Posts Categorized: ConnectedEnterprise

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 »

loosening group boundaries

“When a society is too grouped, people do not have any social contact with people from other groups,” [University of Pennsylvania’s] Centola said. “People with the same job all attended the same school, live in the same neighborhood and frequent the same clubs. Their networks do not expand beyond that group.” Loosening these tight group… Read more »

networked unmanagement

What are the fundamental changes necessary to shift the dominant organizational model toward stronger networks and temporary, mutually negotiated hierarchies? Yesterday I spoke with the founders of a small start-up that has seen good growth and is looking at how best to structure for the future. They realized that most existing management models did not… Read more »

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.