Tag Archives: P&G

Tomorrow’s Manager: a knowledge meshworker

The era of the knowledge worker is passing;

the era of the knowledge meshworker, or 1% knowledge worker, has arrived.

Peter Drucker, around 1959, coined the term knowledge worker(1). Most of you reading this are knowledge workers, whatever your (more…)

The start of a new era: Futurproofing your organisation.

We are at the start of a new era. See this video and discussion for the triggers for this blog entry.

Already we see changes in how business are run, and what they do to make money. Business that could never have existed 20 years ago are becoming mainstream. (Think of Amazon, Google, Booking.com) Other businesses that thrived, saw a secure 100 year future ahead of them, (like the US big steel industry) are no more.

Whether you are the biggest kid on the block, say a Procter and Gamble, or an independent professional, you will only thrive (more…)

Losing the Manager

There is an orchestra with no conductor, no management, and no soloists. Called Spira Mirabilis (the logarithmic spiral found across nature, e.g. in shells), the musicians use the power of distributed leadership.

The ‘leader’ is one big idea, a shared purpose across all members of the orchestra. This frees up each member of the orchestra to identify what needs doing next, and then go ahead and do it. Do it in harmony with all the other actions.With the music reflecting a much deeper collective performance than is possible following a single conductor.

This makes them able to react instantly to (more…)

The business value of values

Companies that continue thriving well beyond the lifetime of the founder have solid corporate values. These are used to guide decision making, especially those tough decisions where the quick money points one way, but long-term or big picture perspectives point the other way. Think here of some of the oldest companies around, like P&G.

Whenever one of our clients needs a to get their culture shifted, so that it is fully aligned with their purpose and strategy, we’re invariably asked “I know having clear and solid values feels right, but how can we measure them? How can we measure the (more…)