Our society has changed from consumption-based, via experience-based, intohuman-based, which means people will share more and more information, because theywill benefit from it themselves: this forms the ‘econoWe’. The value is in connections between individuals, not in those between companies (anymore).
4. The new organization: from pyramid to pancake
The digital revolution makes all kinds of developments possible, such as ‘micro-multinationals’ (small companies with a large economic impact, due to the use of socialnetworks) and ‘cloud computing’ (working together without physical presence). Butcompanies often make a mistake thinking that offering their employees flexibility in hoursor workspace is enough: they need to facilitate their employees’ needs for self-realisation.New forms of organization that meet the interests of both the company and the professionalare needed, such as the ‘protean organization’ (with an unchanging core and a flexible cloudaround it) or the ‘informal’, non-hierarchical organization.
5. Network Leadership
The connected!world asks for a shift in focus: from command and control to collaborate.Facilitating a shared goal means stepping up when needed and stepping down when not. Italso asks of the leader the ability to connect people through an inspiring vision. Thatrequires substantial knowledge of his own product or service, rather than managing skills,as well as the willingness to be an exemplary online networker: a spider in a web. Collectiveleadership will lead to new career curves; not only vertically or based on seniority, but based on qualities or even themes.
Transparency is a mayor theme of the 21
century. Companies will have to open up, orothers will do it for them: peer reviewing can make or break a company. Only organizationsthat initiate the openness themselves have some control left. On the other hand,