Steve Denning

The Reinvention of Management: Part 3: From controller to enabler

Steve Denning

Good management requires both informal feedback and formal feedback mechanisms that systematically pay tribute to performance that contributes to the overriding goal of delighting clients.

Reinventing Management: Part 5: From value to values

Steve Denning

      Display real-time information : As in the automaker Ford under CEO Alan Mulally and the Danish software developer Systematic under CEO Michael Holm, senior management meets in a room where real-time information is visible to everyone.

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Q&A With The Authors of A New Culture of Learning

Steve Denning

A big part of the idea of hanging out is that this is where people gain a huge amount of information at the tacit level. By STEVE DENNING. The economic future of the country depends on how well we educate our children.

Reinventing management Part 7: Implementing the transition

Steve Denning

The willingness to share information with everyone enabled people to adapt on a daily basis to what was happening.

The Leader's Guide to Radical Management: Leading change? Start.

Steve Denning

The revolution brewing in the world of work: Q&A with Rod Collins

Steve Denning

With the digital revolution and the dramatic increase in the flow of information, customers are no longer passive recipients of corporate offerings. Bosses now longer control the flow of information.

Wal-Mart: Flying Blind With Missing Instruments

Steve Denning

Suppose you know that the air traffic controller is equally lacking access to any information about the altitude of the planes it is controlling? That's the because the planes and the air traffic controllers would be missing the most critical piece of information to navigate the plane.

Let’s Celebrate Dilbert-Style Management? Huh?

Steve Denning

The advent of global competition, customers’ access to reliable information and their ability to communicate with each other through social media means that the customer is now in command. That’s because the customer has information. Image via Wikipedia.

Part 4: Measuring The World’s Most Neglected Competitive Weapon: Time

Steve Denning

It analyzes the flow of materials and information currently required to bring a product or service to a customer. . This article is the fourth part in a series of posts on measuring what matters in organizations: the shift from outputs to outcomes.

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Don’t Blame Green For GE’s Problems

Steve Denning

It was a way of managing that worked reasonably well, decades ago, when the marketplace was dominated by a few oligopolies (customers lacked both options and information about the options) and most work was semi-skilled work. A fellow contributor on Forbes, Aman Singh , has an insightful spotting of some Jack Welch pronouncements, starting with the startling headline, “ GE May Be Going Too Green ”.

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Another advantage of social media conversations

Steve Denning

The college has an informal practice known as “the seven minute” rule, whereby one talks to the person on one’s left for no more than seven minutes and then turns to the person on one’s right for no more than seven minutes, and so on.

Are social media killing real conversation? An antidote from John.

Steve Denning

An information exchange of words; the only currency of social media.

An introduction to Steve Denning's blog: Rethink

Steve Denning

Other key posts include: The principles of radical management enable you to see immediately what’s wrong with Google’s almost universally admired mission of “organizing the world’s information” and see why it is leading Google astray. My daily blog, Rethink, has moved to: [link].

Measuring What Matters: From Outputs to Outcomes: Part 2

Steve Denning

Computers are wonderful things, but when information is stored on a computer, it is available only when it is actually accessed and then usually only one person at a time. Moreover once the information is in the computer, it tends to become a formal, fixed artifact, with all the risk of generating magical thinking that the plan is reality. The board on which stories are recorded becomes an information radiator. We live now in the age of customer capitalism. [1]

BOOK REVIEW: Tell to Win by Peter Guber

Steve Denning

Embed the important facts and information inside your story while rendering an emotionally resonant experience. Every year over 11,000 business books are published.

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The Leader's Guide to Radical Management: My Predictions for 2011

Steve Denning

Bobby Freeman, dominionbusinesscenter.com The current privacy backlash will accelerate against social networks and the companies that combine and aggregate information scraped off the Web. This is like putting social networking on steroids for people selling information and knowledge.

The Leader's Guide to Radical Management: Leading vs. Managing: A.

Steve Denning

» December 11, 2010 Leading vs. Managing: A False Choice By Bob Sutton Bob Sutton ( The Knowing-Doing Gap , The No Asshole Rule ) has an interesting entry on Gary Hamel’s Management Information Exchange entitled Leading vs. Managing: A False Choice.

The Leader's Guide to Radical Management: Reinventing education.

Steve Denning

In this world, teaching by transfer of information doesn’t work well. Teachers are not seen as the holders or transmitters of information, but facilitators and guides.

The Leader's Guide to Radical Management: How do you grow a.

Steve Denning

One dimension is simply informing people of what you have to offer. Another dimension of marketing is going beyond merely informing, and creating interest in and desire for whatever you are offering.

When Banks Set The Questions, Will They Pass The Test? Duh!

Steve Denning

Eisinger writes about the informal stress of US banks now under way: Of course, banks ought to have a good idea of the results. Great article by Jesse Eisinger in the New York Times: A Test Where the Banks Had the Questions and the Answers. They came up with the questions — and the answers. The Fed gave the banks one economic assumption — a recession — to test their books against, but otherwise the measures were chosen by banks themselves. The Fed just vetted them. Seems like a low bar. “It’s

From Outputs To Outcomes: Part 5: Measuring Customer Delight in Real Time: Social Media

Steve Denning

When customers know everything, it becomes important that management be equally informed, particularly when customers have the ability to videotape the experience and transmit it potentially to millions of other customers. Image via CrunchBase. This article is the fifth and final part in a series of posts on measuring what matters in organizations: the shift from outputs to outcomes. Today the focus is on measuring customer delight in real time: social media.

