Tag: organisational change
The dawn of the real Enterprise 2.0
Not large corporations, but networks of small companies and individuals will be the future drivers for innovation and prosperity. A policy paper of The Lisbon Council.
The Xpragmatic View #182 - October 15, 2011
Talking about a world without faces
The employees are a company's most valuable assets. So they say. But do they really understand what it means?
The Xpragmatic View #180 - August 30, 2011
Reinventing management: does it make sense?
The MIX is an open innovation project aimed at reinventing management for the 21st century. However, does it make sense reinventing management, without first reinventing companies?
The Xpragmatic View #172 - April 9, 2011
It's not about complexity: it's about trying to find simple solutions
When trying to address complexity, we always try doing it in a logical way. We first try 'understanding' the problem at hand and then, we take 'logical' action. Unfortunately, it doesn't work that way. You have to counter complexity with complex response.
The Xpragmatic View #170 - March 5, 2011
Old pigs in new pokes
The name we give to something influences the way we look at it. It creates another perspective on the same reality. In many cases, this can be very useful. However, perception alone does not create a different reality.
The Xpragmatic View #167 - January 23, 2011
The future of work - Connecting the dots
When talking about 'social business', most of us see this as an evolution of today's companies, supported by new communication and collaboration technologies. It is not. Social business is a choice for another, more meaningful business.
The Xpragmatic View #166 - January 5, 2011
Where the real opportunity hides
In most management practices, we only take into account what's visible. We address the problem at hand. However, what's not visible is often much more important since it will guide us to the real opportunity for relevant change.
The Xpragmatic View #165 - December 27, 2010
The future of work - Enterprise 2.0, get real!
With Enterprise 2.0, we are trying to solve some of the problems of today's business organisations. However, we must not forget that our business environment is rapidly evolving and therefore, we might be solving the problems of the past instead of those of the future.
The Xpragmatic View #164 - December 22, 2010
Unfortunate destinations
Implementing change in an organisation is difficult, very difficult. There are numerous reasons or excuses for failure. However, the primary reason for failure is choosing the wrong destination.
The Xpragmatic View #162 - December 6, 2010
The future of work - Does social business scale?
For Enterprise 2.0, the main challenge is getting the workforce to adopt the new tools, business practices, and philosophies. But is it only a challenge or just an impossible dream?
The Xpragmatic View #161 - November 26, 2010
The future of work - The Chief Disconnection Officer
Collaboration is the mantra of the Enterprise 2.0 movement, but organisational boundaries complicate adoption and progress. Therefore, we need someone who takes a holistic view of what is needed to get employees to work across silos. Good idea?
The Xpragmatic View #157 - October 23, 2010
The future of work - Collaboration spaces
In the social enterprise debate, we always talk about collaboration, about connecting individuals. However, connecting more people as such should not be an objective. The thing that really matters is connecting the right people, which implies disconnecting from the wrong ones.
The Xpragmatic View #156 - October 10, 2010
The future of work - Disconnectedness
The disconnectedness of people and information in today's enterprises is often the unfortunate by-product of a relentless drive for more growth, expansion, cost reduction and unnecessary control. However, disconnectedness as such is not a bad thing. Moreover, future enterprises should be intentionally designed for disconnectedness.
The Xpragmatic View #155 - September 27, 2010
Reinventing management for a new age
Today's enterprises are increasingly facing challenges of rapid change, hyper-competition and complexity. Old methods and structures can no longer support the agility that is needed. Time for a radical management makeover?
The Xpragmatic View #152 - September 10, 2010
The -real- enterprise 2.0
Technology has dramatically changed our world. However, most often, these changes were not planned for or expected. In a similar way, when we try using technology to drive change, results are in general highly unpredictable.
The Xpragmatic View #150 - August 10, 2010
Building the Social Enterprise
Technology and technology-driven change has virtually nothing to do with igniting a transformation from good to great. Technology can accelerate a transformation, but technology cannot cause a transformation. Jim Collins. Good to Great.
The Xpragmatic View #148 - July 30, 2010
Change is easy: just don't do it
In life and in business, agility is a major advantage. However, in life it seems to come more or less naturally, while in business it seems an impossible dream. Some thoughts on change.
The Xpragmatic View #147 - July 24, 2010
From social strategy to social media
In order to really achieve great things, we sometimes have to take a step back. We have to reconsider our options. Great things rarely come naturally. They are planned. The same goes in the social enterprise.
The Xpragmatic View #146 - July 2, 2010
Can technology build community?
While revelling about the marvels of a given tool, we often tend to forget that every tool will be used 'in context' and that, in most cases, the presence of the right context will prove to be more important than the choice of the right tool. Also in a network economy, this rule still holds.
The Xpragmatic View #144 - May 13, 2010
Late by design
Design thinking is the new mantra. Redesigning the enterprise and our society. But will it succeed where so many other approaches have failed?
The Xpragmatic View #137 - February 6, 2010
Matching the pieces
To manage a system effectively, you might focus on the interactions of the parts rather than on their behaviour taken separately - Russell Ackoff
The Xpragmatic View #133 - December 6, 2009
Reaching for the edge
Real solutions and progress emerge when we are able to unify apparently conflicting views on the same reality. Do emergent social software platforms (ESSPs) provide a context for this to happen?
The Xpragmatic View #129 - October 25, 2009
The future of work will determine the success of social tools
Change does not come because there is the option to change. Change comes when there is a need for doing things differently.
