7. 7
- overstructured
- clear delineations
- silos that don’t work together
- knowledge is not shared across
the partition walls
8. In the past ...
— it was OK not to work with other departments.
— it was OK to focus mainly on stocking knowledge.
— it was OK to protect knowledge from the outside world.
8
9. In the past ...
— it was OK not to work with other departments.
— it was OK to focus mainly on stocking knowledge.
— it was OK to protect knowledge from the outside world.
Now ...
— we are living in a fundamentally different world.
— information flows across all boundaries.
— stocking information is still important but no longer enough.
9
11. Isn’t it absurd
that organisations do not actively encourage their
employees to take part in information flows,
while organisations participate in a context where
everything is in fact
flowing
15. In the old system forecasting has
always been crucial.
1. Necessary ressources
2. Necessary knowledge
3. Client demands
16. In the old system forecasting has
always been crucial.
1. Necessary ressources
2. Necessary knowledge
3. Client demands
17. Off course: forecasting still is important.
But ... it is no longer possible to
forecast all the knowledge that is
necessary for the business to
operate.
24. You need the right culture to be
able to work in networked
structures.
25. 1. Necessary ressources.
2. Necessary knowledge.
3. Client demands.
Trust
Everybody has the right
to speak
Vulnerability
Failure tolerant leadership
26. 1. Necessary ressources.
2. Necessary knowledge.
3. Client demands.
All information flows.
It will not stop at the boundaries of your organization.
Permeability of the organization
27. Permeability of the organization
The idea of the organization as an independent whole =
obsolete.
What is inside and what is outside ? Not clear anymore.
— Co-creation with clients
— Diversified workforce / open talent economy.
— Open innovation (e.g. IMEC)
28. How should your company
innovate?
While the key to succesful
innovation once lay in the
controlled environment of
the corporate laboratory,
today the widespread
distribution of useful
knowledge makes such
control unfeasible.
Competitive advantage now
often comes from leveraging
the discoveries of others.
“
“
29. Rather then relying entirely
on internal ideas to advance
the business, an “open”
approach to innovation
leverages internal and
external sources of ideas.
“
“
30. Paradigm shift
As it used to be ... How it will be ...
Predictability Uncertainty
Control & command Vulnerability
Hierarchical thinking Adult working relationship
Push Pull
33. 33
Organizations as they used
to be ...
Boxes on the organization
chart are completely
segregated beforehand. We
push employees into them.
Organizations as they should
be in the future ...
Organizations are platforms
that draw people in and bring
them together.
Organizations enable people to
connect with others.
37. 37
Clients’ demands
We are able to forecast the
client’s demands.
Client’s demands
We listen to the information
flow that the clients
themselves produce, so that we
can discover the client’s needs.
39. 39
HR
HR knows all the staff’s
learning needs and designs
trajectories itself.
HR
HR encourages people to go in
search of answers to their own
learning needs.
40. The following organizations encourage knowledge sharing.
What are the lessons learned?
40
50. Bent u op zoek naar ...
korte kick-in-the ass sessies over “The Future of Work”.
workshops voor leidinggevenden over het stimuleren van kennisdeling.
workshop over het stimuleren van het gebruik van een social intranet.
work-outs van 1 uur “I start to Twitter” en “I start to LinkedIn”.
public Speaker over “The Future of Work” “Agility” “Resilience”
Contacteer isabel.declercq@kluwer.be.
0477 87 24 69
50
51. Bent u op zoek naar ...
51
Opleidingen om Het Nieuwe Werken te implementeren
http://opleidingen.kluwer.be/event/heniwnb/opleidingen.html
Opleidingen over Social Media
http://opleidingen.kluwer.be/nl/Training/OpenOpleidingen/221/