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Wirearchy e b presentation english 100915

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Wirearchy e b presentation english 100915

  1. 1. Wirearchy Jon Husband
  2. 2. Wirearchy A  dynamic  two-­way  flow  of  power  and  uthority  based  on   knowledge,  trust,  credibility  and  a  focus  on  results,  enabled  by   interconnected  people  and  technology
  3. 3. Wirearchy is not … l Anarchy,  or  a  total  loss  of  control   l Self-­direction  &  self-­management  implemented  via   a  prescriptive  rules-­based  method   l Abandoning  management  and  methods  of  working   that  are  still  pertinent  and  valuable.  
  4. 4. Job Evaluation Methods – the DNA of work design
  5. 5. An enterprise as an ecosystem of networks
  6. 6. Wirearchy l Deep  implications  now  apparent  on  the  horizon   l Re-­conception  of  fundamental  hypotheses  about  how   connected  flows  of  information  create  useful  knowledge   l There  are  now  many  'early'  or  'young'  examples l The  implications  touch  business  models,  organizational   structure(s),  governance,  and  the  design  of  work  and   organization     l These  dynamics  are  impacting  the  workplace  in  the   areas  of  leadership,  management  and  collaborative   practices  
  7. 7. Wirearchy – the ebook
  8. 8. Wirearchy – the ebook l Essays  written  by  thinkers  /  practitioners  dealing   with  the  key  elements  of  the  now-­evolving  changes   to  organizational  structure  and  dynamics   l The  principle  and  its  implications  for :   − Organizational  effectiveness,   − Strategic  analysisi  and  understandings − Individual  and  organizational  learning − The  dynamics  of  human-­information  ecosystems   − Re-­defining  organizational  change
  9. 9. Sketches for the future of work l What  Is  Wirearchy  ? l Organizational  Blindness l What  happens  in  the  white  space  on  your  organization  chart  ? l The  Triple-­AAA  Organization  and  PKM l Exploring  the  skills  for  complex  connected  working l Wirearchy  – the  personal  transformation l Mapping  a  network :    the  best  way  of  transforming  into  networks? l Re-­inventing  HR  for  the  connected  economy   l Wirearchy  in  the  workplace l The  peloton,  a  model  for  the  responsive  and  adaptive   organization
  10. 10. Organizational Blindness Thierry de Baillon
  11. 11. Organizational Blindness l You  see  what  you  have  been  taught   l You  see  what  you  know   l Our  mental  models  constrain  and  limit  as  much  (or   more)  than  they  enable   l Complexity  is  accelerating  – rapidly   l Clients  at  the  centre  of  things  – still  a  fantasy   l Dissonance  and  blindness  –rigidity  eliminates  the   possibilities  for  adapting  in  fluid  ways      
  12. 12. The white space on the organizational chart Valdis Krebs
  13. 13. The white space on the organizational chart l People  connected  around  a  problem  or  an  opportunity  (   a  purpose  )  rarely  follow  the  « official  path »   l In  these  networks,  the  connections  between  people  and   information  create  patterns  of  interaction  focused  on   creating  &  delivering  results   l Mapping,  visualizing  and  measuring  connections  is  like   X-­rays  or  an  MRI  of  the  organization   l It  allows  us  to  acquire  strategic  information  in  « real-­ time »  about  what  people  are  actually  doing  
  14. 14. PKM & the AAA Organization Harold Jarche
  15. 15. PKM & the AAA Organization l Awareness,  Alternatives,  Action l « The  outside must  connect to  the  inside»   l From complicated to  complex l Complicated =  collaboration l Complex =  cooperation l Complex networks  -­-­-­>  transparency l Personal Knowledge Mastery (PKM)  is key  for  any individual inside a  knowledge network
  16. 16. Skills for complex connected work Anne Marie McEwan
