Jean Lievens: Le management de l’intelligence collective (vers une nouvelle gouvernance) – Managing Collective Intelligence (Toward a New Corporate Governance) — Human 2X Tech, 9 Graphics

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Jean Lievens
Jean Lievens

Managing collective intelligence – Toward a New Corporate Governance


In a production economy, value creation depends on land, labor and capital. In a knowledge economy, value creation depends mainly on the ideas and innovations to be found in people’s heads.

Those ideas cannot be forcibly extracted.

All one can do is mobilize collective intelligence and knowledge. If knowing how to produce and sell has become a basic necessity, it no longer constitutes a sufficiently differentiating factor in international competition. In the past, enterprises were industrial and commercial; in the future, they will increasingly have to be intelligent.

The intelligent enterprise stands on three pillars: collective intelligence, knowledge management and information and collaboration technologies and needs the vital energy of intellectual cooperation.

Managing collective intelligence implies a radical change that will naturally elicit a lot of resistance. But we’re talking about a social innovation. Once it is in place, once the resistance has subsided, no one will want to go back to the way it was! As always, the problem lies “not in developing new ideas but in escaping from the old ones.” Keynes.

Complete in English with Graphics:  2013-05-28 managingcollectiveintelligence

Comment and Selective Graphics from English Below the Line

Phi Beta Iota:  What this report and the graphics help communicate is that Human Factors are two thirds of the solution and Technology is only one third of the solution.  Humans have to WANT to share (the mind-set) and they have to KNOW HOW to share (the education & training).  Technology is the last third, but it merits mention that technology designed by the collective intelligence process will always be more effective and less expensive than technology designed by the old hierarchical process, out of touch as it is with what everyone actually needs, and also not agile.

Graphic: Achieving Collective Intelligence — Means, Training, and Desire

Graphic: Essential Task Across Cycles to Achieve Collective Intelligence

Graphic: Creating Trust — Differences in Collective Intelligence Mode

Graphic: Differences Between Individual and Collective Management

Graphic: Changes in Responsibility from Individual to Collective

Graphic: Mapping Value Diffences in Collective Intelligence

Graphic: Collective Intelligence Mind-Shift – Top Management Is Greatest Challenge

Graphic: From Culture of Individual Performance to Culture of Collective Collaboration

Graphic: Collective Intelligence — Everything About the Process Changes

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