The New Organization Model: Learning at Scale - The Big Shift...
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Saved by 9 people (1 private), first by anonymouse user on 2009-03-11
- Brands on 2009-07-10 - Tags no_tag
- Vkidd32 on 2009-06-22 - Tags no_tag
- Felipemiranda on 2009-03-20 - Tags no_tag
- Filsalustri on 2009-03-13 - Tags article , commentary , management , organization , learning , structure , model , 2zotero , 2xiki
- Swarnasras on 2009-03-13 - Tags learning , business , talent , management , recession , organisation , model
Public Sticky notes
the big shift: the move from institutions designed for scalable efficiency to institutions designed for scalable learning
Highlighted by vkidd32
Now we have a new infrastructure, a digital infrastructure creating near-constant disruption. By freeing
people to interact and collaborate with others outside of traditional
hierarchical organizations, by reducing information asymmetries between
producers of goods and services and those who buy them, by democratizing control
over communications and media--in these and other ways our digital
infrastructure is granting new autonomy and freedom to individuals, both as
consumers and as employees. (For more about this see The Wealth of Networks by Yochai Benkler.) As a
result, individuals wield new influence with and power over the institutions
with which they interrelate
Highlighted by swarnasras
Standardizing them required a top-down approach. Strong institutional leaders were necessary to mold individuals into two primary roles: customers that consumed products pushed to them on fixed schedules and employees who performed repetitive tasks from nine to five.
Highlighted by vkidd32
From the talent side of the equation the key requirement for institutional success is to move from scalable efficiency to scalable learning.
Highlighted by bertrandduperrin
From the talent side of the equation the key requirement for institutional success is to move from scalable efficiency to scalable learning.
Highlighted by vkidd32
Near-constant innovation is the only way to respond successfully to near-constant disruption
Highlighted by felipemiranda
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). Given that innovation is inherently a human activity--one performed by talented individuals--it follows that talent will pull institutions into the 21st century.
Highlighted by felipemiranda
At best what institutional leaders can do is to create the environments--the
"creation spaces"--that foster innovation and faster learning. But here's the
rub: many of these institutional leaders are caught in the mindsets of the
previous generation of infrastructures and the related assumption that scalable
efficiency is the key to success. Talent, on the other hand, is under increasing
pressure to get better faster and will either leave institutions that cannot
help them or become catalysts for change within those institutions.
Highlighted by swarnasras
talent will pull institutions into the 21st century.
Highlighted by bertrandduperrin
At best what institutional leaders can do is to create the environments--the "creation spaces"--that foster innovation and faster learning
Highlighted by vkidd32
Talent, on the other hand, is under increasing pressure to get better faster and will either leave institutions that cannot help them or become catalysts for change within those institutions.
Highlighted by vkidd32
s they do, the strength of institutions--which is to provide stability and
predictability--is becoming an Achilles heel. Institutions are slower to change
than individuals so it is no surprise that individuals are responding to the
challenges and opportunities of infrastructure change more rapidly.
Highlighted by swarnasras
These shifts have prompted some observers to predict the rise of an economy in which autonomous workers are proudly independent of any corporate employer
Highlighted by felipemiranda
. Deeply frustrated with the stultifying atmosphere so amusingly captured by Dilbert, many talented individuals have fled their institutional homes and struck out on their own. As institutions begin re-forming around the imperative of scalable pull, we are likely to see a reversal, or at least a leveling off, of this trend towards independent contractors. We believe that, as talent-driven institutions emerge, they will amplify talent development in far more powerful ways than any individuals could accomplish on their own.
Highlighted by bertrandduperrin
We believe that, as talent-driven institutions emerge, they will amplify talent development in far more powerful ways than any individuals could accomplish on their own.
Highlighted by felipemiranda
Public Comment