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Hot Spots

by Gamechanger on Apr 20, 2008

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Hot Spots is about a catching perspective on making innovative things happen. It is about collaboration, challenging objectives, exceeding boundaries and productive power. It is a co-creation of two fr...

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Hot Spots is about a catching perspective on making innovative things happen. It is about collaboration, challenging objectives, exceeding boundaries and productive power. It is a co-creation of two friends who are thrilled by the Hot Spots in their lifes.

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  • 01kees10 Kees Vogelesang , General Manager, COO, Program Lead, Change, Connector, Orchestrator, Make it happen together, Essential growth at anywhere I am Great presentation. There are companies who have either institutionalized this or have a culture that supports this kind of concept. Good examples are Google and Oracle. Within Google it is a normal way of working to start creative groups that develop ideas into realisitc business opportunities. Around 20% of the time of people is spent on this. Within Oracle the culture is around freedom, innovation, entrepreneurship. You have an idea and feel strong about it? Go out and do it.

    The thing that makes this sometimes difficult to succeed is the sharing/learning and embedding in the organization. Although there is great technology to support us, it largely remains up to the people to make an idea really work. Every single person in this world needs to be able to do a bit of marketing and personal selling.     4 years ago Reply
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  • basvanoosterhout Bas van Oosterhout , Management Consultant at Capgemini Consulting Great slides. I recognize these Hot Spots, both in hot and cold situations. Creating a hotspot truly stimulates performance on team level, as well as individual level. I also see a link here with Maslow; as the environment people are in becomes hotter, people will be more willing to share and collaborate! 4 years ago Reply
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  • ericbun Eric Bun , Consultant at VKA Hi Marieke and Marja,







    Interesting slideshare! I noticed that you was already very enthuasiastic about this book. And I can imagine that! As the matter in fact, I think that these theories align very well with Communities of Practice (not Hyves and Myspace) which elaborate on why people are collaborating, searching for similar interests and creating new practices. And as you know, I graduated on that topic and focussed on the management paradox. Moreover, because such teams are per definition very informal, reluctant to management interference and have interests in setting their own agenda. At the same time, management recognizes more and more the importance of such teams but are most of the times not used with these new kind of teams and their involvement will result in destroying the value of the team (1) or will result in a team which operates out of the scope of management involvement (2). As you can imagine, both scenarios won't have a good impact on the teams and the organisations involved.     4 years ago Reply
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