Many leaders are now aware of the dangers of collaboration overload and collaboration-tool overload in the workplace. The evidence continues to mount that, for many organizations, the costs associated with meetings, emails, IMs and other forms of workforce collaboration now exceed the benefits.
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In 1900, 30 million people in the United States were farmers. By 1990 that number had fallen to under 3 million even as the population more than tripled. So, in a matter of speaking, 90% of American agriculture workers lost their jobs, mostly due to automation.
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Competition between employees is an inescapable part of most people’s work lives. Whether overtly or otherwise, most companies create a dynamic in which employees compete against each other for recognition, bonuses, and promotions.
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“Leadership” has historically referred to “industrial leadership” – the managerial styles and structures that served industrial firms well for a century. But the leadership of digital businesses in the post-industrial age is fundamentally different and is defined by five paradoxes.
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Uncertainty is uncomfortable for everyone. Whether it’s political turmoil or a reorganization at your company, employees who are concerned about their future are likely to be distracted and unproductive.
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Many high-performance organizations remain passionate about Vilfredo Pareto, the incisive Italian engineer and economist. They continue to be inspired by his 80/20 principle, the idea that 80% of effects (sales, revenue, etc.) come from 20% of causes (products, employees, etc).
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Idwell on Service Management