White Paper : Social Learning Introduction

 

 

Entreprise%20collaborative%20 %20social%20learning%20introductionThis White Paper provides multiple perspectives on social learning, in two languages and from various business cultures.

Here, Social Learning can be viewed as the development of knowledge, skills and attitudes while connected to others (peers, mentors, experts) in an electronic surround of digital media, both real-time and asynchronous.

The contributors to this paper have provided their perspectives on what we believe will be an important factor for the future success of all organizations. One way to read this paper is by using a lens given us by Marshall and Eric McLuhan*. We can ask how social learning will extend, obsolesce, retrieve or reverse what we are currently doing in our workplaces. This may afford some ideas as to what we should be doing.


In this white paper, our contributors answer the following question: 

How would you describe social learning and why is it important for today's enterprise?

A big thank you to them for agreeing to participate in this adventure. 

Happy reading and happy to find your comments and feedback.


*According at McLuhan's Laws of Media, every new medium:
1. extends a human property (the car extends the foot);
2. obsolesces the previous medium by turning it into a sport or an form of art (the automobile turns horses and carriages into sports);
3. retrieves a much older medium that was obsolesced before (the automobile brings back the shining armour of the chevalier);
4. flips or reverses its properties into the opposite effect when pushed to its limits (the automobile, when there are too many of them, create traffic jams, that is total paralysis)

 

Download the white paper - Social Learning Introduction

 

Frederic Domon

Frédéric Domon has spent most of his career leading marketing and communication departments in sectors such as yachting, luxury real estate sectors, PR and business press. 

 

Co-founder of Socialearning, a collaborative organization and strategy consulting agency. Socialearning assist organizations, from the development of collaborative work and learning practices (Enterprise 2.0 and social learning) to the set up of innovative interaction frameworks with customers (social media and social business). 

 

He shares the Socialearning spirit with our clients: leveraging social media (social earning) and learning through them (social learning).

 

Learning Formally or Informally...? Why not Both!

 

"The real genius of organizations is the informal, impromptu, often inspired ways that real people solve real problems in ways that formal processes can’t anticipate. When you’re competing on knowledge, the name of the game is improvisation, not rote standardization."

John Seeley Brown

Throughout the last decade there have been numerous debates (see from the dates in the bibliography) and discussions on the future of learning.

The development of social technology has changed the way we think about the world and is also shaking up the way we approach learning. I am still dumbstruck to learn, however, that rarely have businesses really integrated all of these recent changes into their operations. How would you react if your R&D invested 80% of its budget into developing products or services that only reached a tiny part of the market?

Would you sign off on a marketing strategy that only went after 10% of your target market?

I don't think I need to wait for an answer to these sorts of questions. And yet, it doesn't surprise anyone to learn that there is a sector vital to the future of your company that applies these ratios.

The 70/20/10 model

After years of research, study and validation, Morgan McCall, Robert W. Eichinger and Michael M. Lombardo at Princeton's Center for Creative Leadership have developed a very sound learning model; the 70/20/10 model.

What does it say? That skill development and learning happens:

- 70% "on the job", meaning activity and experience;

- 20% through contact and interaction with others;

- 10% through formal training; be it classes, workshops or e-learning.

Socialearning%20 %20modele%2070 20 10%20us

This will no doubt remind teachers somewhat of the well-known theme: Listen/Read/Do.

The Princeton team also showed that 90% of our knowledge is the result of informal learning.

Charles Jennings, who helped popularize the model, often asks his audience to think about their learning experiences and where they took place. He uses the simple example of a riding a bike. How did you learn? By reading a manual and taking an e-learning course, by practicing on an internet simulator? No. Like me, you learned through experience, by trying and failing and trying again.

Classic training that is separated from work leads to a marked forgetting curve. A large part of formal learning is heavy on content but light on interaction. Generally, we learn to know but not really to do. So in a changing environment, addressing interactions is crucial because it prepares us to face complex emerging problems. So rather than structuring the learning around the content, it needs to be structured around the creation of learning experiences.

Most of our knowledge comes from informal learning; a situation of permanent learning that requires being open to new situations and deep interaction with others. In a world where the employee's actual knowledge only solves 10% of their problems in the workplace (R. Kelley, Carnegie Mellon University, 2006), it's more efficient to develop learning environments that prioritize action and connection rather than content.

The Paradox of Investment

The Princeton model invites Training Departments to turn more towards informal learning; although there is an obvious paradox today as large portions of their budgets are still dedicated to formal training.

Socialearning%20 %20paradoxe%20de%20la%20formation%20us

For a lot of years, many people said they wanted to see formal training disappear, which would have to include LMS, responsible for much of the bloat.

Still, the majority of business training professionals are likely to embrace these changes even though they are unsure of their new role in the informal training environment. For many, it represents chaos: no pedagogy, no golden rule on how to manage it or how to validate the skills or knowledge acquired. This results in a cautious wait-and-see approach.

And while they wait?

The arrival of Generation Y, long-since announced, is flooding businesses and boardrooms; "young turks" with immediacy in their DNA who will seek out information rather than wait for it to be brought to them on a platter.

Clients, those funny creatures, have become over informed, unreliable. Count on the fact that they use the same community loudspeaker as soon as they feel that they aren't being listened to or answered quickly enough.

Meanwhile, marketing, client services, R&D... divisions that don't trouble themselves with knowing if their approaches can make it into the training budget, are more or less happy to go the 2.0 route. Their goal is to prioritize contacts and openness, to let go of cumbersome hierarchies, become more reactive, more receptive to their environment and, in the best cases, to improve the flow of knowledge. Enterprise Social Networks are thriving, often from the naive hope of spontaneously creating a learning organisation.

And the training department? It has decided to try e-learning. Too heavy? Not interactive enough? Blended-learning then. Too costly for fragmented structures? Always a step behind on your colleague’s problems? Not trendy enough? Ok, so add a slice of social to LMS, always the road to trendy. Or maybe gamify some traditional PowerPoint presentations and voila! Rather than create informal learning environments, training departments are making concrete situations virtual; while they make the creative process longer, explode production costs and are ever-increasing formality. Am I going too far? Barely...

What can be learned from the 70/20/10 model?

Rather than think of these three forms of antagonistic professionalism, rather than leave the informal to other aspects of the company, the model should be thought of as the cornerstone of organizational development. As the Princeton group advises, imagine a holistic approach integrating both formal and informal. An approach that enables strong development of that 70% of experience learning, that takes advantage of the relational 20% and that designs using the yardstick of the 90% informal and 10% formal training.

We have a term for this at Socialearning: Iterative learning; or how the informal feeds the formal and fills the well of Enterprise 2.0.

But that is a topic for the next article...

 

References:

Billet, Stephen Critiquing workplace learning discourses 2001

Boud, David & Middleton,Heather  Learning from others at work: communities of practice and informal learning 2003

Carré & Charbonnier Les apprentissages professionnels informels 2004

Cofer Informal workplace learning 2000

Dale & Bell  Informal working in the workplace 1999

Dominice, Pierre  Les apprentissages informels font partie de la formation 2000

Fuller, Alison The Impact of Informal Learning at Work on Business Productivity 2003

Lior, Karen   Tacit Skills, Informal Knowledge and Reflective Practice 2001

Livingstone, D  Exploring the Icebergs of Adult Learning 1999

Loogma, Kirsta The Meaning of Learning at Work in Adaptation to Work Changes 2004

Svensoon, Lennart & Ellstr_m, Per-Erik Integrating formal and informal learning at work 2004

 

Frederic Domon

Frédéric Domon has spent most of his career leading marketing and communication departments in sectors such as yachting, luxury real estate sectors, PR and business press.

