Posts Categorized: ConnectedEnterprise

the network era trinity

Governance, business, and learning models are moving from centralized control to network-centric foundations. For instance, coalition governments are increasing in frequency, businesses are organizing in value networks, and collaborative and connected learning is becoming widespread. In these cases, collaboration (working for a common objective) and cooperation (sharing freely without direct reciprocity) flow both ways. There… Read more »

you are only as good as your network

I’ve worked as an organizational learning & performance consultant since 1998. Every year I get new challenges but usually I have something in my toolbox that fits the requirement. Then one day in 2012 I was asked to solve a problem for a client that I did not have a clue how to even begin… Read more »

leadership archetypes

Ubiquitous digital networks are extending our capacity to listen and speak with others. In a hyperlinked world, we can tap multiple global perspectives and easily push our own views through various free and inexpensive media options. This is making many traditional centres of expertise, like news sites, obsolete. At the same time, access to important… Read more »

diverse networks, strong relationships

Sharing complex knowledge requires trusted professional relationships. You cannot just throw people together and hope they will work effectively on difficult problems. “strong interpersonal relationships that allowed discussion, questions, and feedback were an essential aspect of the transfer of complex knowledge” – Hinds & Pfeffer (2003)

principles of networked management

At Red Hat, the enterprise IT company,  “managers focus on opportunities, not score-keeping”. ‘We also rely on associates’ peers and communities to informally assess how people perform. We pay attention to their reputations and how they are regarded by others. We look at the scope and quality of their influence. The result is that rather… Read more »

network leadership = adapting to perpetual beta

Even five years ago it was not the norm to work at a distance. Employers wanted to keep workers on-site when it made no sense. Some asked for people to do virtual work, but still required they be on-site. Virtual work is no longer limited to mostly free-agents, as many salaried employees today work at… Read more »

a simpler approach to km

A recent posting for a six-week knowledge management contract was posted by the UNDP. When it comes to requests for proposals, if you ask for something, you will definitely get offers to produce it. But is this what they need? “Conduct initial research on industry standards for KM measurement to inform the design of UNDP’s… Read more »

cooperation for the network era

Clark Quinn recently asked, as have many others, the difference between collaboration and cooperation, and why it is important. “collaboration means ‘working together’. That’s why you see it in market economies. markets are based on quantity and mass. cooperation means ’sharing’. That’s why you see it in networks. In networks, the nature of the connection… Read more »

transparency sets the stage for trust to develop

Business value increases with transparency. ‘In 2006, restauranteur Jay Porter banned tipping in his San Diego restaurant, the Linkery. Instead, he implemented a service charge, and split it—transparently—amongst staff. Porter also ran a second restaurant that still allowed tipping, and this made for a useful comparison. “Once established, the tipless/service charge model made us more… Read more »

no organization is an island

Organizations are alive when people can exert their autonomy in ethical practice. This aligns with self-determination theory, which puts forward three basic needs for people: competence, autonomy, and relatedness. Even progressive organizations often miss out on the latter, described by the authors as an, “inherent tendency toward growth development and integrated functioning”. It takes more… Read more »