18 Posts found for Author: John Hagel III

Scalable efficiency doesn’t just demand conformity among the individuals within the institution. It also seeks conformity among those it serves – that’s the path to scalable efficiency. Scalable learning on the other hand is driven by the desire to learn more about those who are being served by the institutions and then to provide ever more value to those constituencies by tailoring products and services … [ Read more ]

Content: Quotation | Author: John Hagel III | Source: Harvard Business Review | Subjects: Customer Related, Learning, Management

Our informal survey of where employees are spending their time in major departments across large companies suggests that 60-70% of their time is consumed in “exception handling” – addressing unexpected events that the existing processes can’t handle. These exceptions are a great opportunity to create new knowledge – how to handle something never anticipated. Yet, today this work is generally done inefficiently – workers struggle … [ Read more ]

Content: Quotation | Author: John Hagel III | Source: Harvard Business Review | Subjects: Knowledge Management, Management

In a world of exponential change, existing knowledge depreciates at an accelerating rate. The most powerful learning in this kind of world involves creating new knowledge. This kind of learning does not occur in a training room; it occurs on the job, in the day-to-day work environment.

Content: Quotation | Author: John Hagel III | Source: Harvard Business Review | Subjects: Knowledge Management, Learning, Personal Development

Many companies are interested in implementing (or already have implemented) social software in an attempt to streamline processes and increase employee communication. Often times, however, the new software is not integrated across the company in a way that makes it useful and lasting.

Content: Article | Authors: John Hagel III, John Seely Brown | Source: Chief Executive | Subjects: IT / Technology / E-Business, Knowledge Management

The forces that fractured the computer industry are bearing down on all industries. In the face of changing interaction costs and the new economics of electronic networks, companies must ask themselves the most basic of all questions: what business are we in?

Content: Article | Authors: John Hagel III, Marc Singer | Source: McKinsey Quarterly | Subjects: Economics, Strategy

Beneath the surface of most companies are three kinds of businesses—a customer relationship business, a product innovation business, and an infrastructure business. Although organizationally intertwined, these businesses differ a great deal. …These three businesses rarely map neatly to a corporation’s organizational structure. Rather, they correspond to what are popularly called “core processes”—the cross-functional work flows that stretch from suppliers to customers and, in combination, define … [ Read more ]

Content: Quotation | Authors: John Hagel III, Marc Singer | Source: McKinsey Quarterly | Subjects: Economics, Strategy

Why you need to reconfigure the company around your people.

Content: Article | Authors: John Hagel III, John Seely Brown, Lang Davison | Source: The Conference Board Review | Subjects: Human Resources, Management, Organizational Behavior

In “push” systems the core assumptions are that companies and other institutions can anticipate demand and that mobilizing scarce resources in previously specified ways is the most efficient and reliable way to meet it. But the efficiency of push systems comes at a stiff price, for they require companies to specify, monitor, and enforce detailed activities and tasks. This rigidity necessarily restricts the number and … [ Read more ]

Content: Article | Authors: John Hagel III, John Seely Brown | Sources: CFO Publishing, McKinsey Quarterly | Subjects: Innovation, Marketing / Sales

Western companies think too narrowly about the emerging world. If they aren’t careful, they may end up as defenders, not attackers.

Content: Article | Authors: John Hagel III, John Seely Brown | Source: McKinsey Quarterly | Subjects: International – Asia, Strategy

Now is a good time to take a fresh look at your sources of capability building, according to the new book The Only Sustainable Edge. Book excerpt plus Q&A with coauthors John Hagel III and John Seely Brown.

Content: Article | Authors: John Hagel III, John Seely Brown | Source: Harvard Business School (HBS) Working Knowledge | Subject: Strategy

This McKinsey Quarterly Reader contains several articles focused on web services. In “Edging into Web services”, John Hagel points out that too much value lies at the fringes of organizations, where they interact with their partners, to leave the problem of uiversal connectivity unsolved. He argues that the technology will take off first at the connections among collaborating companies and then after proving its worth … [ Read more ]

Content: Article | Authors: John Hagel III, John Seely Brown, Scott Durchslag | Source: McKinsey Quarterly | Subject: IT / Technology / E-Business

IT’s critics say that it lacks strategic importance. So why does technology keep getting in the way of good strategy?

Content: Article | Authors: John Hagel III, John Seely Brown | Source: McKinsey Quarterly | Subject: IT / Technology / E-Business

Making a break with conventional processes can free businesses from the ties that bind their management flexibility, product creativity, supply-chain collaboration–and profits.

Content: Article | Authors: John Hagel III, John Seely Brown | Source: Optimize Magazine | Subjects: Management, Strategy

CIOs need to consider the challenges, as well as the benefits, of adopting real-time systems.

Content: Article | Author: John Hagel III | Source: Optimize Magazine | Subjects: IT / Technology / E-Business, Management

Hagel provides a clear view of the business implications of Web services: its distinct capabilities, its power to deliver near-term profits, and its potential to drive long-term growth.

Editor’s Note: read an interview with the authors and an excerpt at:
Content: Book | Authors: John Hagel III, John Seely Brown | Subject: IT / Technology / E-Business

Content: Book | Authors: John Hagel III, Marc Singer | Subjects: IT / Technology / E-Business, Trends / Analysis

Companies have traditionally embraced proprietary, in-house information systems. Until now, that is.

Content: Article | Authors: John Hagel III, John Seely Brown | Source: Harvard Business School (HBS) Working Knowledge | Subject: IT / Technology / E-Business

Content: Book | Authors: Arthur G. Armstrong, John Hagel III | Subjects: IT / Technology / E-Business, Strategy