The idea would have a direct impact on talent management, collaborative technology and retool the mindset of leaders about what is competition. Power would lie in the sharing value, as companies which would share would also be creating networks and relations with companies with whom they share resources. Employees would be stimulated by new experiences and get new ideas which could lead to innovations. Learning and investment into the human being would be distributed across many enterprises, making the knowledge of the staff even richer. This would lead to new and powerful communities.
New reward and incentive models would be developed and people would be rewarded because of their work and merit and not because of a role or political relation. This would be a new approach to mobilizing and coordinating human efforts in a time with an increasing aging population.
In a way, this builds off what Dan Pink described in Free Agent Nation and even further back when Richard Florida talked about The Rise of the Creative Class. Top quality talent are less loyal to a single employer and actively seek out new challenge and opportunities. Social technologies are now also enabling greater mobility and more open organizations. There are even cases of market places for professional free lancers emerging such as eLance.
Of course, the need for a core of internal employees isn't going to disappear, but the potential is for a much more expansive form of organization, one in which strategic partners share talent. Imagine if employees could take a year to work at a partner company, as an academic might teach at another university. This is a really compelling idea. Actually promoting stickiness with your best and brightest by giving them the freedom to go pursue other interests and opportunities, then return refreshed and with new perspectives.
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