Insights into "tribal" business (for HR/employees) - Nov 2013
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Modern businesses are experimenting with new organizational structures where the focus is on communities instead of hierarchies… top-down governance is being replaced with cultures where employees are encouraged to self organize and become more adaptable. Why is this being called a “tribal business” and what does it mean to grow a business in this way? How does working together like this motivate people to contribute more?
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Steve Jobs emphasized the importance of creativity and innovative products when he returned to Apple. He said the company's products "sucked" and lacked "sex". The document discusses fostering creativity within companies by encouraging employees' natural creative talents and giving them time and space to explore ideas. It also stresses the importance of acknowledging employees' ideas, even if they are not implemented, and providing feedback to help them learn and continue developing their creativity.
The Infrastructure For Innovation
To enable innovation in a large and dispersed organization, there is a need for a shared digital platform with simple, social, mobile, smart and situation-aware services that allow people - employees, partners and customers - to get inspired, openly share ideas, and collaborate to implement the best ideas - big or small.
Agile planning
A talk given at LHBS Vienna on the subject of Agile Communications Planning, as part of their series of 'Uncomfortable Talks'.
Unleashing Engagement; Social Media at Work
Polly Pearson discusses how companies can unleash engagement through social media at work. She outlines a 3 step process: 1) Make sharing non-confidential information safe to shift perceptions; 2) Business content will emerge from employees; 3) Employees will feel ready to engage externally. Companies that empower employees through internal social networks see benefits like higher profits, customer loyalty, and lower recruitment costs. EMC is highlighted as a case study where social media engagement improved employee satisfaction, innovation, and financial results.
Reputation in Real Time
The document discusses how reputation and personality are important for brands in today's connected world. It notes that 85% of brands will experience a crisis that damages their value within 5 years. It also discusses how influence has shifted from a few "influentials" to networks and how content spreads. The document provides six ways for companies to use their unique personality to grow reputation, including embracing accidental spokespeople, crafting believable backstories, and using personality moments.
Spotlight on Innovation
Here is a presentation that I made to the Magellen International Talent Management Association on May 18th, 2010.
Myths about creativity
The document discusses 10 common myths about creativity and innovation. It summarizes research showing that creativity can be developed through training and experience rather than only being innate. Major myths dispelled include the ideas that insights come suddenly without prior work, that experts are always most creative, and that brainstorming consistently produces breakthrough ideas. Real creativity is shown to involve domain expertise, a defined process, engagement from others, and an openness to new ideas.
Procesos intraemprendedores Mondragon Team Academy en MBA 201617
Presentación usada en la sesión de procesos de intraemprendimiento de Mondragon Team Academy en el MBA de Mondragon Unibertsitatea, curso 2016-17
Ideavibes Presentation to RSA London
Presentation given to the team at RSA in London on crowdsourcing and crowdfunding. General overview with examples.
Thinking entrepreneurially both internally and externally (dhcd, 12 6-17)
1. Innovation and entrepreneurship can happen anywhere and by anyone, but thriving requires an active community outside of where the work is done.
2. Culture is more important than strategy, as a collaborative, non-zero-sum culture that values learning from mistakes will better support innovation.
3. While funding is important, building and maintaining a community is key, as communities provide access to talent, advice, capital and networks that entrepreneurs need to succeed. Thriving communities also facilitate "managed serendipity".
How to promote creativity
How do you promote innovation and creativity in an organization? And is there a way to manage a portfolio of projects in way that promotes new and innovative ideas?
Idea Generation
The document discusses challenges with idea generation and creative skills in Australian companies. It notes that creative staff are difficult to find and retain due to attractive opportunities overseas. Creative people also resist processes and formal management structures. Most companies generate ideas internally rather than through formal processes. While collaborating with customers on ideas can be problematic, seeking client feedback is valuable for taking ideas to the next level.
