“What is it that you like doing? If you don’t like it, get out of it, because you’ll be lousy at it. You don’t have to stay with a job for the rest of your life, because if you don’t like it you’ll never be successful in it.”
– Lee Iacocca.
There is no organization without knowledge creation, but this is mainly aimed at personal development of all stakeholders within Organization 3.0. It is aimed at increasing self-knowledge, and thinking and operating autonomously in order to establish a place in an enterprise with dissolving boundaries: the value network of the Interdependent Economy. It is more about process knowledge than content knowledge. This is the challenge for every organization that wants to flourish in the new cyberdigm. Investing in expert skills is no longer enough. The distinctive value for the enterprise and for the individual changes with the infinite availability and accessibility of information and knowledge via the Internet. In other words, our competitors have access to the same information. The distinguishing value capabilities of the enterprise will only emerge when the individual stakeholder becomes mobile, stays in touch with coworkers and other stakeholders, and is mostly able to create a transforming experience for the customer by him- or herself. So, the key question is, what is your degree of stakeholder employability?
Employability is defined by the theory that knowledge is dispersed among individuals, and isn’t necessarily restricted to a select group within the organization. The place of knowledge and experience with regard to a particular problem is the same place where ideas and solutions are formed for said problem. Today, individual participants in an enterprise are used to making choices from an increasing supply of services and products outside of their work. They are organizing their lives to suit their interests and ideals, and they bring this behavior along with them when they enter an organization. The vision-driven enterprise makes emphatic use of these self-managing capacities. The structure of traditional organizations does not really invite participants to fully utilize the entire spectrum of thinking, feeling, and performing, so if you want to stay on top of the game, here is another reason to change and adapt.
The 70-20-10 theory teaches us that we pick up 70% of the knowledge we need “on the job,” 20% is learned from our peers, and only 10% is picked up through “formal learning.” We distinguish explicit knowledge, which can be counted, documented, and easily distributed, from tacit knowledge, which is difficult to define and share, like informal relationships or “why we do what we do.” This organizational knowledge cannot be easily documented, and is locked in the minds of your stakeholders.
The idea is to facilitate stakeholder learning by through three components: resources, time and channels. If stakeholders have access to the right content from accessible resources, at the right moment, on the right device, they are capable of managing their own learning needs during the value creation process. Within the vision-driven Organization 3.0, people are invited to get in touch with their entire spectrum of feelings, thoughts, and actions. The effect of which is that people will dare to give themselves something to hold onto (again), and can then switch companies, networks, and /or positions a lot more easily.
The question is to what extent this manner of transfer of knowledge needs to be completely facilitated and financed by the traditional employer. I believe that, in this area, one can expect more from individuals’ responsibility. The big advantage of working with knowmads is that their personal development is their own responsibility, and if they want to be “employable,” they need to make sure that they learn everyday, formally and informally.
Internal stakeholders in our enterprise are therefore encouraged to be active in external social networks. External stakeholders are tempted by using gamification techniques to do the same. Sharing stories and knowledge – storytelling – both on- and offline ensures that new knowledge is generated, which is beneficial for the organization, as well as to someone’s personal life.
This corporate-knowledge storytelling, and the curation of this corporate content storage, ensures that the organizational knowledge becomes part of the organization’s DNA, and further ensures that the players, who enter and leave the corporate Mesh all the time, don’t have to re-invent the wheel…
Different forms of knowledge exchange contribute to the continuing process of social innovation. Within our Seats2meet.com organization, we have good experiences with the following forms:
– Frequently creating physical network meet-ups for all stakeholders, where knowledge and experiences are exchanged. What’s characteristic about these occasional sessions is that the content is valued as much as the physical setting.
– Permanent coaching of the cultural bearer-ambassadors of our network. The mission and vision of the organization are put to the test with regard to personal values and norms, and are under the supervision of a coach.
– Facilitating entrepreneurship, particularly made possible by creating trust within and outside of the organization. Only leadership that advocates open communication can help people deal with far-reaching empowerment.
– Creating intervisionary moments to enrich and put the dynamically subjected vision to the test in order to remain cyclically innovative. These moments are around a certain topic and characterized by creativity, high involvement, and open communication by the invited participants from in- and outside the organization.
– Cross-pollination: connecting with organizations that appear to be outside the sector, offering a stage to the energy of young entrepreneurship. This leads to unexpected, but innovative co-creations, which create value for our various stakeholders, and also for ourselves.
According to me, there is no need for much organization in Organization 3.0, except when it comes to the facilitation of learning and development.