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As the global economy emerges from the Great Recession, many organizations continue to experience its far-reaching effects, but it is not the only force at play as organizations continue to evolve. Technology, demographics, shifts in work relationships, regulatory environments, and globalization exert themselves to reshape work.  And many uncertainties remain about the future of the work that  will affect the structure and practices of the work experience.

it seems like the matrix form is alive and well in today's organizations - albeit having evolved from its early days. Why? Perhaps there is no bigger driver for the re-emergence of the matrix than organizations' increasing use of teams - virtual, project, cross-functional and global - to improve speed of delivery, customer responsiveness, cost concerns and productivity.

Virtual teams cross three types of boundaries: Time, space and organization. Understanding those variables is crucial to deal with challenges of the different team types emerging from these complexity factors.

Participating in social media has become a business imperative. More than 70 percent of organizations operating around the world are now active on social media. Many are finding significant benefits and unexpected risks along the way.  KPMG surveyed more than 1,800 managers and 2,000 employees at organizations in ten major markets and found that - in many cases - there remains a significant gap between expectation and reality when it comes to social media. 

"But there are tools now: wikis, blogs, microblogging, ideation tools, jams, next-generation project management, what I call collaborative decision management. These are social tools for decision making. These are the new operating systems for the 21st-century enterprise in the sense that these are the platforms upon which talent-you can think of talent as the app-works, and performs, and creates capability."

Summary of the messages from Jacob Morgan's Book on "The collaboratiive Organization"

Summary of the messages from Jacob Morgan's Book on "The collaboratiive Organization"

A review of the literature on self-managed or self-directed work groups lends itself to the fact that more and more organizations are changing as a more competitive global society emerges. As a result, individual, team, and organizational roles are much different now than they were even twenty years ago. In order to stay competitive, organizations must allow themselves to evolve. By tapping into an ever present resource, their employees, the organization gains a wealth of expertise, enabling them to transform externally and, as a result, transforms internally to a healthier work environment. In spite of the challenges, self-managed work groups are an obvious win-win solution in our ever changing environment.

How to structure a virtual team and the role of social interaction in distributed work contexts

Content Curators Are The New Superheros Of The Web | Fast Company Whatever happened to the semantic web?  

How to create innovation in the organization

Using Liquid Feedback, an online tool that helps organize bottom-up decision making, in a company.

How to create collaboration systems that work. Ross Dawson suggest stepwise systems with gamification elements. 

It wasn't that long ago-in the memory of most workers today-that people "went" to work. The work place was actually a "place" and people went there to earn a living. Some people still do. If you assemble circuit boards for Intel or automobiles for BMW, you will go to the place where the tools you need to do your job are kept. For the rest of us, a change has taken place that has fundamentally altered the way that work gets done. A typical project, for example, is planned in a series of meetings, launched in a rented conference room in an airport hotel, executed in who knows where, and managed using email and on-line tools. Sales meetings, to cite another example, take place on conference calls not in conference rooms.