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Category: Posted: March 12, 2014 0 comments

There is general consensus in this part of the world that the modern enterprise is a broken structure. Dissatisfaction with employment runs high, even at a time when it is difficult for many to find a full-time job. Just one, of many, examples is a 2013 Gallup Report that shows that 70 percent of workers are disengaged from their work.

The network era scares or confuses many people in positions of influence in large organizations. Having conversations about transparent processes and networked people actually working together to produce business value is like speaking a foreign language in most cases. Grant McCracken says that from the perspective of most corporations, the future looks like the enemy.

Most of all, we want a corporation that is porous in ways it was not before. We want it to cantilever out into the future. We want to make pieces of the future to happen inside the corporation. We want pieces of the corporation to happen out there in the future. In sum, we want the corporation and the future, once so completely separated from one another, to have a new reciprocity and transparency.

The industrial corporation is the wrong structure for...

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Category: Posted: February 25, 2014 0 comments

 

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Our research indicates that, contrary to what one might assume, good analysis in the hands of managers who have good judgment won’t naturally yield good decisions.” – What Matters More in Decisions

Is it because they are assuming the problem is complicated …

Complicated, in which the relationship between cause and effect requires analysis or some other form of investigation and/or the application of expert knowledge, the approach is to Sense – Analyze – Respond and we can applygood practice.

… when in fact it is complex?...

… 

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Category: Posted: November 27, 2013 0 comments
Category: Posted: November 01, 2013 0 comments

Work is becoming predominantly social, collaborative & mobile. This mobile work requires mobile learning and a mobile workforce needs more flexible approaches in supporting learning. At the same time, a mobile workforce should have physical spaces that encourage conversations when nomadic workers do get together. With a mobile workforce, we cannot take for granted the hallway conversations of the last century, but should be optimizing our physical work spaces for conversations.

These conversations are necessary to help implicit knowledge be shared as explicit knowledge. As mobile workers become responsible for their own devices as well as their own learning, learning from colleagues gets even more important. Just look at the rise of video-conferencing.

Odds are again, if you’re a mobile professional you are probably doing more video calls lately than ever before — and far fewer, if any, are taking place in a “video room” or some other specialized broadcast facility. Instead, you’re likely doing it yourself, on a webcam built into your laptop or via a smartphone or tablet. It’s the way work is going to be done, increasingly, going forward. -Paul Kapustka in Mobile Enterprise 360

The increase in mobility will reinforce the need for openness...

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Category: Posted: November 01, 2013 0 comments

Senior folks have seen technology hucksterism too many times before to fall for hard sell, but equally more and more of them area becoming aware that, partly thanks to the internet, things are changing as never before. They know that they need to get their heads around what is happening – even if they decide that active engagement in it isn’t right for them or their organisations. – Euan Semple

After a presentation to the Conference Board of Canada’s HR Executives Forum, a senior VP told me that there was no way some kid was going to advise him on social media. However, he was was willing to listen to me, as I was in my fifties, seemed to understand his situation, and didn’t make him feel uncomfortable. I think there is a great need to teach old dogs new tricks, especially senior managers and executives – my generation.

For example, the project leader for a client of mine was suddenly laid off, after 15 years in the same job. His professional network consisted almost entirely of people in that company. They were mostly useless in helping him...

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Category: Posted: November 05, 2012 0 comments
Many organizations are using social media and social networks, but how do they know if they are using them appropriately or adequately? Do they have all the aspects of collaboration and cooperation supported in order to succeed as a social business? I started looking at how we can begin to make sense of enterprise social networks from an organizational performance perspective and found a few good sources and have woven these together for what I hope is a useful performance support tool, or at least a conversation starter.
Ian McCarthy’s honeycomb of social media was an initial inspiration, showing how one could quickly and graphically portray differences between social media platforms. The Altimeter Group’s recent report on making the business case for enterprise social networks provided more detail on what happens...
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Category: Posted: October 11, 2012 0 comments

Do you work in an organization that is slow to adapt? Do you feel constrained by inept IT and HR policies? Are there deep impenetrable departmental silos within a non-collaborative culture? Is innovation and change painfully slow? If you answered yes to any of these, what can you really do from the inside?

Cartoon by Hugh Macleod @gapingvoid

Euan Semple writes about this in The blindingly, bloody, obvious: …  Read the article
Category: Posted: June 25, 2012 0 comments

What’s working in social business in 2012? This is the question that CMSWire asked me to write about. In my opinion, technology sales, marketing campaigns and the speakers circuits are doing well. Implementation and organizational change are lagging far behind.

Like the knowledge management and e-learning hype phases of the 90′s and ’00′s respectively, social business is being led by software vendors. Some are even the same vendors that MIT’s Peter Senge said co-opted the field of knowledge management. I watched as e-learning moved from hope for ubiquitous learning, to the overproduction of self-paced online courses, also known as “shovelware.”

My focus on social business stems from a background in training, knowledge management, performance improvement and social learning. I have learned that the hard work comes after the software has been installed and the initial training sessions are over. Then comes the question, what do we do now? ...

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Category: Posted: May 29, 2012 0 comments

In complex environments, weak hierarchies and strong networks are the best organizing principle. One good example of complexity that we can try to fathom is nature itself. Networks thrive in nature. As Howard Bloom stated in a speech at Yale University:

One the many lessons bacteria teach with their colonies of trillions is this. When it comes to groups, Nature does not favor tribes, she favors size … She favors humongous social groups that network their information so well that they form a high-powered collective intelligence, a group brain. ...

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Category: Posted: March 26, 2012 0 comments

There are few best practices for the network era workplace, but definitely many next practices to be developed. A good place to start is with an integrative performance framework that puts formal training and education where they belong: focused on the appropriate 5%.

Jay Cross calls the new performance environment a workscape:

Workscape: A metaphorical construct where learning is embedded in the work and emerges in “pull” mode. It is a fluid, holistic, process. Learning emerges as a result of working smarter. In this environment learning is natural, social, spontaneous, informal, unbounded, adaptive and fun. It involves conversation as the main ingredient. ,,,

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