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Very interesting overview, thanks for sharing. Difficult to say who will benefit from the network sprawl situation, even though I think MS was probably looking in that direction when it bought Yammer...
YamJam12
I spent the last couple of days attending Yammer's first ever user conference in San Francisco along with an engaged set of Yammer customers and partners. The event had a lot of energy and particularly for a "1st" version, was very well executed. I had the opportunity to spend quite a bit of ti...
Good to see you pointing this, Michael, I think it's really a critical issue for success. My understanding, based on my experience these past six years, is that "social business management consulting skills", while based on the same basis that more classic management consulting skill, demand a whole new worldview in terms of collaboration and cooperation, transdiciplinarity, social impact and people management. And it's difficult to learn these skills other than on the field
I don't see this gap getting any better soon, and it's a shame
The Skills Gap; Building a Social Business
In the recent IDC annual social business survey (June, 2012, N=700) we found that 67% of North American companies were using / implementing social solutions. That's a huge number and up 25% in only a year. With this rapid increase in business use of social technology across variety of function...
I'm in ! "Never settle. Never. Ever. Not even once"
The Labor Day Manifesto Of the Passionate Creative Worker
[Three years ago today I posted A Labor Day Manifesto for a New World. In classic Hagelian fashion it was long and complicated. With the help of a few edge collaborators (Christopher Gong, Sarah Scharf and John Seely Brown), we've managed to simplify the Manifesto into some powerful imperatives...
John,
It is a great article, thanks for sharing
The question I would have is, how do we transform existing push institutions ? I understand building "pull" institutions, but changing existing ones is extremely hard. As you write: "what about all those wonderful things that the authors indicate will never likely be automated – imagination, creativity, genuine insight and emotional and moral intelligence? These attributes have no place in the push driven institutions we have built. They are ruthlessly rooted out wherever they rear their ugly heads"
Actually, the corporate function that should be responsible for fostering imagination and creativity (HR), is today the owner of the classic managerial mindset in most corporations. And even though, individually, many HR executives would like to move in the direction you point out, moving the system is just to hard.
I argued some years ago (http://luisalberolasblog.blogspot.fr/2009/12/beyond-enterprise-20-age-of-builders.html) that the E2.0 movement was an opportunity as it allowed HR to frame a strategy to develop the firm employees from "users" to "contributors" to "builders". But I still do not see that happening at scale.
Maybe you have some examples of push firms transforming themselves into pull firms ?
From Race Against the Machine to Race With the Machine
The recent book, Race Against The Machine, has caught the imagination of a growing body of readers. It’s an important book, but it doesn’t go far enough in highlighting the root causes of the unemployment we are experiencing. Rather than framing it as a technological issue, the book would have g...
Very interesting post. I am working on how social technologies can help HR transcend engagement, and yes, passion development is a worthy goal for an HR team. What I think the focus of your post does is redefine the goal of HR (which should probably change its name, and become just one of the "genes" of an organization).
The question I have is about performance, and thank-you Bitstrategist for your comment also. In my opinion performance management is a key pilar of the industrial organization (pre-big shift organization if you'd prefer). I wonder whether the very word performance is not a limit to the development of passion in an organization ... because I think that is what you are pointing at.
Passionate people do not search performance. Performance management was invented to control workers work in an industrial setting, when they left their autonomy and creativity outside the corporations, and whatever passion they had with it.
Exploring passion – what kind of passion do you have?
I've become passionate about passion. The more I explore it, the more convinced I am that it’s the key to unlocking sustained extreme performance improvement, both at a personal and institutional level. In the world of the Big Shift, where pressure will continue to mount, passion will become ...
Hello John
Truly interesting article, I had not read your previous HBR one.
Having lived for some time in Asia, I have to say your views totally match previous feelings (more than explicit thoughts).
Today, I feel there is ground for institutional innovation also in developed economies, if only leadership mindset would change and accept the social/technological tsunami under way (today, it is mostly FB or twitter, but those are only premises) as an opportunity to rethink business.
Thanks for this idea.
Luis
Challenging Mindsets: From Reverse Innovation to Innovation Blowback
Views on innovation in developing economies are evolving rapidly, yet they still do not capture the full significance of what is going on. Executives in the West are still prisoners of a mindset that equates innovation with technology and product innovation. This blinds them to significant alte...
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