The idea of "pull" structures and attitudes are encompassed in three principal themes - -
- Access - - The idea of flexible access where the ability to fluidly find and get to the people and resources when and where we need them. Access will become increasingly necessary as competition intensifies and disruptions become more frequent. We live in a world of new, technology-enhanced pull platforms. Can you imagine a time when we could not turn to a search engine to access people and resources that could help us with our needs? In many respects, individuals are much more comfortable with pull strategies than many of our companies and organizations.
- Attract - - Our success in finding new information and sources of inspiration increasingly depends on serendipity -- the chance encounter with someone or something that we did not know existed, much less had value, but that proves to be extraordinarily relevant and helpful once we find out about it. Online social network sites, such as Facebook or LinkedIn, play an interesting role in all of this. They help people stay in touch with their existing friends and colleagues, but, increasingly, they also provide environments for serendipitous encounters with friends of friends, or colleagues or colleagues, even people whom one has never before met.
- Achieve - - Performance in a pull environment takes place at the edges. The edge is exactly the place where we need to get better, faster and has the most urgency. Incumbents at the core -- which is the place where most of the resources, especially people and money, are concentrated, and where old ways of thinking and acting still hold sway - - have many fewer incentives to figure out the world, or to discover new ways of doing things, or to find new information.
Read more in The Power of Pull: How Small Moves, Smartly Made, Can Set Big Things in Motion (2010) by John Hagel III, John Seely Brown, and Long Davison.