Perhaps prescient Churchill was not only referring to Russia, but the pending organizational cultural shift that beckons today’s companies and institutions. Perhaps the riddle, wrapped in a mystery, inside an enigma can be thought of as the relationship between leadership, org structure, learning and Enterprise 2.0. The riddle is that the components are inextricably linked. Grow up. Deal with it. Those of you on the learning side of the house need to embrace and understand the technology and leadership implications. Those of you solely focusing on leadership, need to see how learning and technology are key to the puzzle. And those that think it’s only a technology solution, fail to see that it’s the leadership, learning and org structure components that make the technology useable
thomas malone Archive
I find myself in the center of an intellectual tempest. The traditional ‘learning’ folks are trying to sort out how to revolutionize the industry by augmenting their formal learning strategies to incorporate social media, social learning, social networking and the like. It’s a good thing to witness, but slow as molasses in some circles. The Human Resources and Organizational Development folks are mulling over their competencies, values, leadership development programs, amongst other elements trying to embed flatter, more connected ways of working. Also good to see, but at times I see these folks in other companies plodding along without involvement of the Learning side of the house, or the technology outfits. The technology groups (be it IT, Systems Analysts, ERP groups, etc.) are busy trying
Over the last several months, at the job that actually pays me, I’ve been on somewhat of a soapbox speaking, writing, blogging, yammering about the link between culture, leadership philosophy and Enterprise 2.0 technologies. In summary, as we shift to a new decade replete with Moore’s Law in abundance, we need to recognize that yesterday’s way of leading needs to be improved but it cannot do so unless Enterprise 2.0 technologies become part of that new philosophy. One without the other will cause either confusion or ambivalence. Today, many companies have leadership development training and programs. But, do those companies have an actual leadership philosophy that speaks to everyone in the organization, in a society that is shifting towards ‘cultivate and coordinate’ from ‘command and
I knew things were starting to go a little 2.0 crazy when our 3rd child (and second daughter) was being referred to as Claire 2.0 by family, friends, etc. Her actual name is Cate. (the oldest is Claire) So how are we to make sense of this 2.0 landscape when everything seems to be coined 2.0 these days? First of all, we should thank our lucky stars for Marcia Conner. She has recently written about this and does far better than I ever could to succinctly decipher the history, rationale and inanity of such a moniker. That being stated, and for purposes of furthering my argument (and many others: see Hamel, Malone, Tapscott, etc.) that organizations need to flatten and become community connected in heterarchical
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