The document discusses leadership approaches that focus on allowing growth and adapting to changing circumstances rather than strict control. It contrasts the approaches of a CEO who determines plans and prevents failure with a gardener who allows growth and adjusts to what unfolds. It advocates fundamental mindshifts like treating challenges as opportunities for learning and giving processes the time needed. Effective leadership is likened to the collaborative approach of jazz musicians who improvise together and take turns soloing while supporting each other.
This document discusses the transition from traditional business models of the 20th century to new models of the 21st century. Managerial capitalism dominated business in the 20th century, emphasizing control by managers over individual workers and parts of the business. However, this model is declining. The new model of "distributed capitalism" distributes leadership across institutions and individuals, utilizing common IT infrastructure and communities to enable co-creation. It facilitates growth and discovery rather than control and avoids limiting space and failure. Links are provided to videos further explaining new business logic and leadership approaches like those of a gardener rather than CEO.
The document discusses the emergence of a new business model for the 21st century driven by three forces: new needs, new technology, and a new enterprise logic. It argues that companies are moving from a "managerial capitalism" model of the 20th century towards a "distributed capitalism" model based on co-creation between institutions, individuals, and communities leveraging common IT infrastructure. This new model will impact project management, requiring collaborative leadership, connecting networks, and tapping into crowds.
The document discusses the need for a new business model in the 21st century due to new needs, technologies, and approaches to enterprise logic. It proposes moving from a traditional "managerial capitalism" model focused on high-volume production to a "distributed capitalism" model based on co-creation between institutions, communities, and individuals supported by common IT infrastructure. This new model emphasizes experiences, engagement platforms, and networks to increase productivity in knowledge work and better serve individual customer needs.
The document discusses how society is shifting from an industrial economy based on physical or "atom" resources to an information-based or "bits" economy. It notes that younger generations have grown up with digital technologies and there is now a large technological gap between older and younger generations. Additionally, the document addresses several issues that have arisen from the information age, such as information overload, loss of attention, filter bubbles, and challenges around privacy and control of personal data.
This document discusses different business models and strategies including the Business Model Canvas, platform business models, the freemium model, and Blue Ocean Strategy. It provides an overview of each concept with diagrams and explanations. For the Business Model Canvas, it outlines the 9 building blocks. For platform models, it discusses multi-sided platforms, free as a business model, and the long tail. Blue Ocean Strategy is described as focusing on reducing costs while increasing customer value to create new market space. The document promotes learning more about these topics and strategies.
The document discusses the transition from Managerial Capitalism to Distributed Capitalism as the next stage of economic evolution. Distributed Capitalism is enabled by new technologies and social trends that empower individuals and communities. Under this model, companies federate to provide integrated support around an individual's needs rather than focusing on products/services. This shifts business questions from what is produced to who the constituents are and how to collaborate to support them. Some early examples of this include health-focused networks that bring together different groups to help individuals better manage conditions like diabetes or smoking addiction. The document calls for innovators to explore new business models aligned with this emerging economic logic.
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The document discusses leadership approaches that focus on allowing growth and adapting to changing circumstances rather than strict control. It contrasts the approaches of a CEO who determines plans and prevents failure with a gardener who allows growth and adjusts to what unfolds. It advocates fundamental mindshifts like treating challenges as opportunities for learning and giving processes the time needed. Effective leadership is likened to the collaborative approach of jazz musicians who improvise together and take turns soloing while supporting each other.
This document discusses the transition from traditional business models of the 20th century to new models of the 21st century. Managerial capitalism dominated business in the 20th century, emphasizing control by managers over individual workers and parts of the business. However, this model is declining. The new model of "distributed capitalism" distributes leadership across institutions and individuals, utilizing common IT infrastructure and communities to enable co-creation. It facilitates growth and discovery rather than control and avoids limiting space and failure. Links are provided to videos further explaining new business logic and leadership approaches like those of a gardener rather than CEO.
The document discusses the emergence of a new business model for the 21st century driven by three forces: new needs, new technology, and a new enterprise logic. It argues that companies are moving from a "managerial capitalism" model of the 20th century towards a "distributed capitalism" model based on co-creation between institutions, individuals, and communities leveraging common IT infrastructure. This new model will impact project management, requiring collaborative leadership, connecting networks, and tapping into crowds.
The document discusses the need for a new business model in the 21st century due to new needs, technologies, and approaches to enterprise logic. It proposes moving from a traditional "managerial capitalism" model focused on high-volume production to a "distributed capitalism" model based on co-creation between institutions, communities, and individuals supported by common IT infrastructure. This new model emphasizes experiences, engagement platforms, and networks to increase productivity in knowledge work and better serve individual customer needs.
The document discusses how society is shifting from an industrial economy based on physical or "atom" resources to an information-based or "bits" economy. It notes that younger generations have grown up with digital technologies and there is now a large technological gap between older and younger generations. Additionally, the document addresses several issues that have arisen from the information age, such as information overload, loss of attention, filter bubbles, and challenges around privacy and control of personal data.
This document discusses different business models and strategies including the Business Model Canvas, platform business models, the freemium model, and Blue Ocean Strategy. It provides an overview of each concept with diagrams and explanations. For the Business Model Canvas, it outlines the 9 building blocks. For platform models, it discusses multi-sided platforms, free as a business model, and the long tail. Blue Ocean Strategy is described as focusing on reducing costs while increasing customer value to create new market space. The document promotes learning more about these topics and strategies.
The document discusses the transition from Managerial Capitalism to Distributed Capitalism as the next stage of economic evolution. Distributed Capitalism is enabled by new technologies and social trends that empower individuals and communities. Under this model, companies federate to provide integrated support around an individual's needs rather than focusing on products/services. This shifts business questions from what is produced to who the constituents are and how to collaborate to support them. Some early examples of this include health-focused networks that bring together different groups to help individuals better manage conditions like diabetes or smoking addiction. The document calls for innovators to explore new business models aligned with this emerging economic logic.
More from Dolfijn Business (Evert Jan van Hasselt) (20)
5. Link to Video -
Who needs leaders
http://www.youtube.com/watch?v=ob1yq5hM6qw
6. "De auteurs zijn er in geslaagd zowel de
redenen waarom als de manier waarop
anders organiseren en werken nodig en
mogelijk is, beknopt en helder uiteen te
zetten. Mooie bijdrage aan de grote
transitie waar we voor staan."
Herman Wijffels
Hoogleraar Duurzaamheid en
Maatschappelijke Verandering
8. Link to Video -
Instituut voor Briljante Mislukkingen
http://www.youtube.com/watch?v=uxgXkVL0s9g
9. Asynchrone wederkerigheid
Het gegeven dat wanneer je iets weggeeft je dit altijd
terugkrijgt. Misschien niet synchroon van de persoon
waaraan je iets hebt gegeven, maar in ieder geval van
iemand binnen jouw waarde netwerk
Uit: Society 3.0
Ronald van den Hoff
16. Bouwen aan de werkgenerator
vraag
vraag
vraag
• Waarom willen ZZP-ers samenwerken?
• Wat houdt je tegen om samen te werken?
• Hoe kan Pop-up Professionals samenwerking
faciliteren en welk verdienmodel past daarbij?