Category Archives: Socially Dynamic Organisation

Mission, Culture, Values

In ‘The Socially Dynamic Organisation’ i explored a new model of Organisational design, based upon the notion that the context of Organisations has evolved (the Social Age), the nature of engagement has shifted (to intersection of formal and social), and … Continue reading

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Leading at the Intersection: Challenge and Opportunity

Social Leadership describes a form of leadership at the intersection of formal and social systems: as our Organisations become increasingly blurred, multi-dimensional, with less distinction between the ‘owned’ and ‘influenced’, more permeable, fluid in organisation, or simply fearful or desperate, … Continue reading

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Radical Interpretations: The Learning Economy

My new publishing project is called ‘Radical Interpretations’, and will contain a series of ‘imagined futures’. The intention is to curate a collection of essays, artwork, conversations and ideas with a 3-5 year future focus, but unconstrained by practical implementation. … Continue reading

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The Evolving Context of Organisations

When i started writing about the Social Age, ten years ago, it was largely an idea. A shadow of thought whereby i tried to catch hold of the silk threads to make a web. It was clear that things were … Continue reading

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Socially Dynamic Structure: #WorkingOutLoud on Organisational Design Ideas

I’m revisiting work on the Socially Dynamic Organisation, which considers aspects of Organisational Design, formal and social structure, and mechanisms of collectivism, connection, productivity and effect. This is essentially a conversation about how we design, or redesign, our Organisations to … Continue reading

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Framework for the Future of Work

In a series of articles i am exploring the conversation about the ‘Future of Work’, moving beyond a simple conversation about ‘where’ work happens, into a broader examination of ‘how’, and even ‘why’. The overarching narrative here is about the … Continue reading

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Capability: Plug and Play or Plant and Grow?

It’s easy to think of an Organisation as a structure that we must plug people into – domains and hierarchy trick us into this view. This will give us one type of capability: a known one, a predictable one. A … Continue reading

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#WorkingOutLoud on The Experimental Organisation

With ‘The Quiet Leadership Guidebook’ and ‘The Humble Leader’ books both in production, my main writing focus now turns to the interviews for ‘The Experimental Organisation’. In this work i will be exploring how Organisations learn to change: specifically, how, … Continue reading

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Big Loop and Diminishing Loop Organisations

We can consider Organisations in terms of entropy: the way that energy is bled out of a system through friction, inertia, radiation, and opposition, over time. Organisations that wish to change, to be in motion, to be changeable and dynamic, … Continue reading

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Systems Build Statues

There are rewards, within many Organisational systems, for building Statues: monumental and megalithic structures. Procuring new systems, creating new products or services, or stripping out cost and complexity. But there are relatively fewer rewards for self reflection after the event: … Continue reading

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