The New Organization Model: Learning at Scale - The Big Shift - HarvardBusines... - The Diigo Meta page

• 10 Jul 09
  

  Chuck Brands
• 22 Jun 09
  

  Vincent Chan
  • the big shift: the move from institutions designed for scalable efficiency to institutions designed for scalable learning
  • 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.
  • 3 more annotations...
  • • From the talent side of the equation the key requirement for institutional success is to move from scalable efficiency to scalable learning.
    • At best what institutional leaders can do is to create the environments--the "creation spaces"--that foster innovation and faster learning
    • 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.
• 20 Mar 09
  

  Workcolab .
  • Near-constant innovation is the only way to respond successfully to near-constant disruption
  • 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.
  • 2 more annotations...
  • • These shifts have prompted some observers to predict the rise of an economy in which autonomous workers are proudly independent of any corporate employer
    • 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.
• 13 Mar 09
  

  Fil Salustri

  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

• 

  Swarna Srinivasan

  learning business talent management recession organisation model

  • 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
  • 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.
  • 1 more annotations...
  • • 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.
• 12 Mar 09
  

  Bertrand Duperrin

  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 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

  • From the talent side of the equation the key requirement for institutional success is to move from scalable efficiency to scalable learning.
  • talent will pull institutions into the 21st century.
  • 1 more annotations...
  • • . 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.
• 

  raman srinivasan

  print discuss swarna

• 

  Marc Buyens

  organisational change learning BIM

• 

  Dan Ancona

  orgdev learning

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