Home
Bertrand Duperrin's Library tagged → View Popular
To Multitask Effectively, Focus on Value, Not Volume
In organizations however, the implication is much more pernicious because individual performance, for better or worse, is multiplied and amplified many times over. If dozens of people are reducing their effectiveness by multitasking, then the organization runs the risk of being tied up in knots.
-
Despite starting the research on 100 college students with the hypothesis that multitaskers had some special abilities, the study found that multitaskers were actually quite ineffective at managing information, maintaining attention, and getting results. Compared to study participants who did things one task at a time, they were mediocre.
-
let me suggest that the alternative to multitasking is not single-tasking. In this day and age, that would be too slow. Rather the answer is to shift our mindsets from a focus on volume to a focus on value
IDC: It's Time to Get Serious About Enterprise 2.0
Robert Mahowald, Research Director, IDC, discusses how organizations today are using innovative Enterprise 2.0 tools for more efficient business operations across the extended enterprise.
The New Organization Model: Learning at Scale - The Big Shift - HarvardBusiness.org
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?
-
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...
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.
-
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. - 7 more annotations...
Démystifier le cloud computing.
Le concept de « cloud computing » s'est propagé avant d'avoir été clairement défini. Mais si vous êtes de ceux qui croient au mirage, il est sans doute temps d'y regarder de plus près.
Entièrement axé sur l'efficience, le cloud computing permet de déployer un système unique aussi bien qu'une quantité massive de ressources informatiques afin de les rendre accessibles à la demande, en temps réel et pour un coût abordable. Dans la mesure où les stratégies de « cloud » les plus performantes s'appuient sur des concepts et des outils déjà bien connus des développeurs, ce paradigme est susceptible de redéfinir la relation unissant l'organisation informatique aux équipes de développement et aux unités opérationnelles qui dépendent d'elle. L'organisation informatique s'assure en effet des gains d'efficience et des points de contrôle supplémentaires, tandis que ses clients accèdent à un nouveau degré de simplicité et d'autonomie dans leur utilisation des services.
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.
-
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.
- 3 more annotations...
Gensler Survey Measures Connection Between Workplace Design and Business Performance | Dexigner
Companies providing workplaces that are more effective for knowledge work are seeing higher levels of employee engagement, brand equity, and profit, with profit growth up to 14 percentage points greater than those with less effective work environments.
-
Our research indicates that if organizations provide work settings that support today's dynamic ways of working, they can reduce real estate and improve their company's performance at the same time - they can do more with less."
Wellsprings of Creation: Perturbation and the Paradox of the Highly Disciplined Organization — HBS Working Knowledge
Organizations can become more efficient in the short run by replacing costly, unpredictable problem solving activity with consistent, streamlined routines. However, this efficiency often comes at the cost of long-run adaptability. The more organizational activity is dominated by stable routines, the less the organization learns, and the more rigid and inflexible it becomes. To escape this fate, the authors of this working paper theorize that highly disciplined organizations must actively engage in strategic and selective perturbation of established routines.
Five Ways to Boost Creativity or Kill it Altogether | Slow Leadership
Slowing down is essential to any kind of creativity — even if it makes you unfocused, inefficient, undisciplined, or unsystematic too
Selected Tags
Related Tags
Sponsored Links
Top Contributors
Groups interested in efficiency
-
Energy Efficiency
Items: 699 | Visits: 88
Created by: Chuck Brands
-
Sustainable Living
Ideas and inspiration, reso...
Items: 45 | Visits: 49
Created by: Maggie Wolfe Riley
-
Educational Leadership
This is a running list of l...
Items: 25 | Visits: 35
Created by: Elizabeth Wargo
Highlighter, Sticky notes, Tagging, Groups and Network: integrated suite dramatically boosting research productivity. Learn more »
Join Diigo