The two HR bomb throwers argued that employees should be measured on output, not hours. And that the face-time culture was utterly out of place in the digital age. Their ultimate underground project-one in which you never had to darken the doors of the workplace if you didn't want to-radically changed the culture at Best Buy.

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.

Who is JarGon?
JarGon is the customer service robot. He has no heart and isn't capable of love. He was created in a secret lab to frustrate customers, and Get Satisfaction is locked in an epic battle to protect the populace from this bumbling, metallic menace.

Etienne lui-meme

key beliefs that are held by the best bosses - and rejected, or more often simply never even thought about, by the worst bosses

An important book for taking stock of one's aspirations. Personal strategy development tools. "The Personal Enterprise Plan" aims to help individuals make the best use of their freedom inside institutions.. Freedom allows us to identify ourselves, to express our potential ad aspirations and to use the resources of the institution to realize ourselves or to change institutions if the resources cannot be provided."

Four pillars of collaborative leadership

Today's myriad interconnected social networks - Facebook, LinkedIn, Twitter etc - mean that most people are already connected in a collaborative way to others beyond their traditional domain. It's a question of how to leverage that in the office. In their HBR article, Ibarra and Hansen suggest four pillars:

1. Play global connector. "The first piece is really how you yourself build a network that allows you to add value collaboratively because you can connect," says Ibarra. "If you are stuck in your function, in your group, in your business unit, in your country, how can you see what's going on out there? How can you see the array of opportunities that could be passing you by?"

2. Engage talent at the periphery. "How do you think about the talent that you are bringing to the table?" Ibarra asks. "Everybody espouses the value of diversity, but saying it and doing it are very different things. We see very clearly that leaders who engage talent from the periphery - and that periphery could be geographical or generational or gender diversity - are going to be much better placed to collaborate."

3. Collaborate at the top first. "A lot of times, collaborations get mired in politics, or groups have great ideas that don't get accepted because the top is divided politically into turf wars," points out Ibarra. "You cannot encourage collaboration on the front line and then not collaborate with each other as a top team."

4. Show a strong hand. "Collaboration doesn't mean consensus on everything," says Ibarra. At some point, the discussion has to end and someone has to make a decision. "You need to understand as a leader when you step back, and then when you do come back in make sure people know who's got the right to make the final decision."

The blog I use to describe what's happening with 21C.

Jay's notes on books, posts, and interviews. This is a general catch-all for 21C input.

I can think of two (2) representations of  "comprehensive management approaches" - two exceptional representations - that remind me of my favorite illuminated manuscripts. In this post I'll describe and discuss one of 'em, a poster-sized map published about a year-and-a-half ago. I hope to do the same with regard to an entire (2003) book in a future post.

Getting Things Done workflow map

GTD Workflow Map large size