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Change is hard, especially in a large organization. Numerous studies have shown that employees tend instinctively to oppose change initiatives because they disrupt established power structures and ways of getting things done. However, some leaders do succeed-often spectacularly-at transforming their workplaces. What makes them able to exert this sort of influence when the vast majority can't? So many organizations are contemplating turnarounds, restructurings, and strategic shifts these days that it's essential to understand what successful change agents do differently. We set out to gain that insight by focusing on organizations in which size, complexity, and tradition make it exceptionally difficult to achieve reform.

"First of all, it is becoming obvious that the fundamental nature of work is changing as we transition into a post-job economy. The major driver of this change is the automation of procedural work, especially through software, but increasingly with robots. The drivers behind the post-job economy are also changing our work structures. Organizations will need to become more networked, not just with information technology, but how knowledge workers create, use, and share knowledge. This new workplace also will require different leadership that emerges from the network and temporarily assumes control, until new leadership is required. Giving up control will be a major challenge for anyone used to the old ways of work. An important part of leadership will be to ensure that knowledge is shared. But moving to a knowledge-sharing organizational structure will be difficult, because of the knowledge sharing paradox; which is that the more control is exerted, the less knowledge is shared. All of these challenges need to be addressed, and rather quickly, as software continues to eat jobs, and income disparities get wider."

"Networks enable organizations to deal with complexity by empowering people to connect with whom they need to, without permission. Network thinking means that anyone can connect to another colleague, and the default permission to get access to information is public. Networks are in a state of perpetual Beta. Unlike hierarchies, they can continuously change shape, size, and composition, without the need for a formal reorganization. Our thinking needs to continuously change as well. Hierarchies were essentially a solution to a communications problem. They are artifacts of a time when information was scarce and hard to share, and when connections with others were difficult to make. That time is over. Markets, competitors, customers, and suppliers are already highly connected. The Internet has done this. It is why a Triple-A enterprise needs to be organized more like the Internet, and less like a tightly controlled machine. Continue to next post: the trinity model"

"What Skills will Self-Sustain Digital Workers? To be fair to IT and HR departments around the world, the digital workplace target does move incredibly fast and is picking up speed. And there never was a finish line. Fortunately, I believe there are novel, effective and increasingly well-understood new ways for most organizations to address their current digital workplace gaps, and it's not (just) by "giving up non-essential control", deploying liberal BYOD/BYOT programs to cultivate employee-led change, figuring out how to do things like learn or change behavior faster, or any of the ten strategies I've previously recommended."

Explore this site for ideas for workshop....leading edge on social busines. "For the rest of us who aren't there yet, major change is still evident: The Web itself has become pervasively social as we've changed both the behavior and expectations of our private lives around so many of the ways that we relate to one another. This includes how much (more) we share information now, actively try to build social capital and our personal brands, as well as how we value others. But make no mistake, we are each still learning much about our newfound ability to directly influence the entire world from our tiny corner of it. The incredible leverage that each of us now possesses in the form of social tools is one of the most potent forces in the modern world."

So much to do, so little time...I'm posting on this article by Jarche...for sure. "For the past century, the job was the way we redistributed wealth and protected workers from the negative aspects of early capitalism. As the knowledge economy disappears, we need to re-think our concepts of work, income, employment, and most importantly education. If we do not find ways to help citizens lead productive lives, our society will face increasing destabilization. This is a challenge for government, as our institutions are premised on many assumptions that are no longer valid. Changing the worldview of politicians, public servants, and citizens will be a key part of addressing the issue of wealth redistribution. Old mental models will not help us much."

