Group items tagged company - Business Interaction Management

The Return of the Non-Virtual Organization - Tom Davenport - HarvardBusiness.org - 0 views

blogs.harvardbusiness.org/...eturn_of_the_nonvirtual_o.html

Tom_Davenport organisational_change virtual_communities

shared by anonymous on 11 May 10 - Cached

anonymous on 11 May 10

I can't tell you how many companies I have worked with that have encouraged or tolerated a large degree of geographic dispersal among employees and management teams. "We're virtual, and proud of it," one told me. "It doesn't matter where you live anymore," many employees of virtualized companies have argued. "We travel all the time anyway," has been another frequent mantra.\n\nBut I recently encountered a company that is moving the other way. Eclipsys makes software for healthcare providers. The company's headquarters is in Atlanta. Last week, it changed CEOs. The previous CEO, Andrew Eckert, lived in Silicon Valley. By all accounts, he did a good job in the role, and the company has been doing well. However, the board of directors felt that the company couldn't be managed successfully from afar, and held discussions with Eckert about moving to Atlanta. He was committed for both family and career reasons to stay in California, however, and declined to move. The board decided to change leaders, and Philip Pead, who had previously headed and sold a healthcare software company in Atlanta, got the nod as the new CEO. Pead had moved to Miami, but is returning to Atlanta to run the company.

<div class="cArrow"> </div><div class="cContentInner">I can't tell you how many companies I have worked with that have encouraged or tolerated a large degree of geographic dispersal among employees and management teams. "We're virtual, and proud of it," one told me. "It doesn't matter where you live anymore," many employees of virtualized companies have argued. "We travel all the time anyway," has been another frequent mantra.\n\nBut I recently encountered a company that is moving the other way. Eclipsys makes software for healthcare providers. The company's headquarters is in Atlanta. Last week, it changed CEOs. The previous CEO, Andrew Eckert, lived in Silicon Valley. By all accounts, he did a good job in the role, and the company has been doing well. However, the board of directors felt that the company couldn't be managed successfully from afar, and held discussions with Eckert about moving to Atlanta. He was committed for both family and career reasons to stay in California, however, and declined to move. The board decided to change leaders, and Philip Pead, who had previously headed and sold a healthcare software company in Atlanta, got the nod as the new CEO. Pead had moved to Miami, but is returning to Atlanta to run the company.</div>

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The Strategic Advantage of Global Process and Practice Networks - The Big Shift - Harva... - 0 views

blogs.harvardbusiness.org/...trategic-advantage-of-glo.html

knowledge_workers organisational_change BIM talent

shared by anonymous on 10 May 10 - Cached

anonymous on 10 May 10

It goes without saying that no matter how much talent a company might have, there are many more talented people working outside its boundaries. Yet all too many companies focus solely on acquiring talent, on bringing talent inside the firm. Why not access talent wherever it resides?

<div class="cArrow"> </div><div class="cContentInner">It goes without saying that no matter how much talent a company might have, there are many more talented people working outside its boundaries. Yet all too many companies focus solely on acquiring talent, on bringing talent inside the firm. Why not access talent wherever it resides?</div>

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Changing organizational structure to increase productivity - McKinsey Quarterly - Organ... - 0 views

www.mckinseyquarterly.com/...21st-century_organization_1628

structure organisational_change

shared by anonymous on 11 May 10 - Cached

anonymous on 11 May 10

About half a century ago, Peter Drucker coined the term "knowledge worker" to describe a new class of employee whose basic means of production was no longer capital, land, or labor but, rather, the productive use of knowledge. Today, these knowledge workers, who might better be called professionals, represent a large and growing percentage of the employees of the world's biggest corporations. In industries such as financial services, health care, high tech, pharmaceuticals, and media and entertainment, professionals now account for 25 percent or more of the workforce and, in some cases, undertake most typical key line activities. These talented people are the innovators of new business ideas. They make it possible for companies to deal with today's rapidly changing and uncertain business environment, and they produce and manage the intangible assets that are the primary way companies in a wide array of industries create value.

<div class="cArrow"> </div><div class="cContentInner">About half a century ago, Peter Drucker coined the term "knowledge worker" to describe a new class of employee whose basic means of production was no longer capital, land, or labor but, rather, the productive use of knowledge. Today, these knowledge workers, who might better be called professionals, represent a large and growing percentage of the employees of the world's biggest corporations. In industries such as financial services, health care, high tech, pharmaceuticals, and media and entertainment, professionals now account for 25 percent or more of the workforce and, in some cases, undertake most typical key line activities. These talented people are the innovators of new business ideas. They make it possible for companies to deal with today's rapidly changing and uncertain business environment, and they produce and manage the intangible assets that are the primary way companies in a wide array of industries create value.</div>

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The Enterprise 2.0 Recovery Plan : Andrew McAfee's Blog - 0 views

andrewmcafee.org/...he_enterprise_20_recovery_plan

Andrew_McAfee enterprise_2.0

shared by anonymous on 11 May 10 - Cached

anonymous on 11 May 10

Recent events in the news have inspired a thought experiment: I asked myself what I would do if I were put in charge of IT as part of the turnaround effort at a big US automaker. To be a bit more specific, I imagined that one of the big 3 American auto companies was taken over tomorrow by enlightened and aggressive new leadership whose only goals are to restore the company to operational and financial excellence. This leadership is enlightened (in my book) because it believes firmly in the power of IT to help businesses achieve their goals and differentiate themselves in the marketplace, and will fund and fully support whatever initiatives I propose (this is a complete fantasy for several reasons, but thought experiments aren't supposed to be constrained by reality.).\nSo what would I propose?

<div class="cArrow"> </div><div class="cContentInner">Recent events in the news have inspired a thought experiment: I asked myself what I would do if I were put in charge of IT as part of the turnaround effort at a big US automaker. To be a bit more specific, I imagined that one of the big 3 American auto companies was taken over tomorrow by enlightened and aggressive new leadership whose only goals are to restore the company to operational and financial excellence. This leadership is enlightened (in my book) because it believes firmly in the power of IT to help businesses achieve their goals and differentiate themselves in the marketplace, and will fund and fully support whatever initiatives I propose (this is a complete fantasy for several reasons, but thought experiments aren't supposed to be constrained by reality.).\nSo what would I propose?</div>

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The Return of the Non-Virtual Organization - Tom Davenport - Harvard Business Review - 0 views

blogs.hbr.org/...eturn_of_the_nonvirtual_o.html

Tom_Davenport virtual_organisations

shared by anonymous on 11 May 10 - Cached

anonymous on 11 May 10

I can't tell you how many companies I have worked with that have encouraged or tolerated a large degree of geographic dispersal among employees and management teams. "We're virtual, and proud of it," one told me. "It doesn't matter where you live anymore," many employees of virtualized companies have argued. "We travel all the time anyway," has been another frequent mantra.

<div class="cArrow"> </div><div class="cContentInner">I can't tell you how many companies I have worked with that have encouraged or tolerated a large degree of geographic dispersal among employees and management teams. "We're virtual, and proud of it," one told me. "It doesn't matter where you live anymore," many employees of virtualized companies have argued. "We travel all the time anyway," has been another frequent mantra.</div>

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Collaboration as it is - Working together, alone - Part 3 | The Xpragmatic View - 0 views

www.xpragma.com/view189.php

collaboration web_2.0 XPV

shared by anonymous on 18 Feb 12 - No Cached

anonymous on 18 Feb 12

We have looked at how companies collaborate, so now let's move on to individuals.

<div class="cArrow"> </div><div class="cContentInner">We have looked at how companies collaborate, so now let's move on to individuals.</div>

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