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According to last year's Learning for growth report from the CBI, more firms in 2010 (48%) than 2009 (39%) say improving leadership and management skills is a key priority for them, and this is even higher for the public sector (73%). The same report also highlights that over two thirds of organisations are looking for more targetted and cost effective routes for training. The IOD's Skills Crunch highlights a different challenge as leadership and management skills are at the top of the list for organisations reporting skills gaps in their current staff.

Charles Jennings

XPLANE Culture Map

Every company has a culture, but it can take time to learn, and the stated culture can often differ significantly from what people actually experience.

At XPLANE we have created a visual map of our culture, to guide our teams in daily decision making and help them make choices that are consistent with what we stand for and who we want to be.

We are all leaders. We must keep one another informed in real time. We trust living systems to self-organize. Read this book if you want to know what's going on. Ironically, these are not really Thompson's rules; they are Mother Nature's.

The biggest challenge businesses today face is unlearning what was successful in the industrial age and learning how to prosper in the network era.

Apple's vision is centered on its strengths in design and in creating simple user interfaces.  By using this common vision and focusing on it strengths, Apple has moved from being a computer company to one where it produces a variety of products and services from software and a music stores to telephones and iPads. Rather than remain a computer company only, Apple has learned to expand its vision and think bigger.

Thoughts on Recruiting, Learning and Other Things as I Ramble around the World
Are Senge's Five Disciplines Still Relevant? Kevin Wheeler's blog.

The large innovative move from an established company, or the disruptive startup that become a billion dollar company at the founders first attempt, is the exception. There is no silver bullet, a single thing they did and which we can replicate. Most of us need to play a longer game if we want to see success. Each time we roll the dice we need to ensure that the odds move a little further into our favour by: being frugal with our resources moving to a position where we have a better chance of success make the most of the opportunities that are presented to us learning from our previous mistakes

The point is, it is the most interesting, attractive, high-margin work that spans boundaries and requires a network approach. Firms large and small can comfortably do process work internally, but to get the ground-breaking work they must learn to use open innovation and build external networks into the core of how they work.

Updated design principles Speed of change, ubiquitous connected networks and intensified complexity arising from abstract, distributed knowledge flows are key features of the emerging wave of smart working. Design principles for performance environments therefore additionally need to focus on complexity, the changing nature of knowledge as power, network viability, mobility and social learning.

Maybe your boss is nervous because he understands the potential of social media all too well. Once people learn that they can find each other, share their knowledge and work together the roles of many managers will change if not disappear. This is frightening. However the good managers will make the effort to adapt and will continue to add value in the more networked world we are moving into.  Many of them will be old enough to have children active on the web and may not be comfortable talking to them about it. Or they may get the point of social tools outside work but not see how to map them to the business context. Why not help them? Why not help your boss to understand the benefits for their business and them as individuals of getting to grips with the social network world? There is a real danger that we assume that our boss knows everything. Often they don't and may be embarrassed about admitting this. Make it easy for them to do so.

Our Work
Looking over the edge
Our work seeks to link the latest academic thinking from thought leaders across a variety of disciplines with the operational challenges and experiences of the members. The outcome is innovative service models, strategies, practices and standards that are operational.
To accomplish this, the Consortium hosts a number of activities the core of which are the Team Meetings. The Team Meetings are working sessions on specific topics. The speed with which the Consortium's work progresses is a function of the member's courage to try new and un-proven ideas. The Team Meetings are the place where we discuss these emerging ideas and learn from the members experiences.

alternative performance reviews

Great article

This is post 1 in a series about preparing for the future of work and learning. When you jump into a heated pool or get into a warm lake in the middle of a hot day- this usually feels nice, right? What about when you jump into an unheated pool or a cold lake? Is it usually a gets your attention, even if you knew the water was cold. When you think about the future of work, did it ever make you feel like you were jumping into cold water?  If not, you probably haven't considered what this means for you.  It's a big change. Most of us are experiencing the changing workplace environment at some level while others are fully immersed. In order to build your skills or the skills of others for work of the future, you need to understand how the future of work is changing. Here are 19 Resources to help to gain a better understanding of this change.

Peer-to-peer networking, 2:41 video

Jane & Jane