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15 Jun 09

Community 2.0

Challenges in building virtual communities

In reflecting on the experiences accumulated to date by companies seeking to build virtual communities, I’d like to focus on four challenges:

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communities virtualcommunities language skills integration organization organizationalbarriers ROI returnonattention returnoninformation ROS returnonskills socialsoftware collaboration metrics benefits

  • First Challenge – Language.
  • Second challenge – Integrating diverse skill sets
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14 Apr 09

Beyond the Big Bang: Strategy as Habit

Instead of strategy as Big Bang, what about strategy as Habit? ALL organizations require strategic thinking to succeed, but few organizations actually face the dramatic moment -- ever, or certainly very often. If that is true, then the sweet spot for strategy is something more routine, more "everyman", more evolutionary, more of a living process. Strategy as Habit has 2 components, in keeping with the 2 primary definitions of the word "habit": (1) a regular practice and (2) a long, loose garment worn by a member of a religious order. (In case you've forgotten that second definition: picture here). Strategic thinking is a recurrent, involuntary action. Our strategy is both a content statement and a style statement, both of which define and identify our team. Strategy is participative. Strategy has structure without being overly constrictive.

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strategy staff mckinsey 7S socialenterprise people peoplecentrism structure skills sharedvalues values style systems humanresources talentmanagement talent

  • When we adjust the original diagram a bit, you start to see that the secret to strategy success -- both IMPLEMENTATION and EVOLUTION -- is fundamentally the staff.
  • The founding strategy may not start with the people, but its implementation and all subsequent strategy evolutions are hugely influenced by the people. They are the ones, after all, who design the business systems, develop their skills, train each other, shape shared values daily, and project the culture's style to thousands of customers every day.  They watch competitors on the street, and they listen to prospects who've declined proposals.  In all but the smallest organizations, the CEO's ability to drive the details of strategy execution in all these areas around the company is practically nil. 
29 Nov 08

Characteristics of the Knowledge Economy, continued

In the 21st century, comparative advantage will become much less a function of natural resource endowments and capital-labour ratios and much more a function of technology and skills. Mother nature and history will play a much smaller role, while human ingenuity will play a much bigger role.

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knowledgeeconomy IT organization skills tasks knowledge intangibleassets competences

  • The IT revolution has intensified the move towards knowledge convergence, and increased the share the knowledge stock of advanced economies
  • Flexible organizations reduce waste and increase the productivity of both labor and capital by integrating worker cognition and action at all levels of their operations.
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