John Hagel III Quote

Pull approaches differ significantly from push approaches in terms of how they organize and manage resources. Push approaches are typified by "programs" - tightly scripted specifications of activities designed to be invoked by known parties in pre-determined contexts. Of course, we don't mean that all push approaches are software programs - we are using this as a broader metaphor to describe one way of organizing activities and resources. Think of thick process manuals in most enterprises or standardized curricula in most primary and secondary educational institutions, not to mention the programming of network television, and you will see that institutions heavily rely on programs of many types to deliver resources in pre-determined contexts.Pull approaches, in contrast, tend to be implemented on "platforms" designed to flexibly accommodate diverse providers and consumers of resources. These platforms are much more open-ended and designed to evolve based on the learning and changing needs of the participants. Once again, we do not mean to use platforms in the literal sense of a tangible foundation, but in a broader, metaphorical sense to describe frameworks for orchestrating a set of resources that can be configured quickly and easily to serve a broad range of needs. Think of Expedia's travel service or the emergency ward of a hospital and you will see the contrast with the hard-wired push programs.

John Hagel III

Pull approaches differ significantly from push approaches in terms of how they organize and manage resources. Push approaches are typified by "programs" - tightly scripted specifications of activities designed to be invoked by known parties in pre-determined contexts. Of course, we don't mean that all push approaches are software programs - we are using this as a broader metaphor to describe one way of organizing activities and resources. Think of thick process manuals in most enterprises or standardized curricula in most primary and secondary educational institutions, not to mention the programming of network television, and you will see that institutions heavily rely on programs of many types to deliver resources in pre-determined contexts.Pull approaches, in contrast, tend to be implemented on "platforms" designed to flexibly accommodate diverse providers and consumers of resources. These platforms are much more open-ended and designed to evolve based on the learning and changing needs of the participants. Once again, we do not mean to use platforms in the literal sense of a tangible foundation, but in a broader, metaphorical sense to describe frameworks for orchestrating a set of resources that can be configured quickly and easily to serve a broad range of needs. Think of Expedia's travel service or the emergency ward of a hospital and you will see the contrast with the hard-wired push programs.

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About John Hagel III

John Hagel III is an American management consultant and author.
In 2007, Hagel founded the Deloitte Center for the Edge, a Silicon Valley–based research center. He served as the Center's co-chairman and retired in 2020. He continues to work with the Center as Chairman Emeritus advising clients. He is founder of the consultancy company, Beyond Our Edge LLC.
Hagel is involved with several organizations, including the World Economic Forum, where he serves as the co-chair of the Global Future Council on the Future of Platforms and Systems. He is also a Board of Trustees member for the Santa Fe Institute, which conducts research on complex adaptive systems, and for the Independent Institute. Additionally, he hosts executive roundtables at the Aspen Institute.
Hagel is credited with coining the term "infomediary" in his 1999 book, NetWorth, co-authored with Marc Singer.
Hagel's work has appeared in business publications including The Economist, Fortune, Forbes, Business Week, Financial Times, Wall Street Journal, New York Times, NBC, and BBC. The Harvard Business Review has twice awarded Hagel prizes for Best Article. Hagel also blogs at Edge Perspectives, the Harvard Business Review, Fortune, and Techonomy.