Yes, that might be one of the elements. As you no doubt know as well as me, it depends (consultant-speak on what the purpose and desired results are.

You’ve given us much to think about (but I think most of us commenting have been thinking about these things for some time now!).

A few reactions and additions – hopefully thoughtful ones… Regarding employee orientation, I think the benefit of the social networks inside organizations can help not only new colleagues but also those moving around to new projects and new areas within the company. I think there is huge productivity lift to be gained when those folks step into something new. There’s usually very little transition time while portfolios change hands. I’ve seen managers and employees alike tripping about trying to learn the lay of their new-ish land. Imagine the possibilities!

This connects beautifully to role profiles, I think. I know enough about the world of compensation to know that I don’t enough to suggest fixes that won’t fail here. But what I think role profiles might do is facilitate the nimble changes to employee’s responsibilities that are required in an adaptive corporation. In teams I’ve worked with, these changes aren’t significant enough to cause big bumps in job grades, so a more broadly written role profile would not require constant updating amongst those changes. Broader role profiles = more nimble movement to shifting projects or portfolios = less time on renegotiating the WIIFM question. Add to that the above web squared internal social networks and we have a winner, I think.

My comments are starting to rival your post’s length, so one final penny. Performance management… I tossed an idea to my colleagues “what if we let our team choose their manager? We’re a four person management team… (Not my original idea – I can’t recall where I read that one.) But wouldn’t that tip the scales back to the adult-adult relationship that you’ve brought up before?

We have such a unique opportunity in these wirearchicial times to truly revolutionize exactly what it is that HR professionals do, how we do it, and the impact to be had. Because so far, when noodling on her company’s glorious business and community accomplishments, no CEO has said in their acceptance speech, with heartfelt tears in her eyes “none of this would have been possible without our linchpins – our HR pros.” Or has she? I’ll join Jon in inviting that leader CEO to the discussion. Til then, we must be the change – experiment, fail, share, learn.

PS apologies for the twist on wirerachy

Your focusing on practitioners and facilitation as critical organizational learning and effectiveness tools is spot-on, and is a quicker and easier way of saying much the same thing as I have tried to when I have written about core OD principles presenting an effective framework for ‘managing’ in conditions of interconnected flows of information and knowledge (in response to Hamel’s call for innovation in management practice).

And in turn … an enterprise can have the bestest Leadership Philosophy ever conceived and articulated, and I’ve facilitated more than enough sessions in my career to know that what really matters to the employees’ beliefs and actions that make up an organization’s culture … is that the leaders walk. their. talk.

Not to be too trite

I’d extend your point slightly to include not only performance management, but your other categories in their entirety.

I don’t believe there is a single facet of the “2.0″ wave to be affected by culture. In fact, it’s the culture itself that is going to help shape the success of the 2.0 way of thinking and operating.

A culture stuck in fiefdoms and silos might never achieve an updated HR Framework in E2.0 unless they, perhaps, update their Leadership Philosophy to be more open, transparent, connected and collaborative.