During volatile economic times, some things that used to be easy in recruiting and Talent Management become much more difficult. As a result, it’s important to identify and then focus on these new problem areas:
Factors Of Production For An Innovation Economy | Socialutions
We know that in the knowledge economy, the location of knowledge work is highly mobile €“ so “Land” does not have the same significance for making things as it did 100-200 years ago. What about “Labor”? Knowledge workers analyze situations, manage many variables, and create unique solutions. They do not really produce identical knowledge pieces like a machine operator or a production worker €“so Labor also means something different than a century ago. The term “Capital” refers to money that would be needed now to build future structures, buy machines and to pay wages. Today money buys access to information, education, and knowledge workers. So we see that many old economic principle may not be as applicable in the new economies.
Intellectual Capital Theory suggests that concentrations of educated and motivated people attract investors to employ them and invest in the communities where they reside.
The Social Capital Model suggests that people acting in communities can create better solutions, greater accountability, and more economic growth than management, governments, or bureaucracy can induce on their ow
The Creative Capital Model, suggests that engineers and scientists think more like artists and musicians than like production workers
OUR financial catastrophe, like Bernard Madoff’s pyramid scheme, required all sorts of important, plugged-in people to sacrifice our collective long-term interests for short-term gain. The pressure to do this in today’s financial markets is immense. Obviously the greater the market pressure to excel in the short term, the greater the need for pressure from outside the market to consider the longer term. But that’s the problem: there is no longer any serious pressure from outside the market. The tyranny of the short term has extended itself with frightening ease into the entities that were meant to, one way or another, discipline Wall Street, and force it to consider its enlightened self-interest.
Rather than list off a « top ten » list of predictions for 2009, I thought I would briefly layout some topics and areas that business and IT decision-makers should pay attention to when formulating Enterprise 2.0 plans:
Business leaders also need to realize the importance of cultural dynamics and the challenges that go along with changing work models and persuading people to change their behaviors. Consideration of new roles (e.g., community organizers) and new ways of assessing people’s participation and contribution (e.g., redefining performance appraisal processes) are not far-fetched ideas.
So, I’ll repeat myself in 2009 – IT organizations need to look at this space as a middleware decision.
Culture: It’s not about the technology (per se). I’ve talked to organizations that have both succeeded, are struggling, or have failed with various E2.0 « tools ». Organizations that have effectively leveraged E2.0-related tools most often are those that realized that cultural issues and E2.0 initiatives go hand-in-hand. Governance, change management, community-building and other « people strategies » help organizations leverage cultural dynamics in a positive fashion.
I was surprised to find a disconnect between social networking initiatives and identity management efforts. If employee profiles and the social tools they use to express themselves and establish relationships with others become the « fuzzy front-end of identity », then how those profiles become aligned with identity management becomes a critical issue for business and IT strategists. The interoperability aspect with external environments as digital life and digital work converge clearly comes to the forefront as well.
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