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Is World of Warcraft the best leadership training solution?
"As my the timing to display my slide have messed up during my presentation at Ignite Paris 2009, let me put it there so you can see how World of Warcraft could be used in Enterprise 2.0 to help detect and train the leaders of tomorrow"
Social IT leadership
Social IT leadership is leadership that is exercised through the organization’s internal social media (Enterprise 2.0) and used to spread visions, provide feedback, develop and communicate organizational culture, and motivate knowledge workers for knowledge sharing and to work together across organizational structures. The leadership has a social and relational character, and use social mechanisms to help in the execution.
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A Social IT leaders’ most important function will be to facilitate common knowledge created and open network among the employees. This implies a shift of the information’s power center, which previously has been within the management, to the employees. This will require a change of culture, for both the employees and the managers in an implementation phas
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Knowledge on how to develop networks and engages to knowledge creation will be a key competence. Moreover, the leader must be conscious of own behavior on the sites. By using the platform the leader will be able to consciously exercise a leadership that encourages, engages, involves, and not least creates knowledge among the employees
Capacity for change
Why do some companies succeed at transformation while others fail? Is it the methods they choose, such as lean manufacturing, Six Sigma and business process reengineering? Maybe it's that old bugaboo, a lack of "leadership commitment." If so, then why has no one come up with a way to measure, predict or replicate the critical factors that make transformations succeed?
Leaders: Listen to Your Salespeople!
Your best salespeople possess vast knowledge about how to connect with and motivate people - and perhaps take the company to the next level. But they rarely get to share their knowledge with senior managers. As a practitioner and student of business-to-business selling for more than half a century, Clif Reichard has learned to translate sales knowledge into leadership knowledge. This post is one in an occasional series.
Management 2.0 : collaborer, l'avenir de l'entreprise?
Ceci est le dernier billet avant la pause de mi-année. Je reviens sur une interview accordé au McKinsey Quarterly par John Chambers le CEO de Cisco, , qui pour moi est l'exemple même de l'entreprise 2.0. J'avais déjà parlé de cette entreprise ici. Si John Chambers aborde différents sujets (la crise, les partenariats public-privé, la question du leadership, les technologies web), c'est surtout la partie sur l'entreprise collaborative qui m'intéresse dans ce cas.
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Ainsi Chambers s'investit dans seulement deux ou trois
communautés, les autres directeurs aussi (malgré leur penchant pour le
commandement), et ainsi ce n'est plus 10 personnes qui font tourner
l'entreprise, mais 500. -
Il ne s'agit plus pour les directeurs d'attendre les "reportings" des
collaborateurs et vérifier le budget. Le directeur doit devenir le porte-parole
de sa communauté et la représenter efficacement. Surtout que les décisions sont
transversales et impactent toute l'organisation.
Conversations with global leaders John Chambers of Cisco
In this video, Chambers explores approaches to decentralized management and leadership. He also provides perspective on the future of Web technology and the opportunity that an economic downturn provides for strategically minded companies
What Is Execution 2.0?
All of these engagements enabled me to learn the different nuances of each market and the current status of the markets use of social technology. In each case the fundamentals of engaging and listening to the market of conversations remained the same. The engagements were centric to helping the organization build an effective strategy and related tactics. In each case the one critical element that would determine the success of the proposed plan was the effective execution of the plan.
Will Management Buy Into The Plan?
In management, the ultimate measure of performance is the metric of management effectiveness which includes execution, or how well management’s plans are carried out by members of the organization. Execution is not a singular or silo process rather it encompasses the following attributes:
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Consider the brands who have tried to execute initiatives using social technology. The old 80/20 rule applies. 80% or more fail while 20% succeed. Why? Because 80% consider a Strategic 2.0 plan as a marketing initiative rather than a plan to transform the entire company into a “connected” organization 2.0 which leverages a Strategic 2.0 plan. Execution 2.0 requires a total organizational transformation.
5 Factors to Consider When Selecting Enterprise Social Tools
What factors should you consider when selecting an enterprise social media tool for your business? According to the comprehensive new GigaOM Pro report, “Social Media in the Enterprise” (subscription required), you should:
Four Ways to Spur Innovation at Your Company
How can other institutional leaders follow suit to foster the emergence of creation spaces and collaboration curves? Here are four broad suggestions:
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More broadly, leaders must redefine the reason their institutions exist, breaking down institutional walls to move from scalable push to scalable pull.
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Passionate individuals are usually talented and motivated, but they're often unhappy - they see the potential for themselves and for the institution where they work, but can feel blocked in their efforts to achieve it. Institutional leaders must put mechanisms in place to connect these individuals with each other, and serve as their champion.
