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The Next Evolution in Economics: Rethinking Growth
A low-level web of constant relationships, circular, cellular systems where shared, collaborative contributions are the norm, is developing. Here, the value resides with relationships, not transactions. Maybe, instead of buying and selling more and more in a mad race for grabbing the most growth, the future will be about a collaborative, community-oriented regenerative growth model.
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The most profound change in a cellular economy is the devaluation of the transaction. Today, economic value is determined primarily by the value of the transaction. To grow (even just to survive), we must keep trading, keep consuming--no matter how wasteful the process becomes--because success is creating more transactions. This keeps us locked into a linear, growth oriented paradox.
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Fortunately, (if not painfully), the Internet is exposing the impossibility of sustaining a transaction-based economy. As the net drives the cost of certain goods and services toward zero, it strips profit from transactions.
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Potential Pitfalls in Enterprise 2.0
First of all, let me recap some of the key fundamentals of Enterprise 2.0 - social networking with friends, colleagues and business partners, collaboration on job specific tasks (possibly on the same platform), sharing and trusting people in the network. So what are the potential problems people might face?
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The problem of work life balance comes into play. Without control, for example, someone might be responding to emails on their honeymoon because a server crash and he saw a SOS on the wiki. We can’t be working all the time. We need to know when to stop.
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However, some teams can never decide on the proper cause of action or agree on certain things.
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Does “Management” Mean “Command and Control?
I read recently that IBM was abandoning the term “knowledge management” for “knowledge sharing.” According to an article on the KnowledgeBoard site (thanks to Chris Johannesson from NBC Universal for suggesting that I blog about it), Chris Cooper, knowledge sharing solutions leader at IBM Global Business Services (GBS), deems it a “philosophical repositioning.” Cooper notes, “Management suggests control: control of process and control of environment.” Another GBS knowledge specialist, Luis Suarez, notes in the same article, "Command and control corporations are no longer going to be there. People need to be freed to share what they know."
Lost in Matrix Management - Gill Corkindale
One theme has emerged loud and clear from executives I have been coaching this year: the utter frustration of operating in complex and shifting matrix management systems. The complaints are legion: multiple and complex reporting lines, confusion over accountability, competing geographical and functional targets, lack of role clarity, too many people involved in decisions, lack of support from senior managers, and the politics and conflicts arising from continual organisational restructuring.
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Matrix structures broke down the hierarchies, allowing teams to share information across task boundaries and enabling managers and staff to build their knowledge and experience across projects.
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employees became confused over conflicting loyalties, with line managers retaining central control and dotted line managers imposing extra demands.
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The value of enterprise 2.0
the application of such tools within organisations is not the same as Web 2.0 and organisations are seeking other benefits other than connecting people.
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