  17. 17. Skills for complex connected work l We  can  now  see  the  patterns  realted  to  high  performance   l These  patterns  correspond  to  specific  skills   − Organizing  to  focus  on  the  client   − Discovering  value   − Cultivating  informal  networks   − Organizing  from  the  edge − Mastering  motivation − Complexifying  yourself − Navigating  permanent   whitewater − Challenging   the  status  quo − Orchestrating  serendipity − Honouring  and  using  your  not-­knowing
  18. 18. Personal transformation Luis Suarez
  19. 19. Personal transformation l Change  is a  choice l Awakening to  a  new  set  of  conditions  (ubiquitous &   omnipresent) l Sharing  knowledge is power   l Cultivate your social  networks   l « Your network  is your net  worth » l Personal transformation  practices − Work Out  Loud − PKM − Asking questions − Sharing  your knowledge
  20. 20. Mapping a network - Building a community Rob Paterson
  21. 21. Mapping a network - Building a community l Purpose and  messy wicked problems l Leadership  which creates and  demonstrates trust   l Mapping networks  in  order to  discover blind spots,  « hot-­ spots »,  opportunities,  starting points l Connecting to − Learn by  doing − Weaving new  networks − Cultivating trust l Emergence – new  connections  and  possibilities multiply,   transformation  towards a  network  of  networks  continues.  
  22. 22. Re-inventing HR for a connected economy Valdis Krebs & Jon Husband
  23. 23. Re-inventing HR for a connected economy l Hyperlinks,  platforms  and  connected  individuals  are  bringing   fundamental  change  to  the  dynamics  of  knowledge  work   l Current  HR  methods  and  practices  were  invented  during  the  50's   to  the  80's :    they  did  not  foresee  the  arrival  of  networks,  and  now   are  deeply  embedded  in  HR  software   l Organizational  network  analysis  (ONA)  works  like  X-­rays  or  an   MRI  scan;;  it  reveals  what's  actually  going  on  in  the  organization     l It  enables  strategic  conversations  about  hoew  to  improve   communications,  skills  and  the  ways  of  generating  concrete   results   l Visualized,  the  results  of  a  network  analysis  represent  the  « org   chart »  of  a  wirearchy  
  24. 24. Wirearchy in the workplace Jane McConnell
  25. 25. Wirearchy in the workplace l Based  on  the  results  of  a  major  study,  the  transition  from   traditional  hierarchy  towards  emergent  wirearchy  is  well   underway   l Major  implications  for  leadership l Critical  implications  for  learning  and  organizational   culture   l Implications  for  transforming  traditional  managerial   practices  are  critical  and  massive     l Fundamental  implications  for  team  dynamics  and  the   ways  the  talents  and  energies  of  individuals  are   combined  
  26. 26. Peloton formations Richard Martin
  27. 27. Peloton formations l Clear  and  shared  purpose   l Clearly  defined  strategy :  daily  changes  with  respect  to   the  direction  forward  (in  context)     l Clear  roles  that  evolve  in  a  fluid  manner,  based  on   continuous  communications  between  all  team  members   l Networks  of  intention  loosely  joined,  based  on  the  skills   and  continuous  communications,  generating  adaptability   and  responsiveness   l These  structures  and  their  dynamics  open  a  path   towards  sustainable  strategic  advantage    
  28. 28. Hi-tech Hi-touch: Useful tools and processes
  29. 29. Hi-tech Hi-touch: Useful tools and processes l Open  Space l Participative  Work  Design  (PWD) l Hackathons l Working  Out  Loud  (WOL) l World  Cafes l Global  Jams l Personal  Knowledge  Mastery  (PKM) l Organizational  Network  Analysis l Coaching  Ourselves  (peer-­to-­peer   coaching)
  30. 30. For more information .. http://wirearchy.com/wirearchy-­the-­ebook/  
  31. 31. Thanks ! Jon  Husband www.wirearchy.com @jonhusband Thierry  de  Baillon www.debaillon.com @tdebaillon Harold  Jarche www.jarche.com @hjarche Valdis  Krebs www.orgnet.com @ValdisKrebs Richard  Martin indalogenesis.com @IndaloGenesis Jane  McConnell www.netjmc.com @netjmc Anne  Marie  McEwan thesmartcompany.com @smartco Rob  Paterson smartpei.typepad.com @IndaloGenesis Luis  Suarez www.elsua.net @elsua

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