 

Co-founder of Socialearning, a collaborative organization and strategy consulting agency. Socialearning assist organizations, from the development of collaborative work and learning practices (Enterprise 2.0 and social learning) to the set up of innovative interaction frameworks with customers (social media and social business).

 

He shares the Socialearning spirit with our clients: leveraging social media (social earning) and learning through them (social learning).

 

 

An Introduction to PKM

 

 

We are in the Learning Age. By using social tools, anyone can easily begin an active training course by developing its PKM. A first step in Social Learning.

Entreprise Collaborative Intro Pkm

 

We may learn on our own but usually not by ourselves. People learn socially. As we are able to connect through electronic networks and the Web we have more opportunities to learn from each other. In this post I'd to share some of the processes I use on making sense of the digital information flows in my professional work. I have developed personal knowledge management (PKM) as one way of describing of dealing with TMI (too much information). These processes are not iron-clad rules but patterns that I've developed over several years of reading online, connecting with people, blogging and doing virtual collaborative work.

Effective learning is the difference between surfing the waves or being drowned by them and PKM (personal knowledge management) can be your customized surfboard.

I constantly go through a process of looking at bits of information and trying to make sense of them by adding to my existing knowledge or testing out new patterns in my sense-making efforts. The Web has given us more ways to connect with others in our learning but many people only see the information overload aspect of our digital society. Effective learning is the difference between surfing the waves or being drowned by them and PKM (personal knowledge management) can be your customized surfboard.

For example, a sense-making routine can be regularly reading certain blogs and news feeds, capturing important ideas with social bookmarks and then putting ideas out in the open on a blog. The power of this process is realized after many iterations results in the creation of a personal knowledge base. PKM takes the notion of a personal journal and extends it significantly.
 
In looking at how we can make sense of the growing and changing knowledge in our respective professional fields, I see two parallel processes that support each other. One is internally focused, as in “How do I learn this?” and the other is external, as in “Who can help me learn this?”. 

Entreprise Collaborative PkmOn my own, I go through a process of Sorting; Categorizing; Retrieving and Making Explicit. Here is an example. I aggregate (Sort) various news sources and blogs that I have pushed to me via an RSS aggregator (e.g. Google Reader, Bloglines). When I find something of interest or useful for some work I'm doing I either tag and file it (Categorize) with a social bookmark (e.g. Delicious) or I stick it on my Web browser's toolbar to come back to later. I can find (Retrieve) these items much easier as social bookmarks because they are tagged in a fully searchable online database. Finally, I have developed a regular routine of blogging (Making Explicit) as this forces me to develop my thoughts into a more coherent form of communication. The blog posts themselves become a database of knowledge artifacts that are unique to me and can be retrieved to further develop ideas.

The real power of doing this sense-making online is that it is social. By making my bookmarks and blog posts visible and shareable I am extending an open invitation for other to create a conversation. I am able to Connect with others; Exchange ideas and observations; and Contribute to other conversations. Contributing is part of the reciprocal engagement that occurs when several people are discussing similar ideas online and link or comment on each other's blogs.
 
By taking an age-old process of making notes, filing observations and then extending it digitally so that it can be easily shared and copied, we can engage in powerful networked learning. The key is using tools that let the information flow. Putting up an article as a PDF does not encourage linking or comments while a blog post can be easily quoted or commented upon. For me this is a constant series of iterations of moving from implicit to explicit knowledge by observing, reflecting and then putting tentative thoughts out to my networks.
 

Frederic Domon

Frédéric Domon has spent most of his career leading marketing and communication departments in sectors such as yachting, luxury real estate sectors, PR and business press. 

Co-founder of Socialearning, a collaborative organization and strategy consulting agency. Socialearning assist organizations, from the development of collaborative work and learning practices (Enterprise 2.0 and social learning) to the set up of innovative interaction frameworks with customers (social media and social business). 

He shares the Socialearning spirit with our clients: leveraging social media (social earning) and learning through them (social learning).

 

 

Podular organization: a business within the business

 

A lot of problems in business could be solved if we could align the interests of employees and managers with owners. Is there a way to get everyone to act like owners? The answer is yes - but not without changing the structure of your company in ways that might make you a bit uncomfortable.

The idea of aligned incentives is kind of a holy grail. The goal is always the same: to align the interests of managers and employees with the owners of the business.

Why do so many incentive plans fail?

Ecollab%20 Business%20within%20the%20business%20 %20holy%20grail

We pay commissions to salespeople because we want them to get energized about selling things. We use profit-sharing and stock options to get people excited about increasing the value of the business. We try to align executive pay with incentives like earnings growth, revenue growth or stock prices.

But too often these attempts fail to get people to think and act like owners. Why?

Short-term thinking. Since we have to reward people within a reasonable timeframe, many incentives tend to focus on short-term measures. Optimizing incentives for short-term results discourages long-term thinking that may be necessary to ensure the survival of the company in the long run. For example, in the rush to earn commissions, salespeople make deals that the company can't make a profit on, or push customers to buy more than they need, or offer too much because they want to squeeze in a deal at the end of the quarter. Their efforts increase sales in the short run but destroy value in the long run. And for executives, there are always ways to drive up the stock price or other measures in ways that look good in the short term but destroy value in the long term.

Too vague. Stock-option and profit-sharing plans reward employees when the company does well, but the larger the company, the more difficult it becomes for people to feel that their efforts have an impact on the stock price. Frontline workers often have a hard time believing that anything they do can affect stock prices or profits one way or another. Their impact is just too small relative to the actions of the company as a whole.

Ecollab%20 Business%20within%20the%20business%20 %20carrotstick%20managementThe industrial era was built on the kind of carrot-and-stick management that rewards some behaviors and punishes others. This has been successful in a world of predictability, where work can be broken down into routine tasks that can be done according to a prescribed formula. But it won't serve us in the 21st century. In the coming years we will need to get the absolute best our people can offer. We will need their heads and hearts as well as their hands.

In his book Drive: The Surprising Truth about What Motivates UsDan Pink cites research that indicates extrinsic rewards, such as sales commissions or other financial rewards, do work well under certain limited conditions: when a task simply requires people to follow a formula, such as Adam Smith's famous pin factory. But for jobs that require complex or creative thinking, extrinsic rewards can be dangerous, because they tend to restrict people's ability to notice things on the periphery and craft novel solutions.

Pink's prescription is that in a world that increasingly requires people to think creatively, solve problems and remain flexible in uncertain environments, extrinsic incentives don't work, and we should instead focus on the kinds of intrinsic motivation that drives artists, inventors and other creative professions: mastery, autonomy and purpose.

Certainly Pink's point is an excellent one. Intrinsic motivation does indeed motivate people and drive creative success. But in business creative success is only part of the equation. In business we also need to make money. A quick look at the history of inventors and other creative people will confirm that, while creativity and invention may be necessary components of innovation, they are not sufficient if you want to achieve both innovation and business results.

The great innovators in business did not succeed on creativity alone; their success was a blend of creative thinking and business logic. There was no lack of creativity and invention in Xerox PARC, but Steve Jobs and Steve Wozniak were able to translate that creativity into a tangible product that people were willing to pay for. The great innovators in business - Henry Ford, Thomas Edison, Benjamin Franklin, John D. Rockefeller, Andrew Carnegie, Walt Disney, Sam Walton, Ted Turner and so on - blended creativity with business sense and a deep understanding of customers and market dynamics.

The challenge in aligning incentives is threefold: First, incentives must be real and tangible enough that people can see the impact they have on the business as a whole; second, they should balance long-term and short-term thinking; and third, they should balance rewards so they reward people for things that make the business as a whole healthier and more successful.

