United We Stand, Divided We Fall
DECEMBER 14, 2016
As I’ve written elsewhere , successful movements are built on a compelling opportunity-based narrative and mobilize people with a distinctive form of organization. It’s also very consistent with how successful movements organize. What do I mean by that? So, how could we be united at the same time? Anger is often fear in disguise.
Business Practice Redesign
JANUARY 5, 2017
Increasingly, these small workgroups also include one or more participants from other institutions as we seek to tap into the practices that others outside our organization can bring to bear on a particular challenge or opportunity. In the world of scalable efficiency, processes rule. Where do workers spend their time? Bottom line. Who knows?
The Big Shift in Business Models
APRIL 1, 2016
In the Big Shift , we are all experiencing mounting performance pressure. So, what is a business model? It’s ultimately all about money. Payment.
Scaling Learning in an Exponential World
OCTOBER 4, 2016
Knowledge management platforms have largely been organized around sharing existing knowledge. Encourage learning in all parts of the organization. Everyone in the organization needs to be learning faster by evolving new shared practices, whether they are research scientists in a laboratory or janitors trying to maintain our facilities.
Flows, Fragility and Friction
OCTOBER 26, 2016
What I’ve meant by that is that business for the past several centuries at least has been organized around stocks of knowledge as the basis for value creation. I’ve long been a fan of flows but, in the spirit of paradox, I’ve also been a fan of friction. Let me first provide some context. The dark side of flows. So, then, what’s the problem?
Companies and Movements
NOVEMBER 3, 2014
suggested that a movement is “an organized effort mobilizing a large number of independent participants in a grassroots effort to pursue a broad agenda for change.”. Scalable efficiency fostered a quest to bring activities inside the four walls of an enterprise and to organize them as efficiently as possible. Good questions.
A 21st Century Global Declaration of Independence
JULY 4, 2014
Organization. They adopt modular and loosely coupled approaches to organizing activity to provide the maximum space for creativity and innovation in all parts of the institution. We find ourselves now at a crossroads in history. It is not surprising that our trust in these institutions is plummeting around the world. Approaches.
The Dark Side of Technology
DECEMBER 4, 2013
That in turn led to a burst of innovation at the infrastructure level, figuring out how to most effectively organize and deliver the value of this technology to business and society. I’m going to disrupt the Silicon Valley script. You know the one. I want to explore the dark side of these technologies. Yikes!
Where Do You Stand? The Shifting Ground of Strategy
JULY 29, 2014
The two conventional approaches to growth – organic growth and growth through acquisition – are very resource intensive, requiring significant upfront investment, long lead-times and uncertain rewards. That provides the context for driving learning, both within your organization and across a broader ecosystem.
Strategy Made Simple - The 3 Core Strategy Questions
JULY 9, 2013
In a world of accelerating change and uncertainty, they provide a compass to focus people (both within and outside our organizations) and reassure them that they can make a difference at a time when everything seems out of control. Don’t get me wrong, we all need to find ways to be more adaptable. So, what’s the option? Bottom line.
Robots Can Restore Our Humanity
AUGUST 15, 2016
Second, highly standardize all of those activities so that they are done in exactly the same efficient way anywhere in the organization. Red alert! Robots are getting more versatile and artificial intelligence (AI) is getting exponentially smarter! Our jobs are in jeopardy and no one is safe! We’ve all seen the headlines. What is work today?
Getting Stronger through Stress: Making Black Swans Work for You
APRIL 8, 2013
Taleb points out that the antifragility of a system often comes from the fragility of its components, whether we are talking about the failure of firms that drives the overall success of entrepreneurial regions like Silicon Valley or the death of individual organisms that contributes to the antifragility of nature. Focusing on Black Swans.
The Big Shift in Business Strategy
FEBRUARY 6, 2014
Often, the organizer of an ecosystem or network becomes a natural aggregator of interactions because the organizer meets the four attributes of an influence point described above. Business strategy has evolved dramatically over the past four decades in response to the Big Shift that is re-shaping our global business landscape.
The Cumulative Power of Narrative
MAY 21, 2014
You’ll be far more successful in pursuing your personal narrative if you're located in a city/region and organization that supports your personal narrative. Narratives have great power, but their power increases dramatically when building on other narratives. What does that mean in practice? Start with your personal narrative.
From Race Against the Machine to Race With the Machine
AUGUST 22, 2012
Smaller, entrepreneurial organizations of course buck this trend, but what happens as soon as they start to scale? The recent book, Race Against The Machine , has caught the imagination of a growing body of readers. The economic impact of technological progress. They say the problem is even more stark because “. What is to be done?
Passion and Plasticity - The Neurobiology of Passion
JANUARY 18, 2011
Our brains are remarkably energy efficient organs. What if you could evolve and shape your brain in ways that help you to get better faster? What if you could unleash a virtuous cycle that connects passion, practice and performance? What got me excited the other day was the possible connection between passion and plasticity.
Defining the Big Shift
AUGUST 2, 2009
Since there are far more smart people outside any one organization than inside, gaining access to the most useful knowledge flows requires reaching beyond the four walls of any enterprise. Given the magnitude, depth and far-reaching impact of the Big Shift, succinctness is a challenge. But perhaps this is too high level.
A Power of Pull Milestone
DECEMBER 4, 2012
This was not just a surface change; it went to the essence of what it meant to be a corporation and would ultimately change all aspects of running a business – strategy, operations and organization, not to mention technology platforms and belief systems. The challenge of timing. The distance from here to there. The window of now.