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65 Things I Believe About HR
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I believe employees want to do a good job.
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I believe people do what they get rewarded to do.
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Let's Professionalize Management
Management practice could be enhanced--and the odds of another systematic business failure could be reduced--if it were taught and treated as a true professional discipline, like medicine or law. As other professions, management can be seen as the diligent application of specialized knowledge for the resolution of complex problems of great social consequence--namely, the organization of people and resources for the production of goods and services that bring about societal prosperity. The idea is not new--it may be as old as business schools--but it has so far fallen by the wayside.
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Whatever its final form, a professional code for managers must recognize the multiple forms of value created by an enterprise: not only financial returns to investors, but also professional development for employees, value for clients and suppliers, new technologies, efficient use of limited natural resources, etc
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It must recognize the inherent obligation of managers to balance the interests of various constituencies in ways that create value simultaneously rather than exclusively.
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Open Enterprise 2009 - Charlene Li Interviewed by Stowe Boyd
Head over to Open Enterprise 2009: Charlene Li Interview and hit play (Or watch it directly here with the embedded link shared below) for an entertaining exchange of some of the following ideas:
1. On Leadership
2. On Bottom-up or Top-Down (This is something I will be blogging about it, too, to share some further insights on the topic)
3. On the Power Shift as Cultural Barrier
4. On Tools
5. On Blogs
6. On 10 Years Ahead
Library clips :: Team-based communities :: February :: 2009
Adopting Team CoPs
It’s usually the team lead who wants the community
- so right off the bat we need to know if it’s what the workers want
- and we need to know how to best structure it so the workers naturally participate
An idea here for the lead is to put aside control, prescribed structure and convenience of one space, and let the workers suggest community structure/number of communities
- a bottom-up way to structure a top-down request
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It is essential the team lead must be active. If they are not, this sends a signal to the workers that the tools don’t have much merit. The team lead must be a role model.
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Another thing is that if the team lead has appointed a champion, or one has volunteered to facilitate, it’s a very hard job to have influence in a team dynamic.
The Content Economy: How to successfully implement social software company-wide
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Different groups will find value in different ways
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Enlisting energetic evangelists in their respective geographies and divisions is critical
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Wirearchy · Henry Mintzberg: “A Crisis of Management Not Economics”
McGill University management professor Karl Moore interviews McGill University management professor and global management guru Henry Minztberg on the dysfunction of management education and practice, the need to reduce the obsessive focus on leadership and the stimulus and encouragement of "communityship".
Changement: Management 2.0
Managers 2.0 must learn to be what Philip Kotter has called “leaders”. I.e. they must learn to lead change. This implies that they must learn to use people as clever human beings. Above all they must learn to manage groups. No longer consider companies as sets of disconnected individuals. Groups and societies have implicit rules (ethnologists’ “culture”). Their members, more or less consciously, follow these rules. Acting on them instantly transforms the organisation (Jay Forrester’s “leverage change”). What scientists call “complexity” is all about these properties of groups or “social networks”. Web 2.0 has started to use them.
informal coalitions: The “keep it simple” mantra and the complex dynamics of organizations
So, reducing the clutter of unnecessary or overly complicated structures, systems and procedures would certainly make organizations simpler. But the socially complex nature of the underlying dynamics of those organizations would remain
Lost in Matrix Management - Gill Corkindale
One theme has emerged loud and clear from executives I have been coaching this year: the utter frustration of operating in complex and shifting matrix management systems. The complaints are legion: multiple and complex reporting lines, confusion over accountability, competing geographical and functional targets, lack of role clarity, too many people involved in decisions, lack of support from senior managers, and the politics and conflicts arising from continual organisational restructuring.
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Matrix structures broke down the hierarchies, allowing teams to share information across task boundaries and enabling managers and staff to build their knowledge and experience across projects.
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employees became confused over conflicting loyalties, with line managers retaining central control and dotted line managers imposing extra demands.
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A Solutions for Business? | socialutions
Every business has its challenges. As the speed of change fueled by the demand of “instant answers and immediate responses” accelerates the need for solutions. The answer to successfully managing challenges remains the same. However, distracted by the urgency of the moment organizations tend to forget the fundamentals. Instead they chase instant fixes or new initiatives that do not address the root causes of problems
How Do You Lead Solcialutions? | socialutions
While fundamentally true the missing link is not considering the adoption of social tools as a means to transform operations, culture and customer interfaces.
The other misunderstanding is the value to internal resources learning how to use the tools to transform the culture into an ongoing quest for Socialutions for all stakeholders benefit.
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