Myths of Innovation
About our bias to simplistic black & white taxonomies, some myths of innovation, and why the only truth comes from people who have the courage to be a corporate rebel and dare to step forward in their true selves, taking personal responsibility and leadership
Open Innovation
Open innovation uses both internal and external resources and collaborative business systems to solve problems. Traditionally, innovation came from internal R&D, but open innovation spreads costs and risks. It allows companies to find people to solve problems they don't know about. Major companies like Nokia, P&G, and IBM now use open innovation approaches, crowdsourcing ideas and partnering with startups and universities. While it risks losing competitive advantages and secrets, open innovation can lead to new growth by accessing ideas outside a company's walls.
In Pursuit of Innovation: Curating the Culture of Ambitious Ideas, Rebellious...
In Pursuit of Innovation: Curating the Culture of Ambitious Ideas, Rebellious...NTT Innovation Institute Inc.
Sometimes it seems that nearly every large company on the planet is establishing some sort of innovation presence in Silicon Valley – be it a full-blown center, lab or a fledgling outpost. Tech and non-tech companies are here. They’re committing time, dollars and talent in the hope of leveraging
the concentrated startup and academic ecosystems to some varied definitions of success. They’re betting that being close to the epicenter of others’ ideas and success automatically conveys a benefit.
That’s dangerous and lazy thinking.
What’s the rush and what does an innovation presence really contribute to the business and the marketplace as a whole? Is all of the recent frenzied activity the result of some kind of corporate FOMO (“fear of missing out”) around the next big thing? Or is there really something special and unpredictable that comes out of a well-curated and geographically well- situated set of relationships,talent and ideas?
It’s not easy to be ‘innovative,’ and we could quickly drift into the territory of clichéd term if we are not careful.
So what does innovation mean today? Can you create a culture and learn the skills that can serve as the spark and kindling for the pursuit of something that really matters? Or is it ever so easy to commit one of the transgressions of innovation and either think too far out into the future without any purpose, or merely get involved in projects of short-term incremental improvement?Similar to Insights into "tribal" business (for HR/employees) - Nov 2013 (20)
Procesos intraemprendedores Mondragon Team Academy en MBA 201617
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Thinking entrepreneurially both internally and externally (dhcd, 12 6-17)
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More from Lisette Sutherland
What successful remote teams look like
In the past, communication with remote colleagues has been notoriously bad. The connections were rarely good, we couldn’t see each other, and we often found ourselves around conference room tables hunched over a spider phone yelling “Hey Bob, it’s Lisette. Can you hear me?”. Some of us still do!
But in the last 5 years, technology has come a long way. And it’s time to take another look. In this interactive keynote, we will explore how people and companies are organizing themselves to work remotely. You will hear stories of digital nomads, virtual entrepreneurs, global business networks, and robots. After this session, you will walk away having learned how to work online as if you were in the office together.
How to be a remote first organization - for FHRD, Malta
Whether we work remotely or not, our companies should have the processes in place to be able to work from anywhere in the event that something were to happen like bad weather or just transportation problems. Being able to effectively work remotely in an anomalous or even emergency scenario is called being “remote first”. And being remote first will strengthen our businesses and makes them less vulnerable to the outside influences that inevitably come our way.
How to be a high performing distributed agile team - Melbourne feb 2019
1st Conference takes inspiration from the Heart of Agile construct of “Collaborate, Deliver, Reflect, Improve”. How can we be successful, if our colleagues are distributed across locations, continents and timezones? Working remotely can be a win-win for everyone when companies have a plan for supporting efficiency and fostering streamlined, engaging teamwork, and when individuals are prepared to collaborate productively. Lisette will use her experience with companies who work successfully in such circumstances and her knowledge of agile principles to help us find a way.
In this talk, we’ll explore how digital nomads, virtual entrepreneurs, and global organizations are reaching through the screens to collaborate seamlessly at a distance. You will walk away with new ideas for what it means to be present at work and how to create that sense of camaraderie even when you’re virtual.
