Het wordt tijd voor een nieuwe bril!

En wederom een geode beschouwing van Bart.

Bart Stofberg

OlijfgroenIn ben opgegroeid in de jaren 70.  Alles uit die tijd is gedateerd. Toen ik mijn huis kocht was de badkamer olijfgroen met okergeel. Ontzettend jaren zeventig. Ontzettend gedateerd. Ontzettend om te zien.

Aan de Tweede Industriële Revolutie hebben we de lopende band te danken. Dat was de tijd van de lopendebandmedewerker. Hij werkte primair met zijn handen. Na de IT-revolutie werden we een kenniseconomie en dat was de tijd van de kenniswerker. Die werkte primair met zijn hersens. Die kenniswerkers werkten in processen, net zoiets als de lopende band, maar dan met ruimte voor de kennis. Zo zou het moeten in ieder geval.

Inmiddels komen we weer in een nieuwe tijd terecht. Er is geen schaarste meer, maar overvloed. Zoals Dan Pink schrijft: Als wat jij doet goedkoper kan worden gedaan in China of India, of als een computer het sneller kan of als er geen speciale reden is…

View original post 267 more words

Advertisements

Oversupervision vs. Undersupervision: Finding the Perfect Balance

Why Lead Now

Having direct reports can be hard. There’s so much work as it is and having to manage several employees on top of that can be overwhelming. And especially when there are urgent tasks to complete, it can be difficult to prioritize time with your direct report.

Some managers tend to pull back in situations like this, leaving the direct report to fend for him- or herself. Interestingly enough, other managers tighten the reins, keeping a closer eye on the direct reports and micromanaging, leading to more time lost. Contradictory, I know, but this does happen.

So how do you give your direct reports what they need, while also preventing them from feeling like you’re breathing down their necks? The answer is the same as what can save a marriage on the brink of disaster or stop a heated discussion from erupting into a fight: communicate. I mean, honestly, who…

View original post 256 more words

You Must Confront These 4 Uncomfortable Truths About Trust

See on Scoop.itAbout leadership

No one disagrees that trust is an indispensable ingredient of strong, healthy relationships. In the workplace, high levels of trust increase productivity, efficiency, innovation,and profitability. When trust is low or absent, people avoid risk, decisions are questioned, bureaucracy increases, and productivity and profitability diminish.

However, there are some uncomfortable truths about trust we must confront. These difficult areas often hold us back from fully trusting others and enjoying the personal and corporate benefits of high-trust relationships. We often shy away from acknowledging or addressing these truths because they are exactly that – uncomfortable. But confront them we must if we are to grow in our capacity to trust others and be trustworthy ourselves.

John Lasschuit ®™‘s insight:

Couldn’t agree more

See on leaderchat.org

Productivity is not the Goal

See on Scoop.itAbout leadership

There’s a lot being written these days about being productive. I read several posts this morning containing ideas on how to Hack Productivity.

 

These articles contained many useful ideas. My concern is that most were about form not substance.

Many of the ideas I encountered would certainly increase my output – get up at 4:00 so no one will interrupt; stop having coffee with people because it takes too much time, etc. My concern with this ideas: Doing more is NOT the same as adding more value.

See on greatleadersserve.org

Apply lean concepts in IT to make a bridge to the business

See on Scoop.itIT News

Håkan Borglund, CIO at Toyota Material Handling Europe, says applying lean principles to IT deepen its connection to the business

 

One of the main topics of the conference was the application of lean concepts in IT. Agile is focused on build activities and the approach has become a standard way of working with IT development in many global organisations. At our organisation we used the agile approach when developing our award winning fleet management solution, Toyota I_Site. It is now in its third release and bringing substantial customer benefits.

John Lasschuit ®™‘s insight:

Lean and Agile are the the way to go.

See on www.computerweekly.com

What Jobs Will the Robots Take?

See on Scoop.itIT News

It is an invisible force that goes by many names. Computerization. Automation. Artificial intelligence. Technology. Innovation. And, everyone’s favorite, ROBOTS.

 

Whatever name you prefer, some form of it has been stoking progress and killing jobs—from seamstresses to paralegals—for centuries. But this time is different: Nearly half of American jobs today could be automated in “a decade or two,” according to a new paper by Carl Benedikt Frey and Michael A. Osborne, discussed recently in The Economist. The question is: Which half?

John Lasschuit ®™‘s insight:

The last sentence of the article is the most important….

See on www.theatlantic.com

Midsize Insider: The Next Wave of Remote Workers Are Independents

See on Scoop.itThe New way of Work

Practical Perspectives for the Midsize Business. Brought to you by IBM.

 

According to MBO Partners, from 2011 to 2013 the number of independent workers in the United States grew 10 percent to 17.7 million people earning a total annually of $1.17 trillion. The number of workers is projected to reach 24 million by 2018, a vast pool of talent that is far greater than the local prospective employees within a reasonable commuting distance for a business. Building teams that are enhanced with independent remote workers can significantly increase the talent and skills that will be applied to the work at hand. One of the larger benefits of creating remote teams is the reduction of project costs. Data gathered by GlobalWorkplaceAnalytics.com shows that “a typical business would save $11,000 per person per year” by enabling employees to work from home.

See on midsizeinsider.com