A good incentive system should reward people for thinking and acting like owners. So is it possible to get every worker to act as if they own the business?

It is possible. And the answer is actually quite simple. The way to get everyone to act as if they own the business is to give them a "business within the business".

The podular organization.

To make this work, you first have to understand that the most common template for large-scale modern business design, the multidivisional corporation, is not the only way to do it. The multidivisional form, first realized by General Motors in 1920, has become the standard form today. While phenomenally effective in some ways, the multidivisional form also has significant weaknesses when it comes to innovation.

There are things that seem "obvious" about organization design that are in fact not so obvious at all. Some things that we take for granted as fundamental are in fact only optional.

We tend to design organizations by splitting them into divisions. We divide the business, and the labor, in order to do work more efficiently. We put the software developers together so they can focus on software; we put the salespeople together so they can focus on selling and learn from each other, and so on. Sounds obvious, yes? And it's very efficient. But as we move into a world where efficiency leads to commoditization, and where value will increasingly be driven by innovation, efficiency is no longer the overriding goal.

How can you divide the labor in your organization to optimize for innovation rather than efficiency? The answer is to supplement divisional thinking with another approach that I call podular thinking.

In a divisional organization, the kind we are all familiar with, you divide the labor into functions and specialties. As you continue to divide an organization in this way, you increase efficiency, but as a side effect you also disconnect the people from the overall purpose of the business. People in a functional group tend to identify with each other more than they identify with the purpose of the organization.

 Ecollab%20 Business%20within%20the%20business%20 %20podular%20organizationIn a podular organization, you divide labor into "businesses within the business", each of which can function as a complete service in its own right. Since each pod functions as a small business, its focus remains outside the pod, on its customers. Those customers might be inside or outside the organization as a whole, but each pod delivers a complete service. A podular approach allows a large company to act as if it were a flock or swarm of small companies; it gives the whole a level of flexibility and adaptiveness that would never be possible in a divisional organization. A podular organization is a fractal organization: every pod is an autonomous fractal unit that represents, and can function on behalf of, the business as a whole.

Does this sound strange? How is this possible?

Let's look at four examples from four different industries: A food processing company, a retailer, a software company and a conglomerate.

Morning Star's self-organizing marketplace.

Morning Star, a privately held company, was started in 1970 as a one-truck owner-operator hauling tomatoes. Today the company is the world's largest tomato processor, with revenues of $700 million a year.

At Morning Star, workers manage themselves and report only to each other. The company provides a system and marketplace that allows workers to coordinate their activities. Every worker has suppliers and customers - and personal relationships - to consider as they go about their work.

Every employee writes a personal mission statement that describes how they will contribute to the company's goal, and is also responsible for the training, resources and cooperation they need to achieve it. Every employee also creates a yearly Colleague Letter of Understanding (CLOU), describing their promises and expectations for the coming year, negotiated in face-to-face meetings with peers. All the agreements, taken together, describe about 3,000 peer-to-peer relationships that describe the activities of the entire organization. Each Morning Star business unit also negotiates agreements with other units in a similar way.

If a worker needs something, they can issue a purchase order. If someone needs help or identifies a new role that's needed to do the job better, they can start the hiring process. The bigger the dollar amount, of course, the more important it is to lobby your peers and get their buy-in for the purchase, because the unit will sink or swim together. Over time, workers tend to move from simpler to more complex roles, hiring people to fill the roles they need to support them. There's no competition for management jobs because there are no management jobs. To get ahead, workers must find better and more valuable ways to serve their peers.

Ecollab%20 Business%20within%20the%20business%20 %20morning%20starThe discipline at Morning Star comes from a strong sense of mutual accountability. Problems are settled through mediation. If mediation can't settle it, a panel of peers is convened. If that doesn't work, a dispute will go to the president for a final decision. If the problem is serious or sustained enough, the worker may be fired. But while people can be fired, nobody has a boss hovering over them. What they do have is customers.

Every two weeks, the company publishes detailed reports of finances and other measures, that are transparent and available to everyone.

Business units are ranked by performance, and those at the bottom of the list can expect a tough conversation. In yearly planning meeting, business units present their plans to the entire company and workers invest using a virtual currency which then informs the budgets for the year. Workers elect compensation committees who evaluate performance and set pay levels based on performance.

Morning Star is a marketplace, where every worker is a business within the business. You can read more about Morning Star on their website or in this excellent HBR article by Gary HamelFirst, Let's Fire All the Managers.

The Nordstrom way.

Nordstrom is a publicly traded high-end retailer, known for excellent service, with revenues of about $9 billion a year.

Nordstrom's employee handbook is so short and simple it can fit on an index card. It states:

"Use your best judgment in all situations. There will be no other rules."

Ecollab%20 Business%20within%20the%20business%20 %20nordstrom%20wayNordstrom salespeople are free to make their own decisions, although Nordstrom's strong culture of putting the customer first provides a guiding light for all to steer by.

That customer-service culture is at the core of Nordstrom's success. The entire system is organized in order to support that salesperson on the Nordstrom floor to help them deliver the best possible customer service. If Nordstrom stocks something, they will make every effort to stock it in every size available - they don't want to disappoint a customer by not having something in their size.

Salespeople aren't chained to a department like they are in other stores. If a salesperson wants to walk through the whole store to help her customer pick out clothes, shoes, cologne, and anything else, she can do that. A Nordstrom salesperson might stay in touch with customers by Twitter, email, or whatever else is convenient. The message to customers is: however you want to buy it, however you want to interact with us, we can do it that way.

Customers are encouraged to take things home and try them, and bring them back at any time. If you ask, "How long can I bring it back?" the answer you will hear is "forever". And they mean it.

One Nordstrom customer said "What I love about Nordstrom is that if I want to browse by myself that's fine, and if I want help people are there and happy to assist me."

As you can imagine, customers love it.

“Nordstrom has the faith and trust in its frontline people to push decision-making responsibilities down to the sales floor, the Nordstrom shopping experience is "as close to working with the owner of a small business as a customer can get" said Harry Mullikin, chairman emeritus of Westin Hotels. Nordstrom salespeople "can make any decision that needs to be made. It's like dealing with a one-person shop." From The Nordstrom Way: The Insider Story of America's #1 Customer Service Company by Robert Spector and Patrick D. McCarthy.

Nordstrom culture demands that the employee put the customer before company or profit in all decisions. Nordstrom provides a platform, the store, and each employee is treated as an entrepreneur who can set up a business on the platform. With commissions, Nordstrom salespeople can make six figures yearly on a base wage as low as $11 an hour. One worker stated:

"The way I saw it, the Nordstroms were taking all of the risks and providing all of the ingredients-the nice stores, the ambiance, the high-quality merchandise-to make it work. All I had to do was arrive every morning prepared to give an honest day's work, and to value and honor the customer."

Nordstrom employees can offer the best service in the industry because every Nordstrom salesperson operates a business within the business, backed by the full support and resources of a Fortune 500 company.

Self-organizing teams at Rational Software.

Rational software was founded in 1981 to provide tools for software engineers. Rational was acquired by IBM for $2.1 billion in 2003. Since Rational has been acquired I will describe the company in the past tense, although it may operate similarly today as a group within IBM.

Rational's goal was very transparent to everyone in the company: "Make customers successful." Customers were served by small, autonomous pods known as field teams. Each field team operated as a fully functional, stand-alone unit, with technical and business experts working closely together. The same team who sold a product or project was also responsible for delivering it. Resources were distributed to teams based on their performance.

