Organizing helps achieve—and even amplify—common purpose but often succumbs in time to organizational silos, teaming for the sake of teaming, and the obstacle course of organizational learning. In libraries as elsewhere, the three Ss of Strategy—Structure—Systems must give way to the three Ps of Purpose—Process—People. Thence, with entrepreneurship and knowledge behaviors, data and web specialists can synergize in mutually supportive relationships of shared destiny.
Knowledge partnerships are about joint generation and sharing of knowledge; sadly, the state of the art in creating, managing, monitoring, and evaluating them remains immature. This presentation explains how one can design knowledge partnerships better.
Organizations implementing knowledge strategies generally go through five stages: pre-implementation, implementation, reinvigoration, inculcation, and holistic. This presentation details steps ADB took in 2008–2011 to initiate, develop, standardize, optimize, and innovate knowledge management and learning.
People gain knowledge if they learn from experience. Learning is thus a vital component of knowledge management and its ultimate end. Collective learning comes from participating in the social processes of collaboration, sharing knowledge, and building on one another's ideas.
Learning charters demonstrate commitment: they are a touchstone against which provision and practice can be tested and a waymark with which to guide, monitor, and evaluate progress.
Where large organizations make an effort to boost knowledge sharing, the solutions they fabricate can aggravate problems. Designing jobs for knowledge behaviors and recruiting people who are positive about sharing to start with will boost knowledge stocks and flows at low cost.
The true value of a conference lies in its effects on participants. Conferences are to generate and share knowledge that impacts behavior and links to results: this will not happen if the state-of-the-art of conference evaluation remains immature and event planners do not shine a light on the conditions for learning outcomes.
Knowledge partnerships are about joint generation and sharing of knowledge; sadly, the state of the art in creating, managing, monitoring, and evaluating them remains immature. This presentation explains how one can design knowledge partnerships better.
Organizations implementing knowledge strategies generally go through five stages: pre-implementation, implementation, reinvigoration, inculcation, and holistic. This presentation details steps ADB took in 2008–2011 to initiate, develop, standardize, optimize, and innovate knowledge management and learning.
People gain knowledge if they learn from experience. Learning is thus a vital component of knowledge management and its ultimate end. Collective learning comes from participating in the social processes of collaboration, sharing knowledge, and building on one another's ideas.
Learning charters demonstrate commitment: they are a touchstone against which provision and practice can be tested and a waymark with which to guide, monitor, and evaluate progress.
Where large organizations make an effort to boost knowledge sharing, the solutions they fabricate can aggravate problems. Designing jobs for knowledge behaviors and recruiting people who are positive about sharing to start with will boost knowledge stocks and flows at low cost.
The true value of a conference lies in its effects on participants. Conferences are to generate and share knowledge that impacts behavior and links to results: this will not happen if the state-of-the-art of conference evaluation remains immature and event planners do not shine a light on the conditions for learning outcomes.
This is my presentation from the IIM National Conference on 15 August 2007. I'm hoping to cause a little bit of a stir and push a few people out of their comfort zones.
There are three embedded videos that don't work on SlideShare. Use the URLs on the relevant pages to view the videos at YouTube.
There are a lot of slides, but the whole thing runs about 40 minutes in real life.
A knowledge worker is someone who is employed because of his or her knowledge of a subject matter, rather than ability to perform manual labor. They perform best when empowered to make the most of their deepest skills.
Introduction
Why knowledge and knowledge management
What is KM
Knowledge Evolution Process
Types of Knowledge
KM Approaches – Overview
Knowledge Creation Model
This is my presentation from the IIM National Conference on 15 August 2007. I'm hoping to cause a little bit of a stir and push a few people out of their comfort zones.
There are three embedded videos that don't work on SlideShare. Use the URLs on the relevant pages to view the videos at YouTube.
There are a lot of slides, but the whole thing runs about 40 minutes in real life.
A knowledge worker is someone who is employed because of his or her knowledge of a subject matter, rather than ability to perform manual labor. They perform best when empowered to make the most of their deepest skills.
