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"But is there a direct correlation between employee investment and the balance sheet? As Prof. James L. Heskett wrote in his latest book The Culture Cycle, effective culture can account for 20-30 percent of the differential in corporate performance when compared with "culturally unremarkable" competitors. "
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The survey garnered responses from 20 of the top 25 companies in the global workplace ranking. Here's what those companies do in common:
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They invest more in their employees. The response came back resoundingly: It's simply good for business.
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"In a world of limited resources, the path the wealth is to control the resources. What about in a world of surplus? I’ve been trying to understand the nature of surplus and how it impacts the digital age. So I’m going to share and ask for your thoughts too."
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Most digital assets can be shared in a manner that does not result in loss. If I have a digital picture and email you the picture, then we both have the picture.
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Digital assets are much more like virtual assets in this sense.
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"This is then the management challenge of the knowledge economy: how to create the conditions and structure that will enable and empower employees to do what needs to be done. In our experience, we have seen that there are at least five key areas where a manager of a knowledge-intensive company can and should play a role."
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Hiring, training, retaining, and rewarding people will almost always be coordinated at the managerial leve
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Another key role of a manager is to take charge of getting the resources that people need to do their jobs. This usually includes infrastructure, technology, connectivity, and funding. You could say that the manager’s job is to create the foundation of the network in which your workers will collaborate, solve problems, create and innovate.
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"But can this great 20th century innovation survive and thrive in the 21st? Evidence suggests: Probably not. "Modern" management is nearing its existential moment."
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Corporations are bureaucracies and managers are bureaucrats. Their fundamental tendency is toward self-perpetuation. They are, almost by definition, resistant to change. They were designed and tasked, not with reinforcing market forces, but with supplanting and even resisting the market.
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The weakness of managed corporations in dealing with accelerating change is only half the double-flanked attack on traditional notions of corporate management. The other half comes from the erosion of the fundamental justification for corporations in the first place.
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Enterprise 2.0 (and Web 2.0 in general) is a great example of technology increasing the efficiency of the consumption of a resource. By being social we are creating more efficient and useful filters and information sharing capabilities. Whether it is expertise location on an internal social network or the ease with which we can share family photos, we have more efficient ways than ever to interact with large groups of people.
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We need to stop designing tools and platforms which are simply meant to allow people to connect, share and collaborate more. In doing this we are being incredibly irresponsible with the resource we value most
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It is only by creating more efficient ways for workers to do the job they are expected to do that we can create the space and time they need in order to create emergent outcomes.
They were not responsible for giving reports work to do. Instead a resource pool operated with resourcing managers identifying staff with the right skills mix to quickly staff-up and tear down projects. Consultants had to proactively go about managing their career, promoting themselves and finding their next job.
This, I believe will become the new model of the corporation in a Web 2.0 world. And the fact of the matter is this model exists today in many consulting firms.
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