Rational's team-based approach permeated the culture at all levels. "If you weren't team oriented, you wouldn't survive" says Jerry Rudisin, Rational's VP of Marketing from 1991 to 1999. Rational put team orientation first even when it hurt the bottom line in the short term. "When I was a district manager, I fired the top sales rep more than once" says Kevin Kernan, who worked at Rational in a variety of roles for 17 years. "We had zero tolerance for people who didn't exhibit team behavior that was just poisonous to our culture."

The cross-functional teams at Rational were a great way to build entrepreneurial skills within the company, because every team member understood every aspect of the business. Team members worked closely together and learned from each other constantly. As the company grew, many technologists grew into new careers in sales, fielding their own teams in new territories. Many went on to start companies of their own.

Ecollab%20 Business%20within%20the%20business%20 %20self Organizing%20teamsRational management focused on managing the teams as if they were a portfolio of companies. Teams were evaluated on five things: First and foremost, customer success: Did the team help customers succeed in achieving their goals? Revenue: Did the team make or beat its revenue targets? Team development: Was the team optimizing for the career growth of each team member as well as the team? Territory growth: Was the team growing in reach as well as revenue? Business basics: Did the team play well with other teams? Did they spend money as if it was their own?

"You could have a team that did poorly in their overall ranking even though they made their revenue target, because their customers weren't successful in achieving their goals" says Kernan. One year a new sales rep in a 7-person team was fired because he didn't treat his team well and had filed some paperwork that was misleading, even though the deals he made with customers were all solid and his sales accounted for 25% of the company's revenue.

Top-down intervention in team dynamics was rarely necessary. When a team member wasn't performing, the greatest pressure for improvement came from the team itself. "When I was a district manager I had 25 direct reports, but I rarely intervened. The teams basically managed themselves" says Kernan.

Teams made their own hiring decisions, and hired outside consultants or traded resources with other teams when necessary. "You had to be careful when you brought on a new member" says Ray LaDriere, who worked in one of the Rational sales pods. "If you hired someone and they didn't pull their weight, the deal was that we had to carry them for a full year." Since one poor performer could hurt the performance of the whole team, people were very careful in their hiring decisions.

"It was an amazing experience for 17 years, and I would be surprised if you found anyone who worked at Rational for any significant period of time that didn't feel the same way" says Kernan. "Our goal was to change the world by changing the way people design, build, and deploy software. And we did it."

Democratic management at Semco.

Semco is a Brazilian conglomerate that specializes in complex technologies and services like manufacturing liquids, powders and pastes for a variety of industries; refrigeration; logistics, and information processing systems; real estate, inventory and asset management; and biofuels. Semco's revenues are around $200 million a year.

Semco is a self-managed company. There is no HR department. Workers at Semco choose what they do as well as where and when they do it. They even choose their own salaries. Subordinates review their supervisors and elect corporate leadership. They also initiate moves into new businesses and out of old ones. The company is run like a democracy.

Says CEO Ricardo Semler: "Im often asked: How do you control a system like this? Answer: I don't. I let the system work for itself."

Semco is organized around the belief that employees who can participate in a company's important decisions will be more motivated and make better choices than people receiving orders from bosses. Workers in each business unit are represented by an elected committee that meets with top managers regularly to discuss any and all workplace issues, and on important decisions, such as plant relocations, every employee gets a vote.

Workers at Semco choose their own hours. CEO Semler recalls that when he first proposed the idea, managers were convinced this wouldn't work, especially when it came to factory work. But Semler was confident. "Don't you think they know how to manage their own work?" he asked. Turns out they did, and they do.

Semler says simply "if you want people to act like adults you need to treat them like adults."

Things do take longer than they do in a traditional, hierarchically-managed company. Semler elaborates in his book Maverick: The Success Story Behind the World's Most Unusual Workplace:

"Dissent and democracy go hand in hand. It's also good management technique. What traditional executives don't consider is that decisions arising from debate are implemented much more quickly because explanations, alternatives, objections, and uncertainties have already been aired."

One of the principles underlying Semco's success is the idea that every business should be small enough that each worker can comprehend it as a whole system. If a business grows to more than 150 people, Semco will split it into two.

Another principle is transparency and trust.

"The only source of power in an organization is information, and withholding, filtering, or retaining information only serves those who want to accumulate power through hoarding" says Semler.

Ecollab%20 Business%20within%20the%20business%20 %20semco

Once a month Semco holds open meetings for the employees of each unit, where all the numbers in the business are presented for open examination and debate. The company also offers courses to help employees better understand financial reports such as balance sheets, Profit-and-loss reports, and cash flow statements.

What about profits?

"Profit is highly important to us at Semco, and we're as avid about it as a general is about his supplies. If provisions run out, his soldiers will die. If a company ceases to make money, it too will die. But armies are not created to feed soldiers, just as companies don't generate income just so they can hire more employees. Food fuels the soldiers and keeps them going. Yet to serve as more than mere gun fodder, they must have a higher purpose, a reason for going through boot camp and charging the enemy in battle. This is where profit and purpose meet and, unfortunately for most organizations, it's a head-on Humvee wreck." Ricardo Semler - The Seven-Day Weekend: Changing the Way Work Works.

Nearly a quarter of Semco's profits go to employees, but the company doesn't decide how to distribute it. Each quarter, the profit contribution of each unit is calculated, and 23% of profits go to that units employees, who can distribute it however they wish. So far, they have always decided to distribute that money evenly to everyone.

Employees who are particularly confident can choose to put up to 25% of their pay "risk." If the company does well, they get a bonus raising their compensation to 150% of normal,  if the company does poorly, they are stuck with 75% of their pay.

Does it work? Semco's growth from $4 million in 1980 to more than $200 million today seems to point in that direction.

Can your company go podular?

Although each company has done it differently, Morning Star, Nordstrom, Rational and Semco have all found success by organizing along podular lines. This kind of design won't make sense for every situation, or for every division. But no company can afford to ignore its innovation efforts. To ensure its long-term viability, every company needs to find a balance between their efficiency and innovation efforts.

The podular organization may be unusual, but it's not a theory. It's a fact. It can work in retail, it can work in manufacturing, it can work in technology, and it can work for a conglomerate. It can work for private as well as publicly-traded companies. It can work for a Fortune 500 company. Can it work for you? You can only find out if you're willing to give it a chance.

You might start by reorganizing a single unit, like an innovation unit, a single store or location, or an R&D group. Look inside any R&D department or fast-growing web services company and you are likely to see a form of organization that's more podular than hierarchical.

Podular organizations need to do a few things in radically different ways: First, they require information to be transparent and readable by everyone; second, they require principles, platforms and culture to guide individual decisions and give cohesion to the company as a whole; third, they require people who are not territorial, who are capable of open discussion and who will hold themselves and others accountable; and fourth; they require owners and managers who are capable of trusting people and teams to make good decisions and manage their "business within the business".

When you give people a business within your business, you are aligning their incentives with owners and management. Everyone is a business owner, and everyone is a manager. Rewards are real and tangible, short-term and long-term benefits are in balance, and workers are rewarded when they are good stewards of the business.

If you want to unleash innovation, get closer to customers, and manage complexity, pods are worth a look.

You can read more about pods here and here.

 

Dave%20gray%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

Dave Gray is the Founder of XPLANE, the visual thinking company, and a Partner in the Dachis Group, a social business consultancy. Dave's time is spent researching, sketching and writing on innovation, design, systems thinking, and creativity in business, as well asspeakingcoaching and delivering workshops to educators, corporate clients and the public. 

His latest book, Gamestorming: A Playbook for Innovators, Rulebreakers, and Changemakers details more than 80 tools and techniques used by the world's leading innovators. 

He is also a founding member of VizThink, an international community of Visual Thinkers.

