All posts tagged: Interviews & Cases

Haydn Shaughnessy on Platforms and Ecosystems

Haydn Shaughnessy is an authority on economic change and business transformation. He has written several books that examine business and finance in the 21st century. These include The Elastic Enterprise, co-authored with Nicholas Vitalari, Shift and Platform Disruption Wave. He discussed his ideas and future platform trends in conversation with Jane McConnell. This case study was first published in “The Organization in the Digital Age” in December 2016.

Read More

Alice Obrecht on Innovation and the Success-Fail Spectrum

Alice Obrecht is a research fellow at the Active Learning Network for Accountability and Performance in Humanitarian Action (ALNAP), an organization dedicated to improving humanitarian performance through increased learning and accountability. Alice leads ALNAP’s work on effectiveness and innovation. She is the co-author, with Alexandra Warner, of a recent report, More Than Just Luck,* which examines innovation in humanitarian action. Alice spoke with Jane McConnell about her research and the insights it gave her. Interview was first published in “The Organization in the Digital Age” in December 2016.

Read More

Société Générale: Digital For All

Uncertain times, subject to rapid changes, require responsive people. Société Générale has launched several initiatives that encourage a new mindset and behaviors, founded on the principles of effective communication, collaborative working, flexibility and mobility. These are moving people out of their comfort zones, addressing some of the shortcomings of corporate hierarchy, and enabling people to use the tools they need to get their work done in a way that is most effective for them. This case study was first published in “The Organization in the Digital Age” in December 2016.

Read More

NMCRS: Transformation in a Fluid Organization

The Navy-Marine Corps Relief Society (NMCRS) is a non-profit organization that provides financial, educational, and other need-based assistance to active duty and retired members of the US Navy and Marine Corps, their eligible family members, widows and survivors. NMCRS has 220 employees and a continually rotating staff of volunteers around the world. Approximately 2,700 volunteers are serving at a given point in time and a total of 4,000 over a year. This 112-year-old organization went from having only a static website five years ago to having a modern digital workplace today. This case study was first published in “The Organization in the Digital Age” in December 2016.

Read More

Air Liquide: Focus on People, not Tools

Air Liquide is an international company with a presence in 80 countries. Founded in 1902, it has a long tradition of innovation. With 68,000 employees worldwide, it specializes in gases, technologies and services for industry and the health sector.  Now, after decades of experience adapting to evolving customer needs, Air Liquide is embracing the digital age, on a new transformation path involving their customers and employees worldwide. This case study was first published in “The Organization in the Digital Age” in December 2016. Photo credit: https://www.airliquide.com/

Read More

Danish Demining Group: Innovation in the Field

The Danish Refugee Council (DRC) is a nonprofit organization that aids communities and individuals affected and displaced by conflict across the globe. Its activities are multifaceted, covering several interrelated areas of focus: Shelter and Non-food Items, Food Security, Protection, Income Generation, Coordination & Operational Services, Community Infrastructure & Services, Humanitarian Mine Action, Armed Violence Reduction (AVR), Water, Sanitation & Hygiene (WASH) and Education.Read about how they are innovating in the field in high-risk situations. This case study was first published in “The Organization in the Digital Age” in December 2016. Photo credit http://danishdemininggroup.dk

Read More

Overcoming Fear

Fear, a natural obstacle to entrepreneurship. The entrepreneurial spirit thrives in organizations where people can experiment and take risks. Unfortunately, the entrepreneurial spirit is more often stifled than stimulated because of organizational practices and culture. When entrepreneurial activities trigger change and uncertainty, fear is a common reaction. Building an entrepreneurial spirit is hard work, and much of that work involves overcoming fear.

Read More