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19 Aug 09

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.

blogs.harvardbusiness.org/...new-approach-to-economics.html - Preview

economics transactions cellulareconomic sharing market kaizen growth

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.
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.
2 more annotations...
- This "economy of shares" relies on crowd-sourced contributions, a free market, and a fair dose of incentives for sustainability.
- e are moving to a time when transactions can't sustain an economy. We are realizing all systems are like biological systems--even economic ones. Growth-at-all-costs business is malignant.

23 May 09

2009 is the year of Enterprise 2.0? Hold your horses

The footnote behind Implementation numbers

I’m as much of an Enterprise 2.0 cheerleader as the next guy and I even make a very good living off it. But let’s be honest here. Whilst the report says 1 in 2 companies will deploy some Enterprise 2.0 tool, a more glaring finding is that only 1 in 10 users adopt the tools, once deployed. What good does that do to anyone? “Enterprise 2.0 faces serious risk of fizzling out” should have been a bold warning in the summary of the Forrester report.

www.pretzellogic.org/...enterprise-20-hold-your-horses - Preview

enterprise2.0 adoption distribution socialsoftware vendors collaboration models transactions

I think its time to call out purely emergent implementation models (not that there’s anything wrong with that) vs. strategic use of social computing to achieve open collaborative and transactive work models. Both have their place. But only the latter leads to an Enterprise, destined to achieve a 2.0 design.

26 Mar 09

The Strategic Advantage of Global Process and Practice Networks - The Big Shift - HarvardBusiness.org

It goes without saying that no matter how much talent a company might have, there are many more talented people working outside its boundaries. Yet all too many companies focus solely on acquiring talent, on bringing talent inside the firm. Why not access talent wherever it resides?

Some might say there's no way of doing so without sharply increasing the cost of complexity. New institutional practices can reduce these costs, however, as companies become:

blogs.harvardbusiness.org/...trategic-advantage-of-glo.html - Preview

talentmanagement talentnetworks talents transactions relations silos organization practicenetworks networks process

• Less transactional and more relational.

• Less "hardwired" and more "loosely coupled."

• Less focused on merely accessing external capabilities and more focused on rapid capability building for every participant.

• Less focused on the firm and internal silos and more supportive of richer cross-enterprise interactions and collaborations among workers.
Companies must also participate in (and sometimes orchestrate) new organizational forms and structures called global process and practice networks.
3 more annotations...
- Rather than providing designers with detailed product blueprints, assemblers supply them with rough sketches accompanied by tightly specified performance requirements.
- Global practice networks, by contrast, are even looser forms of collaboration that involve participants from similar skill areas working on common performance issues. Global practice networks are emerging in such diverse areas as open source software and extreme sports.
- First, organize the right environments to generate productive friction. In part, this requires:
  
  1. Bringing together people with diverse experiences.
  
  2. Investing the time required for them to develop shared understanding.
  
  3. Defining aggressive performance requirements.
  
  4. Providing employees with tools that help them negotiate the most promising approaches for achieving results.
  
  5. Specifying action points that force participants to produce a solution meeting the performance requirements within a certain period of time.

24 Apr 08

Transnets » Blog Archive » S’organiser sans organisation…

«Maintenant qu’il est possible d’établir de la coordination à grande échelle et à bas prix, une troisième catégorie a émergé [qui permet d’entreprendre] un travail sérieux et complexe sans direction institutionnelle.

pisani.blog.lemonde.fr/...sorganiser-sans-organisation - Preview

organization coase transactions

23 Feb 08