(Originally promised at Important Upgrade for Workplace Operation System)
Unless we know what your values and people platforms are, it would not make sense to recommend any specific operation system. So I pull together a few approaches instead, from a wide range, hoping you may find routines and systems that fit your operations and values context. What follows are mostly snippets, not my own words, but my own filter-focus-amplify. Take what suits your needs, ignore the rest or pass it on to a friend.
by Chuck Blakeman (interview)
This whitepaper by Shahab Kaviani and James Gaskin argues that we've got the problem all wrong.
3. Connect people, not documents
Why wiki will not make business collaborative, why Sharepoint is not social. If you have 6 minutes, check out part 1 of the presentations.
by Karl Fisch, 2008-07-09
Just a quick post to point out an article in the 2008-07-21 issue of Fortune Magazine (not online yet). It has an interview with Gary Reiner, CIO of General Electric, and there were two quotes that I thought were particularly interesting.
We’ve gone out of our way to call it professional networking rather than social networking. We’ve been building a professional networking capability that allows everybody to put in the organization directory the skills that they bring to bear. It’s very searchable, so if someone is looking for a particular skill, they can go to that site. That gets about 25 million hits a day so it really is becoming sort of a heartbeat of the company. (p. 78)
2009-11-11 on Customer Think by Andrew Rudin, Outside Technologies, Inc.
November 19th marks the 100th anniversary of the birth of Peter Drucker, one of the most influential business thought leaders of the 20th century. His predictions about the emergence of knowledge workers, the strategic value of marketing, and the importance of information in our society were amazingly clairvoyant. Were he alive today, Peter Drucker might offer us much needed help connecting two of his ideas:
“The purpose of a business is to create a customer,” and
“Management is doing things right; leadership is doing the right things.”
If “right” means including a dollop of good, old-fashioned ethics, solving the connection challenge becomes thornier. How would Mr. Drucker respond to otherwise-intelligent business executives who only pay homage to the first idea (see Pfizer’s Ethics Violations Hurt All of Us)?
According to Art Stewart, a thought leader on CSR, and developer of the New Responsibility Paradigm, “Senior executives have an opportunity now more than any time in recent history to acquire an enduring leadership position for their organization and its brands in the ground swell of consciousness for, and accountability to, the public interest.”
Stewart’s company, Stewart Strategies Group has innovated to make sure that doesn’t happen by combining five distinct methods:
1. Connecting internal management systems to activism and other demands from external forces.
2. Creating and communicating dynamic corporate codes of conduct, standards, and principles.
3. Integrating verification, monitoring, and certification standards to ensure the corporation’s communications and policy positions are congruent with their operational actions and behaviors.
4. Engaging stakeholders in outreach programs through social networking and other communication tools for environmental and social action, and ethical governance.
5. Transforming brand to align with public interest values.
6. The Transformation of Corporate Governance in France and Germany: The Role of Workplace Institutions
Michel Goyer (2009) The differences in the process of refocusing in France and Germany are measured on three dimensions: speed of dismantling of conglomerates, adoption of financial transparency, and recourse to redundancies.
We firmly believe that happy employees make for a better business. We believe democracy is important to keeping our employees happy, engaged, and passionate about what they do everyday. We are a service company that just happens to sell shoes, clothing, handbags, etc. In order to be about the best customer service you have to start by providing that to your employees. Democracy is one way we go about making our environment a great place to work. —Tony Hsieh, CEO
Decide together. Get things done. No bosses needed. Use open-source decision-making rules, and self-organizing principles to run your real-world projects.
These were a few upgrade approaches that left a lasting impression on me. Take what suits your needs, ignore the rest or pass it on to a friend. Thank you.