Skip to main content

(Someone just read this and made a billion dollars.)

There is a converging body of thought suggesting that the workplace of the future will not wait for leaders to find experts   - hierarchy is old school and so is matrix management - too slow, too complicated, impossible to administer.
Rather we will assemble "flash mobs" of talent as a job needs to be done, then dissolve them afterward.
"In the traditional company -- and agency -- structure, multiple layers of personnel exist for a purpose that often amounts to moving information around...Under the emerging new approach, "what you see happen over and over that you just don't have those middle layers"..."What happens when you release information [is that] people on an individual level create their own networks outside their offices," said Karina Homme, senior director of social enterprise transformation at "People can now create communities around their interest areas."
In the new world it will be the networkers who survive.
The litmus test for success will be 360 peer feedback.
"Just about every company has its own version of a 360 degree feedback process. Nevertheless, Vineet saw several problems with HCLT’s off-the-shelf approach. First, it didn’t focus explicitly on how managers were impacting those in the value zone. Second, employees fearful of retaliation often pulled their punches when reviewing their supervisor. And third, the fact that feedback could only come from one’s immediate colleagues tended to reinforce long-standing organization silos. Today, HCLT employees are able to rate the performance of any manager whose decisions impact their work lives, and to do so anonymously."
I would not be surprised if eventually there were a website that followed you across the span of your whole career (possibly appended to LinkedIn) where people who had worked with you, and whose identities could be verified, then rated your skills and expertise. Like your avatar.
(Someone just read this and made a billion dollars.)
The other thing is that people who are proficient and engaged on networks like Yammer, GovLoop, etc. are going to be the ones called to join project teams.

Popular posts from this blog

What is the difference between brand equity and brand parity?

Brand equity is a financial calculation. It is the difference between a commodity product or service and a branded one. For example if you sell a plain orange for $.50 but a Sunkist orange for $.75 and the Sunkist orange has brand equity you can calculate it at $.25 per orange.

Brand parity exists when two different brands have a relatively equal value. The reason we call it "parity" is that the basis of their value may be different. For example, one brand may be seen as higher in quality, while the other is perceived as fashionable.

All opinions my own. Originally posted to Quora. Public domain photo by hbieser via Pixabay.

What is the difference between "brand positioning," "brand mantra," and "brand tagline?"

Brand positioning statement: This is a 1–2 sentence description of what makes the brand different from its competitors (or different in its space), and compelling. Typically the positioning combines elements of the conceptual (e.g., “innovative design,” something that would be in your imagination) with the literal and physical (e.g., “the outside of the car is made of the thinnest, strongest metal on earth”). The audience for this statement is internal. It’s intended to get everybody on the same page before going out with any communication products.Brand mantra: This is a very short phrase that is used predominantly by people inside the organization, but also by those outside it, in order to understand the “essence” or the “soul” of the brand and to sell it to employees. An example would be Google’s “Don’t be evil.” You wouldn’t really see it in an ad, but you might see it mentioned or discussed in an article about the company intended to represent it to investors, influencers, etc.Br…

Nitro Cold Brew and the Oncoming Crash of Starbucks

A long time ago (January 7, 2008), the Wall Street Journal ran an article about McDonald's competing against Starbucks.
At the time the issue was that the former planned to pit its own deluxe coffees head to head with the latter.
At the time I wrote that while Starbucks could be confident in its brand-loyal consumers, the company, my personal favorite brand of all time,  "...needs to see this as a major warning signal. As I have said before, it is time to reinvent the brand — now.  "Starbucks should consider killing its own brand and resurrecting it as something even better — the ultimate, uncopyable 'third space' that is suited for the way we live now.  "There is no growth left for Starbucks as it stands anymore — it has saturated the market. It is time to do something daring, different, and better — astounding and delighting the millions (billions?) of dedicated Starbucks fans out there who are rooting for the brand to survive and succeed." Today as …