Introduction
Why knowledge and knowledge management
What is KM
Knowledge Evolution Process
Types of Knowledge
KM Approaches – Overview
Knowledge Creation Model
5th Multicore World
15-17 February 2016 – Shed 6, Wellington, New Zealand
http://openparallel.com/multicore-world-2016/
We start by dividing applications into data plus model components and classifying each component (whether from Big Data or Big Simulations) in the same way. These leads to 64 properties divided into 4 views, which are Problem Architecture (Macro pattern); Execution Features (Micro patterns); Data Source and Style; and finally the Processing (runtime) View.
We discuss convergence software built around HPC-ABDS (High Performance Computing enhanced Apache Big Data Stack) http://hpc-abds.org/kaleidoscope/ and show how one can merge Big Data and HPC (Big Simulation) concepts into a single stack.
We give examples of data analytics running on HPC systems including details on persuading Java to run fast.
Some details can be found at http://dsc.soic.indiana.edu/publications/HPCBigDataConvergence.pdf
Multi-faceted Classification of Big Data Use Cases and Proposed Architecture ...Geoffrey Fox
Keynote at Sixth International Workshop on Cloud Data Management CloudDB 2014 Chicago March 31 2014.
Abstract: We introduce the NIST collection of 51 use cases and describe their scope over industry, government and research areas. We look at their structure from several points of view or facets covering problem architecture, analytics kernels, micro-system usage such as flops/bytes, application class (GIS, expectation maximization) and very importantly data source.
We then propose that in many cases it is wise to combine the well known commodity best practice (often Apache) Big Data Stack (with ~120 software subsystems) with high performance computing technologies.
We describe this and give early results based on clustering running with different paradigms.
We identify key layers where HPC Apache integration is particularly important: File systems, Cluster resource management, File and object data management, Inter process and thread communication, Analytics libraries, Workflow and Monitoring.
See
[1] A Tale of Two Data-Intensive Paradigms: Applications, Abstractions, and Architectures, Shantenu Jha, Judy Qiu, Andre Luckow, Pradeep Mantha and Geoffrey Fox, accepted in IEEE BigData 2014, available at: http://arxiv.org/abs/1403.1528
[2] High Performance High Functionality Big Data Software Stack, G Fox, J Qiu and S Jha, in Big Data and Extreme-scale Computing (BDEC), 2014. Fukuoka, Japan. http://grids.ucs.indiana.edu/ptliupages/publications/HPCandApacheBigDataFinal.pdf
Record linkage, a real use case with spark ml - Paris Spark meetup Dec 2015Modern Data Stack France
Record Linkage, un cas d’utilisation en Spark ML par Alexis Seigneurin
Le Record Linkage est le process qui consiste à trouver, dans un data set, les enregistrements qui représentent la même entité. Cette opération est particulièrement compliquée quand, comme nous, vous travaillez avec des données anonymisées. C’est là que le Machine Learning vient en renfort ! Nous avons implémenté un algorithme de Record Linkage en Spark SQL (DataFrames) et Spark ML plutôt que d’utiliser des règles statiques. Nous verrons le process de Feature Engineering, pourquoi nous avons dû étendre Spark DataFrames pour préserver des méta-données au travers du pipeline de traitement, et comment nous avons utilisé le Machine Learning pour réconcilier les enregistrements. Nous verrons enfin comment nous avons industrialisé cette application.
Alexis Seigneurin : Développeur depuis 15 ans, j'attache beaucoup d'importance aux problématiques de traitement, d'analyse et de stockage de la donnée.Chez Ippon, j'interviens principalement sur des missions de conseil et d'architecture autour de technologies big data. Par ailleurs, j'anime la formation Spark chez Ippon.
The gulf between the ideal type of a learning organization and the state of affairs in typical bilateral and multilateral development agencies remains huge. Defining challenges is half the battle to surmounting them.
This is a series of Capacity Building documents that was prepared by the Sudanese Youth Leadership Development Program.
