pattern emerges that is quite different from traditional leaders.
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Social Technology and the Changing Context of Leadership

"Organizations must realize that capitalizing on the transformational power of ubiquitous communication and connectivity requires a new set of individual and organizational capabilities. It calls for a different type of leadership as well as for new organizational models. The good news is that this challenge leads us back to some timeless principles of effective leadership: strategic creativity, authentic communication, social and political orchestration skills, and the ability to design a smart organization that is aligned with the strategy of the firm."

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Rescooped by Joachim Niemeier from Business Transformation
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The Co-Creative Economy

The Co-Creative Economy | Leadership 2.0 | Scoop.it
I remember a time when creativity equated to someone artfully using a paint brush or writing a quippy headline for an ad on their computer. The rest of us? Discounted as “the rest of us.” Thankfully, or at least in my mind, this has all changed.

Via Karl Wabst
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Karl Wabst's curator insight, June 24, 2013 2:22 PM

Social business is co-creation. We can be part of the solution or the status quo.

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The Leadership and Innovation Ways of David Karp

The Leadership and Innovation Ways of David Karp | Leadership 2.0 | Scoop.it
David Karp is a Millennial leader who delivered through his leadership and innovation ways. His leadership story represents GenY well.
Joachim Niemeier's insight:

"In principle, many principles are timeless. What is changing is how Millennials are taking ageless principles and making them age-appropriate. What I mean is Generation Y is bringing a new mindset and innovation to bear upon solid, tested principles."

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The End of Leadership

The End of Leadership | Leadership 2.0 | Scoop.it
I am coming to a stage in my life where I discover that most if not all of the knowledge, models, methods, and principles I learned at school and the last 30 years of my career are completely outda...
Joachim Niemeier's insight:

"Extracts from “Quiet: The Power of Introverts in a World That Can’t Stop Talking”"

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Is Middle Management the Enemy of Social Business?

Is Middle Management the Enemy of Social Business? | Leadership 2.0 | Scoop.it

"Middle managers need to understand that in a social business environment their roles changes from a “management” role into a “curator” role. For example, instead of filtering and controlling what information gets conveyed to upper management, middle managers can take an active role in curating content, giving it proper context and framing conversations and discussions that enable their teams to collaborate more effectively."

Joachim Niemeier's insight:

"Middle managers can encourage this collaboration by transforming existing business processes into new more effective processes that are enhanced by social technologies."

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Rescooped by Joachim Niemeier from Surviving Social Chaos
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Better Leadership Through Social Media

Better Leadership Through  Social Media | Leadership 2.0 | Scoop.it
Executives should look at specific social media as a personal toolbox for improving their practice of leadership.

Via ThinDifference, donhornsby
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donhornsby's curator insight, March 22, 2013 10:17 AM

(From the article): The solution is to stop looking at social media as another platform you have to learn—yet another responsibility—and start seeing it for what it can be instead: a personal toolbox for improving your practice of leadership.

donhornsby's curator insight, March 22, 2013 10:18 AM

The article has some great ideas to implement as leaders on social media.

Robin Martin's curator insight, March 30, 2013 10:25 AM

Keeping up with what's going on around them should definitely be a plus for any leader...convincing them to do this may be easier said than done!  

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Progress through Technology: Why Germany Needs to Become a Social Business

For the reasons mentioned above, German companies are particularly reliant on well qualified employees and their ability to innovate. They need to find and recruit exactly this kind of personnel (sometimes from outside Germany), train them, support their professional development, encourage them to exchange ideas creatively and openly, and “capture” and document their knowledge.
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Want to Build Engagement? Be Inclusive

Want to Build Engagement? Be Inclusive | Leadership 2.0 | Scoop.it

"Inclusive leaders take the bold step of relinquishing some measure of control over the development and distribution of organizational content. They enable and empower a wide range of people to shape and to spread company messages, not just internally but also (in some cases) externally."

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