are becoming their own training colleges. We no longer wait for the impetus to come from the outside so we can assimilate it. We now develop ourselves into pioneers of social renewal. Not behind closed doors, but out in the open for our stakeholders to see—making it clearly visible how knowledge and creativity go hand in hand.
We leave behind our personal baggage when necessary. We strive to liberate ourselves from anachronisms. Liberation here means: going beyond one’s personal story—beyond being right. We create, and change knowing into being aware. This forms the basis for our actions. Organisations are leaving behind their position—an orientation point focused inward—and transforming themselves from a closed structure to an open entity. Out of ‘organisation people’ with their valuable position and competence, seen in fairly narrow terms within the company, come ‘network people’ who surpass their own abilities and see themselves as the ones who make and use connections. ‘Organisation people’ were managed and trained on the basis of their characteristics—qualifications, specialisation and definition. In contrast, ‘network people’ emerge as more or less freely associated, active directors of that knowledge they have that is applicable within the network. In this relationship they have the potential to influence other individuals and processes, and to be influenced.
Concept of the network
Complexity
Transformation as the Way and the Goal To achieve the right climate for innovation, a change in awareness on the part of individuals and organisations is necessary. If we seriously try to implement our plan to take a stand within social dialogue and act as commentators, we will become a part of sociological processes which we help to initiate, which we then respond to and which, most importantly, change us. Communication puts social processes in motion; design makes innovation manifest. Organisations choose a climate that changes our behaviour—from being organisations that are led, to communities with a capacity for self-governance, from employee (I) to sources of inspiration (we).
Knowledge development
Expectation: Knowledge which the (transformed) individual can handle in a networ network
Concept of an organisation
Knowledge which can be handled by individuals
Less and less fuss (of limitations) More and more fuss
ƒ ƒ
Human network; ƒ measured by connection
Human organisation; ƒ measured by suitability
Time From organisation person to network person (insight of Peter Verburgt)
Summary In the climate of innovation sketched above, the individual and organisations are faced with the challenge of developing a keen social awareness based on communication with their environment. Under the influence of this communication, resources are opened up to paradigm changes. New concepts and a changed attitude serve as the source of the capacity for innovation, and ensure that the organisations actually change internally. This enables them to face the current global competition.
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Modern corporate identity management can make the connection between the innovative dynamics of organisations and the self-awareness of the network person.