Humanize this.

Change your organization, from the culture down to individual behavior, in ways that make it more human—and more effective.

Be part of the movement.

When service design meets the connected company

My talk from the Adaptive Path Service Experience conference. Sound here: https://vimeo.com/91439521

See on slideshare.net

The Unexpected Benefit of Telling People What Their Coworkers Make


Advocates for pay disclosure typically focus on the advantage it gives to women in negotiating for equal pay. But new research suggests that companies might be the real winners.

See on theatlantic.com

What is the Future of Work?


Much has been made recently about one of the stand out trends of the times we live in: Everything is becoming infused with technology. Software is eating the world it is said. Some have claimed that next it might even eat the jobs, which to some degree is almost certainly the case. With only a little bit of irony, Hugh MacLeod humorously noted this week that software may eventually eat all the people. But even that could be a bit closer to the truth than some of us might expect.

But the point is this: In the last half-decade alone, most of us would admit the societal and cultural shifts that technology and global digital networks have wrought is nothing short of astounding:

Social media is relentlessly chipping away at the power and control that companies and governments have long enjoyed almost exclusively over the rest of the world. Supply chains, talent management (hiring), customer service, product development, and just about every function of business is being transformed by things like 3D printing, social recruiting, customer care communities, crowdsourcing, to only name a few of the more important examples. That’s not even looking at the macro changes (example: Arab Spring), in which digital/social is impacting the fabric of entire nations. In all of these cases, the power and control is shifting to the other side of the network, to what many now call the ‘edge’, where most of us are.

Unfortunately, there remains a constituency that remains stubbornly in the back of the pack when it comes to the large scale changes happening in the world today. Surprisingly, this constituency formerly used to actually lead the technology world. Instead, it is now dragged along by consumer technology companies and their customers. Yes, I am referring to our corporations, to which I’ll add our institutions, including our governments and associated entities.


See on dionhinchcliffe.com

About Future of Work | Roosevelt Institute

See on rooseveltinstitute.org

Can the Crowd Run a Company?


The growing power, secrecy and opaque decision-making processes of corporations are often cited as a major threat to free, democratic societies.
But what if those decisions were laid out for all to see? What if the public could influence a company’s business decisions directly, in a democratic process: what to produce, who to source from and sell to, how to market and what to do with the profits? And what if people could directly benefit from their participation in decsion making?

See on shareable.net

Faster Future: Possibilities now and beyond: Beware the business bots



See on fasterfuture.blogspot.com

Human-Centered Design for Social Innovation


Human-Centered Design for Social Innovation is a seven-week course thatwill introduce you to the concepts of human-centered design and help youuse the design process to create innovative effective and sustainablesolutions for social change. No prior design experience necessary. Acumenbelieves in the importance of incorporating the principles ofhuman-centered design when creating solutions to problems of poverty sothat low-income customers are provided with choice not just charity.

See on plusacumen.org

The Growing Power of Digital Ecosystems


Connected convenience is now an expectation, putting many companies under significant pressure.

See on recode.net

Why Good Managers Are So Rare


Gallup data shows they have a combination of hard-to-teach traits.

Maddie Grant's insight:

If great managers seem scarce, it’s because the talent required to be one is rare. Gallup finds that great managers have the following talents:

  • They motivate every single employee to take action and engage them with a compelling mission and vision.
  • They have the assertiveness to drive outcomes and the ability to overcome adversity and resistance.
  • They create a culture of clear accountability.
  • They build relationships that create trust, open dialogue, and full transparency.
  • They make decisions that are based on productivity, not politics.

See on blogs.hbr.org

Designing people-friendly organizations


How can we use the design process to build more people-centered organizations?

See on dschool.stanford.edu