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Dec

2011

What Great Companies Know About Culture

"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. "

blogs.hbr.org/...great_companies_know_abou.html

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bestplacetowork culture engagement human resources talentmanagement retention talentretention

The survey garnered responses from 20 of the top 25 companies in the global workplace ranking. Here's what those companies do in common:
They invest more in their employees. The response came back resoundingly: It's simply good for business.
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- Instead programs that offer the most stability, as reported by 75 percent of respondents, are those that communicate brand mission and provide career development opportunities.
- They recognize that culture is critical to talent retention. When asked which elements of workplace commitment most benefit daily operations, companies ranked culture at 80 percent and recruitment/retention at 70 percent.
- They know their audience. These companies recognize which stakeholders will watch their every move. For this audience, it's imperative to communicate the company's commitment to being a great workplace. 70 percent of respondents ranked customers as the most important external audience to understand this crucial point
- Becoming a great workplace is not a transition that will happen overnight. Being a great workplace is the result of a long-term investment in their employees.

Jul

2011

Thinking about the economics of surplus.

"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."

www.gilyehuda.com/...about-the-economics-of-surplus

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scarcity surplus resources value economyofsurplus information knowledge knowledgeeconomy assets digitalassets digitaleconomy physicalassets virtualassets

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.
Digital assets are much more like virtual assets in this sense.
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- Ironically, people reverse their concept of theft when it comes to digital assets.
- The information age has caused a surplus. And this changes the value of code. Whereas once it was important for me to protect the rare asset, now I feel encouraged to share more.

Oct

2010

The Role of a Manager in the Knowledge Era

"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."

www.i-capitaladvisors.com/...a-manager-in-the-knowledge-era

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management knowledgeeconomy people resources learning standards context

Hiring, training, retaining, and rewarding people will almost always be coordinated at the managerial leve
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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- When the resolution of a problem eludes a group, a manager can convene a conversation and facilitate a process to solve it. There is also a role for managers to advocate for learning to be operationalized where appropriate as structural capital, that is, where shared knowledge is converted into repeatable, reusable forms.
- Managers need to support the creation and enforcement of standards. There are some aspects of operations that are not negotiable
- The final role of a manager is to provide context. To help the team understand how their work fits into the work of the organization.

Aug

2010

The End of Management - WSJ.com

"But can this great 20th century innovation survive and thrive in the 21st? Evidence suggests: Probably not. "Modern" management is nearing its existential moment."

online.wsj.com/...4476104575439723695579664.html

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management managers bureaucracy change transactioncosts coase resources resourceallocation costallocation

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.
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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- He argued corporations were necessary because of what he called "transaction costs." It was simply too complicated and too costly to search for and find the right worker at the right moment for any given task, or to search for supplies, or to renegotiate prices, police performance and protect trade secrets in an open marketplace. The corporation might not be as good at allocating labor and capital as the marketplace; it made up for those weaknesses by reducing transaction cost
- Complicated enterprises, like maintaining Wikipedia or building a Linux operating system, now can be accomplished with little or no corporate management structure at all.
- They believe corporate hierarchies will disappear, as individuals are empowered to work together in creating "a new era, perhaps even a golden one, on par with the Italian renaissance or the rise of Athenian democracy."
- Transaction costs are rapidly diminishing. And as a result, everything we learned in the last century about managing large corporations is in need of a serious rethink. We have both a need and an opportunity to devise a new form of economic organization, and a new science of management, that can deal with the breakneck realities of 21st century change.
- The new model will have to be more like the marketplace, and less like corporations of the past. It will need to be flexible, agile, able to quickly adjust to market developments, and ruthless in reallocating resources to new opportunities.
- Resource allocation will be one of the biggest challenges. The beauty of markets is that, over time, they tend to ensure that both people and money end up employed in the highest-value enterprises. In corporations, decisions about allocating resources are made by people with a vested interest in the status quo.
- Because engineers don't have to compete for funds, the Google approach doesn't have the discipline of a true marketplace, and it hasn't yet proven itself as a way to generate incremental profits. But it does allow new ideas to get some attention.
- Information gathering also needs to be broader and more inclusive. Former Procter & Gamble CEO A.G. Lafley's demand that the company cull product ideas from outside the company, rather than developing them all from within, was a step in this direction. (It even has a website for submitting ideas.) The new model will have to go further. New mechanisms will have to be created for harnessing the "wisdom of crowds." Feedback loops will need to be built that allow products and services to constantly evolve in response to new information. Change, innovation, adaptability, all have to become orders of the day.

Sep

2009

The Attention Question in Social Business

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.

socialwrite.com/...on-question-in-social-business

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resources attention enterprise2.0 connections socialnetworks socialcomputing socialnetworking

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
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.

Jun

2009

Death of the middle managers: thinking of Enterprise 2.0 and Corporate Culture Change

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.

fredzimny.wordpress.com/...0-and-corporate-culture-change

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enterprise2.0 middlemanagement management consulting resources resourcingmanagers

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