We work in a volatile, uncertain, changing and ambiguous (VUCA) environment and the old traditional "strategies" need to be thrown out the window when it comes to building a flexible and adaptive workforce. Agile, fast-thinking, adaptive employees with the ability to continually translate data patterns and insights into strategic learning is paramount to gaining a strategic foothold in a competitive marketplace.
Harold Jarche's second post on productivity tools for the networked workplace. "First, I want to elaborate a bit on collaboration and cooperation. Two types of behaviours are necessary in the networked workplace: collaboration and cooperation. Cooperationdiffers from collaboration in that it is sharing freely without any expectation of reciprocation or reward. Collaboration is just getting things done. Cooperation is what drives the extended enterprise — customers, suppliers, partners and anyone else touched by the business."
We live in an age where emergent technologies continue to have massive effects on business and society. Rising complexity requires companies and economies to cope with increasingly interlocking systems.
In the last few decades a new scientific paradigm has been slowly emerging: complexity. This paradigm departs from the reductionism, determinism and materialism of classical, Newtonian science by focusing on the non-linear interactions between the components of a complex system. Out of these interactions new properties or forms of organization emerge, a phenomenon termed self-organization. The present paper will sketch the basic ideas of the complexity paradigm, and then apply them to social systems, and in particular to groups of communicating individuals who together need to agree about how to tackle some problem or how to coordinate their actions.
One of the reasons that people try to avoid failing is that it seems like they’ve screwed up if they fail. This can certainly be the case, if your failure is major. But if you set up experiments to test ideas out, and you learn from them, then failing can be very productive.
This is the third part in a series by Scott Anthony, author of The Little Black Book Of Innovation.It sounds so seductive: a “culture of innovation.” The three words immediately conjure up images of innovation savants like ...
Here's what caught my attention:
At the core is what the professors call “associational thinking.”
**The ability to make connections between seemingly unconnected things.
A classic example of this is how a calligraphy class inspired Apple legend Steve Jobs’s emphasis on typography on early computers.
**The professors then detail what they call the "Innovator’s DNA,"
Four time-tested approaches successful innovators follow to gather stimuli that spur these connections:
**Questioning: Asking probing questions that impose or remove constraints. Example: What if we were legally prohibited from selling to our current customer?
**Networking: Interacting with people from different backgrounds who provide access to new ways of thinking.
**Observing: Watching the world around them for surprising stimuli.
**Experimenting: Consciously complicating their lives by trying new things or going to new places.
Selected by Jan Gordon covering, "Exploring Change Through Ongoing Discussions"
The ability to learn is the only lasting competitive advantage for any organization. Hyper-connected work environments require people with better sense-making, collaboration, and cooperation skills. Social learning plays a significant role in this.
Can ICT redefine the way we learn in the Networked Society? Technology has enabled us to interact, innovate and share in whole new ways. This dynamic shift in mindset is creating profound change throughout our society.
In its 2011 annual CEO survey, PricewaterhouseCoopers found that 66% of CEOs reported that a lack of the right skills is their current biggest talent challenge. CEOs also reported that the need for organizational agility is paramount to their future success in the global marketplace.
Neither of these findings is surprising. We are living and working in a world characterized by increasing globalization, complexity and change. A major task for all CEOs, HR directors and CLOs is to facilitate the development of a workforce that is both capable and competent to thrive and work within an emergent environment—every day.
Although on the surface this may appear to be a Sisyphean task, if we think about the challenges of each of these areas, we can identify strategies for leaders to maximize the associated opportunities and minimize the risks. In fact, there are some reasonably straightforward actions that any CEO, HRD or CLO can take to keep their organizations ahead of the curve.
Over the past two decades, management consultants and academics at business schools have increasingly stressed what they view as the rapidly increasing levels of complexity and uncertainty in the environment that all organisations have to respond to and many have labelled these conditions ‘ hyper-competition’ or ‘high velocity competition’. To deal with these conditions, consultants and academics have called for organisations to become ‘agile organisations’.
A great quote can provide personal inspiration and can be used to educate others. Below are my top 100 leadership quotes of all time. (Have a favorite quote that didn't make my list? Share it out in the comments section below!