Am I a "Passionate Creative"? John Hagel points out on his Edgeperspectives blog that companies should look out for and nurture those employees, suppliers and clients that are passionate about their work and willing to apply their passion to create a better offering.
John bases his post on the Big Shift research he did within the Deloitte Center for the Edge: in a mature global economy, the economics of efficiencies of scale give way to the economics of scalable learning. This Big Shift implies that fundamental changes in the prevailing infrastuctures of our economy favour widening and accelerating flows of knowledge that in turn will determine corporate success: Foundation-Flow-Impact. The link from Flow to Impact is through Passionate Creatives.
"Passionate creatives are everywhere among us, but they are not evenly distributed. They tend to gather on the edges where unmet needs intersect with unexploited capabilities. (...) They want and need platforms that can help them connect with others and drive performance to new levels."
Although one intuitively thinks of small start-up companies in garages and backstreets of creative hubs, Hagel in his parallel Harvard blog points out that, actually, big established companies are in an enviable position:
"Big institutions will become more relevant than ever--once they focus not just on efficiency but on providing platforms for individuals to systematically experiment, learn, and innovate. As scalable learning replaces scalable efficiency big institutions will become more appealing to talented individuals. In fact, we believe they will become an irresistible magnet for passionate people seeking to amplify their individual efforts to develop faster, because they will be best positioned to develop and support scalable, long-term, trust-based relationships."
I have had many questions from friends and headhunters about why I am also targeting large financial institutions in my job hunt, because they feel that my passion about the role of generalist creative equities research fits much better in a boutique environment.
Thank you John Hagel for supporting my view that the multitude of commercial contacts and the wide variance within their team composition should make large brokers and asset managers great places to work. If only they realise that "talent development is the core rationale for their existence".
John bases his post on the Big Shift research he did within the Deloitte Center for the Edge: in a mature global economy, the economics of efficiencies of scale give way to the economics of scalable learning. This Big Shift implies that fundamental changes in the prevailing infrastuctures of our economy favour widening and accelerating flows of knowledge that in turn will determine corporate success: Foundation-Flow-Impact. The link from Flow to Impact is through Passionate Creatives.
"Passionate creatives are everywhere among us, but they are not evenly distributed. They tend to gather on the edges where unmet needs intersect with unexploited capabilities. (...) They want and need platforms that can help them connect with others and drive performance to new levels."
Although one intuitively thinks of small start-up companies in garages and backstreets of creative hubs, Hagel in his parallel Harvard blog points out that, actually, big established companies are in an enviable position:
"Big institutions will become more relevant than ever--once they focus not just on efficiency but on providing platforms for individuals to systematically experiment, learn, and innovate. As scalable learning replaces scalable efficiency big institutions will become more appealing to talented individuals. In fact, we believe they will become an irresistible magnet for passionate people seeking to amplify their individual efforts to develop faster, because they will be best positioned to develop and support scalable, long-term, trust-based relationships."
I have had many questions from friends and headhunters about why I am also targeting large financial institutions in my job hunt, because they feel that my passion about the role of generalist creative equities research fits much better in a boutique environment.
Thank you John Hagel for supporting my view that the multitude of commercial contacts and the wide variance within their team composition should make large brokers and asset managers great places to work. If only they realise that "talent development is the core rationale for their existence".
