Posts Categorized: Leadership

organizational relevance

Peter Evans-Greenwood has had some good articles lately. This is from his latest, is your organisation irrelevant? “However, the environment we operate in today is a lot more fluid than the environment of the past, the environment where the vast bulk of our current organisational theory was formulated. Information flows much more rapidly than it… Read more »

Principles of Networked Unmanagement

Cooperation Collaboration is working together for a common objective, while cooperation is openly sharing, without any quid pro quo. Cooperation is a necessary behaviour to be open to serendipity and to encourage experimentation. In networks, cooperation trumps collaboration. Collaboration happens around some kind of plan or structure, while cooperation presumes the freedom of individuals to join… Read more »

Do you know when it’s time to let go?

According to my colleague Jay Cross, Morgan McCall, Robert Eichinger and Michael Lombardo originated the 70:20:10 framework at the Center for Creative Leadership in North Carolina. Their 1996 book, The Career Architect, stated that lessons learned by successful managers came roughly: 70% from real life and on-the-job experiences, tasks, and problem solving 20% from feedback,… Read more »

The collaboration field needs to cooperate

Eugene Kim looks at a variety of disciplines in the collaboration space, using LinkedIn network analysis to see if and how they are related. The resulting map, and Kim’s explanations are most interesting for anyone doing work related to enterprise collaboration. According to Kim: The densest cluster is the organizational development cluster, which is left… Read more »

A guide to complexity and organizations

Via Jay Cross is this amazing synthesis – Organize for Complexity – of how complexity affects our work and the ways in which we can change our organizational structures to account for complexity, instead or adding more complication. If you know nothing about complexity, read this. If you know a lot on the subject, keep… Read more »

Aligned principles for an open, networked society

Via Ross Dawson, here are Don Tapscott’s four principles for the open world: Collaboration. The boundaries of organizations are becoming more fluid and open, with the best ideas often coming from outside. Transparency. Open communication to stakeholders is no longer optional, as organizations become naked. Sharing. Giving up intellectual property, including putting ideas into the… Read more »

Make the room smarter

The title of Dave Weinberger’s book, Too Big to Know: Rethinking Knowledge Now That the Facts Aren’t the Facts, Experts Are Everywhere, and the Smartest Person in the Room Is the Room, describes what should happen in a room where knowledge is freely shared. However, in most organizations, invisible power structures influence communications and the flow… Read more »

It’s all about networks

It’s all about networks. Understanding networks that is. This is the shift our organizations, institutions, and society must make in order to thrive in an always-on, interconnected world. Changing the mechanistic mindset: Work is changing as we get more connected. The old ways of organizing work are becoming obsolete, as 84% of workers in the US planned… Read more »

Fostering connections by letting go

IBM just published its 2012 Global CEO Study: Leading through Connections. The IBM study shows that CEOs and the companies they manage must constantly evolve to stay competitive. Partners, suppliers, employees and customers want CEOs to communicate with them on a personal level to build trust and to help align them to the organization’s strategy…. Read more »