Posts Categorized: ConnectedEnterprise

leading beyond automation

As we enter the network era, we see that leadership is an emergent property of a network in balance and not some special property available to only the select few. Effective knowledge networks require leadership from everyone – an aggressively intelligent and engaged workforce, learning with each other. Positional leadership, by the authority of some… Read more »

simple structures for complex problems

What is the optimal digital transformation technology for a networked organization? It is a suite of capabilities that foster an organizational culture that is constantly learning in order to understand and engage the complex environment in which it lives. Like the Internet, that enabled a digital transformation of society and business, these technologies must be… Read more »

marketing-oriented learning

Jane Hart sees modern day learning and development (L&D) professionals as agents of change, who are not “order takers” but “trusted advisers”. Therefore the challenge is to become a trusted adviser. Trust is not gained by being an expert, but by doing something of value for others. People trust those who help make useful connections,… Read more »

holding the space

There is an aspect of leadership that gets little attention in the popular management press. It is about holding space. Holding space means protecting the boundaries so that people can work. Nations hold their space through laws, treaties, and armed forces. Organizational leaders need to hold their space so that people can work. I do… Read more »

building the intelligent enterprise

Managers need to be given non-traditional roles in order to become key units of intelligence in the organization. They will then have the mission to come back to pollinate intelligence throughout the organization. However, managerial innovation is primarily reflective and collaborative. This is a real challenge in terms of societal evolution! Making business intelligent is… Read more »

embracing perpetual beta

Michelle Ockers has been working hard at incorporating social learning in the workplace, as her posted case study shows. After reading, finding perpetual beta, Michelle asked me to elaborate on a few points. These are her questions, and my attempt to address them.

democracy at work

“It has been said that democracy is the worst form of government except all the others that have been tried.” – Winston Churchill Our society has tried many ways to organize work over the years, yet real democracy is a form that few have attempted. The need to control people runs deep in our work… Read more »

digital workforce skills

“Are there new ways to think about our digital workplace skills that allows us to take our thinking up to a new plane, the next meta-level of thinking and working where we have much higher leverage, can manage change that is an order of magnitude or greater in volume than today, work in fundamentally better… Read more »

adapting to perpetual beta

There is no such thing as a social business strategy. There are only business strategies that understand networks. Cooperative and distributed work is becoming the norm in the network era. Social learning is how work gets done in networks. Sharing power, enabling conversations, and ensuring transparency are some of the values of networked business. Trust… Read more »

every medium

Wirearchy is “a dynamic two-way flow of  power and authority, based on knowledge, trust, credibility and a focus on results, enabled by interconnected people and technology”. It is a medium for organizing how people work together. Wirearchy is a new way to work. Viewing wirearchy through the tetradic laws of media might give some clarity on what it can be, and… Read more »