Over the past two decades, globalization and digital technology have combined to create vast, complex networks that weave themselves through every economic and social activity. Money, goods, data, and people now cross borders in huge volumes and at unprecedented speed. Since 1990, trade flows have grown 1.5 times faster than global GDP. Cross-border capital flows have expanded at three times the rate of GDP growth. Information flows have increased exponentially.

These networks form a global communications and information grid that enables large-scale interactions in an instant. Within this digital fabric, old boundaries begin to blur; cross-border capital flows also become information flows; and just-in-time supply chains also serve as just-in-time information chains.

Guardian
Während andere Zeitungen ihre Mauern hochziehen, lanciert der Guardian ein WordPress-Plugin, mit dem Blogger ganze Artikel des Guardian bei sich einbinden können. Ganz selbstlos ist das nicht, in die republizierten Artikel wird vom Guardian Werbung platziert.

siehe z.B. ab Seite 78 der Präsentation

The Current Infrastructure Revolution – Information

The most important innovations are those that create possibilities that could not have previously been imagined, and with them create the industries of the future and millions of new jobs.

The steam engine, electricity, the automobile – these were technologies that did not just permit existing products to be produced better or more cheaply, but opened whole new economic vistas. We are in the middle of another one of those revolutions right now.

The information technology revolution is redefining infrastructure. For millennia, progress in infrastructure came from the more effective movement of the commerce in goods and services. But in the digital world, we are concerned with the movements of images and ideas, bits rather than mass.

We are now in the midst of the third wave of the Internet’s development: mobile broadband.  And we have only begun to glimpse the benefits of that revolution, exemplified by smartphones, netbooks, and the applications that run on them.

Burn-out trifft nicht nur einzelne Menschen, auch ganze Unternehmen können darunter leiden. Manager müssen wissen, wie sie Erschöpfungszustände erkennen, beheben und in Zukunft vermeiden. Nur dann können Mitarbeiter ihre volle Leistung erbringen.

This company is known for its great editorial product, and it should be. But the biggest surprise is [the role of] technology and openness in enabling us to grow so fast. ... It's the whole content management system that our team has that enables editors to do their own search engine optimization and [content] sharing right at their desks and to get updates on how well their stories are doing every fifteen minutes. We had one of our really strong editors here leave to go to another news organization, a very large newspaper, I won't say which. When she was hired, everybody's like, "Do that magic the way you did at the Huffington Post.

Die 40-Stunden-Woche hat ausgedient. Wer die talentierten unter 30-Jährigen in sein Unternehmen holen will, muss umdenken: Im Mittelpunkt steht die Aufgabe, nicht die Arbeitszeit. Zeiterfassung? Überflüssig!

Beispiel Best Buy: "In der Zentrale der US-Elektronikkette Best Buy werden mittlerweile mehr als 60 Prozent der 4000 Mitarbeiter ausschließlich anhand von Aufgaben oder Ergebnissen beurteilt. Fest Angestellte bleiben nur so lange im Haus, wie sie tatsächlich für ihre Arbeit brauchen. Aushilfen arbeiten eine festgelegte Anzahl an Stunden, aber sie können sich aussuchen, wann sie arbeiten. Beschäftigte, die an dem Programm teilnehmen, berichten von verbesserten Beziehungen zu Familie und Freunden, von größerer Treue zum Unternehmen, von mehr Konzentration und Energie."

Our technology tools and platforms are highly participatory and social. They take advantage of intrinsic human motivations to contribute in order to be noticed, to share opinions, to be a part of something greater than ourselves. Otherwise how would one explain remarkable success of Wikipedia and many other crowdsourced sites that rely on contributions of volunteers? Our business models, by contrast, are based primarily on monetary rewards. They are mostly hierarchical and non-participatory decisionmaking processes (Facebook's unilaterial decisions regarding changes in privacy terms for members is but one example). And they operate without the kind of transparency of information when applied to their own operations that is at the core of communities they enable.

If we are to truly fulfill the promise of technology tools we have created, we urgently need to design new governance models and new ways of creating value. In the least, organizations whose value derives from communities they create should incorporate the governance principles of successful commons organizations and use the same technology platforms that are at the core of their operations for governance purposes.

via boingboing.net

Marina Gorbis is Executive Director of Palo Alto based Institute for the Future, an independent nonprofit research group.

„Du bist auf Facebook? Das ist doch rufschädigend". Was sich ein hochrangiger Manager der Deutschen Telekom noch Mitte des Jahres 2010 von einem Kollegen anhören musste, ist eine Minderheitenmeinung in deutschen Führungsetagen. Denn 80 Prozent der Führungskräfte sind in den sozialen Medien engagiert, hat eine Online-Umfrage der Deutschen Telekom, der defacto.x und der Selbst-GmbH unter 477 Führungskräften in Deutschland ergeben.