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"My premise is that management innovation is available from that world of organizational development, as it’s principles and dynamics are closely aligned to Hamel’s suggestion that “activities will still need to be coordinated, individual efforts aligned, objectives decided upon, knowledge disseminated, and resources allocated, but increasingly this work will be distributed out to the periphery“."
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These forces and factors are converging in today’s workplaces, wherein a continuous flow of information is the rule rather than the exception. Thus, it’s essential to cast a critical eye on the fundamental assumptions of work design and how work is managed. The core assumptions embodied in widely-used methodologies today still present work as ”static sets of tasks and knowledge arranged in specific constellations on an organization chart” (see all major job evaluation methodologies for more detail).
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So, as stated at the outset, it seems clear that we’re situated in a more interactive, less static environment. Whether we like it or not, we are passing from an era in which things were assumed to be controllable (able to be deconstructed and then assembled into a clear, linear, always replicable and thus static form) to an era characterized by a continuous flow of information. Because it feeds the conduct of organizations large and small, it is a flow that necessarily demands to be interpreted and shaped into useful inputs and outputs.
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"Two-and-a-half years ago, we described eight technology-enabled business trends that were profoundly reshaping strategy across a wide swath of industries.1 We showed how the combined effects of emerging Internet technologies, increased computing power, and fast, pervasive digital communications were spawning new ways to manage talent and assets as well as new thinking about organizational structures."
Levels of maturity are standard levels of competency that have been the foundation for many different kinds of maturity models. One of the best known frameworks is the Capability Maturity Model. The maturity model framework can be adapted to value networks as well. Such a model can help address questions of value network competency and aid in developing value network strategies.
Although many companies aspire to promote easy interaction and coordination across departments, office locations, and pay scales, the "boundaryless" organization—like the paperless office—hasn't materialized.
The corporate silo is alive and well.
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"We were surprised by how little interaction occurs across three major boundaries: the strategic business unit, the organizational function, and the geographic office location," Stuart says.
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In other words, people talk to the very same people they e-mail. As electronic collaboration technologies further develop, this may change. For now, e-mail interactions seem to reinforce human relations.
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Ce n'est pas si simple, car dans une logique où les responsabilités et rôles de chacun ont été bien définies et codifiées, il n'est pas possible de considérer qu'il pourrait être utile de passer du temps à autre chose qu'à faire son job.
Pour éviter ces situations de blocage, il faut que les collaborateurs considèrent comme naturel, culturel, que le fait d'aider les autres, de s'intéresser à eux, de donner de son temps et de son énergie, fait partie du comportement normal entre collègues de la même entreprise.
But in these days of inter-dependence between roles and jobs, many collaboration solutions can be found in informal networks, not in designed, cohesive teams.
Let me inject another contrarian idea: you don’t need any more teams.
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