Digital Business in 2013:: it’s how things ARE on the inside that matters


Trust me, because I speak from personal experience, it is a hard (frustrating, lonely and costly) path you tread when advocating fundamental change for an industry such as insurance!

Social Business is the real deal, NOT a flash-in-the-pan.

Of course there any number of firms ready and willing to tell the insurance industry about the merits of their particular social media (Social Business) solutions…there is even a forthcoming event, “Digital Insurance Strategies 2013”…BUT, very few have sufficient knowledge about the number and nature of the industry’s root and branch problems. I fear there isn’t much scope for help from within an industry: in denial of the failings of the prevailing model and culture; structured for selling – push not pull; hampered by a prediction addiction; too closely-coupled to its supply chain to adapt to a changed environment; devoid of truly innovative [creative destruction] ideas – a long and inglorious record of self-serving destructive creation is no substitute and has the opposite of the desired effect, which leads to; the inability to afford the requisite level of transparency required to (re)build customer trust and loyalty.

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For a digital strategy to be effective and sustainable in the Digital Age requires i2o [inside to out] change…otherwise it could be a, short-lived and very expensive exercise in turd-polishing!!! Read more of this post

The Resilience Proposition of the Minimum or ‘How to neutralise complexity’


“In agriculture there is a simple law for growth, ‘Liebig’s Law of the minimum‘. The law basically states that growth is not dependent on the total resources available, but on the scarcest resource”.

Theknowledgecore's Blog

I’m preparing a new article on complexity and I wanted to share a preview of the direction I am taking.  This has been brought about through the work I have been doing with organisations in the US and Middle East and was produced as a keystone tenet to primarily explain the value adding role of human resources in the complex domain.

In agriculture there is a simple law for growth, ‘Liebig’s Law of the minimum‘.  The law basically states that growth is not dependent on the total resources available, but on the scarcest resource.

The same could be said for organisations looking to neutralise the effects of complexity (where ambiguous, interconnected and interdependent systems can bring about an unexpected contagion that can infect system – banking crisis, as the most obvious example).  We know that individuals and organisations experience complexity via connectedness, interdependence, ambiguity and diversity.  Technology speeds…

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