هذه مجموعة من المقالات في مجالات تدريبية متعددة مناسبة للجمعيات الطوعية تم تطويرها بين عامي 2003-2005 للبرنامج السوداني لإعداد القيادات الشبابية
Virtual team management is the ability to organize and coordinate with effect a group whose members are not in the same location or time zone, and may not even work for the organization. The predictor of success is–as always–clarity of purpose. But, virtual team management requires deeper understanding of people, process, and technology, and recognition that trust is a more limiting factor compared with face-to-face interactions.
If intellectual capital drives today's knowledge economies, this brings with it an increased dependence on the highly talented people who generate it. How can you lead people who know their worth, are organizationally savvy, ignore corporate hierarchy, expect instant access, are well connected, have a low boredom threshold, and most likely will not thank you?
The art of building a winning team - Construction Manager ArticleDonnie MacNicol
Donnie MacNicol and Keith Robinson explain how management models can help build productive relationships and manage conflicts effectively. The article can be viewed at the CM magazine site at http://www.constructionmanagermagazine.com/construction-professional/cpd-art-building-winning-team/
Also quoted in an article on Project Leadership development programmes at http://www.constructionmanagermagazine.com/agenda/cm-drops-vincis-empower-training-programme/
Using Vertical Development in a complex and unpredictable world Kate Pilgrim
Summarising MDV Consulting’s White Paper: ‘What in the world is going on?’ – a guide to using vertical development or adult development to foster leaders capable of thriving in a world of increased complexity and unpredictability. Sets out the background to our modern world, key capacities and capabilities needed to thrive in complexity and volatility and examples of developmental practices and habits for leadership capacity building.
Employees at any level have always struggled between wanting to be their own boss in some capacity. The dream (for some) is to be able to work with a large degree of autonomy from the “boss”, in small teams that are personable, collegial and non-hierarchical. This setup is required in situations when things move fast and coordination is difficult or impossible. However, let’s hope it is not because the organization lacks inspirational leadership.
A typical case is a business development team that has been assigned the creation of new business entity in an overseas market. It is entrusted to be entrepreneurial, do the right thing, and adapt to local circumstances. How do you ensure this decentralized team does not reinvent the wheel, make choices that are inconsistent with the company brand, or miss out on opportunities to capture scale economies?
Effective decentralization is thus found in cohesive decentralization. First of all, amount organizational expectations. When a team is given decisional power, upper management should expect that they thoroughly inform themselves on and follow into the “grand scheme”. The team would immediately inform management about any issues that arise, come to them for advice, and take responsibility for corrective action and final results. Effective upward management means involving seniors for maximum effect, rather than keeping them at bay.
Cohesive decentralization is also about strengthening the fabric that keeps everything together, so that the whole organization can fly formation instead of all over the map. We’ve identified the seven key factors that bind teams for success, ensuring each team can thrive and survive within a larger team.
Environmental Migration in the Anthropocene: Perspectives on the Relocation o...Olivier Serrat
Climate change is a driver of human mobility: it is expected to increase the displacement of populations. This presentation casts environmental and socio-economic perspectives on the relocation of Indonesia's capital city from Java to eastern Borneo, the first instance of large-scale, anticipatory, and managed environmental migration in the Anthropocene.
Leading Organizations of the Future: A New Framework.pdfOlivier Serrat
Leading Organizations of the Future: A New Framework (Serrat, 2023) shows how organizations can configure to requisite order with greater collective intelligence in an increasingly complex world.
Lake Chad is a biological hotspot and a source of food and water for millions of people in Central Africa. Lake Chad has shrunk by more than nine-tenths since the mid-1960s because of water diversion, population growth, and climate change. This presentation considers the issues facing Lake Chad and tables a daring proposal to safeguard it.
This presentation underscores the originality of The Epic of Gilgamesh and highlights the influence of its heroic themes on epic poetry through the ages, notably with respect to the character of Achilles in The Iliad by Homer. The presentation draws attention to the richness of the storyline in The Epic of Gilgamesh with respect to Booker's (2004) seven "basic stories".
