infoarch

First up, Lee Bryant about leading 21st century firms. This talks is part of an expert panel about Defining the leadership model and design of the 21st century organization . Here are my notes. So, what comes first social tech or new organizational structures, Lee asks. Step 1 is deal with your org chart, your organizational structure. The culture of work is changing. We are talking about human resources instead of resourceful humans. Productivity has gone quantum. 12 people is the new army. Hierarchy is one dimension of the organization. It exists and will continue to exist, but it is very expensive to get things done. We will move to small, coordinate agile teams. The general manager that has no specific skills is not something of the future and are generic best-practices. Communities and networks are the new structure (or actually the old structure of the org). Podular working ( Dave Gray ) needs an underpinning service platform. There are companies doing this, like Kyocer...

Vandaag ben ik bij het lustrum congres van de DutchOpen KM. Het DutchOpen KM en een netwerk van kennismanagement ervaringsdeskundigen die regelmatig bij elkaar komen. Het netwerk bestaat 10 jaar en het leek ons goed om dit te vieren met een congres over de ‘4 ruimtes van kennis management’. Ik zal mijn notes van de dag delen in een aantal blogposts. Ik schrijf live, dus let graag niet teveel op de zinsbouw en typo’s. Eerste keynote spreker is Pierre van Amelsvoort . Zijn keynote gaat over ‘Ontwerpen van organisaties’. Pierre neemt ons mee in de veranderende wereld van organisaties. We bewegen van de focus op efficiency naar kwaliteit, flexibiliteit, innovativiteit en nu service/duurzaamheid. Dit is niet en-en-en. Dit wil niet zeggen dat jouw organisatie alle deze stappen moet zetten. Belangrijk om naar organisaties te kijken vanuit het begrip 'regimes'. Een grote ziekte in organisaties is het opknippen van organisaties in functies/fragmenten. En dat groot perse bete...

Breakout participants: Bart Schutte, Cordelia Krooss, Jean-Yves Huwart and myself. I thought I'd share some of my notes about the breakout and continued discussion we had about the role of the Enterprise 2.0 Manager, now and in the future. The discussion started where we left off after Cordelia presented her vision on this role . One of the main discussion points was whether we will need a e2.0 manager in the future organization (organization 2.0, as Cordelia called it). The notes and statements are not my own, but are a collection of what we shared in our breakout. When 2.0 principles are pervasive in the organization we don’t need the e2.0 champion. But doesn’t it depend on the type of organization? Does it change all organizations fundamentally? Does it apply to all businesses? Transparency and externalization are business trends. E2.0 tools give the company a means to relate to these trends. Organizational levels and structures will continue to exist, but there impor...

Last breakout of this day at the Enterprise 2.0 Summit about 'The Maturing of the Enterprise 2.0 Management'. Breakout speakers are  Cordelia Krooss , Luis Suarez and Jamil Ouaj. Cordelia kicks off with her thought on the maturing of Enterprise 2.0 management. She gives an overview of how BASF organizes Enterprise 2.0, specifically the community manager roles and the relatedness to high-level management. Their maturity model distinguishes between pioneering, piloting, introduction, professionalization (where they are now), business organization (opening up more to the outside world) and organization 2.0 (e2.0 is the way we do business). The role of the e2.0 manager will co-evolve with these steps project manager, adoption manager, business consultant, strategic consultant and no e2.0 manager anymore. First question: will there really be no need for management when we reach the Organization 2.0 phase? Luis replies by saying: Do you measure how many emails people...

I listen to the HBR Ideacast regularly. Recently Gary Hamel was interviewed about his HBR article 'First, Let's Fire all the Managers' . As you may know Hamel has devoted a large part of his life to thinking about better ways to organize and manage companies. What kind of management (if any) does this time period need. Of course, Hamel goes into why he wrote an article about this topic. But to me the most interesting part was that Hamel provides examples of companies that don't have management. When I was listening I caught myself thinking: Yeah, less management would be great, but can we really live without them? Hamel shows it can be done. He points to one company called Morningstar for instance. Very interesting and thought-provoking! What do you think? Can your company or could you live without management?