November 4, 2014
Originally posted on Postdigital Node:
The Innovation Week Rome ended with the Maker Faire European Edition, a huge event where makers from all around the world met to showcase and share their innovative ideas and inventions with more than 90,000 people from all ages.
Showcases, exhibitions, workshops and talks in the field of robotics, 3D printing, drones, sensors, and many more, took place during 4 days at Rome’s Auditorium Parco della Musica.
Maker Faire Rome was promoted by Camera di Commercio di Roma and curated by Massimo Banzi and Riccardo Luna.
On this post we will focus on the Opening Conference that gathered an array of noted international speakers to talk about the future of the Third Industrial Revolution and Maker Movement.
I can’t let you do that, Dave
Science Fiction author and technology activist Cory Doctorow made one of the boldest speeches of the meeting. Doing a strong call to make an active defense…
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September 28, 2014
When a Company hires retired, aged, workers, the news spread across business and popular information channels.
Because HR departments, Board members, recruiters, commonly believe that a younger workers offers more “opportunities” for the Company.
This is based on a common perception of the shape that the age/opportunity curve has:
After the peak, reached between 30 and 40 years, the opportunity offered by a worker decreases (and its cost increases). So, the marginal utility of hiring such worker decreases.
This approach doesn’t take into account the shift introduced by the evolution of the wealth/social landscape occurred in the last years. Why business and recruiters are missing this point? Mainly because they have been trained by aged teachers, or by teachers replicating concepts and behaviors that are linked to a previous situation.
It’s known that social systems have the tendency to maintain their established order, and this is valid also for the ecosystem of labour market.
I believe that the real opportunity curve is different:
The green curve shows a flattened tendency over the years. This means:
A) younger workers offer an higher opportunity value, earlier,
B) older workers retain their opportunity value for a longer period, and the slope of the decline is less.
Remember that I am talking about “hiring opportunity”, not about “retaining opportunity”.
September 21, 2014
When a Company is relying too much on direct, vertical interaction, among functions or divisions, and the Head, conflicts multiplies.
Vertical interaction, according to Ackoff and Gharajedaghi, is typical of an uni-minded organization, where peripheral, or vertical, units, are supposed to execute the directions from the Head, with a limited amount of “local” flexibility.
In the real world, this often means that the Head loses touch with the reality of the field, as each vertical unit repprts a filtered view of the business status.
Furthermore, competionion develops among internal lines, diverting the energy devoted to competing in the market, towards internal struggles.
In the traditional management wisdom, this is often positive, as increases strength of each vertical unit, creates a self-controlling mechanism, and promotes natural selection: weaks are eliminated.
In the wide and wild market of the globalized world this is no more true.
Internal competition destroys value, through two mechanisms:
– limited deployment of competency,
Internal competitors seeks the goal of damaging other internal competitors, creating the conditions that make their competitors’ performance worse.
A good top management should be aware of the increasing level of internal competition, putting in place mechanisms that turns this energy in value for the Company.
The easiest way is to give rewards to “promoted results”: if your competitor/collegue reaches a result thanks to your support, you receive a bonus, and his bonus will be higher if he acknoweldge this.
Such an approach puahes teamworking, and lowers the collaboration barriers across certical organizational structures.
The result is an increase in competitive strength, for the Company, in the marketplace.