The lifespan of its products is limited to a few years, possibly even months. Products have to be greatly improved or changed fairly often
Customers have many alternatives to choose from. Low-cost alternatives with the same or similar benefits emerge all the time all over the place
Complete lack of tradition is the most important reason why customers stick to the brand - it is sexy, shiny, fresh
The buying decisions of customers are hardly influenced by the marketing efforts or what other people in their close proximity think of a specific product. Instead, they are connected to and influenced by other customers than those who can be found among their neighbors, family and friends in close proximity, or colleagues at the same unit or location
It is easy for other businesses to copy the products as well as the processes which are required to produce and sell the products
Only a small minority of the workforce is doing highly repeatable and formalized industrial work - the vast part is handling barely repeatable people processes
How work is done changes often. Interruptions and failures which require speedy problem solving happen all the time
Employees aren't motivated by having a work to go to - their joy is in helping people and achieving results every single day. Their employers can hardly replace them with someone else, and if so that usually is at a higher level of compensation
Processes and routines differ greatly everywhere with very many local variations. They couldn't possibly be implemented in the exact same way across locations and units
The business environment is dynamic and heterogeneous, preventing top management from defining, planning and implementing all decisions in a one-size-fits-all manner across the enterprise
Strategies as well as local execution can't be defined and commanded top down - these are highly diverse
Very little, if any, of the know-how required to do the job can be obtained via formal training, reading instructions and peer-to-peer (master-apprentice) knowledge transfer at the s
Patterns are already used in business context. Emergent practices leveraged from online communities are patterns. Ethnography, and many design thinking methods, invoke pattern recognition to decipher customers’ behavior. Social learning implies the use of patterns in knowledge acquisition. Dynamic patterns are much more adapted to knowledge work than business processes are.
As they can be broken down to processes, monitoring patterns’ evolution in networks represent a promising way to handle the exceptions crippling most of the processes in which human interaction is involved. Integrating pattern recognition into work might require dedicated competencies, but it also requires new approaches. Adaptive Case Management is a promising framework to help dealing with knowledge flows rather than with processes, considered the fact that not only should we focus on information, but also on the way information, and connections to it, changes over time. Time has come, to understand that information is not only the blood of our networked organizations, but also their bones.
When we weren’t taking instructions (at what we call “work”), we became accustomed to doing nothing: sitting back and letting the world go by. Watching the idiot box. From now on, we have to make better use of this gift of time. We must build and sh
Good ideas for non-profits and charities
Plan for how you will engage your stakeholders using social computing tools:
The performance management schemes, grade levels in the organizations and compensation practices have yet to recognize how work gets done in networked environments and increasingly, in a networked world.
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