Bertrand Duperrin's Library tagged pull →  View Popular, Search in Google

"We live in a world of mounting performance pressure. Our Shift Index reveals that return on assets for all public companies in the US has eroded by 75% since 1965. Companies clearly are failing to respond effectively to these mounting pressures. If we hope to turn this around, we need to step back and take a systematic look at the performance levers that drive these results and question the approaches of the past. "

performance measurement metrics crm socialcrm profit pull KPIs innovation loyalty customerloyalty pareto costs costcutting

"It’s been the issue for a small period of time now, and I’ve contemplated the idea in a few blog posts: I really think this is the end of us throwing technical ‘solutions’ at a business or organisational ‘problem’ – and that we will all agree that E2.0 and Social are about humans, people, change management, radical organisation change, and, in the end, about tools"

pull push enterprise 2.0 change organization management technology software adoption adaptability millenials generationy

"When an organization launches a social intranet, the changes and benefits reach far wider than freeing up resource in the central intranet team. The intranet undergoes a fundamental shift when focus changes from communication to employees to work."

communication work intranet socialintranet sharing flows signals push pull appstore activitystream businessapplications

"The time horizon: "Pull" does not mean thinking only about the short-term Many of the people we have talked to about our book have the misconception that pull is driven by a short-term mindset. After all, one of the key drivers of the move from push to pull platforms is the increasing difficulty in forecasting and predicting demand and the consequent challenges this presents"

pull push longterm indicators strategy iterations iterativethinking

"We thought we would kick off our new postings by summarizing some of the ideas from Pull that resonated the most in our many conversations from the last few months. from The Power of Pull."

work management value asia knowledge socialnetworks push pull innovation collaboration passion ROA training talents

"Every month I review the search terms that lead people to our Knoco website, just to see what people are searching for. A common search term that came up again this month, is "How to incentivise knowledge sharing".

I thought it was worth a blog post on it's own.

The simple answer is Don't!"

knowledgesharing knowledgemanagement incentive pull push explicitknowledge tacitknowledge rewards

"The graphic below outlines a basis for determining when Enterprise 2.0 adoption must be pushed, and when to let adoption be pulled:"

enterprise2.0 adoption pull push

Take the case of French company FAVI, an autoparts supplier manufacturing copper alloy components. CEO Jean-Francois Zobrist eliminated the personnel department immediately upon taking the helm of the company in 1983. But that wasn’t all he got rid of. Says Zobrist: “I came in the day after I became CEO, and gathered the people. I told them tomorrow when you come to work, you do not work for me or for a boss. You work for your customer. I don’t pay you. They do. Every customer has its own factory now. You do what is needed for the customer.” And with that single stroke, he eliminated the central control: personnel, product development, purchasing…all gone.

FAVI flatorganization organization humanresources pull management quality

Even these questions indicate a dated view of where talent is and how to get the most out of it. Sure, no one disputes the importance of talent, even in a recession. But, as a Deloitte report contends (.pdf link), companies spend entirely too much time focused on attracting and retaining talent. Moreover, as they do, they often lose sight of what appeals to and keeps hold of talent in the first place. (See John's perspectives on the report and on the mindsets that limit firms.)

talents talentmanagement attraction retention humanresources networks talentnetworks pull

Goals are indeed a pull system. Goals come from internal processes. We have individual and shared goals that motivate us to act.
Goals pull us, we ideally act based on goals. These individual actions are tasks. The tasks we take on are in service of the goals. However, if we don’t actually enjoy what we’re doing in service of these goals or, worse yet, act contrary to our goals – we are squandering our lives.

In a business context, if goals are clear amongst teams and the organization, the work involved in achieving those goals is more likely to be rewarding. We are happier in doing it. And this is a pull process.

lean organization pull management goal

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.

pull downturn management management2.0 garyhamel peterdrucker crisis creativity efficiency trust performance performancemanagement