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Nov

2011

Task-based work revisited

"Technology does not determine social and organizational change, but it does create new opportunity spaces for social innovations like new employment forms. Partial employment for young unemployed people is becoming much easier than before, and truly global task-based work is becoming possible, perhaps for the first time in history."

eskokilpi.blogging.fi/...task-based-work-revisited

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job work networkeconomy networkedconomy humancapital interdependance knowledgework tasks organization hierarchy

The opportunity today is in new relational forms that don’t mimic the governance models of industrial, hierarchical firms. We are already witnessing the rise of very large-scale efforts that create tremendous value in a very new way.
The production of information goods requires more human capital than financial capital. It is more about connecting with brains than connecting with money. And the good news is that you are not limited to the local supply. Work on information products does not need to be co-located. The architecture of work does not resemble a factory any more.
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- Our management and organizational thinking is derived from the era of tangible goods production and high-cost/low-quality communications.
- Almost all economic theories make the same assumption: the employer – employee relationship makes work possible.
- The other taken for granted assumption is that it is the independent employer/manager who exercises freedom of choice in choosing the goals and designing the rules that the members of the organization are to follow. The employees of the organization are not seen autonomous
- In contrast to the above, digital work has brought about circumstances in which the employee in effect chooses the purpose of work, voluntarily selects the tasks, determines the modes and timing of engagement, and designs the outcomes. The worker here might be said to be largely independent of some other person’s management, but is in effect interdependent
- The interdependent, task-based worker negotiates her work based on her own purposes, not the goals of somebody else, and chooses her fellow workers based on her network, not a given organization.
- The organization is not a given hierarchy, but an ongoing process of organizing.
- The factory logic of mass production forced people to come to where the work is. The crowdsourcing logic of mass communication makes it possible to distribute work to where the people are, no matter where on the globe they may be.
- Knowledge work is not about jobs or job roles but about tasks.

Oct

2011

The second economy

"Digitization is creating a second economy that's vast, automatic, and invisible-thereby bringing the biggest change since the Industrial Revolution."

www.mckinseyquarterly.com/...The_second_economy_2853

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economy digitization neuralnetworks neuralsystem growth productivity networkedconomy secondeconomy

So we can say that another economy—a second economy—of all of these digitized business processes conversing, executing, and triggering further actions is silently forming alongside the physical economy.
If I were to look for adjectives to describe this second economy, I’d say it is vast, silent, connected, unseen, and autonomous (meaning that human beings may design it but are not directly involved in running it). It is remotely executing and global, always on, and endlessly configurable. It is concurrent—a great computer expression—which means that everything happens in parallel. It is self-configuring, meaning it constantly reconfigures itself on the fly, and increasingly it is also self-organizing, self-architecting, and self-healing.
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- Recall that in the digital conversations I was describing, something that occurs in the physical economy is sensed by the second economy—which then gives back an appropriate response
- The second economy constitutes a neural layer for the physical economy
- Productivity increasing, say, at 2.4 percent in a given year means either that the same number of people can produce 2.4 percent more output or that we can get the same output with 2.4 percent fewer people. Both of these are happening.
- Physical jobs are disappearing into the second economy, and I believe this effect is dwarfing the much more publicized effect of jobs disappearing to places like India and China.
- where there’s a need for human judgment and human interaction, we still have that. But the primary cause of all of the downsizing we’ve had since the mid-1990s is that a lot of human jobs are disappearing into the second economy. Not to reappear.
- The second economy will certainly be the engine of growth and the provider of prosperity for the rest of this century and beyond, but it may not provide jobs, so there may be prosperity without full access for many. This suggests to me that the main challenge of the economy is shifting from producing prosperity to distributing prosperity.
- With this digital transformation, this last repository of jobs is shrinking—fewer of us in the future may have white-collar business process jobs—and we face a problem.
- This second economy that is silently forming—vast, interconnected, and extraordinarily productive—is creating for us a new economic world. How we will fare in this world, how we will adapt to it, how we will profit from it and share its benefits, is very much up to us

May

2009

12 Rules For Bringing 'Social' To Your Business

The social meme has now fallen prey to this and frankly it's at serious risk of losing what makes it special, at least in terms of the modern 2.0 era. All of the new uses of "social" in the online world: Social media, social marketing, software software, social networking, and so on, can be -- and often are -- extremely potent new methods for creating value with human relationships over the network. They can represent truly important, even revolutionary, new changes in the way to we interact with each other in our lives and businesses.

socialcomputingjournal.com/viewcolumn.cfm

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social socialmedia socialnetwork socialbusiness adoption business networks socialnetworks value businessprocess measurement evaluation metrics organization management networkedconomy

Claims that you can use a Twitter account to turn around your customer service are another. These things can certainly help make a business social, but they are just the means to a long journey; a new way of operating a business in a more open, emergent, and efficient way.
the network (the Web or enterprise or both) is about who is on it and how involved they are. Whether this is a customer community, an internal Enterprise 2.0 effort with blogs, wikis, or just a corporate social network, the transition to social business is about involving and engaging people far more than it is about picking a technology or building the infrastructure
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- I continue to see a lot of people using the nearest tool at hand, rather than the right tool for the job. The Web 2.0 era (the last five years or so) has shown that there where many important design patterns that were missing in the software models we used on our networks previously
- But sitting back and waiting for the world to involve your business in what they do is just no longer an option.
- Popular social channels and services are important but are the smaller part of the social business story.
- "communities exist to serve the needs of their members" and themselves second if they intend to have a successful long-term relationship, as in most human relationships
- Add a social dimension to your business processes.
- If workers aren't measured by how effective they are at creating value on the network, they will just focus on what they are measured on to get their recognition, raises, and promotions.
- Don't use online communities for distributing press releases, product literature, PR, or spokesperson canned messages
- Censorship kills participation.
- If you're not sure where your organization ends and the network begins, you're doing it right.
- The basic rule: Everyone involved in a social relationship must get something out of it or there's no reason for it. Being social for it's own sake may generate downstream value accidentally but social businesses will often have a long list of intentional reasons they are being social.

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