A review of Jef Staes’ newest book in which he claims that we are grinding to a halt because of three fences that we have built around education, organizations and society.
It’s time to pimp your employee database, because with the term Social Validation we are getting very close to a way to develop and sustain a Social Architecture.
A conversation on the parallels between music and leadership reveals quite some blind spots. And I’ll let you guess on which of both sides. What worries me most is that these blind spots are too obvious to be true.
Take a seat on the other side of my eyeballs. You will discover that I look at the world through a pair of bell-curve-shaped lenses. I keep tinkering until they make sense. So there you go: Ten Tinkered Bells!
We are all quite good at creating and sustaining comfort-zones, because this is what makes life predictable. But when we do that at as a group or an organization, disasters can happen. Newspapers are next on this list.
As I am writing this the second Twitter Brainstorm of OCPractitioners has just closed. I never thought it would be a confrontational idea for the 150+ followers. But somehow I have the feeling we have not quite crossed the chasm.
Organizations don’t fall by threats they noticed in time but by threats they didn’t see coming. The low innovative power of organizations is caused by 2D-managers and 2D-HRM who didn’t or wouldn’t see the harmful impact of job descriptions and competence management on creative entrepreneurship. Unconsciously they were successful in changing a whole generation of talented people into sheep.
I always associated SMART goals with positive things, such as sound corporate governance. Never in my life I would have thought that SMART would be threat to the people I work with. But things have changed and they continue to change.
A few weeks ago I purchased a Kindle, an e-reader for books, newspapers and blogs. I was quite amazed by the usability of my new gadget: I can read tons of books and subscribe to lots of newspapers… except Belgian newspapers. What once was an asset turns out to be a liability.
Suppose I challenge you with following question: “How do you make your organisation capable of innovating in a very fast and much cheaper way?” What would be your answer as a CEO, business unit manager or HR director?
