The Global Human Capital Journal addresses the global shift from the Industrial Economy to the Knowledge Economy, which is marked by a profound shift in how human beings work and deliver value. In the Industrial Economy, products and services encapsulated the value of human work; in the Knowledge Economy, information produces the lion’s share of value, and customer experience itself is the focus of commerce and government. In the Knowledge Economy, a greater degree of collaboration among people of the world is possible than ever before, and increased interaction will bring unprecedented surprise, opportunity and threat, especially because the potential is great to “level the playing field” among people of the world. Obviously, these developments hold significant ramifications for business and organizational strategy.
More specifically, we are keenly interested in two prongs of this economic transformation: 1) strategically, how organizations can rejuvenate their relationships with customers and constituents by using social technologies to drive innovation and transform how they think about “marketing” and 2) operationally, how organizations can build strong collaborative cultures and skills to engage the growing network of expertise that is emerging around the world, both within their walls and outside. Related to this, we examine the cultural and economic significance of global collaboration that is being powered by social business and global sourcing.
We structure our inquiries and analyses along these topics:
- Economy—Comments and analyses of macroeconomic trends affecting enterprises and executives, usually tying in social business. Often reportage of renowned economists’ presentations. Also posts focused on disruption and transformation of established industries; drill down with industry-specific tags like “media” “healthcare” “manufacturing.”
- Emerging Markets—BRIC (Brazil, Russia, India, China), Africa, southeast Asia; this is where demand is growing from now on—and where new sources of “global human capital” are emerging. Although “developed” countries’ consumption is high, their populations are shrinking, and it’s a bloody ocean. Drill down with combine with country-specific tags or Search.
- Enterprise—Microeconomic focused posts focused on commercial and government organizations: how they are reacting to economic forces that are forcing them to 1) innovate as open enterprises while collaborating with customers and 2) unbundle and execute more business processes through partner networks.
- Global Briefs—Short posts that reference a crucial paper, article, blog post or video and comment on it.
- Leaders—Leadership-focused posts rather than Economy or Enterprise, they highlight how executives captain their ships through today’s roiling seas. Drill down with tags “CIO CTO” “CMO” “CEO.”
- Practice—Insights from applying disruptive technology and work processes to organizations during CSRA’s management consulting engagements with commercial and government enterprises.
- Social Business—These posts are focused on applying social technologies like blogs, social networks, mobile technology and social media to enterprise business processes to drive innovation; they emphasize the adoption of social technology rather than the industry, enterprise or leader(s).
- Transourcing—insights about the transformation of the organization by globalizing work processes via global sourcing; extending the enterprise by building “execution networks”; outsourcing, rightsourcing, nearshore, multisourcing; business process outsourcing, IT outsourcing, knowledge process outsourcing.
We strongly feel that organizations will lose control of their destiny during the Knowledge Economy shift unless they understand and respond to the profound changes that customers will demand. Those that understand more quickly will have an unusual opportunity to increase their influence and profitability. The mission of The Global Human Capital Journal is to develop and share insights that will help leaders to appreciate the full potential of their opportunities and threats as well as the role that global human capital can play in economic transformation.
The Global Human Capital Journal is a visionary thought leadership publication of CSRA, Inc., which advises corporations, governments and startups on using disruption to create competitive advantage. It is unusual because it dives deep into the root causes of disruption, and it offers unusual insight into how the rules are changing. It features three levels of analysis: Economy, Enterprise and Leader.
The Social Network Roadmap(SM) is CSRA’s publication focused on Social Business Strategy. Its posts show how organizations are using social technologies strategically. It fields case studies, conference synopses and hands-on insights from the field, as well as information about the Social Network Roadmap itself, CSRA’s methodology for social business strategy and execution.
The Executive’s Guide to Social Networks shares CSRA’s strategic and practical insights into working with social platforms and technologies. Current channels are LinkedIn, Facebook, Twitter and Blogging. These platforms offer access to tens of millions of highly influential people who are often crucial to enterprises’ social initiatives. Understanding platforms is key to engaging influencers.