Open data, open practice, open profits?
Another contribution from Catherine Howe, Chief Executive of Public-I, on leadership in the C21L context.
This is one of those posts that my PHD supervisor charmingly refers to as throat clearing – its the piece you have to write before you can write the piece you want to write.
I have been doing a lot of internal mulling about the nature of collaboration and leadership in networked organisations. This is all mixed in with more thinking around how we create open practice in our organisation. I have written a bit about this here.
21st Century Leadership - open by default
Catherine Howe, Chief Executive of Public-I, continues her reflections on leadership in the C21L context.
Over the last few years I have used my blog partly to hold myself to account. In the same way as I might broadcast the fact that I am going for a run in the morning (I’m not by the way - just to be clear) I would use the blog to confirm and communicate my intent to cover a particular topic in my thesis writing. I am pretty sure no one else took notice but the act of making this public makes a difference to me in terms of firming up my resolve to do something. Blogging here at Mayvin is slightly different in that I am trying to understand in some detail what my personal public/private boundaries are with respect to my management practice and also the document how this effects my organisation.
21st Century Leadership - The Networked Leader
Change is a fact of life and if it happens too fast then its overwhelming. The trick, perhaps, is to work out which changes you need to react to while you just absorb the others. My research interest is around social change. Specifically I am interested in social change with respect to new technologies and yes - I am fascinated by social networking and web 2.0.