 

The war for talent is over – talent won

 

Talent Management 2.0

These days, one ought to be a talent. Once declared as such, there‘s only one way: up – straight up the career ladder. At least one can have this impression when attending career fairs, speaking to recruiters or browsing the web for job opportunities. „Talent“ seems to be the new „sexy“. The next fancy term to characterise the so highly desired skilled employees needed to fuel the knowledge-economy. Even though no one can really tell what characterises extraordinary talent – one thing is for certain: everybody wants to be one and every employer wants to have them. 

More than ten years have passed since the first companies developed, set up and armed themselves with so-called talent management programs in order to win the „war for talent“. Well over a decade since a handful of McKinsey consultants created this term, related to the expected shortage of the highly skilled and gifted in the 21st century, one.

This form of „industrial“ talent management, where junior leadership talent drops off the assembly line after years of training can be classified as „talent management 1.0“. Its key features are: linearity, standardization and predictability. However, no matter how good an organisation is at running their „talent factory“, the war for talent won‘t be won with talent management 1.0. In fact, the war for talent is already over – talent won. That is, bargaining power has already shifted from employers to the highly skilled and talented and will continue to do so. Few organisations will be able to ask job candidates to please assimilate smoothly into the organisation, don‘t cause to much trouble, follow linear career paths and don‘t think too much out of the box. In order to really appeal to Gen Y and Gen Z talent, industrial talent management has to become organic talent management, cultivating an open learning environment and preparing the ground for talent to develop to its fullest potential.

In this new article ecollab, Leon Jacob Schutz and Thomas back on the notion of talent management. Notion that the moment is often practiced by industrialized approach to create formatted managers. 

But the war for talent won‘t be won with talent management 1.0. In fact, the war for talent is already over – talent won. That is, bargaining power has already shifted from employers to the highly skilled and talented and will continue to do so. Few organisations will be able to ask job candidates to please assimilate smoothly into the organisation, don‘t cause to much trouble, follow linear career paths and don‘t think too much out of the box. In order to really appeal to Gen Y and Gen Z talent, industrial talent management has to become organic talent management, cultivating an open learning environment and preparing the ground for talent to develop to its fullest potential.

To implement „talent management 2.0“, a shift of paradigm in the talent mindset has to take place. Talent management 2.0“ has to support the unfolding of employees‘ individual talent. Successful talent management 2.0 is deeply routed in an organisations identity and strategy, spreads through the entire organisation and aims at improving its ability to learn and achieve like a true learning organisation. Talent management 2.0 embraces diversity of talent input and prepares the ground for diverse talent to transform into diverse competencies. This concept is contrary to the assembly line model of talent management 1.0 where every candidate gets taught more or less the same in corporate development programmes and diversity of talent is essentially ignored.

Some of the key factors for successful talent management include value management and openness of organisational culture, challenging and meaningful assignments and responsibilities for day one, inter-generational leadership and the integration of top talent in diverse teams. But most importantly, the core criteria for the development of talent should not be a company‘s current need for people and competencies in a certain area but its future needs. After all, the focus of talent management is a companies future workforce. While a company can put all its effort into finding and developing suitable candidates to fill todays pivotal positions, there is no guarantee these will be the same roles crucial for success in the future. Most likely, they are not. As a consequence organisations need to develop more towards broad individual competencies of talent and less towards particular jobs. As a consequence, talent management becomes part of a firms strategy and should be led from the head of an organisation itself.

Talent management 2.0 means overcoming old mental models and embracing new concepts of learning in organisations. Individual learning, learning in teams and learning as organisation itself. If born out of an organisations identify and core values and executed strategically, talent management 2.0 can become an energy source for any organisation: nurturing a workforce full of diverse competencies and helping to maintain a firms competitive advantage.

 

Leon%20jacob%20%20thomas%20schultz%20 %20entreprise%20collaborative%20 %20ecollab%20contributeurLéon Jacob, 1988, Bachelor of Arts in Philosophy & Economics, currently studying Management Psychology at the University of Nottingham, specialising in Social Capital and Organisational Learning. Over ten years of experience in foundations and other programmes for the specially talented and gifted.

Thomas Schutz 1969, Phd in Micro and Molecular Biology, Coach and Trainer for Talent and Competency Diagnostics and Development and independent Human Resource Consultant. Specialisations in individual, collective and organisational self-organised learning, kompetency-based learning- and selforganisation-processes in (management-)teams (multimodal leadership); design and implementation of strategy-executing learning- and talent-architectures.

Leon et Thomas published Die Kunst, Talente talentgerecht zu entwickeln: Talentmanagement 2.0 als organisch-mathetisches Talententfaltungsmanagement.

 

Page 1 of 24

Prev Next Page:

White Paper : Social Learning Introduction

Entreprise%20collaborative%20 %20social%20learning%20introduction

    This White Paper provides multiple perspectives on social learning, in two languages and from various business cultures. Here, Social Learning can be viewed as the development of...

Learning Formally or Informally...? Why not Both!

Socialearning%20 %20modele%2070 20 10%20us

  "The real genius of organizations is the informal, impromptu, often inspired ways that real people solve real problems in ways that formal processes can’t anticipate....

An Introduction to PKM

Stories.articles.entreprise Collaborative Intro Pkmnsp 350

    We are in the Learning Age. By using social tools, anyone can easily begin an active training course by developing its PKM. A first step in...

Podular organization: a business within the business

Ecollab%20 Business%20within%20the%20business%20 %20holy%20grail

  A lot of problems in business could be solved if we could align the interests of employees and managers with owners. Is there a way...

The war for talent is over – talent won

Leon%20jacob%20%20thomas%20schultz%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

  Talent Management 2.0 These days, one ought to be a talent. Once declared as such, there‘s only one way: up – straight up the career ladder....

The End of a Job as We Know It

Stories.jobsnsp 350

  The concept of a job, as we know it, is starting to go away. Over the last year I've been speaking with many corporate business and...

Communities of Practice and Social Learning Systems: the Career of a Concept (Introduction)

Etienne%20wenger%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

  In this paper, I relate the conceptual framework of communities of practice to systems theory and I review the career of the concept of community...

70:20:10 - It’s not about the numbers, it’s all about change

Stories.702010 Frameworknsp 350

  Remembering Prof. Allan Tough (died 27 April 2012 aged 76 years) – a great man, a pioneer researcher into self-directed learning, a futurist, and author....

What is Wirearchy ?

Stories.ecollab Wirearchiensp 350

The Internet is connecting customers, employees and communities and empowering them with information in ways never before possible. Taking decisions and managing organized activities are...

The human-centric future of work

Esko%20kilpi%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

  The big move we are in the midst of is towards an economy that is more centred on information products than physical products. Examples of...

Thinking about critical thinking

Anne Marie McEwan Entreprise Collaborative Ecollab Contributeurnsp 350

  Critical thinking is a “complex process of deliberation, which involves a wide range of skills and attitudes”. I first became aware of critical thinking as a...

Interactive competence and flash communities

Esko%20kilpi%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

  All of us have at some point in our lives experienced performance appraisals where we as individuals were evaluated. This approach to judgment was the...

Why E2.0 and Social Business Initiatives Are Likely to Remain Difficult ?

Stories.Jon Husband Entreprise Collaborative Ecollab Contributeurnsp 350

Horizontal networking often creates dissonance in the vertical enterprise The vertical structure of knowledge did not foresee the coming of horizontal networking tools now...

The Future of Learning – How should your company adapt and encourage constant learning?

Stories.articles.ecollab Learn To Learnnsp 350

  Learning Organizations: New ways of managing As companies grapple with the effects and opportunities of the Internet, social media and the smartphone, internal organizations are having...

