organizations

Organisational Chart

by: Sigurd Rinde

If the janitor tell us to use the blue door, not the red one, followed by a clear and compelling reason (no stairs, a four floor drop behind the red door), we'll follow the advice without a second thought.

That's how clear and compelling our company strategists shall be in their message.

If it's been snowing all night, a half eye out the window gets me going, shower will have to wait - out I go shovel in hand.

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Managing Trust

by: Sigurd Rinde

What?

Yep, the September issue of the Harvard Business Review has an article - "The Decision to Trust"  - with the angle of "explaining the mental calculations people make before choosing to trust someone".

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Redundant Hierarchies

by: Sigurd Rinde

Of all questions I get, this is my favourite : "Could we use thingamy to change the organisation?"

To which I enthusiastically answer: "But of course, thingamy can even replace the organisational hierarchy!"

The organisational hierarchy's purpose is to organise the processes, the work flows and distribute work orders one way and reports the other.

In other words, implement a structured use of resources, i.e. deliver the Business Model.

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Ideas, Problems, Broken Arms - Social Objects

by: Sigurd Rinde

Thanks goes to Tony C for the inspiration:

Business and organisations are social groups with a value creation purpose.

The value creation happens to tangible or virtual objects, from widgets and bikes to concepts and broken arms.

Sometimes it happens in very linear processes like when a car is built. The classic ERP value chain.

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Where Does Social Media Sit in a Firm? Probably Many Places

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Am I Better off Being an 'Imitvator' Than An 'Innovator' ?

by: Idris Mootee

Leaving London and heading home for the weekend. A question that came across a few times this week during my keynote is 'how important it is to be agile'.

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Apple, Google and Everyone Else - Who Owns the Customer Experience?

by: Karl Long

It's funny, I would suggest that Apple and Google probably have very different design processes and certainly a very different culture so what is the common denominator?

apple google and you

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Enterprise 2.0 and the Concept of Virtuality

by: Idris Mootee

While we we're on the topic of Enterprise 2.0,
I remember when Peter Drucker coined the term "knowledge worker" some
15 years ago he was referring to a new class of employee whose basic means of
production was no longer making widgets (I don't mean the software widgets, I
mean object), but, rather, the effective use of knowledge and creativity.
Knowledge worker includes not only the traditional professionals (architects

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Ten Habits of Innovation Laggards

by: Idris Mootee

I
was going to write a piece on the ten successful habits of highly
innovative companies, but then I thought there are enough written about

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Exploring Adjacent Sector Innovation Requires External Provocateurs

by: Idris Mootee

I finally got some time today to visit our new office. I really like
this space as it has three sides of window in a very hip area. We were
trying to visualize how all our innovation space should come together
and what to do with each "innovation playroom". Here are some photos. I

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