The Future As Seen By Me In 2010

Well looky here, things one has scanned in eh. (ignore the photo, that's some guy that made some accounting software, not sure what became of him ;) MIKE RIVERSDALE is fuming. The expensive headphones he bought in Sydney three weeks ago have just died. His first reaction is not to randomly spill expletives into his coffee, but to use his iPhone to vent his frustration to his Twitter con- tacts, under the moniker Miramar Mike. "I will also put, 'What should I do?' It's a conversation. I'm reaching out to the people following me." The council predicts hand-held digital devices such as smartphones will rule the world in 2040. They already rule the life of Mr Riversdale, whose company WaveAdept helps businesses adapt - their computing sys- tems to allow staff to work from anywhere - and with anyone. In order of fre- equency, he uses his iPhone to tweet (1136 followers; 8363 tweets since joining), e-mail, make phone calls and use online services, such as checki

Telling lies at work

Nice posting from the Jim Donovan (CEO of Fronde) regarding openness and honesty:
If you don’t deep-down do ‘openness’ and ‘honesty’, you’d be better off not claiming otherwise - you’ll be reviled the minute you show your true colours. Openness and honesty have to come from deep-seated personal values that are lived and demonstrated.

I agree. Sitting around in nice warm (!) offices pontificating with your work peers about how the organisation values are so cool and will lead to greater profit with chirpier minions staff will not achieve much (possibly a loss of respect from those that get to hear what you're doing).

Do it. Be it. Model it for others. People need to see a behaviour that directly reflects the values (whatever they might be) that the organisation claims to be.

In the example at my work we have values of 'trust' and 'openness'. One of the ways that I am keen to have those values enacted is to remove the convoluted publishing process we have for the intranet (why do people do that). I am endeavouring to move towards a much more agile* beasty by making it a Wiki based area. Then we'll have to 'trust' the staff and hopefully engender a lot more 'openness'.

There will have to be a large amount of the other 'value' (of 5) that we hold near and dear - courage.

* Agile is something that Fronde (and I) espouse as a far more natural way of delivering the outcomes a business wants. It does however challenge those that work in a more fixed, command-and-control and hierarchical manner.


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