NOMAD program

 

New Organization Models, Analysis and Design
(NOMAD program)

– Institute for New Organizational Thinking –

Paul Bessems, 23-04-2013

With new organization models/concepts as blockchain organizing professionals, organizations and partnerships can improve their purpose of work, productivity, privacy and power balance between individuals and institutions.

In the context of the twenty-first century we need new organization models to organize the work of service-, information- and knowledge workers in order to improve their productivity and their contribution to a more sustainable prosperity. Two examples of a new organization forms are hybrid organizing and blockchain organizing. Hybrid organizing is a cross between make (do it yourself via the institute), and buy (contracting out via the market), or between private and public. Blockchain organizing is a way of doing business, without trusting each other, you trust the protocol. Both concepts take the smallest building blocks (people and tools) and the connection/transaction between them (chain) as starting point and unity of analyzing and design. Both concepts are scalable and flexible at the same time and it will improve the productivity of information workers. The surplus time can be used to organize a more sustainable prosperity.

Within the Nomad program, it is possible to start a more theoretical research project for further understanding and development of new organization models and design with the blockchain or hybrid organizing concept. Your organization, or a group of organizations, can also define a more practical and custom made development project as part of the Nomad program.

These projects together are called: Nomad Program. This program is initiated and supervised by the Institute of New Organizational Thinking (IFNOT), part of the Weconomics Foundation.

The main goal of the Nomad program is to set up projects in order to improve purpose and productivity of our work (especially in information intensive organizations), and restore privacy and power for individuals. The main goal of this paper is to inform project leaders and professionals, organizations and partnerships about this program in order to explore their possible contributions to the program in general and their development or contribution to a specific project in particular.

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Why we have to reinvent the concept of competition and run faster than the futures comes

Paul Bessems, 6-6-2015

We have to reinvent the concept of competition. We think that we are in competition with people from the same generation, but that is a very limited, unwise, selfish and not so sustainable. First we thought that we were in competition with our neighbors, then with companies within the EU and now we think that we are in competition with low-wages countries. But wages in China and India will rise and what then? Only Africa is left and after that? We are not in competition with people from the same generation, we are in competition with the future. We have to run faster than the future comes. Before the future starts we have to organize our prosperity in a more sustainable way. Not only our energy supply and climate control, but we also have to balance prosperity costs and benefits. We have to organize a society in a way that our children can choose a same level of prosperity than we have now. We have to organize a sustainable prosperity before it is too late, not for us, maybe not for our children but at least for our grandchildren and their children.

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Why the 2008 crisis is not over

Paul Bessems 15-6-2015

More and more we see news articles that the 2008 crisis is over, but most of the politicians don’t understand the fundamentals of the problem or they do and just want to fool us with good news. And as Mark Twain said: ‘It is easier to fool people than to convince them that they have been fooled.’ So politicians can deal with the real problem later but the costs to deal with it later are much higher. The real problem that is still not solved is weak productivity improvement in combination with rising prosperity cost (cost of healthcare, education, safety etc.). 2008 was not a financial problem but a debt problem. Since the eighties our prosperity cost and benefits were not in balance and the gap was filled with printing and borrowing more money and that ended in 2008 because we don’t trust governments anymore that they can pay back.

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Hybrid organizing: towards a new paradigm

Paul Bessems, January 2014

We live in a time where physical production (and consumption), more and more is replaced by digital pro­duction and consumption, especially by the Internet. We live in a time where information and knowledge are the most important production factors. But most of the organization forms we organize our work with were designed in the early twentieth century. They are especially suitable for physical production in large numbers and in a relatively ‘quiet’ and local market. Traditionally we organize our work within companies (make), or we organize it by markets (buy). Institutes are scalable, but no so flexible, and markets are flexible, but often not so scalable. In the context of the twenty-first century we need hybrid organization forms that are scalable and flexible at the same time. Hybrid organizing is a cross, between make and buy, between do it yourself and contracting out, between the institute and the market. Hybrid organizing has a new unit of analyzing and design. If you organize your work via the institute, the unity of thinking is the institute. The institute borders are literally the border of your thinking. With the market, the market transaction is the unity of thinking. The unity of thinking in hybrid organizing is organizing capability. Organizing capability is the meaningful connection between the two smallest organization building blocks: men and means (human and tools). You and your laptop, you have and therefore you are organizing capability. From this smallest building stone, we can build any organization by connecting and disorganize by disconnecting. The question is: why are we going to hybridize work organizations? What is hybrid organizing and where does it work and where not? What are the fundamentals of hybrid organizing, how do hybrid organizations look like? How do hybrid organizations work and why is working smart together so important within the hybrid research field? This whitepaper will answer these questions.

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