creativity - Bertrand Duperrin on Diigo

27 Sep 09

IBM Study: The end of advertising as we know it

The information for this post is from an IBM global surveys of more than 2,400 consumers and 80 advertising experts … the report is titled, The end of advertising as we know it.”

www.socialmediatoday.com/...127366 - Preview

IBM advertising attention creativity measurement

Employee Computing for Collaboration, Innovation, and Productivity

The anecdotes come from the fieldwork of a major study of employee computing released by nGenera Corporation earlier this week. A group of colleagues and I spent more than a year conducting the research, which was sponsored by a blue-ribbon syndicate of global corporations that are members of our nGenera Insight programs. We interviewed individuals at top vendors, global companies, and major government agencies to understand the best way to unleash employee creativity, support new forms of collaboration, and drive new levels of productivity.

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innovation productivity collaboration IT computing creativity

18 Jul 09

The Big Shift: Measuring the Forces of Change

To help managers in this decidedly challenging time, we present a framework for understanding three waves of transformation in the competitive landscape: foundations for major change; flows of resources, such as knowledge, that allow firms to enhance productivity; and the impacts of the foundations and flows on companies and the economy. Combined, those factors reflect what we call the Big Shift in the global business environment.

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knowledge competition knowledgeflow ROA flows collaboration problemsolving innovation creativity socialmedia productivity ecosystem

The first, foundational wave in the Big Shift consists of the extraordinary changes in digital infrastructure that enable vastly greater productivity, transparency, and connectivity. Consider how companies can use digital technology to create ecosystems of diverse, far-flung users, designers, and suppliers in which product and process innovations fuel performance gains without introducing too much complexity.
The second wave involves the increasing movement of knowledge, talent, and capital. Knowledge flows—which occur in any social, fluid environment where learning and collaboration can take place—are quickly becoming one of the most crucial sources of value creation.

14 Jul 09

“Les jobs qu’occuperont nos futurs diplômés n’existent pas encore”

Le College californien a repensé son approche pédagogique pour tenir compte de la plus grande versatilité de l’économie moderne: “Il y a 20 ans, un diplômé d’université avait entre 2 et 3 jobs différents dans sa vie. Les diplômés d’aujourd’hui travailleront dans 7 à 10 ans dans des jobs qui n’existent pas encore aujourd’hui. Notre but est de préparer cette nouvelle génération de façon à ce qu’elle soit capable de se remettre perpétuellement en question”

www.entrepriseglobale.biz/...anagement-formation-universite - Preview

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26 Jun 09

Process Discipline and Creativity

I’ve recently been asked a couple of questions I used to hear all the time. The questions are:

1. Doesn’t process discipline add overhead and cost?
2. Doesn’t process discipline stifle creativity?

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process costs creativity discipline standardization

So, process discipline makes the most sense for activities that are routine and sequential –
Juran argued that you can manage for control (process discipline, incremental and continuous improvement) or you can manage for breakthrough performance (step change, creativity, process reengineering). He further argues that each require different organization and management approaches, and you had better be clear on which you need and are trying to achieve – control or breakthrough, and then ensure you are managing and motivating appropriately.
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- Know where you need creativity, and where you don’t, and where the nature of the work lends itself to excellent processes, follow a strong process discipline.

25 Feb 09

The Smart Growth Manifesto - Umair Haque - HarvardBusiness.org

Here's a suggestion for what should be at the top of agenda of every decision-maker across the economy, from Davos, to Obama, to Sand Hill Road, to the revolutionaries in tiny garages hatching tomorrow's Googles: reconceiving growth.

blogs.harvardbusiness.org/...s_discussing_a_depression.html - Preview

growth smartgrowth economy capitalism creativity peoplecentrism connections

15 Jan 09

Fear Factor in the Workplace - Room for Debate Blog - NYTimes.com

What really disturbs surviving employees about downsizings is that they cannot control or rationalize the events. If I have a co-worker who frequently arrives late and does low quality work, I can rationalize her layoff by saying to myself, “She didn’t carry her weight and deserved to be let go.” If, instead, my co-worker seems to work as hard and as well as I do and then, through no fault of her own, happens to be the victim of a “reduction in force,” I cannot rationalize that. More important, I fear that I cannot control my situation: in the first scenario, I have a sense of control over my fate by continuing to do high-quality work. In the second scenario, working hard or working well doesn’t seem to help me retain my job.

