I’m writing series of pieces exploring aspects of the Socially Dynamic Organisation: that which is fully adapted to the realities of the Social Age. Being Socially Dynamic is not a matter of single aspects of change, but rather a holistic pattern of adaptation as we transform the organisation from being hierarchically controlled and vertically segmented to be scaffolded, reconfigurable, and truly fit for purpose.
Such an organisation has a diversity of strength: not strength based purely within hierarchy, based purely upon knowledge, based purely upon existing ability to get the job done, but rather upon its agility, an ability to solve problems through creative and distributed capability.
Whilst the Victorian organisation codified its strength into structures and hierarchy, the Socially Dynamic one finds strength in its communities, facilitated by technology, and through access to co-created, dynamic, and adaptive forms of knowledge, which remain directly relevant in the moment.
This does not happen by accident, but through a careful process of transformation across every aspect of the organisation, from its mindset, to its technologies, its approach to learning, the emergence of Social Leadership, and its ability to release itself from constraint in change.
Diversified strength is not about commonality and uniformity, but rather about difference, channelled through shared value and shared purpose, working within a common narrative structure, but highly creative and adaptable when it comes to problem-solving.