Estimated reading time: 5 minutes
Quality communication is not unidirectional, it’s the conversation that enables us to listen. Quality knowledge is not explicit, that we try to encourage through training, it’s tacit, transmitted through conversations. Innovative culture like any other type of culture is conversations that need to be guided by a new type of leader.
Now the conversations through social technologies are promoted in organizations, in what we have called conversations 2.0. In Barcelona and Madrid, we held two events that we have called #conversaciones20 because we think we are experiencing a special moment in which reflection on some of the best business experiences of our times is needed.
After listening to 24 participants, I’d like to share with you five trends that summarize what I have heard.
Five trends on new ways of managing talent in new organizations:
1. Tacit knowledge gains prominence over explicit knowledge: Information training is becoming more important than formal training, packeted contents in the form of courses and workshops loses importance to social training. Practice communities and communication generate more knowledge than ever through conversations, a knowledge that can be extremely valuable for businesses. The major issues are how to ensure quality in these new ways of generating tacit knowledge.
2. Leadership and “trojans” driving new values: The change towards organizations 2.0. is not a technological change, it’s a cultural change. The new values and new ways of managing require both transforming leadership at top management and the complicity of informal leaders, of intra-entrepreneurs, of trojans… The drive of these new values is what transforms organizations into organizations 2.0.
3. More social, liquid and open organizations: There is an enormous consensus that we are going towards more social organizations where the hierarchy and the functional order lose importance to communities, new more liquid organizational ways that require new ways of managing talent. But what’s more, the organizational border is broken down and the organizations are more open towards the outside: customers, suppliers, innovation managers, citizens…
4. Talent management serving business and innovation: The new ways of managing talent and the new social technologies are at the service of efficiency, greater productivity, better customer/citizen service, sales efficiency…. The commitment, creativity, flexibility, talent are at the service of improvement and innovation focused on the business from a more strategic perspective.
5. Digital rupture, the new organizations are the future, but the future is already here. We can already find excellent examples of organizations with best practices, whatever the size, and the sector is becoming increasingly less important, although the best practices are located in sectors where technology has more importance. However for most, this disruption is happening too fast and many companies and professionals find themselves lost, faced with new roles and organizational implications of these new technologies.
The general impression of this conference is that many have already decided to move towards these types of new organizations and those that have already done it, despite the short journey, not only believe that organizations 2.0 are possible, but are inevitable as the only way of facing the future.
Virginio Gallardo (@virginiog) is Director of Humannova, a HR consultancy specialized in helping lead innovation in companies and manage the organizational transformation. He is author of the book “Liderazgo transformacional” and coordinator of Liderazgo e Innovación 2.0. This post was published originally on his blog “Supervivencia Directiva”, where you can follow his thoughts.