Author Archives: Bruce Lewin
3 Barriers to Adaptability and Change
There are 3 core barriers to adaptability and change. 1. Prioritising Short Term Profits 2. Short Term Thinking 3. An Addiction to Core Revenue Streams. By applying these 3 barriers to Nokia, Blackberry, Blockbuster, Kodak and others, it’s possible to see how each organisation struggled to meet oncoming changes and competitive threats to their businesses. Continue reading
Can You Predict Team Performance?
Predicting team performance is important and psychological factors are one approach that show promise. Using 4G and the Visual Team Builder, it’s possible to predict how specific Social Relationships between two people will unfold and in turn, aggregate this data to look at team relationships, complex group dynamics and to see their impact on team performance. Continue reading
Actionable and Predictive Team Analytics
The significance of actionable and predictive team analytics cannot be understated. Tools that offer decision makers simple, actionable, valuable and consistent advice is key. Additionally, these capabilities have arguably been missing from the practice of anyone wanting to improve the engagement, well-being and performance of their staff or team members. Continue reading
A Physics of People and The 5 Criteria to Transform Business
The idea of a Physics of People is both valuable and represents something potentially unique. Given that the idea has the potential to transform business, the following sets out the five criteria that a ‘Physics of People’ would need to have in order to have the best chance at achieving such a transformation. Continue reading
Socialogy and Social Business – An interview by Justin Kirby
I was interviewed by Justin Kirby on the subject of Socialogy last week. Justin and I had previously collaborated on Collaborative Innovation on behalf of Nesta. The interview runs to about 20 minutes and the main topics we covered were as follows: Four Groups’ 4G methodology and human capital management software platform, The 5 factors required for business transformation, i.e. Continue reading
Peopleware and Social Business – A Missing Piece?
Despite the fact that the term ‘peopleware’ was first coined in 1977 and a book by the same name was published in 1987, there is little contemporary mention of peopleware today in social business circles. It’s going to be interesting to watch the changing role of peopleware in social business, not least the idea of what peopleware is and how it can help social business realise it’s full, transformative potential. Continue reading
Thinking about a ‘Physics of People’
Further to Stowe’s piece Socialogy and a Scientifically-Grounded Understanding of People and his Physics of People tag, I’ve been thinking about other people’s thoughts and ideas on the subject. What does the idea of a ‘Physics of People’ consist of and how it might take shape? The following extracts and quotes chart the thinking and writing on the subject over the past ten years or so. Continue reading
Socialogy and a Scientifically-Grounded Understanding of People
A scientifically-grounded understanding of people, such as 4G, has the potential to change business in hugely profound ways, perhaps on a scale comparable to the industrial revolution, the introduction of the PC or the rise of the internet. Such a statement is naturally loaded with many assumptions and implications, so it’s worth exploring both in further detail… Continue reading
Team Deficiency Accounts for Startup Failure 33% of the Time
Team deficiency accounts for startup failure almost 33% of the time. Whilst is it commonplace to speak in terms of mechanical, manufacturing, medical or construction related deficiency, there are precious few online articles dealing with team deficiency. If teams are said to be deficient in something, then this raises a whole series of other interesting questions, not least of which is ‘what is a team’? Continue reading
The Hidden Cost of Collaboration
If we assume that the hidden cost of collaboration amounts to 10% of people’s working week, then this suggests significant improvements in performance and engagement can be realised through better collaboration. Equally, the 10% figure isn’t too far out of line given that other research suggests that 10 – 40% of people’s performance is based on the quality of their relationships. Continue reading
