The Serendipity Machine

Mills Scofield

Sebastian, an organization hacker, is the author of The Serendipity Machine - the inspiring story of the highly innovative, international coworking network About 5 years ago, a then rather traditional Dutch meeting business started to scan its environment for innovation stimuli when it noticed a new group of professionals the company had never really dealt with before: independent professionals, aka knowmads, digital bohemians, free agents and so on.

Today's Workforce in the Global Marketplace

Coaching Tip

NO FEAR, an innovative business leadership book by Pekka A. They constantly generate new innovations; they use new networks to solve problems in an innovative manner, provided their interest is piqued. The network economy is going to be mainstream. As a leader, you must engage your Gen Y Digital Cowboys to expand your network of contacts to both retain and expand your company.


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The Art of HR: Building REAL Social Networks


Social networking has evolved in various formats, using technological advances to allow people to communicate with their network in unique ways. These networks have infiltrated our workforce and have created numerous fluid dynamics in our workforce. Avid social networkers can now create a portfolio of jobs, without relying on one single employer. Social acumen is essential to innovation, and requires a unique blend of tact, perseverance, skills and internal alliances.

Business School Professors Should Be Like Movie Directors

Harvard Business Review

Professors must think of themselves as experiential movie directors for a production of Global Business in the Networked Economy , orchestrating and coaching a multinational cast of actors through experiments – and stepping off of the stage for a broader purview. As business school professors, we always ask ourselves why we are needed. Because we train future leaders and shape how organizations create value for societies. But will students need us in the same capacity in the future?

You Need a Community, Not a Network

Harvard Business Review

To get serious results from a network, you need commitment and a continuity of relationships among the participants. To borrow language from the philosopher Avishai Margalit , the web is a “ thin we ” type of network. They have little in common with other members, and they’re reluctant to do much for the network. When networks develop into communities, the results can be powerful. What can leaders do to turn a network into a community?