Leading Organizations of the Future: Oral DefenseOlivier Serrat
This presentation showcases qualitative, exploratory research on Leading Organizations of the Future. The presentation particularizes the problem statement, purpose of the study, research question, conceptual framework, review of the literature, research methodology and design, ethical assurances, pilot testing, population and sample, instrumentation and study procedure, research sub-questions and interview questions, data analysis and results, interpretation of findings, recommendations, limitations, implications, and conclusions.
Leading Organizations of the Future: A Dissertation ProposalOlivier Serrat
This presentation outlines a research proposal for a qualitative dissertation on Leading Organizations of the Future. The major components of the proposal are a detailed statement of the problem to be studied and the context in which it is to be seen, a thorough review of the pertinent literature, and details of the overall design of the study.
Digital Solutions: Reframing Leadership (Serrat, 2023) reflects on the pervasive use of technology in organizations and what it means to lead in the digital age.
Leading Solutions: Essays in Business PsychologyOlivier Serrat
Leading Solutions: Essays in Business Psychology (Serrat, 2021) gives readers an unusually accessible, critical, and engaging take on what leadership means. In the form of précis—concise statements of essential points—the book combines rounded explanations of theory with article reviews, case studies, development plans, field observations, group work, journal entries, "lived" experience, proposals, reflections, scholarly arguments, self-assessments, and 360-degree feedback to shine exceptional insight into the reality and successful practice of leadership, today and tomorrow. This book's wealth of thoughtful content makes it particularly useful to those contemplating postgraduate degrees in organizational leadership and a top-notch addition to any business library.
The Global Compact, Human Rights, and Nike, Inc.Olivier Serrat
Focusing on human rights, this presentation uses a critical psychology lens to articulate the business case for an action plan to imbed the Global Compact in the strategies and operations of Nike, Inc., with an eye to engaging its contract factories. The action plan integrates best practices proposed by the Global Compact. Because of their ambitious scope, critical psychology approaches often suffer from lack of opportunity for practical applications. Notwithstanding, this presentation highlights the theory's undoubted usefulness in the context of the Global Compact.
Minority Population Analysis: The Aeta of the PhilippinesOlivier Serrat
This presentation uses a critical psychology lens for minority population analysis. Specifically, the presentation characterizes indigenous peoples and their vulnerability; researches the treatment of the Aeta, an indigenous people living in the mountainous areas of Luzon in the Philippines; and reflects on their experience of domination, marginalization, and exploitation.
Reflections on a Multifactor Leadership Questionnaire 360 Leader's ReportOlivier Serrat
The Multifactor Leadership Questionnaire generates a psychological inventory from propositions that aim to assess leadership styles and leadership outcomes: it is a multi-rater (or 360-degree) instrument, which means that its output—the MLQ 360 Leader's Report—interprets and compares a leader's self-assessment with ratings contributed across the same items by associates. This presentation reflects on a Multifactor Leadership Questionnaire exercise conducted in May 2020.
Ethics at the Movies: Erin Brockovich (2000)Olivier Serrat
Referring to Erin Brockovich (2000), a biographical film featuring Julia Roberts, this presentation reviews the respective contributions that stakeholder analysis, conflict of interest analysis, cost–benefit analysis, case study analysis, and ethical decision-making frameworks can make to the exploration of business ethics.
This presentation maps out Gandhi's life story; singles out the life-markers that encouraged a constant process of reflection–action–reflection and framed his values; and proposes that stewardship, obligation, partnership, emotional healing, and elevating purpose characterized his servant leadership. Gandhi took on an empire with the ethics of truth-telling: his story is timeless in its courage and inspiration and lessons from his contributions to ethical behavior and strong influence on social responsibility are not wanting.
This presentation outlines a business proposal for idealized design of virtual teaming at General Electric, a multinational conglomerate that employs more than 313,000 employees around the world and so faces the challenge of synergizing a dispersed workforce.
