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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...
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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...
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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...
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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...
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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...
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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...
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the trinity model
Following up on my last post, the network era trinity, I have put together two images to synthesize the multiple concepts behind them. These images are my attempt to create a simple model that explains...
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a triple operating system
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...
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the self-governance maturity model
“If we emphasize Autonomy, the Node Artifact, Autonomy as the core organizing principle, this will result in individuals, small groups and tribes, forming complex responsive flows e.g. through...
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connecting cooperation and collaboration
According to The Collaboration Paradox: Why Working Together Often Yields Weaker Results, some of the reasons that workplace collaboration fails is due to: overconfidence in our collective thinking;...
View ArticleEnterprise knowledge sharing requires trusted relationships
As the economy gets more networked, open organizations are becoming a necessity. Businesses are increasingly dependent on complex social interactions. Products are becoming services, as we can see with...
View ArticleThree elements of digital transformation
Altimeter released a new report yesterday, called Digital Transformation: Why and How Companies are Investing in New Business Models to Lead Digital Customer Experiences. For those of us in this field...
View ArticleConnecting Companies and Markets
Management in the Network Era: It is only through innovative and contextual methods, the self-selection of the most appropriate tools and work conditions, and willing cooperation, that more productive...
View ArticleOrganize for Complexity
Niels Pflaeging read my ebook Seeking perpetual beta and said that “after reading the book one yearns for more from you about the right learning architecture, about how to develop organizations...
View ArticleReinventing Organizations – Review
What is a “Teal Organization”? Frédéric Laloux, in Reinventing Organizations, uses a colour scheme, based on Integral Theory, to describe the historical development of human organizations: Red >...
View ArticleNetwork Era Skills
It is only through innovative and contextual methods, the self-selection of the most appropriate tools and work conditions, and willing cooperation, that more productive work can be assured in the...
View ArticleOrganizational Learning in the Network Era
W. Edwards Deming, American management visionary, understood that systemic factors account for most organizational problems, and changing these has more potential for improvement than changing any...
View ArticleSocial leaders create value
Simon Terry’s value maturity model is based on the guiding principle of collaboration at the organizational level, not the process level. This means everyone has to be connected to the overall mission,...
View ArticleLearning to breathe in the network era
The networked workplace is the new reality. It’s always on and globally connected. This is where all organizations are going, at different speeds and in a variety of ways. Some won’t make it. In many...
View ArticleWirearchy to scale successfully
A recent email from Hugh MacLeod at Gapingvoid connected immediately in my mind with Jon Husband’s wirearchy framework. This is how organizations in the network era can scale successfully. As Hugh...
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