The first and most important truth any leader must understand is that the human beings who work inside every kind of organization possess unlimited potential. They have the ability to solve any problem and the adaptability to respond to unforeseen circumstances. It may be the most overworked truism in the business world, but employees are indeed the most valuable resource and asset that any company has.
In April 2013, CIPD and the Management Innovation eXchange (MIX) invited HR and business leaders to crack the adaptability challenge through a hackathon—an online problem-solving event designed to harness the collective intelligence of progressive HR and management practitioners from around the
When it comes to building management and business models that are fit for the 21st century, one of the fundamental challenges is developing organizations that are capable of discovering, nurturing, aggregating, and appropriately rewarding contributions from employees, customers, suppliers, and other stakeholders across boundaries.
So much of the conversation in business is about power: what you control (“I run a $200 million piece of the business”), who you control (“My 350 direct reports”), and how you control (org charts, pay grades, policy manuals). Of course, power and control are spectacularly subpar strategies for unleashing human imagination, initiative, and passion—all those qualities every organization needs in abundance in order to thrive in the Creative Economy.
Is everyone creative? Sure they are but in very different ways and to varying degrees. There is a big difference between the folksong you wrote for your college sweetheart and a symphony composed by Beethoven.
For too long the ruling ideology of too many organizations has been control: controlling people, controlling information, controlling deviations from the norm. The good news is that we already have a potent model of freedom as an organizing principle. It’s called the Internet.
Over the last decade, digital, social, and mobile technologies have greatly expanded the scope of personal freedom—the freedom to connect with anyone anywhere in the world; the freedom to contribute and to make a real impact on the basis of merit rather than position; the freed
Remember that classic New Yorker cartoon with Rover sitting in front of a computer? The caption read, “On the Internet, no one knows you’re a dog.” Well, on the web, no one knows you’re a senior vice president either. That’s why every leader is going to have to learn how to get things done in a world where authority is the reciprocal of followership.
In 1973, Peter Drucker stated in his book Management: Tasks, Responsibilities, Practices, "Management is not culture-free, that is, part of the world of nature. It is a social function. It is, therefore, both socially accountable and culturally embedded."
Remember working for that start-up? Things were good. You responded quickly to change. You could, and often did, roll out new programs within weeks or days. Your boss approved quick changes with a simple nod. And you got results—fast.
Big Data is big business. Sensors, GPS tracking, math modeling, and artificial intelligence offer companies real-time market insights at massive scale and open the door to unprecedented ways of monitoring, targeting, and measuring employees and customers.