Can Dadamac Become a Virtual Organisation?

Hi Pam,

Some months ago, in one of your initial E-conversations with me, you gave me a detailed description about your plan and vision for Dadamac. We also talked about building a roadmap for the future.

This week, as I was reading an interesting piece about the virtual organisation on the Economist website, it struck me that Dadamac probably has all the makings of becoming one. 

In the coming years, Dadamac will be driven primarily by mobile assets like people, knowledge and information. I call people mobile assets since those working for Dadamac (either as full time workers or consultants) won't be stationed in one place. They will be spread out across the world, trying to pitch in with their intellectual capital, ideas, solutions, and networking and fund-raising potential .

The way I see it, Dadamac will spread itself like a cloud office of sorts (the cloud denoting all the resources stored somewhere on the web, which can be accessed and fed into by its community). It will be a nimble organisation, where responsibilities travel across people and resources--and not the other way around--in trying to solve the problems faced by communities in Africa (and who knows Asia too). 

But the most important thing while chasing the vision is to build a core competency for the organisation. So the obvious challenge for the organisation is to first create value for itself by creating that competency. The stronger Dadamac's core competency, the more virtual it would become. What do you think?

Vijay   

 

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There are some complex ideas in the virtual organisation article, which deserve more discussion. A quick response is that I recognise that the description overlaps many of the features of Dadamac. I completely agree that the value of Dadamac Limited lies in what you call its mobile assets (a useful term). I think perhaps I prefer to call Dadamac a "network" or "community" as that seems more appropriate than "organisation" for something that will develop in a largely self-organising organic kind of way. Let's discuss this further - including reference to the four "expressions" of Dadamac (Learners, Open Knowledge,Foundation and Limited).

Vijay, Thank you for joining us today for Pamela's First Thursday chat at http://www.worknets.org/chat/ I've also included a link to your blog at your wiki page: http://www.worknets.org/wiki.cgi?VijaySrinivas I invite you to join Pamela's working group Learning From Each Other http://groups.yahoo.com/group/learningfromeachother/ Every kind of venue is a communications channel with its own advantages and disadvantages.

Hi Vijay,

Many thanks for sharing this with us.

I found the piece on the Economist website especially interesting.

My experience of our virtual offices is that they are continuously evolving. This lends a flexibility to the way one can work. This I find very liberating and creative.

In the previous offices and organisations where I have worked - if you wanted to respond to a need there were often rigid 'structures' which you had to adhere to.

That is not to say that virtual offices do not need protocols, various disciplines and good practice etc but that I believe working in a virtual way certainly brings many benefits.

Hi Nikki,

Happy to know that you found the piece interesting.

I think a virtual office actually helps its employees breathe, think and work easy. 'Rigid structures' usually trap employees in a 'high stress, low productivity' syndroe.

Many of these offices, despite their disciplines and processes, allow worker-teams to express creatively and work productively.

But as you said, these organisations are continuously evolving. It will be interesting to see and observe some of the models in operation now.

Vijay