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downturn downsizing organization performance fear management control pressure risk creativity generationy generationme crisis

: If six people are left covering the work of 10, no one has time to think up new and better approaches to work. Invariably, people work harder and not smarter after a downsizing.
Adding to the problem is that people take fewer risks and become less creative. Creativity requires trial and error, and no one knows what happens to those who experiment with a new approach and then fail
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- The Generation Me workers are amending some of their beliefs; some recent surveys show they are suddenly paying more attention to job security, for example. But their other traits — including overconfidence and entitlement —
- Anxiety affects people’s memories and ability to concentrate. They forget names of people or forget what they need to do. They often don’t process information well, and have trouble understanding and following instructions.

09 Jan 09

Corporate apocalypse - Management Today

The bomb that has blown up the heart of the world's financial system was not primarily financial. It's true that finance provided the high explosive in the shape of the structured vehicles, collateralised debt obligations (CDOs) and derivatives devised by the rocket scientists of Wall Street and the City. But it needed a detonator to set them off: the unfit-for-purpose management model that has governed the way our companies work for the last 40 years.

www.managementtoday.co.uk/...870435 - Preview

downturn management management2.0 garyhamel peterdrucker crisis creativity efficiency trust performance performancemanagement

This is the challenge for Management 2.0: reorienting management from
compliance to creativity, from flogging efficiencies out of existing
resources to generating new ones, from zero-sum to positive-sum by
recognising, as Hamel says, the commonsense proposition that in the long
term the corporation can only prosper if employees, suppliers, the
community and indeed the planet do too.
First, many of the 'grand challenges' put forward in the discussions -
the need for companies to articulate a purpose beyond making money (a
conference near-consensus), distributed leadership and strategy- making,
the fostering of community and citizenship, building trust - are not new
at all. It's more that they have been driven to the periphery of
management concerns by the treadmill of Management 1.0.
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- There are
  plenty of others. The granddaddy of Management 2.0 firms is Toyota, the
  exactly reversed image of GM: employing market pull rather than
  marketing push, economies of scope rather than scale, putting workers
  rather than computers in control of the work.
- What do such companies have in common? First, incorporation of broader
  societal concerns.
- Second, they have a determination to make their own rules.
- Third, governance for them is based on strong internal values rather
  than an external rulebook.
- Fourth is trust - an abused word, but without which no lasting
  relationship is possible.
- Finally, there's a preference for intrinsic reward - the work itself -
  over extrinsic reward.
- This list is not exclusive: finding ways to break the dead hand of
  conventional budgeting and performance management is high on the
  Management 2.0 agenda.

29 Nov 08

Digital Nomads - Measuring Progress In A Dispersed World

In a world of increasing professional freedom, managers (and the rest of us) struggle to adequately measure output. Gone are the days of clocking in and clocking out. We often assume that the number of hours spent “working” are an indication of one’s effort and accomplishment. However, in reality, this is not the case. Furthermore, applying such short-sighted measurements will diminish some of the most valuable benefits of a free-range workforce.

www.digitalnomads.com/...-progress-in-a-dispersed-world - Preview

creativity productivity timemanagement competitiveadvantage ROWE efficiency bureaucracy digitalnomads workflow management measurement

The Competitive Advantage of The Unexpected

As a team that researches productivity in creative industries, we have learned that the sources of inspiration don’t mix well with rigidity.
In return, the mobile workforce must deliver “spurts” of productivity and insight. When bonuses are considered, managers must value the spurts versus an adherence to the daily grind.
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- According to a recent study by AOL and Salary.com, full-time employees work a total of three days a week, wasting the other two. The new era of free-range workers and their managers and clients must embrace transparency, and there must be a fundamental trust shared between colleagues. Beyond deadlines, expense accounts, and privacy, every employee must trust that their colleagues want the best for the company, care about the product, and aspire to succeed in their role.
- The pressure of being required to sit at your desk until a certain time creates a factory-like culture that ignores a few basic laws of idea generation and human nature: (1) When the brain is tired, it doesn’t work well, (2) Idea generation happens on its own terms, (3) When you feel forced to execute beyond your capacity, you begin to hate what you are doing.
- Managers must start to reconsider the conventional assumption that butts in chairs = productivity. In some particularly impressive companies such as Kluster, managers have abandoned the normal societal expectation of work time in favor of “doing work whenever there is work to be done.” Another company, 37 Signals has went as far as implementing a standard four-day work week. Even major corporations such as Best Buy have implemented programs such as ROWE (Results Only Work Environment) which favors performance based on output instead of hours.

27 Jul 08

New work, new attitude

As we moved from morality to responsibility one hundred years ago, are we now shifting from responsibility to creativity? If we do, then most of our organisational tools and measurements about productivity may have to get thrown out.

www.jarche.com/...new-work-new-attitude - Preview

creativity responsabilité behaviors measurement metrics productivity