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Workers of the world, go remote!
During this time of economic crisis and reinvention of global capitalism, one of the things crying out for reinvention is the rigid workplace of the last century. It is amazing in the digital age that most work is still associated with industrial age work rhythms and the symbolic chains that tie workers, knowledge and otherwise, to fixed locations. Flexible workplaces with flexible hours and days are long in coming.
Harold Jarche » Accountability
If an organisation is only focused on outcome-based accountability can it thrive in more active or random environments? It seems that most markets and socio-economic structures are becoming more chaotic - just try to predict the price of gas for next month. Re-framing the concept of accountability is an important conversation to start with HR professionals and executives.
Importance of Human Resources: Accountability for Talent Management
First, the good news from a new study from Hewitt Associates and the Human Capital Institute: Most companies now have a talent-management strategy in place.
The bad news? Very few of those companies are executing that strategy successfully.
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In his work with corporate leaders and companies, Robinson has found several repeating themes as to why talent-management processes are not adhered to and strategies are not executed.
Among them:
a) Not enough time.
b) Compensation systems that do not incent managers to develop people.
c) CEOs rarely model behavior consistent with talent-management strategies.
d) Inadequate funding for talent-management execution. -
For HR leaders aiming to beef up execution of talent-management strategies, Campbell of Hewitt suggests focusing on three steps.
1. Determine the most critical areas of the business to support. Ask what aspects of talent management are most closely aligned with the company's top business priorities.
2. Position HR to be the internal experts on talent management. Present the HR department as a professional consulting team, equipped to provide guidance to managers and insights to company leaders.
3. Measure the results. Use predictive analytics and metrics to determine if talent-management initiatives are being implemented and are effective.
Intellectual Capital from the Analyst Point of View | I-Capital Advisors
In developed economies today the most important factors associated with corporate competitiveness and growth are invisible. These intangible assets – collectively called intellectual capital – range from staff and management skills, software, R&D, brands and patents all the way to strategies, processes, and relationships with suppliers and customers. Yet despite its paramount importance, intellectual capital is still neither reported by companies nor valued by capital markets systematically and broadly.
The current state of accounting for a company’s assets, developed over centuries according to evolving economic needs, is not synchronised with today’s economic reality. If this less than full treatment of intellectual capital is continued, the associated adverse effects could be far-reaching: the cost of capital could remain inadequately high for many companies (particularly for those innovative, highly knowledge-intensive ones), investors and lenders might risk missing out on potential opportunities, and the economy on potential growth.
Google, United Airlines, and Orson Welles - Jeff Stibel
So the difference here is really one of time: with the Internet, problems sprout up and spread quicker than ever; but solutions are still handled by us slow (but thoughtful) real people.
We live in a dangerous world these days, where "intelligent" algorithms determine for us what is real and what should be trusted. Should Google be held accountable for this? Should they fix their news algorithms so that they are forced to verify stories and information?
Seven ways enterprise 2.0 differs from web 2.0
Enterprise 2.0 and web 2.0 environments may have their differences, but trying to veil transparency isn’t going to do any good. We also have to work at generating network effects, we need to encourage and facilitate participation, and lastly we need a way to measure or value an individuals social productivity. This can all be helped by reviewing job descriptions, corporate strategies, and job evaluations to include or encourage social participation.
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Accountability
The Value of Knowledge - Part I
1. How does one put a value on the value of knowledge?
2. What do you call it after you recognize that knowledge in your enterprise has value?
3. And how do you use knowledge as opposed to indiscriminately discarding it as an asset?
Problem Life Cycle Management
It looks like we still have no software in the enterprise to make the people accountable
What features do we need?
thingamy: No ownership, no accountability - wikis, collaboration software, social media, Enterprise 2.0 and how not to get things done.
In social continuous processes, aka the value chains, ownership has to be clear and accountability towards the owner and all that is dependent on my work is a must. That's the reality meeting Web 2.0 when it redefines itself to Enterprise 2.0.
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