- Paperback: 268 pages
- Publisher: Dog Ear Publishing, LLC (June 23, 2010)
- Language: English
- ISBN-10: 9781608444663
- ISBN-13: 978-1608444663
- ASIN: 160844466X
- Product Dimensions: 6 x 0.6 x 9 inches
- Shipping Weight: 14.4 ounces (View shipping rates and policies)
- Average Customer Review: 9 customer reviews
- Amazon Best Sellers Rank: #2,384,254 in Books (See Top 100 in Books)
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Leadership in a Wiki World: Leveraging Collective Knowledge To Make the Leap To Extraordinary Performance
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The old management style represented a hierarchy of power, where the boss has final decision making power. For the employee this anarchy of authority renders them frustrated. What we were losing by continuing to support the hierarchy of power is knowledge. The uncapped corporate knowledge represents what collective knowledge offers.
Collins provides an important remedy to all this uncapped knowledge; work thrus. Work thrus are presented in clear concise language everyone can enjoy and follow. This is the chapter that our young executive types will envision a whole new world.
I give this book 5 stars as the book is written with conviction and mastery of the subject matter.
I am a CPA and have noticed the pace of change in many of the companies I audit.
I was not certain what was wrong, but have been looking for the answers for awhile.
This book clearly informs you of the necessary steps management has to take to be effective in our changing economy.
I loved the Work Thru portion of this book as it gives you clear principles with which to run productive meetings.
I have been to many meetings that are so ineffective and I have felt a big waste of my time.
I will use these Work Thru principles describe in the book , in my future meetings whenever possible.
I have worked in command and control for a long time (CPA firms) and know first hand it does not work today.
Rod's description of why it does not work today is priceless. Every manager of any company needs to read this book to know why it does not work and the necessary changes they have to make.
All of the management failures of the recent decade have shown us that we need change. Rod's books provides the blueprint for that change to become a reality.
I recommend this book highly, what a treasure.
Virginia Avrutin CPA CFE
..... Don Prentice, founder of New Perspectives
It's also about how organisations are structured and how they are managed. Collins cites three developments that have changed the way organisations and people do, and manage business today:
- The social technology of the command-and-control organisation cannot keep pace with the speed of change in today's faster moving markets.
- The internet has created the unprecedented capacity for mass collaboration.
- The ascendance of knowledge networks and the decline of facilities.
Collins makes many good points about the changing nature of how organisations might best be structured. In particular, moving from hierarchical to process-driven, where the emphasis is on customer satisfaction rather than maximising shareholder value. He suggests that "the emergence of business processes as the new focus of work and the identification of organisational learning and mass collaboration" are critical core competencies managers need to develop.
There are two points that some readers may not agree with about Leadership in a Wiki World. Firstly, in developing his argument, Collins gives mainly service type organisations as examples. Secondly, most of the examples given are US based companies. It may be that there are many other non-service companies outside of the US that have been doing what Collins suggests long before the internet (and particularly the social media revolution) took hold. For example, Nokia, Samsung, Tesco, Swatch are non-US companies that have been using the process-driven and collaboration models to build and develop their business, for some considerable time.
I found the book a little dense, with some repetiveness (obviously to reinforce important points). There is so much good information here however, that the challenge will be to get managers, (and particularly today's younger techno-savvy managers who want their information is short, sharp bites) to read the entire text. Noting this, the author has some good suggestions for reading the book, depending on one's digital orientation - whether you are a "digital native" (born after 1975), "digital immigrant" (born before 1975, techno-savvy but reared in the hierarchical and mechanical thinking of the industrial age) or a "digital stranger" (also born before 1975 but who sees the computer as a sophisticated machine and the web as the world's best reference library). A clever way to involve all readers.
Having said that, this is a good book. Not only does it have many sound messages for today's manager, there's also some good practical "How to's", such as the Work Thru exercise (similar to processes mentioned in Marvin Weisbord's "Productive Workplaces" - Jossey-Bass 1991). I would recommend this book to any thinking manager and to organisation OD people who are vested with the challenge of adapting their organisation's structure to satisfy the needs of today's educated (product/service) client.
Bob Selden, author What To Do When You Become The Boss: How new managers become successful managers