I had the opportunity to interview Lee Bryant, CEO of the UK-based consultancy Headshift, and the result was a somewhat long, but extremely interesting series of insights based on his work in many enterprises.
Some of the topmost insights:
I found myself wishing that the conversation could have gone on longer, even though it ran over 20 minutes. Lee and I will be overlapping at several conference in the next month, and I will be sure to talk to him again.
TAGS change management headshift lee bryant oe09 Open Enterprise 2009 Social Media UK
Being resistant to change and being capable of change are two different things. Even if you want to quit smoking or eating junk food, it’s incredibly difficult to do. It’s an order of magnitude harder for organizations. I wrote about this recently at:
The rise of the social web is something I’ve been researching so I agree wholeheartedly with that statement. Innovation builds on the infrastructure currently in place. If we put trends into perspective, it’s interesting to note that the rise of the photocopier decentralized records/information management, while the rise of the wordprocessor meant that, particularly in the ’90′s, we lost a lot of the documented thought processes in our work, and in somecases lost the work completely. The implementation of enterprise2.0 is bringing back many of the formalized information management practices, but with a twist and is changing how businesses and government are valuing employees, clients and their products. Thanks for a great post.
It’s good to see the rise of the social Web part as part of this discussion. This is an absolutely fundamental shift in society in general and in the enterprise, but at this point the idea hasn’t gone mainstream yet. Most people still see social as another hot thing, not realizing the depth and breadth of the change we’re living through.
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