Dell Inc.: A 2019 World's Most Ethical Companies HonoreeOlivier Serrat
The Ethisphere Institute is a player in the increasingly crowded field of business ethics ratings. In 2019, Dell Inc. was recognized as one of 128 honorees of Ethisphere's World's Most Ethical Companies awards, which spanned 50 industries in 21 countries. This presentation reviews the World's Most Ethical Companies awards and comments on Dell Inc.'s Social Impact Plan for 2030.
This mini-lecture makes out the fundamental differences between groups and various kinds of teams; specifies the rationale for team formation and notes what important outcomes are typically expected from performing teams; singles out common recommendations (and recognized pitfalls) on the subject of teams; and isolates two perspectives to enrich understanding of teams and how they might be primed.
MediSys Corp.: The IntensCare Product Development TeamOlivier Serrat
This presentation provides an up-close examination of MediSys Corp. and its contextual conditions and tables recommendations to resolve the problems affecting the IntensCare project and safeguard MediSys Corp.'s future.
Independent Evaluation for Learning: Toward Systemic ChangeOlivier Serrat
At the request of shareholders, evaluation studies focus on accountability (and hence provide for command, control, and finger-pointing); they do not serve as an important foundation of learning organizations.
Knowledge must be at the center of everything the International Centre for Integrated Mountain Development does and knowledge is most valuable when it is actually used—not just identified, created, stored, or shared. A hypothetical diagnosis of ICIMOD's purpose, structure, relationships, rewards, leadership, and helpful mechanisms combined with an organizational culture assessment suggested that a "preferred" culture of adhocracy might drive higher effectiveness.
Designing an Effective Knowledge Partnership ProcessOlivier Serrat
Knowledge partnerships are about joint purpose in the identification, creation, storage, sharing, and use of knowledge; sadly, the state of the art in creating, managing, monitoring, and evaluating them remains immature.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Knowledge Collaboration: Working with Data and Web Specialists
1. The views expressed in this presentation are the views of the author/s and do not necessarily reflect the views or policies of the Asian
Development Bank, or its Board of Governors, or the governments they represent. ADB does not guarantee the accuracy of the data included
in this presentation and accepts no responsibility for any consequence of their use. The countries listed in this presentation do not imply any
view on ADB's part as to sovereignty or independent status or necessarily conform to ADB's terminology.
Knowledge Collaboration:
Working with Data and Web
Specialists
Olivier Serrat
2015
2. The Waning of Purpose
At the onset, an organization is a social
arrangement to accomplish a collective intent.
But, past a critical mass, bureaucracy eventually
rears its ugly head and the erstwhile energizing
corporate purpose is hijacked. Organizational
silos multiply, harden, and task the organization
with the challenge of connecting the very
subsystems it has contrived to enhance specific
contributing functions. Individuals, the very glue
that binds the organization, find it ever harder to
derive fulfilment.
3. A Case of Competition, Not
Collaboration
Question
• Why don't the marketing teams work together?
• But when you do have time?
• But you sell to a common set of customers?
• So if you were structured in the same way, you would
work together?
• So if you win, others lose?
Marketing's Answer
• We don't have time.
• Our products are not related.
• We are all structured differently.
• Well, no, because we all sell through the same sales
force, so I need to maximize my share of voice.
• Yes. I'm interested in getting my products sold, even at
the expense of others.
4. On Organizational Silos
Organizational silos do not suddenly materialize because
"something" was done calculatedly: they come about because
"something" was left undone, that being the continuous
nurturing of a compelling motive, means, and opportunity for
personnel to come together. The idea, then, should not be to
tear down those walls, but to replace mindless competition with
radical collaboration. Organizational silos are Red Zone
environments ruled by fear and defensiveness; to enjoy Green
Zone environments, individuals need to hone (i) collaborative
intention, (ii) truthfulness, (ii) self-accountability, (iv) self-
awareness and awareness of others, and (v) problem-solving and
negotiating. But, what role should the parent organization play
at the corporate level?
