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10 May 10
Giorgio BertiniIn recent posts we've described a massive institutional transformation that will occur as part of the big shift: the move from institutions designed for scalable efficiency to institutions designed for scalable learning. The core questions we all need to
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10 Jul 09
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29 Jun 09
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22 Jun 09
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the big shift: the move from institutions designed for scalable efficiency to institutions designed for scalable learning
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Standardizing them required a top-down approach. Strong institutional leaders were necessary to mold individuals into two primary roles: customers that consumed products pushed to them on fixed schedules and employees who performed repetitive tasks from nine to five.
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From the talent side of the equation the key requirement for institutional success is to move from scalable efficiency to scalable learning.
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At best what institutional leaders can do is to create the environments--the "creation spaces"--that foster innovation and faster learning
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Talent, on the other hand, is under increasing pressure to get better faster and will either leave institutions that cannot help them or become catalysts for change within those institutions.
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30 Mar 09
jplamondonNow we have a new infrastructure, a digital infrastructure creating near-constant disruption.
In recent posts we've described a massive institutional transformation that will occur as part of the big shift: the move from institutions designed for scalabl -
20 Mar 09
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Near-constant innovation is the only way to respond successfully to near-constant disruption
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the rate of learning, innovation, and performance improvement within the institution must match (or exceed) that of the surrounding environment if the institution is to survive (or thrive). Given that innovation is inherently a human activity--one performed by talented individuals--it follows that talent will pull institutions into the 21st century.
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These shifts have prompted some observers to predict the rise of an economy in which autonomous workers are proudly independent of any corporate employer
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We believe that, as talent-driven institutions emerge, they will amplify talent development in far more powerful ways than any individuals could accomplish on their own.
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13 Mar 09
Article about organizational learning and how an upcoming shift will move from scalable efficiency to scalable learning.
article commentary management organization learning structure model 2zotero 2xiki
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Now we have a new infrastructure, a digital infrastructure creating near-constant disruption. By freeing people to interact and collaborate with others outside of traditional hierarchical organizations, by reducing information asymmetries between producers of goods and services and those who buy them, by democratizing control over communications and media--in these and other ways our digital infrastructure is granting new autonomy and freedom to individuals, both as consumers and as employees. (For more about this see The Wealth of Networks by Yochai Benkler.) As a result, individuals wield new influence with and power over the institutions with which they interrelate
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At best what institutional leaders can do is to create the environments--the "creation spaces"--that foster innovation and faster learning. But here's the rub: many of these institutional leaders are caught in the mindsets of the previous generation of infrastructures and the related assumption that scalable efficiency is the key to success. Talent, on the other hand, is under increasing pressure to get better faster and will either leave institutions that cannot help them or become catalysts for change within those institutions.
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s they do, the strength of institutions--which is to provide stability and predictability--is becoming an Achilles heel. Institutions are slower to change than individuals so it is no surprise that individuals are responding to the challenges and opportunities of infrastructure change more rapidly.
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12 Mar 09
Bertrand DuperrinIn recent posts we've described a massive institutional transformation that will occur as part of the big shift: the move from institutions designed for scalable efficiency to institutions designed for scalable learning. The core questions we all need to address are: who will drive this transformation? Who will be the agents of change? Will it be institutional leaders from above or individuals from below and from the outside of our current institutions?
efficiency learning infrastructure networks scalability talent
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From the talent side of the equation the key requirement for institutional success is to move from scalable efficiency to scalable learning.
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talent will pull institutions into the 21st century.
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. Deeply frustrated with the stultifying atmosphere so amusingly captured by Dilbert, many talented individuals have fled their institutional homes and struck out on their own. As institutions begin re-forming around the imperative of scalable pull, we are likely to see a reversal, or at least a leveling off, of this trend towards independent contractors. We believe that, as talent-driven institutions emerge, they will amplify talent development in far more powerful ways than any individuals could accomplish on their own.
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