iPadded textbooks are still textbooks, but they’re personalized textbooks. They take advantage of the emotional connection people, and especially young people, feel to their devices. They encourage, rather than frown on, active note-taking. They demand, rather than curtail, exploration. They create a kind of kaleidoscopic experience: video, text, audio, all whirring and whirling into each other in a self-guided tour of history or chemistry or biology. They invite students to create learning environments that, though standardized on one level, are, on another, uniquely theirs. And that changes everything.
The old model of the heroic superman is increasingly archaic. The most active and successful leaders today see themselves as part of the global community and peer groups. They listen as well as they speak. Never confuse charisma with leadership. The first job of a leader is to enable an organization to survive without him or her. The key to that is to build a sustainable culture.~Sam Palmisano's speech on IBM's 100th anniversary
Networked workers are a critical asset for today’s organizations. But in the end of the day, it does little good to be a networked worker if the organizational context will simply drive you back to ineffective patterns. In order for an organization to benefit of the power of its networked workers, it needs to instill a culture that scales the social and intellectual capital of its employees to a level that meets organization’s purposes. And that’s where networked teams come into play.
What is a networked team?
A networked team is a social entity that carries out tasks in order to serve the needs of a customer (internal or external) and is embedded in one or several larger social systems . It stands out from regular teams by its network awareness, which mainly manifests itself in the following characteristics:
– Cohesive construct: A networked team is a cohesive social network. It is not too tight that homophily takes stage nor too loose that it becomes difficult to diffuse knowledge and new innovations. A networked team can have a core subgroup that instills the team’s culture and insures a good environment for nourishing peripheral members with the needed knowledge. If many subgroups emerge within the team, they need to be interconnected to keep the knowledge flow going.
– Connected unit: A networked team is anything but siloed. It doesn’t evolve in an independent realm but rather bridges the gaps among itself and other teams effectively. It recognizes its weavers and leverages their access in order to reach out to novel ideas and processes.
– Just the right amount of power : While a certain degree of leadership is necessary for stimulating innovation, the power within networked teams is decentralized to some extent. Team members are actually empowered enough to function as a business within the business.
Why networked teams are winner teams?
Networked teams grant the organization a fluid structuring based on relentlessly changing templates, quick improvisation and ad hoc responses. This can easily be translated into competitive advantage as it allows for innovation through continuous creation of new (combination of) resources.
Engineering a networked team
While knowledge workers are the working force of an organization, teams are its backbone. If teams can really be businesses within the business, and of they can leverage the power of networks, then there is no saying to the potential they can unleash.
Based on more than forty interviews with Jobs conducted over two years—as well as interviews with more than a hundred family members, friends, adversaries, competitors, and colleagues—Walter Isaacson has written a riveting story of the roller-coaster life and searingly intense personality of a creative entrepreneur whose passion for perfection and ferocious drive revolutionized six industries: personal computers, animated movies, music, phones, tablet computing, and digital publishing.
“You’ll learn how to combine social web data, analysis techniques, and visualization to help you find what you’ve been looking for in the social haystack, as well as useful information you didn’t know existed.”
The Age of the Platform demonstrates how the world of business today is vastly different from that of even ten years ago. Today, the most successful companies are operating under an entirely different business model-one predicated on collaboration, emerging technologies, externally driven innovation, different types of partnerships, and vibrant ecosystems.
In their 2007 bestseller, Wikinomics Don Tapscott and Anthony Williams showed the world how mass collaboration was changing the way businesses communicate, create value, and compete in the new global marketplace. Now, in the wake of the global financial crisis, the principles of wikinomics have become more powerful than ever.
This sweeping study of the history of innovation breaks out the seven patterns of innovation like “the slow hunch” and “serendipity.” It debunks the myth of the lone genius and presents the real-world dynamics and context that enable innovation. Johnson shows how understanding the roots of innovation can lead to our own creative breakthroughs.
The Web is more a social creation than a technical one. I designed it for a social effect—to help people work together—and not as a technical toy. The ultimate goal of the Web is to support and improve our weblike existence in the world. We clump into families, associations, and companies. We develop trust across the miles and distrust around the corner.
~ Tim Berners-Lee, Weaving the Web