5. Combating Organizational Silos: A
Corporate Framework
• Establish a Thematic Goal. A thematic goal is a single, qualitative, and
time-bound focus that is espoused by an entire organization. It is a call
for personnel to pool resources for the common good; it is not a long-
term vision or a measurable objective.
• Articulate Defining Objectives for the Thematic Goal. The defining
objectives provide actionable context so that personnel knows what
must be done to achieve the thematic goal; they too must be qualitative,
time-bound, and shared.
• Specify a Set of Ongoing Standard Operating Objectives. The thematic
goal and defining objectives exist for a specified period. Standard
operating objectives cannot change, no matter what the emphasis may
be in the short term; they may include client satisfaction, productivity,
quality, etc.
• Select Metrics. Metrics are picked after the thematic goal has been
established, the defining objectives for the goal have been articulated,
and the standard operating objectives have been specified.
To combat organizational silos at the corporate level:
6. Home Truths About Teams
Teamwork can yield
spectacular outcomes from
wider knowledge, broader
understanding, greater
diversity of problem-solving
styles and skills, and
assembled commitment: but,
how can we move from
theory to practice when many
of us are apprehensive about
teams, prefer to do business
with individuals, or are
happier still on our own?
Premonitions about teams
stem from misgivings about
their operations or, indeed,
the very basis for their
formation. Teams per se are
no panacea; they should only
be set up when a problem is
relatively complex, uncertain,
and holds potential for
conflict; necessitates
intergroup collaboration; and
has important organizational
consequences.
7. Combining Motive, Means, and
Opportunity
It is elemental
to combine
motive,
means, and
opportunity
at corporate
and team
levels.
A motive is the reason for doing something;
A means is the instrument (or condition) to that end; and
An opportunity is the encouraging juncture of circumstances toward
that.
When the
trinity of
motive,
means, and
opportunity
finds
congruence
teams
Are seen to tap the experience, interests, knowledge, and skills of
members;Generate more creative responses to dilemmas than individuals;
Catalyze fresh ideas for new products and services, better business
processes, or profitable strategies;Hone the leadership abilities of members;
Carry out the mission with dedication, efficiency, and energy;
Provoke feelings of pride and satisfaction among members; and
Channel conflict into productive directions.
9. On Collective Learning
Organizational learning is collective learning by individuals and
the basic phenomena of individual learning apply. That said,
organizational learning has distinctive characteristics concerning
what is learned, how it is learned, and the adjustments needed
to enhance the experience. Crucially, separate entities bring
different perspectives to bear on any matter and shape data,
information, and knowledge stocks and flows. Given that, to
understand more comprehensively what obstacles to joint
learning can exist in a composite organization that navigates a
complex milieu, one must circumscribe the problem space and
create enabling circumstances for more positive futures.
Defining the challenges to organizational learning, however
numerous they may be, is half the victory over them—it might
make them part of the solution.
10. 17 Challenges to Collective
Learning
Lack of Penalties
for Not Learning
Leading Learning
Learning to
Unlearn
Exclusion
The Bias for
Action
Organizational
Structure
Cultural Bias Complexity
Undiscussables False Images
The Funding
Environment
Commitment to
the Cause
Advocacy (at the
Expense of
Inquiry)
Thinking
Strategically
about Learning
Knowledge
Inaction
Not Practicing
What Is Preached
Multiplying
Agendas
11. Good-Bye, Darkness
But, systems of command and control cannot turn out well
when the most vital resource is no longer finance but the
expertise of knowledge workers who think, as opposed to labor,
for a living. And so, interest is turning to alternative
organizational designs and their implications.
Most organizations are constructed as bureaucracies in which
formal authority and the responsibility it embodies are
arranged hierarchically. Managers rationalize their tasks by
formulating strategy, elaborating a structure to uphold it, and
cementing the two in place with systems. In a slow-moving
world, Taylorism organized performance.
