Published on April 7, 2009
The Intelligent Organizationand how to build it with TeamPark®
A short introduction
By I&I, Innovation-experts at
More information: http://teampark.org
A changing society, customer and employee force organizations to adapt5 REASONS for ‘TeamPark’
1 Free and unrestricted collaboration proves difficultThe communication mis//match Formalandsynchronousoutbound -> informalanda.syn.chro.nousinbound ← Teams and organizations often work like a machine: internally synchronized and formalized. This creates a mismatch with customers and other teams and organizations that have there own synchronization and rhythm
The new world of won’t workAny place, but any time? People who are bound by workflows and direct communication cannot collaborate ‘anytime’, because they need to be synchronized 2
Limitations to classic business process improvementWhere to find more effectiveness? 3 Remaining Underperforming and misplaced processes cannot be optimized without consequences > We reached the limits of the current model <
Talented people in untalented organizationsHidden talent Formal, standardized structures, processes and functions can never draw on all available collective and individual talent -> people can do more then their functions allow, organisations can do more then their procedures allow 4
Peak-oil, peak-coal, peak-uranium, peak-everythingTransition to sustainability The future must be green and sustainable, organizations must be able to react on big changes, flexibility andadaptivity are not properties of our current organization models 5
The legacy of Taylor and Ford: intensive knowledge farmingKnowledge processing factories What is the problem? Can inabilities this fundamental and profound be solved? Modern organizations are like factories,based on an industrial model (Taylorism). And that’s limiting when working with information because information-processing doesn’t require physical presence
The problems with the ‘industrial’ modelLimiting communication and procedures The industrial model is based on direct, synchronous communication and standardized workflows. The organization adopted a fixed structure and way of working. Based on the views of Taylor (scientific management) . > Centralized control < > Synchronous communication < > Standardized workflows and work dispatch < > Standardized function profiles < > ‘machine-bureaucracy’ <
Social collaboration and communicationFundamentals of TeamPark®
A new way of collaboration has emergedit is called ‘social’ and it ‘works’
Stigmergy drives socialNature’s way of setting up mass-collaboration Part of the new science of ‘complex self-organizing systems’. Structure of stigmergy: A platformSignals (the state of the platform)Agents or actors leave of change signalsPredictable reactions on these signalsExamples of stigmergy: Ants and social insectsRoad / trafficAll over nature and organisms…
Signals (the state of the platform)
Agents or actors leave of change signals
Predictable reactions on these signals
Ants and social insects
Road / traffic
All over nature and organisms
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