Tools and concepts for getting things done in today's increasingly volatile, unpredictable world.
Learnscaping: platforms in lieu of programs, networks and internet culture, learning ecologies,... More > transparency, trust, value-driven and do-it-yourself.
Cognition: natural learning, learning life cycle, memory, group impact, identity, fulfillment, PKM, stories.
Organizations: getting things done in groups, phases of implementation, internal marketing, change process, core vs context, each one/teach one
Business: enterprise 2.0, let it be, loose coupling, community, distributed intelligence, talent, cut slack, KM, scope, group performance support.
Toolbox: web 2.0 suite, virtual life, mobile, games, search, LAMP, SLATES, video.< Less
Beyond green business, social entrepreneurship, and triple-bottom-line profits lies a new kind of venture: the Regenerative Enterprise.
In the context of global ecological and cultural degradation,... More > creating financial capital profits alone is no longer acceptable. Regenerative Enterprise articulates the a new economic model and redefines the concepts of sustainability and regeneration. It then develops the theoretical and practical requirements for regenerative enterprises, entrepreneurs, and enterprise ecologies. The book concludes with three global imperatives and a clear set of principles that invite well-designed and effective action.< Less
Both strategy and leadership are today a matter of course. How comes, then, that so very few enterprises do actually practise Strategic Leadership? The reasons are many. Top managers want to keep all... More > ways open, not being bound to follow previously decided paths. They want to keep flexibility. Sometimes they have hidden agendas that would surface if strategy was overtly formulated. In some cases middle management hides from strategy and leadership because they want to have the liberty to side with the top one day, the bottom the other - even on the same topic. Leadership is dangerous, many managers seem to feel. One sticks one's neck out, and it might be cut off. Strategic decisions might be unpopular. Ore one's incompetence as strategic leader might become evident. Sometimes processes as those presented here are avoided simply because they take time. There are so many good reasons - and many of them are respectable and sensible.< Less
In On What We Know There Is, Ricardo J. Dávila argues that given what we know so far from the best enterprise for knowledge acquisition, natural science, there are no existents that exist on... More > their own. All known existents whose identities are obtained by their essences depend on other known existents or conditions for their existence. He also briefly discusses some of the broader implications that follow from such a conclusion. Ricardo J. Dávila holds an M.A. in philosophy from Gonzaga University, and a B.A. in philosophy from Calvin College.< Less
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