The document discusses the transition from Management 1.0 to Management 2.0 in the knowledge society. Management 1.0 treated employees as robots but this model is outdated. Management 2.0 involves organizing knowledge flows through focus on goals, networks, culture of sharing, and developing new skills. Ten trends were outlined including increased pace of change, knowledge as a commodity, open innovation, and user-generated content. Management 2.0 requires organizing knowledge flows by engaging employees in networks and learning to thrive in today's rapidly changing environment.

1. Ledelsesudfordringer
i vidensamfundet
Fra videnledelse til ???
Fra ledelse 1.0
til ledelse 2.0
Bent Schou
VidenDanmark
2.2.2009

2. Program
• Om behovet for en ny ledelsestænkning
• Lessons from Gary Hamel
• 10 fundamentale ændringer med
vidensamfundet
• Ledelsesudfordringer i vidensamfundet
• Det videre arbejde i videngruppen om
videnledelse.

3. Ledelse 1.0
• Organisationer baseres på
arbejdsdeling og koordination.
• Mintzberg, 1983: Structure in 5's:
Designing Effective Organizations.
• Transaktionsbaseret – adskillelse
mellem videnhåndtering og
produktion
Management 1.0 was invented at the beginning of the machine age with the goal of
turning free-spirited, obstreperous, and ill-disciplined human beings into semi-
programmable robots. And it succeeded spectacularly. Gary Hamel 2008.

4. Management MUST Be Reinvented - Gary Hamel

5. Vidensamfundet?
Information: tilgængelig, rigelig, gratis
•
Viden fra ressource til flow
•
Medarbejdere – ikke hænder men hoveder
•
Videndeling (samarbejde) er grundlaget
•
Integration af kreativitet og stabilitet
•
• Ledelse: Organisering af (viden)flow
(mål og engagement, netværk og deltagelse,
kultur – videndeling og læring, relationer, nye
kompetencer)

6. 10 tendenser
1. Øget udviklingstempo – fra stabil kernekompetence til
udviklingskompetence
2. The Long Tail? Fra masseproduktion til nicher og tilpasning
3. Knowledge as a commodity? Information er gratis – viden er
blevet en vare
4. Grown up digital
5. Fra forskning og udvikling i isolerede miljøer til åben innovation
6. Open Source / åbne standarder / Crowd sourcing
7. Fra individuel viden til kollektiv viden
8. Fra Learning Management – til Personal Learning Environment
9. Fra Human Ressources til viden / talent / flow / samarbejde ??
10. Web 2.0 – samtale og deltagelse – co-creation

7. 10 tendenser
• Øget udviklingstempo?
Fra stabil kernekompetence til
udviklingskompetence.
In this environment what matters is less a company’s capacity to exploit a
proprietary knowledge advantage, than its ability to generate a rapid stream of
powerful new insights. Gary Hamel 2008.
Today, a company needs more than a competitive advantage at a point in time; it
needs an evolutionary advantage over time. Gary Hamel 2008.

8. 10 tendenser
• The Long Tail?
Fra masseproduktion til nicher og tilpasning
(mass customization)

9. 10 tendenser
• Knowledge as a commodity?
Information er gratis – viden er blevet en vare
And now, even knowledge itself is becoming a commodity. How else can one
explain the ability of a neophyte like Apple to jump to the head of the smart
phone class? Gary Hamel 2008.

10. 10 tendenser
• Grown up digital

11. 10 tendenser
• Fra forskning og udvikling i isolerede
miljøer til åben innovation
www.innocentive.com
“The challenge is simply stated: Extend the company’s internal network outward to
include all those with whom the company interacts in the marketplace. Spin a grand web
to include employees, suppliers, regulators and customers; they all become part of your
company’s collective being. They are the company.” “Out of Control,” by Kevin Kelly,
1994.

12. 10 tendenser
• Open Source / åbne standarder / Crowd
Sourcing
A cathedral is designed by a visionary architect, and once built, is static and
unchanging. A bazaar, by contrast, is a semi-chaotic assembly of independent agents
who come together to trade. It is loosely designed and inherently flexible. The open
source movement is a bazaar and most businesses are cathedrals.
“The Cathedral and the Bazaar,” Eric S. Raymond, 1999.

13. 10 tendenser
• Fra individuel viden til kollektiv viden
Diversity and independence are important because the best collective decisions are
the product of disagreement and contest. … Paradoxically, the best way for a group to
be smart is for each person in it to think and act as independently as possible. The
Wisdom of Crowds, by James Surowiecki, 2004

14. 10 tendenser
• Fra Learning Management – til Personal
Learning Environment

15. 10 tendenser
• Fra Human Ressource til viden / talent / flow /
samarbejde ???
• Stigende mobilitet
“How did those early industrialists turn independent and bloody-minded farmers,
laborers and craftsmen into order-taking, forelock-tugging employees? How did people
become “human resources,” the flesh-and-blood equivalents of steel and cash?”
“Manufacturing the Employee,” Roy Jacques, 1996.

16. 10 tendenser
• Web 2.0 – samtale og deltagelse – co-creation
“Our biggest joint undertaking as a species [the Internet] is working out splendidly, but
only because we forgot to apply the theory that has guided us ever since the pyramids
were built.” Small Pieces Loosely Joined, by David Weinberger, 2002.

17. Ledelse 2.0 ?
Organisering af videnflow

18. Ledelse 2.0
Organisering af (viden)flow
• Mål og engagement
En særlig udfordring i distribuerede og decentraliserede
viden- og samarbejdssystemer.
Building companies that are highly pliable, where change is an autonomic process,
creating organizations that protect their leadership with a never-ending barrage of
innovation, infusing work environments with the purpose and passion that inspires
dramatic new thinking—these are the make-or-break challenges for companies in the
21st century. Gary Hamel, 2008.

19. Ledelse 2.0
Organisering af (viden)flow
• Organisering - Netværk, deltagelse, relationer
When future generations look back at the history of business, they will likely realize
that the huge, centralized, hierarchical corporations of the twentieth century were
not the pinnacle of business organization. Instead, they may see those ‘traditional’
organizations as merely a temporary aberration—an interlude of centralization—
between periods of largely decentralized organizations.
The Future of Work, Thomas W. Malone, 2004.

20. Ledelse 2.0
Organisering af (viden)flow
• Kultur – videndeling og læring
Hvordan understøtter og motiverer vi til videndeling
og læring ??

21. Ledelse 2.0
Organisering af (viden)flow
• Individet - nye kompetencer

22. Forslag til nyorientering af
videngruppen Videnledelse
• En møderække, hvor vi sætter fokus på
elementer i et nyt ledelsesparadigme under
overskriften Ledelsesudfordringer i
vidensamfundet.
• Det kræver forberedelse – refleksion og
læsning af korte tekster
• Forberedelse og værtskab ved et enkelt møde.