OF JANE McCONNELL
September 22, 2015
This was the theme of the Executive Round Table organized last week in Munich by Roland Berger, The Harvard Business Review and the Peter Drucker Society Europe. It was an “appetizer” event for the Global Drucker Forum which will take place in Vienna on the 5th and 6th of November. There is a good summary of the event on the Roland Berger news stream.
I was the only “non company” person on the panel, which let me speak from a different perspective than the other participants. Here’s a digitized version of one of my flip chart sketches I used during my presentation. My message was: “There’s a huge gap between digital deployment inside organizations and real impact on people and business. It comes down to mindset and work cultures.”
I dressed some of these issues in my blog post on the Harvard Business Review Digital: The Company Cultures that Help or Hinder Digital Transformation.
August 18, 2015
Digital brings visibility and accountability. Inside organizations, the digital workplace enables conversations and creativity that happen faster and deeper than in pre-digital times. You can see where ideas come from, see what others are saying and doing. You can jump in and get involved.
Secrecy is not part of the digital mindset. Yet secrecy is an underlying element of the Amazon culture according to the recent article by the New York Times.
August 11, 2015
Beyond the Individual to the Organizational Commons
Digital transformation starts with the individual. As digital spreads inside an organization, from person to person and team to team, the organizational commons begins to emerge. However, organizations quickly arrive at a make-it or break-it moment. Either digital remains an ad hoc, nice-to-have activity, or the organizational commons takes shape and digital transformation gets real.
By organizational commons, I mean networks and communities where resources, information and content are created by many and accessible to many. The determining principles are shared contributions, shared responsibilities and shared benefits. The commons is the springboard to digital transformation.
We Are at a Major Turning Point
May 15, 2015
This post presents 10 key findings from The Organization in the Digital Age, the 9th annual report about the workplace. It is based on input from nearly 300 organizations worldwide.
- Digital Humanizes and Energizes Organizations by Making Work Personal
- Excellence in Customer Satisfaction Correlates to Strong Digital Workplaces
- Digital Workplace Maturity Significantly Higher in Organizations With Culture of Trust
- Finding People “Who Know” Is Winning Over Finding “The Information I Need”
- Mobile Services in 2014 Did Not Achieve Predictions Based on 2013 Data
- Few Organizations Have Chief Digital Officers in Fullest Sense: C-Level and Broad Internal-External Scope
- Community Management Becoming Embedded in Other Roles
- Top Change Driver: Sense of “Why”
- Overall Results from Digital Workplace Scorecard Show Good Progress Between 2013 and 2014
- Most Challenges Linked to Mindset of People and Organizations
March 18, 2015
I tried out Storify to see if the tweets from my keynote session at CongresIntranet in Utrecht had capture my main messages. Storify is a great tool for seeing at a glance what has been picked up by people listening to you and asking questions. Here’s the edited result of my investigation.
March 18, 2015
This presentation combines my keynote talk and breakout session at CongresIntranet 2015 .
February 17, 2015
The workplace in the digital age is undergoing transformation. Wirearchy is at the heart of this transformation.
You may not yet be familiar with the term, but you are very likely already experiencing wirearchy to some degree. Jon Husband created the term over ten years ago and defined wirearchy as: “a dynamic two-way flow of power and authority, based on knowledge, trust, credibility and a focus on results, enabled by interconnected people and technology”.
I have conducted research on the internal digital work environments of organizations for nine years, starting in 2006. Each year I publish data and analysis based on input from several hundred organizations around the world. A multi-year perspective shows that organizations are moving towards ways of working that reflect the principle of wirearchy.
February 5, 2015
Thanks to Frédéric Williquet (@fredericw), I have a great summary of the opening keynote I gave at the 2015 Enterprise 2.0 Summit in Paris.
You’ll get a feel for the action over 2 days from these two stories:
January 23, 2015
Published simultaneously on Pulse.
IBM is very much in the news these days because of weak business growth. However, I’m not a business analyst and this article is not about financial issues, at least not directly. My focus here is on people. By people, I mean both workforce and customers.
I remember listening to an IBMer presenting the IBM Global Values Jam in 2001 at an online conference in London. The enthusiastic audience loved it, asked lots of questions and wished their organizations had a similar culture based on trust. As IBM explains here: “Research showed that IBMers trusted and relied on their intranet at unprecedented levels—even more than their managers or the grapevine. Seeking to develop and extend that trust, the company introduced World Jam in 2001.”
IBM adds here that Jams are “radically open and democratic—everybody has the same capacity to participate, regardless of level or expertise—jams speak to the expectations of today’s professional worker.”
Favoring shareholders over the workforce: a serious business misstep?
What went wrong with the global jam pioneer?