How to be a high performing distributed agile team - brazil dec 2018
Distributed teams can be high-performing by making communication easy, defining norms, and creating presence. Key tips include using video conferencing and good equipment for calls, holding daily stand-ups, and using virtual collaboration tools to establish routines and give remote members a sense of being together. While there is no single right way, attention to sound quality, clear expectations, and appreciation can help remote teams function effectively.
How to be a high performing distributed agile team - Agile Slovenia Nov 2018
This document discusses how to be a high-performing distributed agile team. It provides tips for working remotely as if teams were co-located, noting that while remote communication has challenges, new technologies have improved the situation. It recommends using video conferencing, good equipment, daily stand-ups, and defining communication norms. Creating a sense of presence through technologies like holograms or virtual offices can help. Overall, there is no single right approach and teams should experiment to find what works best for their situation.
How to be a high performing distributed agile team - Agile By Example 2018
This document provides tips for high-performing distributed agile teams. It suggests using video conferencing, having good lighting and sound quality, and defining communication etiquettes. Regular stand-ups and working out loud help remote teams collaborate effectively. While technology has improved, establishing norms and easy communication are most important for distributed success.
How to be a high performing virtual team
Working from distance comes with its own set of challenges. Remote teams need to combat the "out of sight, out of mind" mentality and learn how to build trust in new ways. In this webinar, we'll explore how digital nomads, virtual entrepreneurs, and global organizations are reaching through the screens to collaborate seamlessly at a distance. You will walk away with new ideas for what it means to be present at work and how to create that sense camaraderie even when you're virtual.
How to be a high performing virtual team
As web technologies advance, it's becoming more and more common for companies to go remote.
In the past, communication with remote colleagues has been notoriously bad. The connections were rarely good, we couldn’t see each other, and we often found ourselves around conference room tables hunched over a spider phone yelling “Hey Bob, it’s Lisette. Can you hear me?”.
And indeed, in these conditions, working with teams outside the office was undesirable, to say the least. Your virtual team is working ok-ish, but you know things could be better.
You would like to know how to work online as if you’re in the office together. So you can be a high performing distributed team.
How to be a high performing distributed agile team
This document provides tips for how distributed agile teams can work effectively together remotely. It recommends that teams make communication easy by using video conferencing, minimizing background noise, and defining normal behaviors. Teams should also agree on how they will work together and work out loud by sharing their screens, recording meetings, providing feedback, and scheduling unstructured time together. Tools like Sococo, Miro, and Global Logic Virtual One Room can help remote teams collaborate. The top three tips highlighted are to record meetings, provide continuous peer-to-peer feedback, and schedule unstructured time together.
Why flexible working makes your company more attractive
This presentation is for HR professionals trying to retain existing talent and attract new stars.
You’ve heard that flexible working will make you a more attractive employer. You’re afraid that if you offer flexible work options the work won’t get done (i.e., employees won’t work) and your company culture will suffer.
You’d like to be certain that if you offer flexible work arrangements, that the work will get done and that you will maintain that sense of togetherness that you have at the office. So you can be the most attractive employer you can be.
Today is a good day to work... with Happy Melly!
When we are happy at work, we are more motivated to engage and contribute. Happy Melly believes that a business is a community of people working together for a shared purpose and creating value – and it’s best to grow it like that. We want you to join us, and help grow healthy, adaptive organizations that are more like communities, so that we can increase happiness at work and do great things together.
For more information, visit http://www.happymelly.com/
To watch the intro video: http://www.youtube.com/watch?feature=player_embedded&v=RUTcvcWssnQ
Six Strategies to Increase Member/Donor Engagement & Retention using Privat...
This document outlines six strategies for non-profits to increase member/donor engagement and retention using private social networks. The strategies are: 1) Appoint a dedicated community manager. 2) Identify champions both within and outside the community. 3) Generously share resources. 4) Make participation easy and fun. 5) Inspire dialogue. 6) Allow organic growth of the community. Implementing these strategies through a private social network can help non-profits engage and retain members and donors.
