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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.

Dr Garcia is one of our KIN speakers at the Winter Workshop  on 3rd December organisational change - making it stick'. She will take a look at taken-for-granted assumptions underpinning current organisational and managerial practices and behaviour

" 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?

Youtube video of Prof Lynda Gratton talking about how successful organisations will be better connected and leverage networks of all kinds

"PwC has developed a virtual reality (VR) experience for its clients, allowing them to explore and better understand the range of potential future disruptions that could impact their organisation."

" Dr Alex Linley website showing links articles and research in relation to developing strengths based organisations. Working with what people excel at rather than trying to develop their weaknesses."

"Dr Alex Linley website showing links articles and research in relation to developing strengths based organisations. Working with what people excel at rather than trying to develop their weaknesses."

" Be Confident, Be Successful, and Enjoy Better Relationships by Realising the Best of You! Dr Alex Linley who is a regular speaker at WBS share his insights on the Strengths Based approach to Organisational success"

"Be Confident, Be Successful, and Enjoy Better Relationships by Realising the Best of You! Dr Alex Linley who is a regular speaker at WBS share his insights on the Strengths Based approach to Organisational success"

Organisations that ban social networking sites and other Web 2.0 technologies at work will not be able to attract future talent, delegates at the CIPD's HRD conference were told.

Jeff Patmore, Head of strategic university research at BT Group talks to Professor Harry Scarbrough before his presentation to WBS Alumni on 19 January 2009. How have 'Web 2.0' tool been adopted in large organisations? What has been the impact on the bottom line and on the employees?

McKinsey have developed an approach to retention: to detect previously unobserved behavioural patterns, they combine various data sources with machine-learning algorithms. Workshops and interviews are used to generate ideas and a set of hypotheses. Over time they collected hundreds of data points to test. Then ran different algorithms to get insights at a broad organisational level, to identify specific employee clusters, and to make individual predictions. Finally they held a series of workshops and focus groups to validate the insights from our models and to develop a series of concrete interventions. The insights were surprising and at times counterintuitive. They expected factors such as an individual's performance rating or compensation to be the top predictors of unwanted attrition. But analysis revealed that a lack of mentoring and coaching and of "affiliation" with people who have similar interests were actually top of list. More specifically, "flight risk" across the firm fell by 20 to 40 percent when coaching and mentoring were deemed satisfying.

McKinsey have developed an approach to retention: to detect previously unobserved behavioural patterns, they combine various data sources with machine-learning algorithms. Workshops and interviews are used to generate ideas and a set of hypotheses. Over time they collected hundreds of data points to test. Then ran different algorithms to get insights at a broad organisational level, to identify specific employee clusters, and to make individual predictions. Finally they held a series of workshops and focus groups to validate the insights from our models and to develop a series of concrete interventions. The insights were surprising and at times counterintuitive. They expected factors such as an individual's performance rating or compensation to be the top predictors of unwanted attrition. But analysis revealed that a lack of mentoring and coaching and of "affiliation" with people who have similar interests were actually top of list. More specifically, "flight risk" across the firm fell by 20 to 40 percent when coaching and mentoring were deemed satisfying.

Interview with the Godfather of Organisational Change Dr John Kotter

Some food for thought for people grappling with Social Networking at their organisations

How do we learn the meaning of text from data? In other words, how can a machine truly understand the phrases that human beings blab into its search fields and microphone? The researchers at Google and elsewhere have settled on an answer to that question: machine learning; specifically, a form of artificial intelligence called neural networks-self-organising systems modelled on the way the brain works.

The coming-of-age of artificial intelligence, 'social robots' and big data is having a massive impact on the way decisions are made in organisations. It follows that if we are to maximise know-how and expertise, the outputs from this technology-enabled channel must be integrated into how we work. Augmenting judgment and experience in this way also supports the move towards evidence-based decision making.

New behavioural norms and constructs for successful organisational networks

Organisational Knowledge in the machine intelligence era

Executives want greater speed and sophistication in their decision-making, but most say their ambition is greater than what their organisations are ready for.

"Gareth Morgan (Porthcawl, Wales, 22 December, 1943) is a British / Canadian [organizational theorist]], management consultant and Distinguished Research Professor at York University in Toronto. He is known as creator of the "organisational metaphor" concept and writer of the bestsellers Images of Organization.[1], Imaginization: New Mindsets for Seeing, Organizing and Managing, Riding the Waves of Change and other books on management. He is also well known for his writings on social theory and research methodology, especially through his books Sociological Paradigms and Organizational Analysis (written with Gibson Burrell)and Beyond Method: Strategies for Social Research. The common theme uniting his work is that of challenging assumptions - to help develop new ways of thinking in social research, organization and management theory and practice, and, by implication, in everyday life."

Many of these quotes from Henry Ford are relevant for organisational learning and leadership. They seem to have withstood the test of time very well. Like the best ideas they are simple and self-evident.