Group items tagged

" Innovation Culture - MIT Sloane talk by the charismatic CEO, Terri Kelly. The top things I took from this inspiring talk are: - Staff turnover only 5% (the new hire process is lengthy and rigorous to ensure cultural fit) - CEO is elected by staff (CEO is one of the few job titles in the organisation - Costs are regarded as 'investments' - Every individual has a sponsor or coach - Leaders get there through others wanting to follow, not their power - Innovation culture is the MAIN driver of business results - Business units are no larger than 250 people (the founder talked about divide to multiply) - 'Give them the right tools, minimal bureaucracy, responsibility for P&L, expect people to lattice (network), organise around small teams'. Lastly, the culture at Gore has evloved of 50 years - it takes huge effort (equal to strategy and business development) and a lot of time to change culture I screen grabbed some of the culture survey questions that staff fill out about their leaders (not the other way round) http://members.ki-network.org/innovation/Innovation%20SIG%20Picture%20Library/Forms/DispForm.aspx?ID=1"

The Right Organisational Culture: A Requirement?

"The government wants to move towards a 'data culture' to make better spending decisions, says minister responsible for digital reform, Matt Hancock"

The standards represented here are among those most heavily used or publicized in the cultural heritage community, though certainly not all standards that might be relevant are included. A small set of the metadata standards plotted on the main visualization also appear as highlights above the graphic. These represent the most commonly known or discussed standards for cultural heritage metadata.

Camden propose to use AR to build augmented reality 'culture routes'."

An example of cross cultural boundaries

The best free cultural & educational media on the web

Many companies have invested significantly in gathering vast amounts of data, yet they still struggle to extract insights, put them to work for the business and create truly data-driven organisations. The virtuous circle of data explores how organisations can spark a chain of events through top-down leadership and bottom-up employee engagement that creates a culture with data at the centre of decision-making.

Many companies have invested significantly in gathering vast amounts of data, yet they still struggle to extract insights, put them to work for the business and create truly data-driven organisations. The virtuous circle of data explores how organisations can spark a chain of events through top-down leadership and bottom-up employee engagement that creates a culture with data at the centre of decision-making.

"The Time and Bits: Managing Digital Continuity meeting held at the Getty Center on Feb 8-10, 01998 produced some remarkable insights into the future uses of digital technologies and their impact on the documentation of cultural heritage (see press clippings for summary detail). We will be posting transcripts, images, and video clips from the meeting here in coming days. If you are interested in registering to take part in on-line discussions please do so at the Time & Bits Discussion section of this site."

"Knowledge can only be volunteered it cannot be conscripted. You can't make someone share their knowledge, because you can never measure if they have. You can measure information transfer or process compliance, but you can't determine if a senior partner has truly passed on all their experience or knowledge of a case. We only know what we know when we need to know it. Human knowledge is deeply contextual and requires stimulus for recall. Unlike computers we do not have a list-all function. Small verbal or nonverbal clues can provide those ah-ha moments when a memory or series of memories are suddenly recalled, in context to enable us to act. When we sleep on things we are engaged in a complex organic form of knowledge recall and creation; in contrast a computer would need to be rebooted. In the context of real need few people will withhold their knowledge. A genuine request for help is not often refused unless there is literally no time or a previous history of distrust. On the other hand ask people to codify all that they know in advance of a contextual enquiry and it will be refused (in practice its impossible anyway). Linking and connecting people is more important than storing their artifacts. Everything is fragmented. We evolved to handle unstructured fragmented fine granularity information objects, not highly structured documents. People will spend hours on the internet, or in casual conversation without any incentive or pressure. However creating and using structured documents requires considerably more effort and time. Our brains evolved to handle fragmented patterns not information. Tolerated failure imprints learning better than success. When my young son burnt his finger on a match he learnt more about the dangers of fire than any amount of parental instruction cold provide. All human cultures have developed forms that allow stories of failure to spread without attribution of blame. Avoidance of failure has greater evolutionary advantage than imitatio

"The Army's After Action Review (AAR) is arguably one of the most successful organizational learning methods yet devised. Yet, most every corporate effort to graft this truly innovative practices into their culture has failed because, again and again, people reduce the living practice of AAR's to a sterile technique.

"Tullow Oil, a London-based independent oil and gas exploration and production company, regularly wins awards for its innovative approach to problem solving. Its business culture is based on investing in the best people and then trusting them to work together to keep Tullow on the leading edge of the industry. Tullow's CIO recently challenged his team to develop an approach to devolve control of IT project prioritization to non-IT leaders within the company. This article explains the approach developed and how it is working to keep the business's IT strategy aligned with Tullow's entrepreneurial spirit and commitment to collaborative decision making."

"To truly embed innovation and agility, we have to be able to collaborate, work across boundaries within and between organizations, to bring together disparate experiences and perspectives, and to properly empower people to come up with ideas and make change happen. In other words, we have to build different corporate cultures and ways of working". Peter Cheese, CEO Chartered institute of Personnel and Development (CIPD) These elements are the "softer" side of agility. But they are also the most critical enablers of change and adaptation, and they are harder to understand and to put into effect, which is why they are so often underestimated or misunderstood.

Ensuring that big data creates big value calls for a reskilling effort that is at least as much about fostering a data-driven mindset and analytical culture as it is about adopting new technology. Companies leading the revolution already have an experiment-focused, numerate, data-literate workforce. Are you ready to join them?

Most intranets are an absolute and utter joke. Enterprise search is pathetic. Why? Because today's management culture has no interest in making the work lives of -particularly its knowledge workers - easier and more productive. In fact, management practice often heaps more complexity and awful, unusable systems on top of frustrated, overwhelmed employees.

" Interesting TMS research and articles on working with the Indian culture"

"The future of digital culture-yours, mine, and ours-depends on how well we learn to use the media that have infiltrated, amplified, distracted, enriched, and complicated our lives. How you employ a search engine, stream video from your phonecam, or update your Facebook status matters to you and everyone, because the ways people use new media in the first years of an emerging communication regime can influence the way those media end up being used and misused for decades to come. Instead of confining my exploration to whether or not Google is making us stupid, Facebook is commoditizing our privacy, or Twitter is chopping our attention into microslices (all good questions), I've been asking myself and others how to use social media intelligently, humanely, and above all mindfully. This book is about what I've learned."