As day 3 of the Enterprise 2.0 conference in Boston comes to a close, Iโm left with an empty feeling.
I donโt belong.
Not so much at the conference, per se, but in the spectrum of organizational ideologies.
When I attend conferences, meetings, etc. that are Human Resources, Learning or Organizational Behaviour in nature โฆ I stick out as the individual pushing the โculture of collaborationโ tenet through a need for more connected, collaborative and continuously federated technologies.
I end up clashing with the โold wayโ โฆ in this case, the tried and true practices of how organizations were (or are) run.
When I attend conferences, meetings, etc. that are more technology-focused (Enterprise 2.0 being one of a few) โฆ I stick out as the individual pushing the โculture of collaborationโ tenet through the lens of engagement, culture, business performance improvement, etc.
Bottom line is that I see a niche world developing; a bridge between the IT and HR worlds.
There are several bridge builders out there, including but not limited to recent conversations at the conference with Andrew McAfee, John Ambrose, Jon Ingham, Marcia Conner, Nick Howe, amongst others.
Like Iโve written about before, we need to keep an open mind about how technology can aid culture, and how the culture can help shape the utilization and benefit of the technology.
I wonder if that niche world deserves a brand, a title, a definition?
What would it be?
WORK-LIFE BLOOM
PERSONAL ASSESSMENT
Find out if youโre currently blooming, budding, stunted or in need of renewal through the Work-Life Bloom Personal Assessment.
Dan is a conference organizerโs ideal speaker. Not only did he inspire and energize our group, but he also masterfully adapted his content so it resonated with the audience and our conference theme. As a bonus, Dan is able to nimbly navigate to adjust to a reduced time slot when other speakers went over time without sacrificing the impact of his session.
Director and General Counsel
Dan accomplished what we set out to do, which was not only to be inspirational, but also to leave everyone with tools and food for thought / self-reflection to improve their personal and professional lives.
Hermann Handa, FCT
Dan challenged us to have clarity of purpose, both as individuals and as an organization. He related inspiring stories drawing on his experience in business, technology and academia. As he said, โThere is no ownership without belonging.โ
Christian Pantel, D2L
Dan Pontefract suggests leaders must be transformational and transactional, collaborative and considerate, daring and decisive, inclusive and insistent, playful and formal, harmonious, and humble, encouraging and results-driven. In a word, Flat.
Robert Morris
โHow to strengthen engagement, empowerment, and execution, then leverage them for a decisive competitive advantageโ