Most Enterprises that take on Enterprise 2.0 initiatives often fail at integrating a value-laden learning model that ties in naturally with the ‘tempo’ of the organisation’s strategic and operational goals.
In an ever changing corporate landscape (or fitness landscape I must add) – there is a dire need to reconcile “new modes of working” with simple principals of the Learning Organisation Model – which has references back to Vijay Govindarajan and Chris Trimble’s Book 10 Rules For Strategic Innovators: From Idea to Execution
The idea of strategic innovation is covered in brief in this article with the focus on innovation being housed as an ‘umbrella term’ in its three main domains (Continuous Process Improvement, Process Revolutions and Product/Service Innovations)
In this light, the idea of the learning organisation in today’s complex Network Economy needs to employ these models to foster a collaborative working environment that will never be possible without the full appreciation of another article I wrote on ‘network productivity’ – which signals the need for employees at all levels in large organisations to communicate effectively to senior executives and perhaps even the board on their intentions or ambitions for a) organisational change or b) micro business (on a part time basis) opportunities.
In the Australian Economic landscape, there are significant tax advantages for people that are interested in creating or working on a small business on top of their full time jobs. The specific tax advantages aren’t totally clear without a transparent reporting mechanism that fosters a) creativity and b) intuition with the goals of the small business in question as it is often argued that a lot of small businesses are engaged in the ‘black market’ spectrum without the comprehensive or detailed reporting of their real income flows.
Personally, a good place to start with small business is to engage and co-create with exhibition or conventions that are often sponsored by large organisations which host the right individualities for speaking, inspiration or providing a workshop of ‘tools and techniques’ that facilitate the adoption of the plethora of social media and web based tools that can be totally conducive for their cost structure.
In this respect, a useful point of reference (or starting point) would be the points and arguments I raise in this article; which clearly has some static figures to compare and contrast with hard variables in strategic management and strategic marketing planning such as ROI, Refferal/Churn Rate that synthesises the core business function of creating ‘conversations’ around a brand or organisation.All of this should be taken into account with the R.E.D Model put forward by Don Tapscott (Retail, Evolve, Develop).