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Jennifer Groff

Jennifer Groff's Public Library

  • As with gardens, it’s best to design creation spaces minimally at the outset and then let them create a life of their own, layering in additional design elements over time.
  • three essential elements to set in motion the increasing returns dynamics that makes creation spaces successful: participants, interactions, and environments.
  • Participants:

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  • Pull platforms are essential to fostering learning on the job since they can make it easier to access unexpected resources in unexpected ways and thereby encourage participants to try new approaches that simply would not be feasible in more rigid push programs.
  • Talented workers develop instead by:

     

    – Trying new things.
    – Experimenting with what they do in their jobs and how they do it.
    – Tackling real problems with talented people who have different backgrounds and skills.
    – Participating in talent networks, the largely invisible matrix structures that run within firms and, with increasing frequency, between and across them.

  • Operations, organization, and strategy must all be reconceived through the talent lens. They must be re-thought as part of pull platforms that treat all workers as capable creators who are continuously improvising in response to unanticipated situations.

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  • the big shift: the move from institutions designed for scalable efficiency to institutions designed for scalable learning
  • Near-constant innovation is the only way to respond successfully to near-constant disruption
  • the rate of learning, innovation, and performance improvement within the institution must match (or exceed) that of the surrounding environment if the institution is to survive (or thrive)

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  • the ways and places companies and their employees learn the fastest. We call these learning environments creation spaces
  • places where individuals and teams interact and collaborate within a broader learning ecology so that performance accelerates.
  • most knowledge managers lost sight of the fact that the real value is in creating new knowledge, rather than simply “managing” existing knowledge

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  • Today, organizations and their managers are forced to continually re-invent themselves in the context of continuous change and complexity.
  • “If you're the average person out there doing average work, there's going to be someone else out there doing the exact same thing as you, but cheaper.”
  • I believe the accelerated pace of change, the increased complexity of the business environment, and the requirement for individual differentiation will place a new premium on individual, self-directed learning

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  • These initiatives are examples of shaping strategies, which mobilize global ecosystems and transform industries and markets—often dramatically. A shaping strategy is no less than an effort to broadly redefine the terms of competition for a market sector through a positive, galvanizing message that promises benefits to all who adopt the new terms
  • While some strategies rely on the participation of many other companies (as with big-box retailing or Apple’s iTunes network), shaping strategies uniquely seek to provide the incentives and capability for large-scale distributed innovation
  • three interrelated elements: a shaping view, which helps focus participants; a shaping platform, which provides leverage to reduce the investment and effort participants need to make; and specific shaping acts and assets, which persuade participants that the shaper is serious and can pull off the shaping initiatives

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  • individuals can apply several lessons from shaping strategies when trying to turn a grand idea (be it for social good or professional gain) into a reality
  • 1) Create a Compelling Shaping View
  • When Marc Benioff launched Salesforce.com in 1999, he used speaking engagements not to pitch his new business, but rather, to evangelize his vision of where the future was headed and bring supporters on-board. By getting people to believe in a radically redefined industry, Benioff inspired listeners to invest in making it a reality

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  • 1. Embrace mystery – Frame really gnarly problems that are relevant to you and need to be solved
  • 2. Focus inquiry – Don’t try to suggest answers. Frame interesting questions instead.
  • 3. Excite the imagination

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  • As with gardens, it’s best to design creation spaces minimally at the outset and then let them create a life of their own, layering in additional design elements over time
  • This balancing act combines three essential elements to set in motion the increasing returns dynamics that makes creation spaces successful: participants, interactions, and environments.
  • First by keeping barriers to entry low; next by giving them the real-time feedback and performance measures they need to advance quickly within the community

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