What is social learning? Part Three: the future of social

Stories.Julian Stodd Entreprise Collaborative Ecollab Contributeurnsp 350

    In this series of three articles, we first explored the experience of the individual, looking at how social capital is increasingly important: the ability to survive...

Pieces of an Ecology of Workplace Learning

Stories.David Grainger Wedaman Entreprise Collaborative Ecollab Contributeurnsp 350

  Lately I’ve been saying that you should cultivate learning in your organization as you might manage an ecological resource, like a forest, or any other...

Leadership and Innovation: The new role of leader in network contexts

Stories.articles.leadership And Innovationnsp 350

  This post was written with some questions in mind: What does it mean to lead an innovation team in a network context? How can one...

Is all learning social?

Steve Wheeler Entreprise Collaborative Ecollab Contributeurnsp 350

  Just about every day I find myself embroiled in discussions about fundamentals of learning, the nature of knowledge and the processes of education. It comes...

The Brand University: How to make a sustainable, successful brand

Stories.ecollab The Brand University The 5 Ensp 350

  Executive Summary The world of branding has, over a very condensed period of time, undergone a virtual and very real revolution as far as both the...

The stupid company or the myth of collective intelligence ?

Augusto%20cuginotti%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

  Here is my exploration with the eyes of hosting learning spaces to the Blog Carnival proposed by eCollab : In theory, everyone is for the learning organization or the mobilization...

The learning organization: an often described, but seldom observed phenomenon

Stories.articles.harold Jarche   Entreprise Collaborative   Ecollab Administratornsp 350

  The last #eCollab's Blog Carnival poses the question of the learning organization and the mobilization of collective intelligence: In theory, everyone is for the learning...

The #eCollab Blog Carnival: The Stupid Company or the Myth of Collective Intelligence ?

Ecollab New Pictonsp 350

  In theory, everyone is for the learning organization or the mobilization of collective intelligence.  How could you be against it? Would that make you in favour...

What is social learning? Part Two: the organisational experience

Stories.Julian Stodd Entreprise Collaborative Ecollab Contributeurnsp 350

  In this series of three articles, i want to explore social learning from the perspective of the individual and the organisation in today’s workplace and...

Social Learning fills the empty barrels of Enterprise 2.0

Socialearning%20 %20matrice%204c%20en

  Learning is social by nature Without going all the way back to the theories of Vygotsky or Albert Bandura, the simplest way to explain social learning is perhaps to...

Social media and the change form information to formation

Esko%20kilpi%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

  The change towards the creative economy has major implications for the nature of what we have called assets. In the industrial age, the assets were...

Future of the training department

Stories.articles.b896gce8nsp 350

  I’ve written before about the changes I see coming for organizations (e.g. here), and they’re driven by the changes I am seeing in business and...

Social Business doesn’t mean what you think it does. And neither does E2.0

Deb%20lavoy%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

  “Social Business” is not about technology, or about “corporate culture”. It is a sociopolitical historical shift that is bigger, broader and much more fascinating. A new...

What is social learning? Part One: the personal experience

Stories.Julian Stodd Entreprise Collaborative Ecollab Contributeurnsp 350

  In this series of three articles, i want to explore social learning from the perspective of the individual and the organisation in today’s workplace and...

Barriers to Learning in Organizations

Stories.stephen J Gill   Entreprise Collaborative   Ecollab Contributeurnsp 350

  Continuous acquisition and application of knowledge, skills, and beliefs by individuals, teams, and the whole enterprise is an essential aspect of high performance organizations. However, barriers...

Why Organizations Need Social Learning

Stories.laurent Pacalin   Entreprise Collaborative   Ecollab Contributeurnsp 350

  The world has changed — people now live and work in a world where Google gives the answers, where a mobile phone is the lifeline...

4 reasons why social learning will fail at work

Stories.jeevan Joshi   Entreprise Collaborative   Ecollab Contributeurnsp 350

  Yes, I know that Facebook has 23 million users. Yes, I see people on Facebook everywhere I look – on the trains, at traffic lights...

Communities of practice and social learning systems: the Career of a concept (part 1)

Etienne%20wenger%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

  Previously: Introduction: Communities of Practice and Social Learning Systems: the Career of a Concept.   A social systems view on learning: communities of practice as social learning systems A community...

Formalizing the informal

Stories.articles.entreprise Collaborative   Dennis Callahannsp 350

  I’m responding to the Ecollab’s question – “can we formalize the informal?”Yes, you can formalize informal learning. Formalizing informal learning doesn’t mean that informal learning...

The Five Failures of Workplace Learning Professionals

Stories.will Thalheimer   Entreprise Collaborative   Ecollab Contributeurnsp 350

  To improve, we must know our biggest failings. In the training and development field, our five biggest failures are as follows: We forget to minimize forgetting and...

Why People Don't Engage With Learning

Stories.nic Laycock   Entreprise Collaborative   Ecollab Contributeurnsp 350

  Jonathan Miles post “A group of would be friends”, reports a Twitter discussion last week that hinged around reasons why people do not engage with learning.  Jane Hart...

The Learning Age

Stories.articles.entreprise Collaborative Age Apprentissagensp 350

          "This isn't the Information Age, it's the Learning Age; and the quicker people get their heads around that, the better"    Professeur Stephen Heppell's remarks appear...

Performance, strategies, and social learning

Dianne%20rees%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

  Performance in the workplace is shaped by individual capabilities, defined roles, knowledge and skills, feedback, and a motivation loop that includes the confidence that performing...

Social Learning for a Social Workplace

Michael%20rose%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

  There is little doubt that the emergence of Web 2.0 and social networking tools have radically changed the way organizations do business... so much so...

How can Social Learning scale massively? Lesson from World of Warcraft

Ben%20betts%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

  Much fuss is made of class-size effects in schools, but I often get blank stares when I talk about the dangers of putting 10,000 people together in...

Blue collar collaboration

Stories.articles.blue.collar.webnsp 350

  People on the front lines, doing nitty-gritty manual work, can teach us plenty about real collaboration. Two men walk into a bar... Even if they both wear...

Social Learning is NOT a new training trend

Jane%20hart %20entreprise%20collaborative%20 %20ecollab%20contributeur

  I've written a few postings recently (notably Social Learning doesn't mean what you think it does) where I have tried to show how the fundamental changes...

3 Practical Considerations for Implementing Social Learning

Michael%20rose%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

  In Tony’s previous post, “Tearing Down Cubicle Walls – The Rise of Social Learning In Business”, he mentioned some of the business issues driving the...

HR Failing To Lead The Social Revolution At Work

Stories.hr Dir Mdnsp 350

  Is this your HR leader? Do companies need social media? Ever notice HR leaders shying away from this question, typically being led by the Marketing or IT...

What Agile Means To Me

Stories.sahana Chattopadhyay   Entreprise Collaborative   Ecollab Contributeurnsp 350

  I complete exactly 3 months at ThoughtWorks today. While this has been a momentous career shift for me, I may not have written a blog post on...

Tearing Down Cubicle Walls: The Rise of Social Learning In Business

Tony%20yang%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

  Learning professionals have long recognized that the majority of learning takes place outside the classroom, primarily because effective learning takes place contextually. An employee will...

Learning Content Is Not Your Job Any More: The Effect of Convergence

Stories.rick Wilson   Entreprise Collaborative   Ecollab Contributeurnsp 350

  There are two new rules for professionals with responsibilities in the generation and production of content for knowledge acquisition: Rule One: You are no longer in...

The Non Formality of How Work Gets Done in Organizations

Stories.sweet Spotimagensp 350

  How does work really get accomplished in organizations? Work usually doesn’t get accomplished the way management sees it formally. The problem with formality is the fact...

