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Bruce Caron

I have an example of an organization that has been re-defining collective approaches to solving big data problems in Earth science. This organization is owned and run by volunteers who work in NASA/NOAA/USGS data centers, in universities and research labs (e.g., Battelle), in beltway technology firms, or in non-profit institutes; more than 100 organizations are members at present. Instead of (and perhaps in anticipation of) redefining their government agencies, for the past twenty years they have created and run a virtual organization called Earth Science Information Partners (ESIP).

ESIP is a place where these Earth data scientists can collectively explore solutions to the use of petabytes of very diverse data in the science of understanding the entire Earth system. ESIP has a reputation of being a place where you can “get things done”.

ESIP gets things done by enabling the passions of its members to work together. Any small group of ESIP members can request a “cluster” to solve a common problem or to investigate an emergent opportunity. The same day they request a new cluster, they are given whatever they might need as a group to collaborate: AWS capabilities, a github repo, a wiki, a slack channel, teleconferencing, email listserve, etc. Here is a 6 minute video on why ESIP clusters: https://youtu.be/8WChkPllW_0

ESIP meets in person twice a year; a Winter meeting in DC and a Summer meeting usually at a member University. Again, ESIP has been working to redefine its meetings through experimentation and iteration. The goal is to host the best Earth science meetings on the planet. ESIP meetings began as standard academic conferences (people giving papers). Today nobody gives a paper at an ESIP meeting. For more than a decade ESIP volunteer “visioneers” have been tweaking and improving the meetings to maximize social interaction and celebrate passionate collaboration. Here is a short video on ESIP meetings: https://youtu.be/3WQyMOkvdpM

It would be really interesting to discover how ESIP has been helping member organizations to re-define their internal work too. This could be a good model for other businesses.

On a personal note… I have served as the volunteer ESIP President/Board Chair in the past, and also, for a time, as a staff member (Community Architect). I’d be happy to talk with you and to introduce you to the current President/Vice President.

Matt Perez

It seems that we at Nearsoft don't quality as we are not particularly large and we've been a self-managed company from the start, eleven years ago.

My suggestion is to reach out to Doug Kirkpatrick, from Morning Star. He will definitely have good suggestions for you. The most recent one is about Hier, a Chinese company that has transformed itself into more of a self-managed company. They are big and have can attest to great results after their transformation.

Another good person to reach out would be Chuck Blakeman, author of how Making Money is Killing Your Business.

Finally, the team at Corporate Rebels has been talking with the kind of companies you are looking for.

I am including their emails here for obvious reasons, but I'd be happy to connect you, if you wish.

RalfLippold

Dear John, Thanks a lot for your continued work around what is essential of “Power of Pull“.

I wish I could name companies (other than BMW where I had the pleasure to see what the future of work, pulling workers'/employees'curiosity and passion in its early days, 2003-2007, when processes/systems were significant different from the “old“ plants in Bavaria) that have recently (within the last ten years since the financial crisis) transformed themselves.

There is so much untapped opportunity around, and probably some more c-level executives as well as middle managers and workers/employees daring to step up and start the change.

Presently, economic pressure (China coming in strong), unstable political situations (Russia, UK (Brexit), Europe), and the faster accelerating exponential technologies springing and their convergence seem to hold back positive action. At least that is what I perceive over here in Germany.

An exception, though not visible too much, is the transformation of Volkswagen and its Dresden-based Gläserne Manufaktur. They have done quite well the transition from being producer of the top-class Phaeton, to full-electric (the eGolf is produced in two shifts now with an output of 70 vehicles per day.

In case you need an introduction, you know how to contact me.

Best as always,

Ralf

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