12. 3 Ss < 3Ps
High-
performance
organizations
lean on the three
Ps of Purpose—
Processes—
People, not the
three Ss of
Strategy—
Structure—
Systems.
• Strategy cuts no ice when the future is no longer
predictable from the past: organizations should make
better sense of the environment they inhabit. Structure is
pertinent, of course, but only explains an organization's
anatomy: it is not a solution to the problems of an
organization trying to renew itself. Systems, meaning, the
set of procedures that bureaucracies devise to monitor
activities and align them to decisions, dishearten
entrepreneurial initiative.
• Purpose is defined in terms of how, organically, an
organization will create value for people; it is not about the
pathological pursuit of profit or power.
• Processes are the vital link between purpose and people:
they look to integrate operating and supporting units and
accelerate the flow of information, transfer of ideas, and
good practices.
• People cannot be owned: the more unique their
knowledge, skills, experience, and interests the more value
they can deliver if management engages them.
13. Changing the Role of Top
Management
The Old Model
Strategy
Structure
Systems
The New Model
Purpose
Processes
People
14. Winston Churchill on Purpose
Yesterday I was on the bridge, watching the mountainous waves,
and this ship—which is no pup—cutting through them and
mocking their anger. I asked myself, why is it that the ship beats
the waves, when they are so many and the ship is one? The
reason is that the ship has a purpose, and the waves have none.
They just flop around, innumerable, tireless, but ineffective. The
ship with the purpose takes us where we want to go. Let us
therefore have purpose, … Thus the future will be fruitful for
each and for all, and the reward of the warriors will not be
unworthy of the deeds they have done.—Winston Churchill, 13
January 1946, on board the Queen Elizabeth
15. Libraries—Elements of a Variable
Geometry of Good to Great
FromStrategytoPurpose
Size or Value
Corporate Goals or
Organizational
Conversations
Strategies or Tactics
Organization-Centric
or Inside–Out
Visitors (or Patrons)
or Users (or Clients)
Local or Global
Access
More Resources or
Synergies
Sense–Categorize–
Respond or Probe–
Sense–Respond
FromStructuretoProcesses
Library Boards or
Committees
Vertical or Horizontal
Processes
Job Streams or
Teamwork
Templates or In-The-
Making
Routines or Projects
Stocks or Flows of
Knowledge
Ready-Made Solutions
or Emergent Designs
Sense–Categorize–
Respond or Probe–
Sense–Respond
FromSystemstoPeople
Information, Planning and
Control Systems or Open
Paradigms and Models
Weaknesses and Threats
or Strengths and
Opportunities
Monolythic or Change-
Ready
Conscientious or Mindful
Risk-Averse or Risk-Taking
Employees or Knowledge
Workers
Terms of Reference or
Knowledge Behaviors
Sense–Categorize–
Respond or Probe–Sense–
Respond
16. On Knowledge Collaboration in
Libraries
In libraries too,
common purpose
can succumb to
organizational silos,
teaming for the sake
of teaming, and the
obstacle course of
organizational
learning. There as
elsewhere,
Strategy—
Structure—Systems
must give way to
Purpose—
Processes—People.
With growing enthusiasm, libraries have
entrusted their digital presence to web
specialists. Nevertheless, pace early
accomplishments, the organizational
nous needed to integrate
complementary expertise and adjust
operations has matured more slowly. A
case in point is that of the indispensable
collaboration between data and web
(services) specialists. They should be
joined at the hip through mutual trust
and respect, not locked in relationships
ranging from antagonistic to merely
cooperative.
17. Data and Web Specialists—
Working in Tandem
Getting to grips with
a technology that
may well transform
the very nature of
libraries is more
than a rite of
passage to the 21st
century, as the
narrow, all too often
add-on and
insufficiently
collaborative terms
of reference for web
specialists testify.
Working in harmony, data and web
specialists can help generate new
knowledge; represent knowledge in
databases, documents, software, etc.;
ease access to knowledge by users,
both internal and external; embed
knowledge in processes, products, and
services; convey knowledge around a
library; bring knowledge to decision
making; facilitate knowledge growth
through incentives; and gauge the value
of knowledge assets and the impact of
knowledge management.
