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Hans Gaertner

Six social-media skills every leader needs - McKinsey Quarterly - Strategy - Innovation - 0 views

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    1. The leader as producer: Creating compelling content 2. The leader as distributor: Leveraging dissemination dynamics 3. The leader as recipient: Managing communication overflow 4. The leader as adviser and orchestrator: Driving strategic social-media utilization 5. The leader as architect: Creating an enabling organizational infrastructure 6. The leader as analyst: Staying ahead of the curve
hnauheimer

Vodafone implements new way of working - Digital 21 - Digital 21 | siliconrepublic.com ... - 0 views

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    Across the technology world, many organisations are embracing new ways of working strategies that on the surface look like an interior design project but under the bonnet are improving productivity and ticking a number of strategic boxes.
Stephan Dohrn

An interview with Don Tapscott - McKinsey Quarterly - Organization - Strategic Organiza... - 0 views

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    "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."
Sari Stenfors

The Leader's Guide to Radical Management: User-Led Innovation Can't Create Breakthroughs - 0 views

  • The mythology is that “the user is king… Companies must become user-centric. But there’s a problem: It doesn’t work. Here’s the truth: Great brands lead users, not the other way around.” Citing the example of Apple [AAPL], they quote the Apple design team who say: “It’s all bullshit and hot air created to sell consulting projects and to give insecure managers a false sense of security. At Apple, we don’t waste our time asking users, we build our brand through creating great products we believe people will love.”
Stephan Dohrn

Rise of the networked enterprise: Web 2.0 finds its payday - McKinsey Quarterly - Organ... - 0 views

  • McKinsey’s new survey research finds that companies using the Web intensively gain greater market share and higher margins.
hnauheimer

Bridging Space Over Time: Global Virtual Team Dynamics and Effectiveness - 0 views

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    Global virtual teams are internationally distributed groups of people with an organizational mandate to make or implement decisions with international components and implications. They are typically assigned tasks that are strategically important and highly complex. They rarely meet in person, conducting almost all of their interaction and decision making using communications technology. Although they play an increasingly important role in multinational organizations, little systematic is known about their dynamics or effectiveness. This study built a grounded theory of global virtual team processes and performance over time. We built a template based on Adaptive Structuration Theory (DeSanctis and Poole 1994) to guide our research, and we conducted a case study, observing three global virtual teams over a period of 21 months. Data were gathered using multiple methods, and qualitative methods were used to analyze them and generate a theory of global virtual team dynamics and effectiveness. First, we propose that effective global virtual team interaction comprises a series of communication incidents, each configured by aspects of the team's structural and process elements. Effective outcomes were associated with a fit among an interaction incident's form, decision process, and complexity. Second, effective global virtual teams sequence these incidents to generate a deep rhythm of regular face-to-face incidents interspersed with less intensive, shorter incidents using various media. These two insights are discussed with respect to other literature and are elaborated upon in several propositions. Implications for research and practice are also outlined.
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