Holistic Approach to Learning

Stories.luciana Annunziata   Entreprise Collaborative   Ecollab Contributeurnsp 350

  I've recently read the post by Frédéric Domon at the Socialearning blog site. He describes in a very precise manner the origin and the consequences of the 70-20-10 approach...

Enterprise Social Networks: contribution, trust and loyalty

Stories.claude Super   Entreprise Collaborative   Ecollab Contributeurnsp 350

  The latest feedback shows that the contribution remains the question mark as to the implementation and success of an enterprise social network! Today, a rate of 20-25% of...

Informalizing Formal Learning

Stories.jason Green   Entreprise Collaborative   Ecollab Contributeurnsp 350

  Our relationship with technology is changing the ways we live and work. We connect digitally with our mobile devices, social networking tools, and various computer...

The knowledge-bubble trap worsens

Stories.nick Milton   Entreprise Collaborative   Ecollab Contributeurnsp 350

  I posted a while back about the way we tend to create knowledge silos in social media, giving the example below of knowledge related to BP during...

Who needs training again ?

Stories.charles Jennings   Entreprise Collaborative   Ecollab Contributeurnsp 350

  At some point in time I am sure we’ve all found ourselves with an answer staring us in the face, but we just haven’t managed...

Find Where Social Learning Will Work at Your Company

Stories.entreprise Collaborative   Ecollab   Find Where Social Learning Will Work F1nsp 350

  If you haven't been hiding under a rock on the edge of Antarctica for the past few years, you've probably heard of social learning. If you've...

Learning vs Development

Entreprisecollaborative%20 %20rooke%20%20torberts%20framework

  Is there a difference between learning and development? I ruminated over this question for a number of years as a Learning & Development professional, but without...

Social CRM and business transformation

Mark%20tamis%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

  Forget all this talk about “Social Business”, “Social Enterprise”, “Social Organization”, “Social XYZ” – your business already is “Social” because by its very nature it...

Is Collaboration a Crock ?

Stories.articles.thierry De Baillon   Entreprise Collaborative   Ecollab Contributeurnsp 350

  Let us face it; we, as humans, are selfish, individualists, and undoubtedly clinging to any privileges associated with power. Goodwill and sharing among peers follow Nielsen’s...

Enterprise 2.0 - French Touch (white paper)

Enterprise%2020%20french%20touch%20cover

  When we think of about "Enterprise 2.0" since 2006, the year that Andrew McAfee coined the term, we see that there has been considerable experience...

Moving from the Learning to the Teaching Enterprise

De%20lentreprise%20apprenante%20%20lentreprise%20enseignante%20 %20entreprise%20collaborative

    In a recent post published on the Harvard blog, Bill Taylor notices the rise of the Teaching Organization, as an evolutionary step of the Learning...

Formaliser l’apprentissage informel : Consulting et Bene Gesserit

Stories.articles.benegesseritnsp 350

No translation available    Pouvons nous formaliser l’apprentissage informel ?  Je vais donner mon point de vue en faisant un petit détour par le cycle de Dune...

Collaborative training departments

Tom%20haskins%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

  It's likely that new start-ups in the coming decade will be intensely collaborative, but initially small and without training departments. Established organizations, large enough to...

Social Networking: Bridging Formal and Informal Learning

Ecollab%20 %20construire%20un%20pont%20entre%20la%20formation%20formelle%20et%20informelle

  There’s been much justifiable excitement about social media recently; are you on top of it?  The recognition that learning is 80% informal suggests that we...

Joining Is Important to Social Learning

Enterprise%20collaborative%20 %20joining%20in%20social%20learning

  Ever sign up for a gym membership and not really use it that much?  I know… I know this probably hasn’t happened to you.  But,...

In order to join, you need a social identity, and you need a space

Dennis%20callahan%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur%20copie

  I’m still thinking about the concept of joining since I wrote my post last week Joining is Important to Social Learning. Other people have been thinking...

Le département de la formation survivra-t-il à l’entreprise collaborative ou 2.0 ?

Stories.articles.formationnsp 350

 No translation available   La formation est importante pour le fonctionnement et le développement d’une entreprise car sa mission est de développer les compétences qui lui sont...

7 objections to social media in learning (and answers)

Stories.social Media Worldnsp 350

  Social media, I’m a fan. I blog, facebook and tweet daily, and love all of the additional resources and tools. But when an important social...

Where Social Learning Thrives

Entreprise%20collaborative%20 %20where%20social%20learning%20thrives

  To benefit from social learning, build a culture that makes learning fun, productive and commonplace, a culture where learning is part of everyday work. Marcia Conner and Steve...

Social media learning principles

Entreprise%20collaborative%20 %20social%20media%20learning%20principles

    At the LAMS European conference I gave a talk in which I explored what we know about learning, and what I've deduced about social media. My conclusion...

Stupendous bronze and the man who didn’t win the National

Dave%20ferguson%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

    Collaborative Enterprise’s blog carnival this month looks at formalizing the informal – are there ways to deliberately harness social media to foster learning without losing the...

L'avenir de la formation dans l'Entreprise Collaborative

Anthony%20poncier%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

 No translation available   Pour ce premier thème sur la formation dans l’entreprise, je vais aborder deux points qui me semblent importants, notamment pour les grandes entreprises...

Knowledge: Cheshire or Schrödinger’s cat ?

Ecollab%20 %20modern%20definition%20of%20knowledge

  Much has been told and written about the capital importance of knowledge in organizations, and the rise of networks-enabled enterprise emphasizes even more the role...

Knowledge, From Productivity Source to Critical Component

Thierry%20de%20baillon%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

  Productivity: The amount of output per unit of input (labor, equipment, and capital). Enterprise has for long understood, and applied, that training and education are an important part of its hunt for competitive advantages. ...

Examples of Facilitating Collaborative Work and Learning

Stories.articles.michael Glazer   Entreprise Collaborative   Ecollab Contributeurnsp 350

  The nature of my work has changed significantly over the past few years. Some of the change is due to advances in technology while others...

The Future of the Training Department

Mark%20tamis%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

  In my previous role at BEA Systems/Oracle, I created and managed a Professional Services business unit for training clients on the implementation of Enterprise Portals...

social learning: learning never ends

  a video from LAB SSJ    

The future of the training department in the Collaborative Enterprise

Ecollab%20 %20future%20of%20training%20department

      The latter 20th Century was the golden era of the training department. Before the 20th Century, training per se did not exist outside the special...

LMS is no longer the centre of the universe

Fusion%20de%20lapprentissage%20et%20du%20travail

  OK, so here’s the deal – if learning is work and work is learning, why is organizational learning controlled by a learning management systems (LMS)...

Formalizing the informal

Stories.articles.ecollab2   Social Learning Blog Carnivalnsp 350

  Ecollab will discuss Informal Learning. Can we formalize it? Can we Should we? How much? How?   This is our own response, originally written by Harold Jarche and Jane Hart:   If informal...

The Evolving Social Organization

Stories.articles.thierry De Baillon   Entreprise Collaborative   Ecollab Contributeurnsp 350

    Simplicity and the Enterprise Most companies start simple, with a few people gathering together around an idea. For small companies, decision-making, task assignments and direct interaction...

Informal Learning: mission critical

Harold%20jarche%20 %20entreprise%20collaborative%20 %20ecollab%20administrator

    When Canadian soldiers in Afghanistan return from patrol, they spend time relaxing together in small, tightly-knit groups and tell stories about the mission. There is...

The Community Manager: enabling knowledge flows

Stories.articles.entreprise Collaborative   Le Community Manager Activer Les Flux De Savoirnsp 350

  With digital media becoming embedded in our lives, many of us will be connected to several online communities at any given time.  The Web enables...

