business with passion
1) what is success - she has a new definition
nancy anderson - her book: work with passion, ow to do what you love for a living
2) business incubators
mike gunion?
national business incubator association
80% from incubators still successful after 5 years
80% not in incubators not successful after 5 years
3) push vs pull
john hagel
push has served us well, but in today's volatility those predictions and forecasts become more challenging, instead build platforms of connections where you can draw out resources where and when you need them.
integrating passion and profession - 6th proposition
the questing disposition
how do workers respond to unexpected challenges
if not passionate:
1) ignore it
2) hide it
3) get back to assigned work.. challenge is a distraction
if passionate:
1) wow - that's really interesting, how would i handle that, challenging me to go beyond what i've experienced, who would i reach out to to try to figure this out
2) don't wait for the challenges to come to you, constantly seeking them out to test yourself
the relationship between passion and connection
in regard to your profession
1) how often you go to conferences
2) how often you partake in social media
3) how often do you go to lunch w/someone outside your company but related to your work
people who say they are passionate are actually twice as connected as people who are not passionate
test levels of passion in the workforce
united states last year:
20% of work force are passionate, 80% are not
level of passion is inversely related to the size of the company
integrating passion and business - 5th proposition
dilbert paradox - top priorities - if talent is top, how do you explain popularity of dilbert and the office which graphically demo the sculptifying effect of business environment on talent
so - what are you doing about talent
if you are developing their talent better than anyone else - why would they ever leave
as to "what training programs" - training programs less and less relevant, it's not about training but about constructing and designing the work environment so that you maximize talent on the job on a day-to-day basis
most today (esp schools) are not designed for talent development
they are designed for efficiency of operations and predictability
if you are interested in talent - rethink all operations, business strategies, and it platforms
4th proposition
move from knowledge stock to knowledge flow
from this post: challenge and opportunity for women...
knowledge flows- not large databases flowing through cyberspace.
The knowledge that has greatest value in times of rapid change is tacit knowledge, the knowledge that we all have in our heads that is tied to certain contexts, often quite new, and that we have great difficulty expressing to ourselves, much less anyone else. This knowledge is usually experienced holistically rather than reducible to abstract categories and isolated modules. For all of these reasons, this knowledge does not flow very well at all. In the words of my esteemed collaborator, JSB, this knowledge is remarkably sticky.
_______________________________________________
break from videos to reflect on this incredible post i read today.. a gold mine of insight worthy of the ending of a super year:
this post: passion and wisdom - a must read - really
make thrivability, rather than sustainability, our reality.
Both are long-term quests,... in stark contrast to our prevailing push mindsets,...of.... short-term predictability.
...both passion and wisdom are not predictable – that is in fact their great strength, they are continually coming up with new ways to create more value. The tragedy...this makes both ... deeply suspect ... and..more needed than ever.
really - go read it.. here it is again
_______________________________________________
continuing on with videos from his fb site
institutional innovation
the power of pull
passion of workers as a shift index
when we're talking about passion at work, we're not talking about happiness, quite often passionate people at work are often the most frustrated... but the most passionate people are the most connected people - this is key to participating in knowledge flows
mastering serendipity
target conferences in areas that are well beyond your expertise, because that causes deep immersion in the issues and questions that these people are addresses and often finds unexpected encounters that extend way beyond current comfort zone
choices of where you locate (physical and virtual) - but all are very crowded - so what actions can you take to attract and lead people to you to make those encounters,
experimentations with social media: best way to attract is to present yourself holistically, integrate personal/professional etc.
reasons for not doing sm - risk and waste of time
problem is we often focus on the risks, we need to be much more articulate about the rewards
shaping serendipity
the google approach only works when you know what you're looking for
but when you don't know - how can you increase the likelihood of these unexpected encounters
serendipity is not just pure luck, we can shape the places we go and the people we connect with
cross connections are huge to this as well - [seeing fractals, analogies]
in edgy areas where these innovations are happening, these people are telling stories to each other
your passion as your profession
if you have passion at the core - i'm not worried
what i'm worried about are these people that are so very competent they are getting bored - john seely brown
the experience curve often gets you into ruts - key role of an institution, how do we take these deeply competent people and put them in environments that bring in life and passion
not a free agent theory - but an incredible infrastructure for the firm/institution
energizing people in the core - whole new game if the workers become the front line, on the edge
bringing the core to the edge
often bringing the edge into the core ends up smothering the edge
better yet - get the core out into the edges
a new kind of valley of death - if you can reverse and bring the core to the edge, for that to work, board of directors need to realize there's a certain level of unpredictability - you move from scalable efficiencies to some kind of random improvisations
the deeper the core competencies can deal with the on the fly edge
life on the edge is more interesting if you have core competencies
the edge is risky, those in charge need to have the mindset to stick through the hard/shaky times
scalable efficiency to scalable learning
almost everything you learn in business scale relies on scalable efficiencies and that curve is now a diminishing returns curve
what if this new learning structure says scalable efficiency is not the gain
how do you get scalable ways of new ways to learn things...
no longer is it organization and routine, but how do i break out of my rut, how do i see things differently
notice
actualizing new ideas as fast as you can, rather than digger deeper on the same path
we're not running faster and faster to stay in the same place, we're running faster and faster and falling farther behind, no wonder we're all stressed
big shifts are creating big changes
the past were punctuated shifts
change the underlying architecture
public policy shift and tech potential are moving on to new heights
push for absolute performance if done right leads to innovation, if done wrong kills
when in times of uncertainty, tend to look inward to reliability, we lose sight of these longer term opportunities/trends
big changes are here
why the big shift
1) infrastructural transformation - something we've never seen before, no longer an s curve, now an exponential - digital infrastructure driven by moore's law, no more plateaus (stability) in the curve, people having a hard time figuring out how to play off these
maybe the notion of organizational routines might not be right anymore - because of micro and macro disruptions
kevin werbach interviews john in 2009
dang - no sound
_______________________________________________
