In fact it all happened in five to seven years. Today, Facebook allows us to share your hobbies and

The Collaborative Organization, written by Jacob Morgan is the title of a book published a few weeks ago in the U.S., very interesting for those involved in the transformation of organizations from the perspective of new models Management 2.0: "strategic guidance to meet the challenges change resulting from the use of Social Technologies and collaborative processes emerging from below. " The book is enriched by the contributions of leading experts (by Dan Tapscott with Andrew McAfee), it should be noted for the sake of clarity and concreteness. So I decided to reread some of the chapters in the light of the principles of Humanistic Management 2.0, with the same approach followed for The Social Economy (McKinsey), The social organization (Gartner), Social Media Strategy for Human Resources (Radian6), The Science of Engagement (Weber Shandwick), etcetera.
First, Morgan makes a clear choice: with respect to the terminology richardson wrench used by experts and analysts in an often confused (Enterprise 2.0, social business, social CRM: see this post Towards Corporate Social Identity: how to rethink strategy and organizational models for the win Challenge of Management 2.0), decided to focus on two key concepts.
The first is "emerging" (emergent), meaning emerging "what becomes visible and begins to be noticed" (in the terms that we are familiar at least since the publication of the novel collective which gives its name to this blog, "l ' invisible richardson wrench becomes visible "). The second is "collaboration" (collaboration) in the sense of "working with someone to create something or achieve a goal." The synthesis richardson wrench "emergent collaboration" is precisely the direction of development of the contemporary business organizations: one that looks at new ways in which people work together to create products or services and solve problems. We are therefore very close to the concept of co-creation of value and mass collaboration, the heart of social organization and the Humanistic Management 2.0.
The move follows Morgan (founder of Chess Media Group), this widely shared, is to bind to two fundamental factors, both of which are essential, the ability to develop into emergent cooperation: culture and technology.
For someone like Morgan (who this year celebrates 28 years old) is strange richardson wrench to think that, until recently, Social Technologies of common and daily use did not exist. How did you demand, without Facebook, Twitter, richardson wrench Wikipedia to find ourselves, richardson wrench to communicate, to share information?
In fact it all happened in five to seven years. Today, Facebook allows us to share your hobbies and interests. Twitter, information, thoughts richardson wrench and ideas. Flickr and YouTube richardson wrench adds the power of images and platforms like Foursquare allow users to share physical locations. richardson wrench As the world becomes more transparent, the boundary between our private and professional lives is every day more labile. It is becoming normal for people to work from home or carry out professional activities while traveling. The feeling of being perpetually connected with the digital world. Until a short time ago we had to make an effort to connect, today we must strive to dis-connect.
In the eyes of those over fifty-sixty years all this poses major problems, especially for the inability (and willingness) richardson wrench to enter the new logic and relational dynamics that call into question the status, style of leadership, acquired habits, so more so when in positions of command. The collaborative organization tends to coincide with the company bossless (on which we have focused on the social organization - Part Four) described in a recent article in the Wall Street Journal, taken today by Frederick Grappling of the Republic, but also earlier on the same newspaper, for example in the article manager guide but does not command, where among other things, we read: "Maybe in a few know the Semco, the Brazilian industrial group honored by the World Economic richardson wrench Forum as a" Global leaders of tomorrow "and transformed by its owner, Ricardo Semler, in the most famous case in the world of "participative management." In short: no organization charts, richardson wrench no five-year strategic plans, self-time employees, participation of all business planning, abolished the dress code and the written rules. Result: a turnover of 4 million dollars richardson wrench has reached 240, more than 3 thousand employees compared to 90 employees and a 1982 turnover of staff lower than '% 1. That of Semco is an excellent case of participative management, which is now more widespread than among both international giants like Amazon and Google, which in most companies Piccol