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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.
"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."
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.
After reading the Time Magazine article titled Millennials: The Me Me Me Generation, I commend the writer Joel Stein.
Via NowThatsLeadership
How to become a Social Business by helping communities of people to work together and co-create a better world
Via Celine Schillinger
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.
"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
"Sense-making, social intelligence, novel & adaptive thinking, cross-cultural competency, computational thinking, new-media literacy, transdisciplarity, design mindset, cognitive load management, virtual collaboration. These are the 10 skills needed for the future workforce."
Building a social enterprise with high collaboration and tremendous employee and client loyalty requires a plan--learn a proven one here.
"For these leaders, internal communication isn't just an HR function. It's an engine of value that boosts employee engagement and improves strategic alignment."
Via Dr. Gero Presser
"... our organizations are built on 19th century learning styles coupled by 20th century leadership models fused with 21st century technologies."
"An interview with Gary Hamel"
"Gary Hamel's video lecture on the pathologies of Management 1.0 recorded for the Management 2.0 Hackathon."
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David Karp is a Millennial leader who delivered through his leadership and innovation ways. His leadership story represents GenY well.
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...
"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."
Executives should look at specific social media as a personal toolbox for improving their practice of leadership.
Via ThinDifference, donhornsby
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.
"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."
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
"What I found is that to make the transition successfully, executives must navigate a tricky set of changes in their leadership focus and skills, which I call the seven seismic shifts. They must learn to move from specialist to generalist, analyst to integrator, tactician to strategist, bricklayer to architect, problem solver to agenda setter, warrior to diplomat, and supporting cast member to lead role."
"Executives expect that new digital technologies will transform their businesses, but many admit their companies are far from prepared in developing capabilities and meeting challenges."
"It is rational to consider the Enterprise 2.0 as more agile: free circulation of the information, more autonomy and initiative allowed and encouraged, and an increased action potential thanks to collaboration."
Via Carsten Rossi
"Design thinking is a process by which groups can collaboratively solve problems or explore opportunities by building ideas up instead of tearing them apart."
"The leaders are often elsewhere, trying to stay away from management because they are afraid of getting stuck in status quo (it is a manager's responsibility to maintain status quo)."
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![[German] Web 2.0, Enterprise 2.0…Führung 2.0? – Eine aktuelle Studie zu veränderten Erwartungen an Führung | Leadership 2.0 | Scoop.it](/resources/img/white.gif)