Gasp! Machines Still Can’t Think!

Steve Denning

Customers were bored or frustrated by it and, once they had a choice and had better information, they switched their allegiance to those who would treat them like people. The 20 th Century can be seen as a determined effort to run the world as if people were things. Organizations produced outputs. Firms were run by things called human resources, which, like other resources, were to be exploited and then thrown aside. The name of the game was to make more and more money.

Learn Informal Learning Informally

Jay Cross

Next month I’ll be offering an experiential workshop on Informal Learning through Jane Hart’s Social Learning Center. By the close of the workshop, you will be able to… understand what informal learning is, how it works, why it’s important. Informal Learning Just Jay

Pulling informal learning

Harold Jarche

Informal learning is mostly Pull. They are also more in control of who Pushes to them, through social networks and other sources of online information. Informal LearningTake a look at these 8 demand-side knowledge management principles by Nick Milton.

Informal Learning Research Report

Jane Hart

Inthis new E-Learning Guild Survey Research Report,Informal Learning Takes Off, Iexamine the results of a survey about informal learning in the workplace. The main informal learning activities […].

Informal Learning – the other 80%

Jay Cross

The start-up stiffed me but the paper morphed into the Informal Learning book. I’ll be leading a series of master classes on informal learning and working smarter in Europe. Informal Learning – the other 80%. Informal learning is effective because it is personal.

I wouldn’t call it informal learning

Jay Cross

If I had it to do over again, I wouldn’t call it Informal Learning. Better I should have talked about Experiential Learning , for that’s the informal learning with the most impact. Informal Learning

gaining insight through social and informal learning

Harold Jarche

These five triggers can be enhanced through informal and social learning. Instead, systems and structures are needed to support social and informal learning in work teams, communities of practice, and social networks.

Don’t drink the informal learning snake oil

Jay Cross

I fear that charlatans and dummies are taking informal learning down the same road. An Informal Learning Sequel? While it took six years to arrive, informal learning has become L&D’s flavor of the day. You nurture informal learning; micro-managing chokes it off.).

Controversy over Informal Learning

Jay Cross

When the book on informal learning came out, nay-sayers attacked me as some kind of loony. QUESTION: How do you know that informal learning works? QUESTION: How can we assess the ROI of informal learning? QUESTION: How do you know learning on the job is 80% informal?

Informal learning is

Harold Jarche

Stephen Hart has a good series of quotes on informal and social learning on his website. Informal LearningSometimes the right quote gets the message across faster than a long explanatory paragraph.

Want Results? Champion the Informal

Jay Cross

We have an information explosion. I first heard about informal learning was at a conference in Orlando, Florida, a dozen years ago. The scientists discovered than over 80% of the way people learned their jobs was informal. Informal Learning

Informal rule of thumb

Harold Jarche

Studies show that informal learning accounts for between 70 and 95% of workplace learning [USBLS: 70%; Raybould: 95%; EDC: 70%; CapitalWorks: 75%; OISE: 70%; eLG: 70%; Allen Tough: 80%]. According to Gary, as much as 95% of workplace learning is informal. Informal Learning

Informal learning, the 95% solution

Harold Jarche

Tweet Informal learning is not better than formal training; there is just a whole lot more of it. Supporting informal learning at work is not as clear-cut as something like ISD. Today there is no agreed-upon informal learning design methodology. Informal Learning

Informed consent for human sensors

David Weinberger

Friend (CEO at that same outfit) write about a project in which users of a health monitoring app have given informed consent to have their data made available to other researchers. How to get informed consent via an app? The post Informed consent for human sensors appeared first on Joho the Blog In a post at Nature Biotechnology , John Wilbanks (Chief Commons Officer at Sage Bionetworks) and Stephen H.

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Information is the opposite of information

David Weinberger

The ordinary language use of “information” in some ways is the opposite of the technical sense given the term by Claude Shannon — the sense that kicked off the Information Age. Shannon’s information is a measure of surprise: the more unexpected is the next letter a user lays down in Scrabble, the more information it conveys. ” The more surprising the news is, the more important the information is.

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The Masterclass on Informal Learning

Jay Cross

Your organization has decided to tilt in the direction of informal learning. Masterclass for L&D managers, instructional designers, and senior instructors on the concept and implementation of informal learning. Introduction to informal learning.

Reconciling Formal and Informal

Clark Quinn

Recently, there’s been a lot of talk about informal learning, which ends up sounding like formal learning, and this can be confusing. Now, let’s move on to informal learning, as this is where, to me, we have a conflict.

You can’t manage informal learning – only use of informal media

Jane Hart

Aprendizado informal

Jay Cross

Last Tuesday I delivered a workshop in Sao Paulo on informal learning to clients of fast-moving Brasilian learning company Affero. I’ll let the graphic recorders tell the story. Just Jay