Martijn Linssen

Trending Sources

Social Media Centers of Excellence? Really?

Martijn Linssen

Set up a Center of Excellence to ensure the organization’s social media efforts are coherent, managed, and answerable to business – noble goals, I quibble with the approach.

People, Organization, Technology?

Martijn Linssen

It may be People, Organization, Technology; although we should not be in a rush to replace a failed triplet with another. The right question is: “Why do we work in organizations where natural interactions and instincts are discouraged?” People, Organization, Technology.

Defibrillating Knowledge Management

Martijn Linssen

The implications are profound for organizations and should be reflected and exploited in any competent KM strategy. Efforts to improve an organization’s KM were thus focused on repositories, with entreaties to “share your knowledge.”

Generations, Social and Enterprise: adopt vs adapt

Martijn Linssen

I had a challenge from a professor of organizations - what will happpen. There pensions will cost the the organization but anyone waiting in the wings can calculate that in advance). They are telling Congress and parliament in UK that they are moving towards edge organizations.

Job-Killing Processes

Martijn Linssen

I’ve been wrestling with a thought lately – if organizations are complex systems, and complex systems are continuously self-organizing, then why do we believe formal processes make these complex systems more efficient?

IM v KM

Martijn Linssen

Knowledge is only in the brain, but organizations have a shared understanding (referred to as ‘knowledge’) as well – humans gathered in groups fit themselves into artificial decision constructs (“collaboration,” “consensus”) in order to leverage the collective individual knowledge to make decisions for the group. I enjoyed a pleasant email exchange recently with someone who referenced an earlier (infamous?)

Rebels at Work: The Pragmatist

Martijn Linssen

Bureaucratic Black Belts are those individuals in an organization who have mastered all the ins and outs of both its bureaucratic rules and bureaucratic culture. Carmen Medina’s blog post caught my eye over at Rebels at Work, regarding emerging archetypes for what they call “Bureaucratic Black Belts.”. First, let’s remind ourselves of who BBB’s are and what they do.

(S)R in (S)CRM is for Record

Martijn Linssen

I am assuming it's not much work, actually, to provide each customer with a dashboard, or even just a mere listing, of 'social' interactions with enterprise or organization. Business or Pleasure? -

“Complicated” vs. “Complex”

Martijn Linssen

A subset of authoritative works: Anderson, Philip, Gérard Cachon, and Paul Zipkin, “Complexity Theory and Organization Science,” Organization Science, Vol. Kauffman, Stuart, The Origins of Order: Self-Organization and Selection in Evolution, New York: Oxford University Press, 1993. Kauffman, Stuart, At Home in the Universe: The Search for Laws of Self- Organization and Complexity, New York: Oxford University Press, 1995. Complexity and Emergence in Organizations.

Are These Data?

Martijn Linssen

Once told of the subject, I told the person that I had no connection or experience with these organizations. A few years ago, I answered the phone. I’ve since learned my lesson and silenced the landline.

Are These Data?

Martijn Linssen

Once told of the subject, I told the person that I had no connection or experience with these organizations. A few years ago, I answered the phone. I’ve since learned my lesson and silenced the landline.

Are These Data?

Martijn Linssen

Once told of the subject, I told the person that I had no connection or experience with these organizations. A few years ago, I answered the phone. I’ve since learned my lesson and silenced the landline.

Job-Killing Processes

Martijn Linssen

I’ve been wrestling with a thought lately – if organizations are complex systems, and complex systems are continuously self-organizing, then why do we believe formal processes make these complex systems more efficient?

Increasing “Jointness” and Reducing Duplication in DoD Intelligence

Martijn Linssen

Observers of transformation underway in commercial organizations often note that organizations with smaller budgets deliver far greater capability. For example, 51 federal organizations and military commands, operating in 15 U.S.

Raising the Dial Tone, Part 2

Martijn Linssen

This is the reason we speak of openness of interaction, transparency of data, and collaboration across agencies and organizations.

“Human beings are social animals. We come together two by two in.

Martijn Linssen

These groups assemble to achieve distinctive aims and to provide the satisfactions of sociability…Management thinkers, influenced by economists, have been slower to see the importance of social groups in organizations. In Good Company: How Social Capital Makes Organizations Work.

sCRM, the M:M Customer Crush?

Martijn Linssen

It sure looks like an incredible change is about to hit organizations and the ways they do business. And from that perspective, a matrix organization is not a new concept either. Business or Pleasure? - why not both Home About Contact Sunday, 18 July 2010 sCRM, the M:M Customer Crush?

The New Polymath Booktour - Amsterdam

Martijn Linssen

Business or Pleasure? - why not both Home About Contact Wednesday, 14 July 2010 The New Polymath Booktour - Amsterdam Amsterdam event 13:00 - 13:45, 21st July 2010, Capgemini, Amsterdam, Hoogoorddreef 15 Featured Speaker : Vinnie Mirchandani, author of the recently published book, The New Polymath.

Social (hiccup) CRM tools

Martijn Linssen

Especially for larger organizations. Business or Pleasure? - why not both Home About Contact Friday, 16 July 2010 Social (hiccup) CRM tools In the past few days there has been quite some fuss about Social CRM, to which my post did contribute a bit I guess.

