The weekly round up:
- The mind is for having ideas not holding them – [Video] The “Getting Things Done” guy, David Allen, talking about creating clear space for your brain to do creative things. “Getting things done” isn’t about getting things done – it’s about making space in your head for more important things.
- When Employees Misinterpret Managers – “What gets measured gets done” – but you need to beware of unintended behaviours driven by poorly-thought-through metrics. And another caveat: managing by numbers only is a bit like painting by numbers: for amateurs and pre-schoolers.
- Bored People Quit – And who gets bored quickest? Your smartest people. How do you stop them getting bored? Give them interesting tasks. What if I have no interesting tasks? Prepare for a slow and tedious extinction …
- IT Outsourcing: How Offshoring Can Kill Innovation – A cautionary look at the dangers of outsourcing, particularly as it moves up the value chain from “grunt” work to “thinking work” – once you outsource your thinking, and your unique capabilities, you have no business. And as the interview points out, it’s broader than a single organisation – it means countries lose the infrastructure and network of suppliers in an industry, so the outsourcing becomes a continuing death spiral.
- Is Following More Important Than Leading? – An alternative take on leadership – maybe it’s the first FOLLOWER that is important, not the idiot dancing
- Empowering Leadership – Leadership doesn’t necessarily mean having a leader: “On teams that function well, every member of the team leads. Each person takes responsibility for helping the team move forward.”
Rather than trying to discover leaders, we should be developing leadership …
- The Big Idea: Creating Shared Value – Michael Porter suggesting that there is a way to build economic value that provides societal value as well – it’s just that we might have to think outside of out-dated business models to achieve it: “The purpose of the corporation must be redefined as creating shared value, not just profit per se. This will drive the next wave of innovation and productivity growth in the global economy. It will also reshape capitalism and its relationship to society. Perhaps most important of all, learning how to create shared value is our best chance to legitimize business again. “
- Hierarchy and Network: Two Structures, One Organization – Kotter makes the valid point that hierarchies are optimised for repetition, stability and efficiency. Which means they don’t change or adapt well. He explores the possibility of a simultaneous network structure to handle change … an idea that strikes me as unlikely in practice. What I CAN see happening is a continuous flux between network (for periods of change or instability) morphing into hierarchy, and then back again through the cycle. What I PREFER to see is network structures for operation, and hierarchy for administration – suit the structure to the purpose.