18. Data and Web Specialists—
Working in Tandem
Collaborating in
daily practice,
they can for
instance, singly,
together, but
always in
tandem:
Act as detectives who investigate where to find convincing
evidence of the need for data and web management.
Serve as consultants who interview library staff about practices
and workflows to identify where improvements can be made.
Become personal information trainers to key individuals deemed
essential to the success of a client institution. Their roles would
be to keep these executives and their offices up to date on the
latest resources useful for productivity and creativity, and to
provide training as necessary.
Turn into entrepreneurs who operate effectually in unavoidably
political environments; extract results from research and web
analytics and distill powerful messages from that—perhaps even
drafting policy themselves; bring negotiation skills to bear on
managers; build coalitions to work productively with all
stakeholders; and handle with ease long-term programs that pull
all these together.
19. Data and Web Specialists—
Working in Tandem
Collaborating in
daily practice,
they can for
instance, singly,
together, but
always in
tandem:
Harness digitization to help address and answer questions such as
(i) What are the expressed and latent needs of clients, audiences,
and partners (not forgetting relationships and behaviors)? (ii) How
does one build products and services to better meet these needs?
(iii) How does one integrate these products and services into a
digital strategy? (Conversely, how might a digital strategy conduce
new, value-adding products and services?); and (iv) What are the
organizational, directional, process-based, and information
technology-related changes required to make the transition
happen?
Help other specialists become "data-aware" and "data-savvy".
Adapt their existing skills to the ever-changing requirements of
data and web management.
21. Further Reading
• Serrat, Olivier. 2009. Working in Teams. Manila: Asian
Development Bank. www.adb.org/publications/working-
teams
• ——. 2009. Overcoming Roadblocks to Learning. Manila:
Asian Development Bank.
www.adb.org/publications/overcoming-roadblocks-learning
• ——. 2009. Building Trust in the Workplace. Manila: Asian
Development Bank. www.adb.org/publications/building-trust-
workplace
22. Further Reading
• ——. 2010. Bridging Organizational Silos. Manila: Asian
Development Bank. www.adb.org/publications/bridging-
organizational-silos
• ——. 2012. On Knowledge Behaviors. Manila: Asian
Development Bank. www.adb.org/publications/knowledge-
behaviors
23. Videos
• ADB. 2011. The Role of Information Coordinators. Manila.
vimeo.com/91394025
• ——. 2011. The New ADB Library. Manila.
vimeo.com/91394026
• ——. 2011. Record Management in ADB. Manila.
vimeo.com/91394027
• ——. 2011. K-Hub: A Knowledge Space. Manila.
vimeo.com/91394029
• ——. 2014. Libraries of the Future. Manila.
vimeo.com/94506659
• ——. 2014. The Future of Libraries Worldwide. Manila.
vimeo.com/94626000
24. Videos
• ADB. 2014. Resilience Capabilities for Organizations of the
Future. Manila. vimeo.com/94626001
• ——. 2014. The Evolution of Information and Communications
Technology in ADB. Manila. vimeo.com/123063686
• ——. 2014. Increasing Access to Information in ADB. Manila.
vimeo.com/123063689
• ——. 2014. Milestones in ADB's Information Systems and
Technology. Manila. vimeo.com/123073445
• ——. 2014. The Use of New Technologies in ADB. Manila.
vimeo.com/123073450
• ——. 2014. ADB's Information Systems and Technology
Strategy, 2013–2018. Manila. vimeo.com/123079790
25. Videos
• ADB. 2014. "Digital ADB": Adopting New Technologies in the
Digital Era. Manila. vimeo.com/123080137
• ——. 2014. Expanding and Integrating Technology in ADB's
Operations. Manila. vimeo.com/123080140
• ——. 2014. Digital Interaction with Partners. Manila.
vimeo.com/124399624