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"From legions of independent consultants to cities dotted with coworking facilities, the future of work is virtual, online and global.
As the year draws to a close, you may be assessing your career plans against the backdrop of holiday hoopla and the uncertain employment climate. To get a leg up, grab an eggnog and read on to learn about trends that could change how you’ll be making a living in the years to come:"
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Blame the economic turmoil or a change in values, but more people are demanding greater self-reliance, control and satisfaction in their professional lives. For example, 75 percent of independents surveyed stated that doing something they love was more important than making money while 74 percent stated that they wanted a job where they know they were making a difference.
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"One of the themes that resonated most was a general disillusionment with much of the mainstream approach to consulting work - and with the assumptions on which this is based. Organizations are complex. And yet, managers continue to be seduced by simplistic, step-wise approaches, which appear to offer ease of implementation and certainty of outcome."
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Are we creating real value if we collude with those managers and consultants who seek to deny or ignore the complex dynamics of organizations, and who cling to illusions of certainty, predictability and control?
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Would we add more value by challenging the assumptions on which these taken-for-granted aspects of management orthodoxy are based?
They were not responsible for giving reports work to do. Instead a resource pool operated with resourcing managers identifying staff with the right skills mix to quickly staff-up and tear down projects. Consultants had to proactively go about managing their career, promoting themselves and finding their next job.
This, I believe will become the new model of the corporation in a Web 2.0 world. And the fact of the matter is this model exists today in many consulting firms.
* Facilitation through the whole strategy development process
* Generation of potential ideas for your organisational capability
* Development of 2.0 strategy maps and scorecards
* Social network analysis
* Updating HR and management processes
* Planning and project managing changes to the line manager role (management 2.0)
* Advising on appropriate social media tools (web 2.0 / social networking)
* Training on the use of web 2.0 / individual tools
* Advising and supporting on change management requirements.
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- Facilitation through the whole strategy development process
- Generation of potential ideas for your organisational capability
- Development of 2.0 strategy maps and scorecards
- Social network analysis
- Updating HR and management processes
- Planning and project managing changes to the line manager role (management 2.0)
- Advising on appropriate social media tools (web 2.0 / social networking)
- Training on the use of web 2.0 / individual tools
- Advising and supporting on change management requirements.
Now, when it comes to tweaking the concept that is another story. “Creating the next version of the organization” is a management consulting role. So we have to be careful here and Ross particularly because he cannot disclaim a practice that he dives into. I refer to using a trendy word no matter you dislike “jargon”. “Enterprise 2.0″ is the current visible side of the iceberg. What we currently see emerging now and that is crafted under “Enterprise 2.0″ is a new wave of a larger trend that encompasses all business trends since quality management (I refer to the first initial wave back in the 50′). This trend is conceptually about deconstructing the model of organization Taylorists have settle as well as the model of management Chandler has contributed to craft and that is combined into Fordism. The trend is concretely to adapt production environments to the evolution of the economy (materiality & knowledge).
Enterprise 2.0 is not something you can sell by itself. Its like if you sell ice-cream, you have to give a cone/cup to hold the ice-cream. Therefore Enterprise 2.0 is like the cone/cup and other systems like Enterprise Content Management, Information Management, Enterprise Search and Business Intelligence is like the ice-cream. If you are wondering why I say Enterprise 2.0 is like the cone/cup and not the ice-cream, its because, Enterprise 2.0 is not the key technology but the key attitude. Its a culture and belief that supports the organisation to achieve their goals.
What do most companies do wrong when they enter the social world? No, it's not that they're being fake, or don't "get it." It's that they don't really know their objectives.
Here’s a three-step plan for allocating your time wisely—and strategically.
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