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Leadership and social media
The document discusses the evolving relationship between leadership and social media, noting that successful leadership today requires adapting to new communication solutions that facilitate relationship-building. It emphasizes that traditional management strategies may not be sufficient to address the complexities of modern, interconnected problems across organizations. Additionally, it explores the shift towards non-hierarchical leadership models that leverage technology and community collaboration to achieve operational excellence.
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Leadership and social media
- 1. Leadership and socialmedia2011-06-01Created by Stein Kleppestø (Blueberryhill)Leo Bafica (Bafication)
- 3. My plan forthe daySome fundamental elements of leadershipSome fundamental trends in social media - technology and peopleSome fundamental trends in business
- 4. Ledarskap handlar omatt etablera relationer som skapar lust, vilja och riktning. Framgångsrikt företagande kräver förmågan att organisera, koordinera, och administrera. Relationer formas genom kommunikation. Just nu utvecklas en kommunikationslösning som erbjuder helt nya möjligheter för att etablera relationer. Det kommer med nödvändighet att ändra hur vi ser på organisation och ledarskap. Några tycks tro att denna utveckling kan hanteras på samma sätt som vi har hanterat den hisnande teknologiska utveckling vi redan upplevt – från telefon till mobiltelefon till smartphone. Det tror inte jag! De möjligheter s k nya social medier erbjuder kommer att leda till ett paradigmskifte – ganska snart. Hur och varför tänkte jag berätta mera om. Vilka konsekvenser det kan tänkas få för ledarskap tänkte jag vi kunde utforska tillsammans.
- 5. Task - Theeffort to create focus, coordination, vision, goal, structure, knowledge, order, ...Relation - The effort to create a sense of belonging, willingness, commitment, energy, social meaning, ... Two elements of leadership
- 6. Management - thestructuring and control
- 7. Leadership - thewillingness to changeRelationsPerceptionsSocietyAttitudesProcessesBehaviourPeopleChallengesSHIFTSWE CAN SEE
- 9. TRENDSTECHNOLOGYReal-TimeMobile AppsInternet ofThingsCloud ComputingBattery LifeServicesLocation AwarenessAugmented RealityMedia ConvergenceMOBILITY
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- 18. Doing Business inan IntegratedWorldTRENDSBUSINESS InnovationSpeedGlobalizationCoordinationOperational ExcellenceThe Creative ClassSelf Organization
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- 20. ...problems are interconnected;theycross-organizational and jurisdictional boundaries, and they are inter-organizational. No single agency, organization, jurisdiction, or sector has enough authority, influence, or resources to dictate visionary solutions.Some problems are interconnected; they cross organizational and jurisdictional boundaries, and they are inter-organizational.No single agency, organization, jurisdiction, or sector has enough authority, influence, or resources to dictate visionary solutions...Inspired from Jeffrey S. Luke, 1998
- 21. THE COST OFMANAGINGValue of managingActivities whose costs are higher than the potential value for both firms and markets simply do not happen.VALUECurrent cost of managingMOST THINGS REMAIN UNDONE””Clay Shirky”Here Comes Everybody” 2008
- 22. ...we have generateda fantastic creative potential but lack the social and economic systems to maintain and harvest...Inspired fromRichard FloridaThe Rise of the Creative Class (2001)
- 23. Most good ideascame from people who were bridging ”structural holes”, which is to say people whose immediatesocial network included employees outside their department….Ronald Burt The social origin of good ideas
- 24. THE LONG TAILMostsmart people do not work for you...The wisdom of crowds...
- 26. The moving ofknowledgeVelocityViscosityWhen tacit and explicit knowledge meetConditions for Knowledge Management and Knowledge Work
- 27. SELF ORGANIZING SYSTEMSAND PROCESSES
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- 30. Successful leadership inan integrated world has the difficult challenge of solving complex, boundariless problems in highly interconnected political and interorganizational contexts in which authority is shared and power is fragmented. Such leadership is essentially nonhierarchical and occurs outside organizational boundaries.Inspired from Jeffrey S. Luke, Catalytic Leadership 1998
- 31. The solutions meantto meet the requirements of tomorrow is unfortunately often meet by the criteria of yesterday. What got the job done will not get the job done.”If you always do what you always did, you will always get what you always got!”
- 32. Things we doa lot of in 2020 are things we do today, but we do more, more often, with more people, in more situations, for more purposes, and effortless
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- 37. 7 INSIGHTSFOR A20/20 VISION
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- 39. WORK SPACEnot workplace
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- 43. CROWD PLEASINGnot crowdcontrol
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