In the previous post [Part 1] we discussed the transformation of the economic world, and the non-transformation, visible to everyone’s eyes. We also identified engagement and co-creation as key words to launch a new way of doing business.
That engagement has a real impact on business is now proven and well known. However, understanding what methods to use to really bring an organization to high levels of engagement is a much more vague topic: a lot has been written, many recipes and many tips. I don’t think there’s a one-size-fits-all solution, and especially not a quick fix. There are some pieces of evidence, however, that it becomes important to be aware of. One out of many: Management 1.0 is the only technology from the 1970s/80s that we still use. Back then there was the Commodore 64 and engagement wasn’t really an option.
Today there are i-pads, i-phones, fuel bands, google glass, social networks….
And what about management? It remained Commodore 64 in the vast majority of cases.
In today’s hyper-competitive environment, it’s a must to develop a social technology that actually activates the fundamental competitive advantage of engagement. The next level for organizations is collaboration: there are companies that already desperately need it, and others less. But if you really want to make the next qualitative step, it’s not a question of “to do it or not “… but of how and when to do it.
The new generations are upon us, and for them peer-to-peer, social engagement, and collaboration are intrinsic modes and approaches in their experience as teens and students. Technology is making collaboration increasingly possible and pervasive. And companies find themselves in the dilemma of telling “the people at the center”, while leaving this statement hanging on the walls and wondering about engagement issues.
Who wants to make a difference? Think of a way to develop a new management technology: The Collaborative Manager. Without being fooled by the easy shortcuts given by “social” technologies: it’s a matter of people, behaviors and new ways of doing business, where technology becomes an important tool but remains a tool. The challenge is to co-create with your team, your division, your company.