Formalized informal learning: a blend we don’t need

Stories.dont Formalize 440x323nsp 350

    Telling people that we can “formalize informal learning” is a not so subtle way of saying, “it’s OK, you don’t have to make any fundamental...

Innovation through network learning

Stories.PKM Mar2010 293x440nsp 350

  Innovation I’ve really appreciated the many posts where Tim Kastelle and I have connected by sharing ideas. Tim says that innovation is the process of idea management, which makes...

Resetting learning and work

Reset%20button

  A large portion of the workforce face significant barriers to being autonomous learners on the job. From early on we are told to look to...

Social learning: the freedom to act and cooperate with others

Stories.me 394 Statusquonsp 350

  “Hyperlinks subvert hierarchy“ - Article #7 of The Cluetrain Manifesto, 1999. The Net, especially working and learning in networks, subverts many of the hierarchies we have developed...

Social Learning is real

Ecollab%20 %20le%20social%20learning%20concretement

    Once again, I’m learning from my colleagues, as yesterday I realized how important self-direction is in enabling social learning. Now I’m picking up on Jay’s post on Social...

An interview with Jay Cross, the author of Informal Learning

Stories.articles.51rlu5xokl. Ss500 Nsp 350

  Jay Cross, Chief Scientist at the Internet Time Group, is the author of Informal Learning: Rediscovering the natural pathways that inspire innovation and performance, which was...

Social Learning and Customer Engagement

Entreprise%20collaborative%20 %20social%20learning%20et%20engagement%20client

      One of the approaches to improving Customer Engagement and Experiences I’d like to explore is the potential to include customers, partners and suppliers in the Social...

LearnTrends 2009: The corporate learning trends and innovations conférence

Stories.learntrends2nsp 350

        From 17 to 19 November 2009 will take place one of the most important conferences devoted to trends and innovation in corporate learning. The theme of...

How to formalise Informal Learning

Fr.slideshare

In my last post, I asked some questions about formalising informal learning. And answered them. If: you understand that formalising informal learning will have organisation-wide consequences you use...

The Collaboration Cycle

Stories.collabcyclensp 350

  In a previous instalment entitled “The Collaboration Curve”, I discussed the basic premise that over a period of time and as the use of collaboration...

Can we formalise Informal Learning

Stories.ecollab Blooms Taxonomy Posternsp 350

  Ecollab ask the question for their blog carnival: Informal learning - can we formalise it? Should we? How much? How?   1. Can we? Is it practical? Any...

To Really Drive Enterprise 2.0 Forward We Need A Behaviour Change

Ecollab%20 %20barriers%20to%20social%20business

  At the beginning of the year, on January 2 in fact, I wrote about reciprocity. My hopes were that we’d begin using the behavior of reciprocity...

Informal Learning: Can we formalize it ?

Christiana%20houck%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

  Formalizing informal learning is my research topic for writing class. It may very well be the foundation of my dissertation! Recently I posted the mind...

Impact of Informal Learning: Output learning

Stories.ol1 2nsp 350

  How do you assess whether your informal learning, social learning, continuous learning and performance support initiatives have the desired impact or if they achieve the...

Apprenance en réseau : Entre formel et informel

Reseau%20apprenant%20formel Informel%20niveau%20ind

No translation available Pour Thierry de Baillon, je cite «  il est de plus en plus illusoire de vouloir considérer le savoir comme étant soit informel, soit...

From the silo enterprise to the networked enterprise

Stories.cecil Dijoux   Entreprise Collaborative   Ecollab Contributeurnsp 350

  When an innovation emerges, there always are two steps. The first one consists in integrating the innovation in the way we work. The second one...

Creating Value from Social Learning

Stories.articles.entreprise Collaborative   Creating Value From Social Learningnsp 350

  Social learning — namely, the use of social media in the workplace to foster learning, collaboration, networking, knowledge sharing, and communications — has taken on...

L'avenir de la formation et Mars

Stories.articles.marsnsp 350

 No translation available   Depuis plusieurs années, Mars a suscité l'intérêt des chercheurs. Des robots sont envoyés sur cette planète pour détecter des signes de vie et...

Social Learning, Social Media: Brothers in Arms

Craig%20weiss%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

    Is it me or does it seem that most vendors in the LMS/LCMS market still believe that with some smoke and mirrors, you won’t realize...

Social Learning: Take Me To Your Experts

David%20mallon%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

  Quick Question:  How easy is it to find another employee in your organization with a specific expertise?  Let me ask the question again another way:...

Social Learning, Collaboration, and Team Identity

Stories.articles.larry Irons   Entreprise Collaborative   Ecollab Contributeur Copiensp 350

  Harold Jarche recently offered a framework for social learning in the enterprise to outline how the concept of social learning relates to the large-scale changes facing organizations...

Learning to Learn in the modern Enterprise

Stories.articles.collaborative Enterprise Learning To Learn In The Modern Enterprisensp 350

  The last few days in Hong Kong have been incredible -- I saw some great sights, participated in some interesting activities and backed all of...

The Lean IT applied to the e-learning

Stories.niconsp 350

  The Social Learning is based on the sharing of knowledge between each individual people. Everyone can bring something into the knowledge pool of its colleagues. The fixed...

Gossip, Collaboration, and Performance in Distributed Teams

Stories.water Cooler Uidnsp 350

  What do you think the typical manager might say if you told them their employees don't gossip and engage one another enough in social interaction...

What constitutes a Social Learning Culture?

Socialearning%20 %20un%20social%20software%20quest Ce%20que%20cest%20jen%20ai%20dj%20plein%20les%20mains

  I've often thought of social learning as a very culture dependent phenomenon. A few weeks back I read an interesting article by Thierry de Baillon, his...

At the Corner of Assertiveness & Cooperation: Collaboration

Ecollab%20 %20cooperative%20assertive%20matrix

  What do we meet at the corner of Assertiveness and Cooperation? The Thomas-Kilmann assessment suggests that it's Collaboration. Their assessment, which is the basis for many others, explores different...

From Competition to Cocreation - and Back Sometimes

Stories.michelle James   Entreprise Collaborative   Ecollabnsp 350

  How do you approach working with others? What is your resonant mode? Here's my two cents: Competition - "I win if you lose." Cooperation - "I will agree...

Why Best Practices Don't Work for Knowledge Work

Stories.luis Suarez   Entreprise Collaborative   Contributeurnsp 350

  I don’t recall having put together a blog post over here on the specific topic of capturing "Best Practices"; so after reading last Friday’s blog...

The Collaborative Curve

Stories.collabcurvensp 350

  Now that I’m on a mission to merge the terms Social Business and Enterprise 2.0 and rephrase asCollaboration, I thought it would be a good...

Formalizing the Informal: Been there, done that

Donald%20clark%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

  @Ecollab asks, “Can we formalize informal learning ?” My answer, “We've been there, done that.” Except for perhaps compliance learning programs, formal learning processes are...

Learning to formalize informal learning

Tom%20haskins%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

    When we don't already know how to formalize informal learning, there's a lot to learn. We can welcome the challenge if the process of learning...

From Social Media to Social Business: The social learning as missing link

Thierry%20de%20baillon%20 %20entreprise%20collaborative%20 %20ecollab%20contributeur

  I am often puzzled by the way organizations and agencies tackle social media, as if conversational marketing and Enterprise 2.0 were living in separate worlds,...

The Real Secret to Social Learning Success

Stories.entreprise Collaborative   The Real Secret Of Social Learning Succesnsp 350

      For years training and development departments have struggled to compile the data they need to show value to their organizations. However, we will find ourselves...