Community Management

Lead Change Blog

A network organization is resilient and sustainable. One of the largest barriers in several organizations is that many managers still tend to think using hierarchical paradigms. What works better is transforming your organization into a network organization. Okay, but what is a network organization and how and why does it work? So part one of creating a network organization is ensuring online and offline (social) networking is in place.

Four Factors for the 21st Century

Lead Change Blog

That’s an entirely different paradigm than in the 1950’s of pursuing one profession during a lifetime, probably for only one organization! What’s good for the organization. If coworkers will change profession that often, what then is good for the organization? Why is this good for the organization? So, the organization will continuously need to adapt to an ever-changing environment and need personnel who operate well in this (ever new) environment.

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20 Essential Terms that You Need to Know to Transform Your Business

N2Growth Blog

Whenever you begin business transformation work, it’s important to establish a common vocabulary that everyone in the organization can grasp and incorporate into their respective vocabularies. Work teams are formed to meet the demands of the organization.

Strategy Execution - The Un-Idea

Six Disciplines

Companies operated alone, rather than being part of partner networks or plugging their people into informal relationships. It was an ineffective way to operate, especially after the information technology revolution took place, and to break out of it, companies needed management ideas. A while ago, Rosabeth Moss Kanter wrote a short but profound post about execution for Strategy & Business magazine entitled Our Ten Most Enduring Ideas.

Value-Based Health Care Is Inevitable and That’s Good

Harvard Business Review

Whether providers like it or not, health care is evolving from a proficiency-based art to a data-driven science, from freelance physicians to hospital-employed physicians, from one-size-fits-all community hospitals to vast hospital networks organized around centers of excellence.

What Makes an Organization “Networked”?

Harvard Business Review

Most of today’s organizations were built on Weber’s principles. Today, we live in a time of transformation every bit as colossal as what Weber saw a century ago: a shift from hierarchical to networked organizations. The truth is that networks are informal structures.

Why the Problem with Learning Is Unlearning

Harvard Business Review

Ever since the publication of Peter Senge’s The Fifth Discipline , 25 years ago, companies have sought to become “learning organizations” that continually transform themselves. In every aspect of business, we are operating with mental models that have grown outdated or obsolete, from strategy to marketing to organization to leadership. They look to create network effects through ecosystems of customers, suppliers, and partners.

The Reinvention of NASA

Harvard Business Review

Since the Apollo program, NASA has faced funding cuts, competition from other nations for space leadership, and a radical restructuring of its operating environment due to the emergence of commercial space – all of which have forced the organization to change its ways of thinking and operating. It offers an example of what we call “strategic agility,” or the ability to effectively (and continually) adapt how a firm operates and competes.

The Metamorphosis of the CIO

Harvard Business Review

In order to keep up with these changes and to succeed, future enterprises will need to have three clear characteristics: They will be socially enabled; they will operate as digital business ecosystems, offering innovative services and products as rapidly and inexpensively as possible; and they will view innovation not as an optional advantage, but as the only advantage. This is very different from the way large businesses have operated for decades.


Get Started with Big Data: Tie Strategy to Performance

Harvard Business Review

In a recent Harvard Business Review article we explore how companies require three mutually supportive capabilities to fully exploit data and analytics: an ability to identify and manage multiple sources of data, the capacity to build advanced analytic models, and the critical management muscle to transform the organization. Opportunities may range from improving core operations to creating new lines of business — even in the same industry.