The Xpragmatic View #128 - October 11, 2009
The future of business
Change cannot be planned. It cannot be controlled. There is no right direction. It happens. You can only create conditions that will maximize your chances to benefit from change when it happens.
The Xpragmatic View #126 - September 22, 2009
We simply need new enterprises
July 2007, we wrote our The case for Business Interaction Management (BIM) white paper. At that moment, the need for such approach was clear. However, it was less clear how companies would (or would not) adjust to this new paradigm. Where do we stand today?
The Xpragmatic View #124 - September 1, 2009
The remainders of the day
In management, failure seems to be the only way to get to insight. Whatever the level of experience we have built up in the past, as soon as we have to make decisions in a new context, we tend to forget most of the basic rules. Perhaps, this simply is the way we move forward.
The Xpragmatic View #123 - August 27, 2009
Direction is a consequence, not a choice
While discussing the pros and the cons of different methodologies, we often tend to forget that the methodology will only be a minor part of the whole solution. Therefore, in most cases, the choice of a certain methodology will not be a real choice but merely the logical consequence of an existing context.
The Xpragmatic View #122 - August 25, 2009
First chaos, then direction
Today, we stand at a time point where companies must choose a new direction. The convergence of a number of conflicting influences makes that keeping the current status quo is no longer an option. But do we choose the right direction?
The Xpragmatic View #121 - August 19, 2009
Enterprise 2.0 - Enter the dark force
More than ever, Enterprise 2.0 is the talk of the town. However, the discussion remains difficult due to a continuing bias towards tools and technology. Therefore, an attempt for a real look at the internals of Enterprise 2.0, the dark forces of collaboration.
The Xpragmatic View #119 - July 11, 2009
Disintegration 2.0
Enterprise 2.0 usage is on the rise. Recent publications indicate that a growing number of companies have implemented so-called ' social tools' and that the effective use of such tools increases. Is this the year of the final breakthrough?
The Xpragmatic View #117 - May 19, 2009
Changing fast
Effective change requires fast and ruthless execution. These are the words of professor Behnam Tabrizi. However, is this speed of execution intentional or is it merely the result of an existing organisation that is change-able?
The Xpragmatic View #116 - May 5, 2009
The chaordic dream
If the human race wants to survive on this planet, it will have to change its behaviour, its institutions, its government structures and its way of doing business. The chaordic theory carries the promise of the better organisational approach that will support this. Can it really work that way?
The Xpragmatic View #115 - April 29, 2009
Life as it is: all holons
Our body, nature, the universe, they are all examples of so-called holarchies, hierarchies of parts that are grouped to form wholes that are greater than the sum of the composing parts and whereby each part in itself is also a whole. Just like a company with its divisions, departments, etc. Or not?
The Xpragmatic View #109 - November 11, 2008
Who owns your network?
Increasingly, Web 2.0 solutions are making inroads into the enterprise. However, both employers and employees still have to discover what are the mutual rights, obligations and associated risks.
The Xpragmatic View #105 - August 23, 2008
Business as usual - 2
Every behavioural change is difficult, especially when we have the luxury of choice. As a result, self-controlled behavioural change is one of the main reasons for the failure of business initiatives. Is there anything we can do about it?
The Xpragmatic View #96 - February 17, 2008
Open Space - Room for thoughts
As we discussed in the Xpragmatic View #79, deploying Web 2.0 practices and tools in a business context is tempting, yet not straightforward. The organisational context is often the strongest inhibitor. However, some of the cultural changes in our society that are driving Web 2.0 (or are driven by Web 2.0) will not go away. Therefore, enterprises will become increasingly disconnected from social reality, unless they change. They better do.
The Xpragmatic View #81 - January 25, 2007
Organisations and ecosystems
Recent evolutions in our understanding of physics and biology indicate that our environment, including ourselves, is the result of a far-reaching process of interaction and complementarity. Apparently, something makes that matter and organisms "automatically" collaborate growing to larger and more complex entities. Is there a place for business in the universe?
The Xpragmatic View #69 - October 2005
The new market reality
Over the past years, better and more cost effective communication capabilities have been the main drivers for evolutions such as internationalisation, globalisation and outsourcing. Indeed, this improved communication capability has been an enabler for various new and more complex forms of collaboration. At the same time, organisational structures are growing thinner. Is there still room for the traditional company?
The Xpragmatic View #64 - January 2005
Change by design - 2
In the present Xpragmatic View, we further explore the concept of organisational change as a management instrument triggering innovation and process improvement. Assuming the basic promise of this concept is correct, what type of organisational change do we have to look for?
The Xpragmatic View #61 - July 2004
The quest for the agile enterprise - 2
We live in a networked economy. The Internet, e-mail, mobile telephony, they all make our way of communication easier, faster and independent of time and location. But is it also getting any better?
The Xpragmatic View #60 - April 2004
Change by design
There are numerous examples of organisations that succeeded transforming their business model to a new or higher level of success after being forced by external conditions to adjust their existing organisational structure. Knowing this, is there a viable approach that allows us to uncover this hidden potential?
The Xpragmatic View #59 - February 2004
The quest for the agile enterprise
Over the past couple of years, business agility has become one of the more interesting new paradigms of the Internet economy. Unfortunately, it remains a very hyped subject with very little practical applications. The IT vendors are claiming to bring us the solutions that will enable the agile enterprise, but is business agility really something you can buy and install?
The Xpragmatic View #51 - November 2002
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