Designing an engagement strategy for private social networks
The document provides guidance on designing an engagement strategy for a private social network. It recommends defining why engagement is important for both the organization and members by outlining what constitutes a "win" for each. It also suggests identifying who the target audience is, where they are located, what actions you want them to take, how to implement engagement activities, and setting a timeline. An example for a nonprofit scientific organization (NPC) is given to illustrate how to determine the audience, their location, desired actions, and scheduling posts and events to maximize engagement. The key is to make resources easy to access, use thought leaders, promote events, and assign moderators to facilitate discussion and sharing of information.
Introducing private social networks: from implementation to engagement
GoLightly helps organizations implement private social networks to engage members through collaboration. It provides tools like communities, profiles, maps and tags to help people network globally. GoLightly also offers resources for thought leadership and guides customers through configuration and engagement strategies to meet their goals. It provides ongoing support like trainings and prioritized help to ensure successful implementation and use of private social networks.
Introduction to private vs public social networks
Presentation objectives:
1) Describe common social media tools
2) Highlight benefits of both public & private social networks
3) Go over how to begin creating a social media plan for your organization
Goals:
1) Increase knowledge of how common social media tools can benefit your organization
2) Motivate organizations to explore the benefits these tools can offer
Harnessing the power of social networks for organisations
The presentation discussed how organizations can harness the power of social networks by using both public networks for outreach and brand awareness and private networks for engaging internal communities, growing membership, and consolidating organizational knowledge; it provided examples of how different organizations have successfully used social media and outlined strategies for designing and implementing an effective private social network engagement plan.
Social Anxiety and Fitness: Tracking Using Humans vs. Technology
My recipe for overcoming social anxiety? Habituation. Pick a social thing that scares you but that you enjoy doing, and keep doing it over and over again, even if it’s hard at first. You will learn to recognize the patterns of your feelings and begin to be able to insert a rational thought into the emotional loop – “this fear is not real!” – which will lessen the severity of the emotion.
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How to be a remote first organization - for FHRD, Malta
How to be a remote first organization - for FHRD, Malta
How to be a high performing distributed agile team - Melbourne feb 2019
How to be a high performing distributed agile team - Melbourne feb 2019
How to be a high performing distributed agile team - brazil dec 2018
How to be a high performing distributed agile team - brazil dec 2018
How to be a high performing distributed agile team - Agile Slovenia Nov 2018
How to be a high performing distributed agile team - Agile Slovenia Nov 2018
How to be a high performing distributed agile team - Agile By Example 2018
How to be a high performing distributed agile team - Agile By Example 2018
How to be a high performing distributed agile team
How to be a high performing distributed agile team
Why flexible working makes your company more attractive
Why flexible working makes your company more attractive
Six Strategies to Increase Member/Donor Engagement & Retention using Privat...
Six Strategies to Increase Member/Donor Engagement & Retention using Privat...
Designing an engagement strategy for private social networks
Designing an engagement strategy for private social networks
Introducing private social networks: from implementation to engagement
Introducing private social networks: from implementation to engagement
Harnessing the power of social networks for organisations
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Social Anxiety and Fitness: Tracking Using Humans vs. Technology
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- 4. 40%
- 5. “...the most engaged workers come up with most of the innovative ideas, create most of a company’s new customers and have the most entrepreneurial energy.” – 2013 Gallup Survey
- 7. Scale fast and stay human!
- 8. Community
- 11. Play
- 19. Connection
- 21. Place
- 29. Spotify
- 30. Happy Melly
- 31. Cocoon Projects
- 37. “The ultimate freedom for creative groups is the freedom to experiment with new ideas. Some skeptics insist that innovation is expensive. In the long run, innovation is cheap. Mediocrity is expensive – and autonomy can be the antidote.” –Tom Kelly, IDEO
- 38. The business is greater than the original vision.
- 41. Cocoon Projects
- 44. Scale fast and stay human!