Edge Perspectives with John Hagel: The Power of Power Laws
MAY 2, 2007
In fact, we expect that they will occur in-sync and as a part of the *Omniscient* or organic changes of a system. Dont Count On It. Or is it?
Anticipating the Next Wave of Experience Design
MARCH 28, 2011
Most of these participants are organized into high performing teams (known as guilds), yet the participants stay richly connected with others outside their teams through rich networks of discussion forums, video repositories and social relationships that transcend individual teams. We want to make the most of the time we have. The next wave.
Revolution from the Edge
MARCH 8, 2011
The annual TED event that I attended was organized around the broad theme of the rediscovery of wonder. What fills you with wonder? What do you wonder about? These different, but related questions were posed often during the TED event last week. They seriously under-estimate what is going on. The convergence of edges.
Alone Together - An Important New Book by Sherry Turkle
JANUARY 10, 2011
Riesman in fact tied this shift explicitly to the needs of the modern organization. The rise of the push driven organization and its implications for the individual. They learn that their needs are not important but that their status and rewards hinge on being externally focused on the needs of the organization.
Passion Versus Obsession
MARCH 2, 2010
This can lead to what traditional institutions perceive to be subversive or rebellious behavior, driving passionate and obsessive people to the edges of organizations and society. When I was a little boy, I was obsessed with chemistry. When I was not in my lab, I was devouring chemistry textbooks.
Edge Perspectives with John Hagel: Community 2.0
APRIL 1, 2007
This is especially a problem for large companies seeking to organize virtual communities. Dont Count On It. conference held in Las Vegas.
Pareto Power and Leveraged Growth
DECEMBER 6, 2008
This profile applies to both organic growth and acquisitions where effective post-merger integration often takes far longer than executives ever anticipate.Companies need to pursue leveraged growth. In a time of increasing economic pressure, more companies are likely to discover the power of Pareto. Cost restructuring.
Edge Perspectives with John Hagel: Mastering New Marketing Practices
JULY 29, 2006
Dont Count On It. In the meantime, I thought it would be useful to write up my speaking notes to share a high level view of where marketing is going.
Edge Perspectives with John Hagel: Hamel on Management Innovation
FEBRUARY 20, 2006
Second, what are big organizations bad at? Dont Count On It. So far, so good. Unfortunately, this second article gets buried in the HBR piece.
A Labor Day Manifesto for a New World
SEPTEMBER 7, 2009
They are not bound by geography, job classification, institutional affiliations or demographic categories – they can be found anywhere from the frontlines of the largest organizations to the garages where entrepreneurs are preparing to unleash the next wave of innovation. Who are passionate creatives?
Edge Perspectives with John Hagel: Wasting Talent
FEBRUARY 28, 2007
Dont Count On It. This squeeze comes from two different directions simultaneously – customers and talent. But, what do they measure? What is talent?
Edge Perspectives with John Hagel: Disney, Pixar and Jobs
FEBRUARY 3, 2006
Many of the most creative folks at Pixar today are refugees from larger organizations (including, ironically, Disney). Dont Count On It.
Edge Perspectives with John Hagel: From Push to Pull
OCTOBER 18, 2005
Pull and push approaches differ significantly in terms of how they organize and manage resources. Dont Count On It. Here’s the irony.
The Great Reset
JUNE 14, 2010
For Richard, economic landscape is not just a metaphor, it is quite literally the way we organize ourselves across the land. Here’s a paradox. Silicon Valley’s success hinges on an explosive mix of people and place. Richard Florida, on the other hand, is all about people and place. Sound familiar?
Edge Perspectives with John Hagel: Langlois and the Vanishing Hand
AUGUST 11, 2006
Dont Count On It. The firm overcomes the ‘dynamic’ transaction costs of economic change. This is not just an abstract theoretical issue.
The Power of Pull Has Finally Arrived
APRIL 13, 2010
These companies will lose their most talented workers to more magnetic organizations that provide better chances for learning and growth. In an even more recent book, Storytelling in Organizations , JSB discussed the role of storytelling in helping to communicate tacit knowledge. Power shift. That mechanism is pull. Next steps.
Edge Perspectives with John Hagel: Innovating on the Edge of Big Waves
JANUARY 29, 2008
Dont Count On It. It was magical to watch these athletes challenge twenty foot waves with an ease and grace that made it all seem so natural.
Edge Perspectives with John Hagel: Fractal Spikes and Global Competition
JANUARY 14, 2008
While many Silicon Valley companies participate in process networks, very few have successfully organized and orchestrated these process networks.
Edge Perspectives with John Hagel: Restoring Balance in the New Year
JANUARY 4, 2008
We can take the notions of emergence and self-organization too far and dismiss the role of forceful leaders. Dont Count On It. Please try again.
Reinventing the Sacred
FEBRUARY 22, 2010
When I was a young boy, I grew up with parents who were disillusioned with organized religion. As the first people to go to college, not to mention graduate school, in either of their families, they chose reason over religion. Until recently, though, I had a hard time verbalizing what I was encountering. Stuart Kauffman.
Challenging Mindsets: From Reverse Innovation to Innovation Blowback
JANUARY 6, 2010
These institutional innovations will be far more difficult for Western companies to appropriate precisely because they challenge basic assumptions about roles and relationships across companies, not just the way individual companies are organized or managed. Early view of innovation. Fortune at the Bottom of the Pyramid. Reverse innovation.
Edge Perspectives with John Hagel: Convergence or Divergence?
SEPTEMBER 20, 2007
To test the degree of customer focus, I offer three questions: Who in the organization holds real decision-making power? Dont Count On It.