The future of business is sharing

1. Necessary ressources.2. Necessary knowledge.3. Client demands.

The Future of Business is Sharing

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Fossil collection from the 1930s.

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In the 1930s, knowledge could be segregated into matchboxes .

1. Necessary ressources.2. Necessary knowledge.3. Client demands.

Knowledge was power. Reserved to the elite.

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Knowledge could still be described in full.

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Today’s organisations look like the fossil collection.

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- overstructured - clear delineations - silos that don’t work together - knowledge is not shared across the partition walls

In the past ...—it was OK not to work with other departments.—it was OK to focus mainly on stocking knowledge.—it was OK to protect knowledge from the outside world.

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In the past ...—it was OK not to work with other departments.—it was OK to focus mainly on stocking knowledge.—it was OK to protect knowledge from the outside world.

Now ...—we are living in a fundamentally different world.—information flows across all boundaries.—stocking information is still important but no longer enough.

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Information flows

Isn’t it absurd that organisations do not actively encourage their

employees to take part in information flows, while organisations participate in a context where

everything is in fact

flowing

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Thorough-going information exchanges contribute to:

Organizational agility Learning agility Sustainable employability

The Middle Ages ? Our hierarchical structures = feudal system.

The Middle Ages ?

Employees = serfs.Clients = serfs.

In the old system forecasting has always been crucial.

1. Necessary ressources2. Necessary knowledge3. Client demands

In the old system forecasting has always been crucial.

1. Necessary ressources2. Necessary knowledge3. Client demands

Off course: forecasting still is important.

But ... it is no longer possible to forecast all the knowledge that is necessary for the business to operate.

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Knowledge stocks are still important ... But no longer enough.

1. Necessary ressources.2. Necessary knowledge.3. Client demands.

Employees should engage actively in communities. Communities with strong and weak ties.

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Active engagement in social networks is crucial.

Active engagement in social networks is crucial.

- Easy access to information- Easy access to intelligent people- Easy access to great ideas

Active engagement in social networks is crucial.

- Say goodbye to incestuous R&D

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Serendipity

< making discoveries by accident of things which you were not in quest of >

You need the right culture to be able to work in

networked structures.

1. Necessary ressources.2. Necessary knowledge.3. Client demands.

Trust Everybody has the right to speak Vulnerability Failure tolerant leadership

1. Necessary ressources.2. Necessary knowledge.3. Client demands.

All information flows. It will not stop at the boundaries of your organization. Permeability of the organization

Permeability of the organization The idea of the organization as an independent

whole = obsolete. What is inside and what is outside ? Not clear

anymore. —Co-creation with clients—Diversified workforce / open talent economy.—Open innovation (e.g. IMEC)

How should your company innovate? While the key to succesful innovation once lay in the controlled environment of the corporate laboratory, today the widespread distribution of useful knowledge makes such control unfeasible. Competitive advantage now often comes from leveraging the discoveries of others.

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Rather then relying entirely on internal ideas to advance the business, an “open” approach to innovation leverages internal and external sources of ideas.

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Paradigm shiftAs it used to be ... How it will be ...

Predictability UncertaintyControl & command VulnerabilityHierarchical thinking Adult working relationshipPush Pull

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And both push and pull

will always be needed...

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Organizations as they used to be ...

Boxes on the organization chart are completely segregated beforehand. We push employees into them.

Organizations as they should be in the future ...Organizations are platforms that draw people in and bring them together. Organizations enable people to connect with others.

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Organization in “pull” approach.

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Marketing

MailingsBrochuresCold calls

Marketing

Content marketingSocial gravity

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Strong content marketing ensures that clients come to you = “social gravity”.

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Clients’ demands

We are able to forecast the client’s demands.

Client’s demands

We listen to the information flow that the clients themselves produce, so that we can discover the client’s needs.

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HR

HR knows all the staff’s learning needs and designs trajectories itself.

HR

HR encourages people to go in search of answers to their own learning needs.

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The following organizations encourage knowledge sharing. What are the lessons learned?

1. Necessary ressources.2. Necessary knowledge.3. Client demands.

1. Necessary ressources.2. Necessary knowledge.3. Client demands.

Do not focus on technology. It’s more about culture and leadership.

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Build conditions so that people feel comfortable about sharing.

Reward people for sharing.

1. Necessary ressources.2. Necessary knowledge.3. Client demands.

Make sure executives participate.

1. Necessary ressources.2. Necessary knowledge.3. Client demands.

Mix formal and informal communities.

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Ambassadors Community managers

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Online working does not replace offline activities.

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Knowledge is still power.

Sharing knowledge makes you even more powerful.

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Bent u op zoek naar ... korte kick-in-the ass sessies over “The Future of Work”. workshops voor leidinggevenden over het stimuleren van

kennisdeling. workshop over het stimuleren van het gebruik van een social

intranet. work-outs van 1 uur “I start to Twitter” en “I start to LinkedIn”. public Speaker over “The Future of Work” “Agility” “Resilience”

Contacteer isabel.declercq@kluwer.be.0477 87 24 69

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Bent u op zoek naar ...Opleidingen om Het Nieuwe Werken te implementeren http://opleidingen.kluwer.be/event/heniwnb/opleidingen.html

Opleidingen over Social Mediahttp://opleidingen.kluwer.be/nl/Training/OpenOpleidingen/221/

1. Necessary ressources.2. Necessary knowledge.3. Client demands.

isabel.declercq@kluwer.be0477 87 24 69