Nate is an officer in the U.S. Army and is currently on staff at the Pentagon where he has primary responsibility for the implementation of Enterprise 2.0 collaborative capabilities for the senior leadership of the Army. Prior to joining the Army staff, Nate was on faculty at National Defense University’s iCollege where he served as course director for two courses: Organizational Culture and Changing World of the CIO.
Nate graduated as an Infantry Officer from West Point in 1990 and subsequently completed Airborne, Ranger, and Pathfinder training. Nate has served in Army units throughout the US and in Somalia and Iraq. And, he has served in leadership positions from Platoon Leader and Company Commander to Personnel Officer for an over 3,500 personnel Task Force. Nate also served as a professor at the United States Military Academy at West Point where he taught leadership and served as the director of the U.S. Army’s Center for the Advancement of Leader Development and Organizational Learning. And, he is the co-founder of CompanyCommand.army.mil and PlatoonLeader.army.mil (distributed communities of practice for US Army company commanders and platoon leaders). As a result of these experiences he coauthored two books, Taking the Guidon, a practical guide to leadership at the company level & Company Command: Unleashing the Power of the Army Profession, focused around the development of distributed communities of practice.
As representatives of the Company Command and Platoon Leader founding team, Nate and project co-founder, Tony Burgess, were recognized among Fast Company Magazine’s Top 50 Innovators Internationally in 2002 for their work in connecting leaders laterally across the Army in an on-going conversation about lessons learned and exceptional leadership, and he has published and presented about this experience in numerous venues. Additionally, this initiative was cited in Harvard Business Review’s Breakthrough Ideas for 2006. His most recent paper is entitled Leader Development In Dynamic and Hazardous Environments: Company Commander Learning in Combat, for which he received an American Educational Research Association’s (AERA) Best Paper by a New Investigator Award 2007.
Nate has a PhD in Management & Technology in which he focused on Organizational and Leader Development from George Washington University's business school. He also has an MA in Industrial/Organizational Psychology and an MBA from University of Colorado. Nate’s areas of interest include leadership, leader development, strategic thinking, organizational learning, informal social systems, innovation and knowledge management.
Enterprise 2.0: Collaboration and Innovation in Organizational Context
The ever-increasing pace of change and complexity that 21st century organizations face demands the ability to rapidly share, make decisions, and generate new knowledge for novel challenges as they arise in the environment. This session explores the potential that social technology holds for enabling individual and organizational learning and effectiveness, cross-boundary collaboration, and innovation using front line leaders in the U.S. Army as a case example.
1. Discuss differences between Enterprise 1.0 and 2.0 approaches to knowledge.
2. Using case examples, explain the relationship between leader development and organizational learning in highly dynamic and complex environments.
3. Assess requirements for developing and facilitating an effective networked community of practice.