Page 5 - Hacktivism

FACTS & FIGURES
HACKTIVISM.
In the recent past, people used to adapt office space to work at their best; now they constantly reshape their time to work in a way that suits them.
Workplaces are built on human capital. They represent the place in which an organization expresses its common interests, purposes and visions. Where solidarity, reciprocity and resource sharing are embodied for the benefit of everybody.
According to Robert Putnam1, two different kinds of social capital exist. The first is the based on the relationships between homogenous groups, such as members of the same family or tribes and it is known as “bonding social capital”. The second is based on the positive interactions between hetereogeneous groups of people, such as ethnic groups or generations and it is known as “bridging social capital”.
In Putnam’s vision, the traditional organization could always rely on its bonding social capital. It was the glue that held the company together, fostering a sense of belonging and establishing shared values. But the forces of globalisation, demographic upheavals and the digital revolution has limited its influence. An increasingly diverse and disparate workforce has shifted the emphasis towards a greater balance between boding and bridging capital. So, a sense of belonging to a team becomes more important to flexible workers and freelancers while the sense of belonging to the organization depends on conecting teams harmoniously.
Research and experience show us that firms are already team based. They form naturally as teams focusing on sales, manufacturing, retail, product development, service and geographically independent divisions. The challenge is how to coordinate and align these teams, encouraging them to share ideas and information, work together and how we adapt to a new structure that is less focused on upward mobility and more on the development of leadership based on positional power2.
Josh Bersin, founder of Bersin by Deloitte, has underlined the importance of developing the ways in which teams work together and how to create well-balanced human capital as the primary goal of organizational design. This is mainly reflected in the capability of an organization to attract and retain the best talent, to allow them to work in the best possible way and to support them with the most engaging work settings, in terms of space, tools and resources.
The perfect human capital in the office results from the balance between the bonding and the bridging abilities of people
Source: Putnam R., "Bowling Alone", 2000
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