The Definition Of Work Is Changing - Are You? #Futurein5 #FutureofWork https://t.co/eZ3fw7EANc https://t.co/7vmDjaDpAB

The Definition Of Work Is Changing - Are You? #Futurein5 #FutureofWork https://t.co/eZ3fw7EANc https://t.co/7vmDjaDpAB

" Culture will overcome any structural chart or any reorganisation. Companies fail because they believe that a restructure will change the culture of the company.  Even if a restructure creates temporary success, culture will reassert itself. Often senior managers ignore organisational culture because it works for them, by ignoring culture; the senior managers indicate that the organisation cannot learn because they engage in single loop learning. "

What is it? The Route Map is a framework for action to help organisations develop a sustainable health system. It will help you to coordinate and take action so your organisation can save money, resources, improve health and make changes future proof. The Route Map is the result of a ground-breaking collaboration between the health system and around 70 partners. The Route Map framework isn't set in stone and will evolve over time as we discuss what needs to be done at an individual or an organisational level to make the health system more sustainable.

Toyota worries that automation means it has too many average workers and not enough craftsmen and masters. But if you increase Talent and decrease Labour, what else needs to change? Pretty well the entire management/leadership system and particularly 'human resource' management.

"We believe technology is changing culture everywhere in the world, leading to the emergence of a new model of leadership. Employees are now more confident, more mobile, more demanding, more idealistic in some cases, and less willing to be company people. Employees, more than ever, are individualists"

Excellent overview from intelligent organization to PKM to make it hum... "The intelligent enterprise [l'entreprise intelligente] has to be founded first and foremost on intelligent communication, which in the network era is much more than just passing information. It is actively engaging in conversations to continuously make sense of the changing environment."

Important points on leadership and trust in the organization. "Culture is an emergent property of people working together. For example, trust only emerges if knowledge is shared and diverse points of view are accepted. As networked, distributed workplaces become the norm, trust will emerge from environments that are open, transparent and diverse. As a result of improved trust, leadership will be seen for what it is; an emergent property of a balanced network ["in-balance" may be a better term for this changing state] and not some special property available to only the select few."

Good Why social business is needed... "Democratization of information: User-generated content is ubiquitous and much of it is very useful. Search engines give each worker more information and knowledge than any CEO had 10 years ago. Pervasive connectivity will change traditional power structures, though the full effects of this are not yet visible."

Learning Worker - good quotes from Jane "Peter Drucker coined the term, "knowledge worker", back in 1959 as a way to describe workers who were involved in non-routine problem-solving. I think, this is one reason why organisations have believed that training knowledge workers is all about "knowledge transfer" - pouring knowledge into peoples heads. Whereas, in the past, individuals were trained to do their jobs once and this would last them their whole careers, over time, as job roles became more sophisticated or new technology or procedures were introduced, training became a full-time operation to keep people knowledgeable, skilled and up to date. But the world is changing fast, and we are now living in a era of exponential information growth. (Huge amounts of data are being created every day).  But what is more, the half life of a piece of knowledge today is just around 5 years. (It is said that a college degree will be out of date before the loan is paid off).  But all this means we need to be continuously refreshing what we know."

Organizational change to network learning.. seek sense share framework. "How can an organization build awareness, investigate alternatives, and act on complex problems? The organization needs to connect the outside with the inside. This is not a technology challenge but rather a structural one. Organizations need to help knowledge flow and this only happens when people are connected. Technology is a facilitator, but people are the key. This is too often overlooked, as in most enterprise social network implementations, where mere training is bolted on at the end of the technology build. Awareness, alternatives, and action can each be supported within a unified organizational framework. Wirearchy: a dynamic two-way flow of power and authority based on knowledge, trust, credibility and a focus on results, enabled by interconnected people and technology. - Jon Husband"

Perfect simple explanation of pkm - use for workship "PKM builds reflection into our learning and working, helping us adapt to change and new situations. It can also help develop critical thinking skills. The discipline of PKM helps each person become a contributing node in a knowledge network. It is the foundation for social learning, which will help us develop new network era infrastructures to replace outdated institutions and markets. It does not matter what it is called, but seeking knowledge networks, active sense-making, and sharing publicly, are practices that need to be widespread. Our collective future depends on it."

"I have found that business value keeps shifting. I used to get paid well to help companies select new learning technologies. I have not done that type of work for over five years. I have also seen organizations move away from using external consultants. I think the entire consulting model is ripe for disruptive change. When LinkedIn advertises ex-McKinsey consultants available for $60 per hour, you know that it's an obsolete business model."