The Millennial generation , those born between 1982 and 2004 are entering the workforce along with social networking. This combination has a profound impact on management, leadership and organizations. This book does a great job of painting this picture.

1. When Millennials take over
Jamie Notter:Maddie Grant

2. Every 20 years or so, a new
generation enters the work force,
and the rest of us, quite frankly
freak out about it.

3. Today, the Millennial generation,
born between 1982 and 2004 is
upsetting the apple cart with their
sense of entitlement, informality
and impatience.

4. The social internet cannot
revolutionize management on its
own.

5. Four capabilities are needed for
success today and in the future for
a company:
Digital
Clear
Fluid
Fast

6. Digital is about perceptual and
exponential improvement of all
facets of the organization using
the tools and the mindsets.

7. Digital in the millennial world is
focusing on the consumer,
customer and the employee.

8. Digital organizations achieve a lot
more by focusing internally and
externally.

9. Clear is about an increased and
more intelligent flow of
information that supports
innovation and problem solving.

10. Clear organizations are open and
transparent and hence make
better decisions that generate
better results.

11. Fluid is about expanding and
distributing power in a dynamic
and flexible way.

12. Fast is about taking action at the
precise moment when action is
needed.

13. Fast organizations leap ahead of
competition by releasing control
in a way that dies not increase
risk.

14. Optimism is an overarching
capacity that is critical for
succeeding in any kind of
revolution.

15. If you lose your optimism, you
stop doing work, you stop
maintaining things, you stop
putting a foot in the door.

16. Management is getting
transformed by the decline of
traditional management practices,
the social internet and the
millennial generation entering the
workforce.

17. The social internet has
permanently shifted the balance
of power between individuals and
institutions.

18. The more the individuals
experience the social internet
power, the more confused and
frustrated they become trying to
operate in traditional
bureaucracies.

19. The silent generation worked
through world war 2 and the great
depression. They valued security,
delayed reward, and not bucking
the system. They love command
and control.

20. The baby boomers grew up in a
period of social upheaval and
revolution. They tend to value
teamwork, group efforts, long
hours, optimism and making a
difference.

21. The Millennials are not the first
generation to be frustrated by
bureaucracy and hierarchy, but,
they are the first generation that
has tools to work around the
bureaucracy and hierarchy.

22. No amount of revenue can justify
jeopardizing the consumer trust in
your brand.

23. Digital companies are constantly
improving, they are committed to
innovation.

24. The core principles of being digital
are – putting the
consumer/customer first,
continuous improvement, learning
and innovation.

25. Digital companies learn
continuously and iterate rapidly.

26. When you share more
information, you put it in the
hands of people who can use it
and also raise the capability in the
organization.

27. Sharing information makes a
system more agile based on
market conditions and not head
office perceptions or theories.

28. Organization culture is the
collection of words, actions,
thoughts and stuff that clarifies
and reinforces what a company
truly values.

29. Is your culture by design, or
default? You decide.

30. Organizational decisions are based
on
1. Quality of decision making
2.Speed of decision making
3.Yield of decision making(converting into
action) and
4.Effort(how much effort goes into making
decisions)

31. Clarity gives you better decisions.

32. Hierarchies in a company provide one
benefit- they reduce cognitive load
since we know who is going to make
the decision. A hierarchy pre
determines certain aspects of our
organizational lives.

33. For decision making systems to work,
each team must know its own
profitability and its contribution to
the company.

34. There are not many organizations
where the CEOs presence would not
be immediately detected and
identified by strangers. It is a rare CEO
who lets the debate flow without
making it a ego issue.

35. Authenticity is engaging with others
that is closely aligned with your
deeper identity, purpose and even
destiny.

36. When people are confident that their
co workers are who they profess to be
, then it becomes easier to speak the
truth, challenge each other and
tackle the tough issues.

37. In a service business you can only pick
two of the three : fast, cheap and
good.

38. Good leaders build strong
relationships externally and deep in
the organization.

39. Leaders must focus on elements that
build trust and should learn to let go
since that enables speed. Every leader
who micro manages reduces speed in
the organization.

40. CEOs must actively choose their
culture, else it will be chosen for
them

41. Every employee has the power to
shape things from his or her point.
Good employees contribute positively
to this journey.