E20 goal: Intimacy solves the problem of Anonymity

Martijn Linssen

it requires the ability to build trust, to share thoughts and emotions, to be compassionate, to be empathetic, and to want to exchange information so that all members of the organization are able to contribute and act their role with as complete an amount of information as possible.

Business or Pleasure? - why not both: Semantic Web - a tech fix.

Martijn Linssen

Unfortunately, I cannot provide you with that number yet. :-) If you want to take a look at some successful projects using semantic web technology: - www.yummly.com - www.sindice.com Apart from the public web, this technology can also be used within organizations. Business or Pleasure? -

We have engaged in unnatural communications

Martijn Linssen

Business or Pleasure? -

IM v KM

Martijn Linssen

Knowledge is only in the brain, but organizations have a shared understanding (referred to as ‘knowledge’) as well – humans gathered in groups fit themselves into artificial decision constructs (“collaboration,” “consensus”) in order to leverage the collective individual knowledge to make decisions for the group. I enjoyed a pleasant email exchange recently with someone who referenced an earlier (infamous?)

IM v KM

Martijn Linssen

Knowledge is only in the brain, but organizations have a shared understanding (referred to as ‘knowledge’) as well – humans gathered in groups fit themselves into artificial decision constructs (“collaboration,” “consensus”) in order to leverage the collective individual knowledge to make decisions for the group. I enjoyed a pleasant email exchange recently with someone who referenced an earlier (infamous?)

Organizing

Stephen Downes: Half an Hour

Quoted at length from Self-organization of complex, intelligent systems: an action ontology for transdisciplinary integration , Francis Heylighen , Integral Review : A mobilization system would combat this confused and unproductive way of acting by redirecting effort in the most efficient way at the most important issues.

designing the emergent organization

Harold Jarche

In The Rise of Emergent Organizations, Beth Comstock, Vice Chair at GE, cites five rules of thumb to guide organizational design for the emerging network era.

Lateral Organizations

Harold Jarche

Lateral organizations, or more egalitarian structures, have been the exception. In the endless allure of non-hierarchical organizations , David Creelman notes that both forms have their flaws, but says it’s best to thoroughly understand the history of the field.

Creating the AAA Organization

Harold Jarche

For an organization to be agile and adaptive, the people in it need to be aware of what is happening around them, have alternative pathways to gather information and knowledge, and must be allowed to act to meet/solve both local and global goals/problems.

The post-hierarchical organization

Harold Jarche

The way we manage our organizations is largely ineffective for the complex challenges we face, whether driven by the environment, demographics, economics, or politics. With an external environment that is highly connected, organizations have to get connected inside.

Why Organizations Don’t Learn

Jay Cross

Where organic, bottom-up meets corporate top-down. An article entitled Why Organizations Don’t Learn by Francesca Gino and Bradley Staats in the November 2015 issue of Harvard Business Review caught my eye.

self-organization is the future

Harold Jarche

If we as a society think it is important that citizens are engaged, people are passionate about their work, and that we all contribute to making a better world, then we need to enable self-organization. Like democracy, self-organized teams are hard work.

Organizing Talent

Harold Jarche

The opposite of ‘routine’ is ‘original’ Labour is routine. Talent is original. Even advanced technical Labour can be in essence routine. As Labour, once you learn how to do something, you are able to repeat it.

Networked individuals trump organizations

Harold Jarche

As hyperlinks subvert hierarchy , so does work fragmentation subvert organizations. In knowledge-based work the primary unit of value creation has shifted from the organization to the individual.

Reinventing Organizations – Review

Harold Jarche

What is a “Teal Organization”? Frédéric Laloux, in Reinventing Organizations , uses a colour scheme, based on Integral Theory , to describe the historical development of human organizations: Red > Orange > Green > Teal.

Building the network era organization

Harold Jarche

Part of the shift that organizations will have to make in the network era will be not only to add new dimensions, but to retrieve some old ones. So what does a connective, cooperative organization look like?

self-organization and self-reflection

Harold Jarche

‘As we do not have bosses in our organization, we decided to have just one meeting every 6 months in order to share amongst us all where we are going as a company, defining a maximum of 3 primary objectives. How to Choose a Model of Self-organization , by @aarondignan.

Organize for Complexity

Harold Jarche

Neils Pflaeging read my ebook Seeking perpetual beta and said that “after reading the book one yearns for more from you about the right learning architecture, about how to develop organizations applying this thinking, about how to build learning programs and infrastructure.”

Calling Frederic Laloux Of Reinventing Organizations

Dan Pontefract

Dear Frederic, I read your book, Reinventing Organizations. Its implementation and feasibility in medium and large-sized organizations is of concern to me, so I’d love to understand how it can actually be achieved. (I 31 May, 2015.

no organization is an island

Harold Jarche

Organizations are alive when people can exert their autonomy in ethical practice. Even progressive organizations often miss out on the latter, described by the authors as an, “ inherent tendency toward growth development and integrated functioning ”. The organization must be alive.

The Coherent Organization

Jay Cross

This post continues an ongoing conversation about The Coherent Organization. The article describes The Coherent Organization , the Internet Time Alliance ‘s shorthand for a company where individuals are aligned with the organizational mission and information flows from outside in and back again in ways that accelerate work. ” Yesterday Clark wrote about detailing the Coherent Organization. Coherent OrganizationCo·her·ent (k -hîr nt, -h r -) means.