As our information moves faster, we move faster. And as more of humanity comes online (2.3 billion more people in 2016–2017 alone), it’s causing a fundamental and spontaneous restructuring of our collective behavior. The overlay of our evolving planet wide digital nervous system has taken the perennial drivers of change — human needs, politics, geography, culture — and woven new patterns from them. All of us, especially those who are guiding businesses, need a new framework to understand and adapt.
Welcome to The Emergent Era – Emergent Era – Medium
Tag: management
Welcome to The Emergent Era – Emergent Era – Medium
As our information moves faster, we move faster. And as more of humanity comes online (2.3 billion more people in 2016–2017 alone), it’s causing a fundamental and spontaneous restructuring of our collective behavior. The overlay of our evolving planet wide digital nervous system has taken the perennial drivers of change — human needs, politics, geography, culture — and woven new patterns from them. All of us, especially those who are guiding businesses, need a new framework to understand and adapt.
Digital Wiggle Room « Simon Terry
Many of the key practices and approaches that enable the transformation of organisation receive pushback from managers initially because they don’t fit into a traditional management mindset of task efficiency.
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Employees will often push back on new digital practices like collaboration, design thinking, agile and experimentation. If you are busy, the returns of this work are uncertain, the demands of your role are exacting and your organisation values expertise foremost, being asked to test your assumptions and engage with others on your ideas can feel like a waste of your valuable time.
5 Leadership Attitudes From Flat Organizations
First of all, flat organizations aren’t strictly flat. In order to grow, allow communication to flow, and projects to move forward, certain principles start to emerge. The flat terminology isn’t about grouping or structure, it’s how the decisions flow inside the company, which is more peer-to-peer and less top-down.
Manage The System, Not The People
“For me, this is an example of the role of the manager. I was not the leader because the idea to form a circle in the middle was not mine. I was not a coach because I didn’t help any person with their contribution. And I was not a director because I didn’t provide any specific rules or instructions.
Instead, I just observed the system and I intervened by announcing that it wasn’t doing its job well. I then let the system work out the details.”
Email is A Problem, But Meetings Are the Collaboration Issue. « Simon Terry
In a world in which all other forms of management are subjected to performance scrutiny meetings escape attention because they are where managers try to create performance scrutiny.
Source: Email is A Problem, But Meetings Are the Collaboration Issue. « Simon Terry
The PMP – How it Ruined Project Management | Stuart Hamilton | Pulse | LinkedIn
There has always been a class of worker that is paid for their labor, not for their expertise. There is a reason they were called “laborers”. The IT professional used to be part of the workforce where they were highly skilled and earned a premium for their experience. Now employers, often while employing contract IT labor through agencies, look for a few base criteria, and then differentiate only on price. The IT professional might not be digging ditches, but they are now a “laborer”.
Source: The PMP – How it Ruined Project Management | Stuart Hamilton | Pulse | LinkedIn
no straight lines 