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The Internet is getting very flat, very quickly, and traditional roles in its economy have already been thrown into flux. As Internet use in developing.. 
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Scoop.it!
Frederic Laloux's book Reinventing Organizations explores the deep details of how organizations the world over have figured out how to succeed by leaving 'management' to the employees
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It used to be the man made the company. Great businesses were personified in the figures of their visionary bosses like Jack Welch, Michael Ovitz, Bill Gates, and Steve Jobs, around whom a carefully constructed hierarchy of managers assembled to ensure maximal success. There has always been something aspirational in this, a collective desire to invent a symbolic vessel for greatness none of us suspect we could have on our own. After decades of pursuing charismatic leaders to magically create growth in any industry—from app design to car manufacturing—a number of big corporations have turned toward non-hierarchical, leaderless structures and are actually outperforming many of their more structured competitors.
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(TheMIX) -- If you've spent a lifetime accumulating and wielding bureaucratic power, and if you've calibrated your career progress by the steps you've taken up the corporate ladder, or by the number of people who work for you, or the perks you've been awarded, or the scope of your authority, then envisioning a world in which leaders report to the led may be a bit daunting.
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Us Now takes a look at how this type of participation could transform the way that countries are governed. It tells the stories of the online networks whose radical self-organising structures threaten to change the fabric of government forever.
Molly Westmoreland's curator insight,
October 2, 2014 12:55 PM
Thought provoking- participation in online networks threaten to change the fabric of government
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Work is clearly evolving which means that we are seeing new technologies and behaviors enter our organizations. These new behaviors and technologies are largely being fueled by the consumer web and now organizations are struggling to adapt. I wanted to create something which visually shows how exactly work is evolving and what areas are being impacted. To help do that my team from Chess Media Group and I put together a visual explaining the evolution of work. A high level explanation for each area is provided below after the graphic. Share it with your friends and colleagues who are seeking to understand how the world of work is changing.
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In the chatter about the “decentralization of all the things,” one hears about many exciting ideas: self-owning cars, peer-to-peer lending networks, and even mesh nets.
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The “social” in a lot of online social networking turns out to be pretty weak. Sure, we can share pictures and opinions with thousands of people, even organize protests and recommend one another for jobs. But protests organized on Facebook event pages tend not to turn into lasting organizations that can wield power after the fact. The employer one finds through LinkedIn can’t exist solely on the network; there’s likely brick-and-mortar somewhere, and certainly some paper documents. Social media only goes so far. So it’s probably not surprising that bands of geeks — and their investor friends — are eager to upload more aspects of life to the Internet: from money to contracts to organizations to entire countries.
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The online reaction to Ferguson shows the importance of 'mass self-communication' that isn't controlled by government or corporations.
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The cycle of struggle which opened in 2011 has had numerous critics. A frequent target has been Occupy’s commitment to ‘horizontalism’ and direct democracy. Voices from the traditional left and from present-day critical theory declare that horizontalism is (at best) limited in its application or (at worst) incoherent. Our essay indicates a line of thought which allows such voices to be stilled.
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Paris – Mobile, big data... these are just technologies and when you're trying to imagine "the next 10 years", that's too small a lens to look through. The further back you step, the more you have to look at humans and their eternal needs rather than passing technologies, explained famed venture capitalist Fred Wilson in LeWeb's keynote. "We don't think about technologies, we think about trends, what's happening with society, with people," he said.
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Valve discusses how banning managers, putting desks on wheels and going on group holidays has helped fuel its success.
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