OF JANE McCONNELL
February 20, 2017
Digital workplace, digital transformation, organizational change, all valid subjects and important ones. However, I feel our industry is communicating too much theory and not enough operational and workable ideas today. We need to focus more on the H O W.
I ran a Quick Poll this month, asking people what their toughest “how challenges” are. The results surprised me.
January 17, 2017
Fear, a natural obstacle to entrepreneurship.
The entrepreneurial spirit thrives in organizations where people can experiment and take risks. Unfortunately, the entrepreneurial spirit is more often stifled than stimulated because of organizational practices and culture. When entrepreneurial activities trigger change and uncertainty, fear is a common reaction. Building an entrepreneurial spirit is hard work, and much of that work involves overcoming fear.
This challenge is shared by many organizations. My research data from 2013 to 2016 show that only 20 to 25% of respondents say people in their organization feel “free to experiment and take initiatives”. Nearly twice as many—45%—characterize their organization culture as one where “absolute compliance to rules, processes and instructions” is the norm. Over the same period, willingness to take risk has decreased. In 2013, 43% said their organization is risk averse; in 2016 that figure rose to 53%.
It is not surprising that people worry when a big change comes along: “How does it impact my job? What is the risk for me?”
In this post, I look at two organizations that are profoundly different from each other in design and purpose, but similar in that both are undergoing significant change and both are working in similar ways to overcome fear and build internal capabilities in new ways of working. (more…)
January 3, 2017
Freedom within a Framework—part technology, part work culture.
Innovation and entrepreneurship are spreading in organizations. People are gradually becoming freer to experiment, challenge status quo and take risks. Innovation is not a job role. Everyone is a potential innovator. This is becoming obvious as workers on the edges of organizations, in operational roles close to customers, are innovating in simple ways that change day-to-day work. (more…)
November 21, 2016
The 10th edition of my research report includes data, analysis, case studies and interviews along with a short guidance section with tip sheets. The research scope is outlined here. Purchase information is here. A special thanks to Modus, research supporter for 2016.
“Competing priorities is at the top of the list of challenges for many organizations when defining their digital transformation strategies. One of the goals of this report is to provide data, analysis and case studies that will help organizations prioritize and identify criteria for strategic decision-making.”
Each of these findings is explained in the full blog post which follows.
- Most organizations are in the Developing stage—a midway point.
- Primary goals for digital transformation are focused on efficiency.
- Although senior leaders are increasingly on board, most are not yet demonstrating sustained commitment.
- Compelling visions need tangible, actionable strategies: top down is not enough.
- Digital capabilities that foster unpredictable outcomes are not yet widespread.
- The mobile workforce has a considerable way to go before being truly mobilized.
- Organizations enable individuals and teams, but stop short when it comes to mobilizing horizontally across the enterprise.
- Visibility and openness are key in an entrepreneurial work culture, even more than autonomy for people and teams.
- The customer-facing workforce—the eyes and ears of the organization— is often disconnected from corporate systems and information flows.
- Few organizations are approaching customer data strategies systematically.
- Learning is easier than remembering.
- Obstacles around decision-making persist after many years.
- People and stories trigger change.
- Change agents are key, especially at the Maturing stage.
- Technology is a top investment priority; education and change are low; data and analytics will increase in priority in 2017.
- Investment decision-making factors vary based on maturity.
- Awareness is growing that digital and organizational transformation is a journey, not a quantifiable destination.
- The vision is broad and deep, the journey is long.
November 8, 2016
Following on from my post yesterday about senior leadership almost being on board with digital transformation, it is important to see how the impact from internal change agents has increased this year. It’s quite a counter balance!
I define change agents very simply as “people inside organizations who work to bring about change through actions that may not be within their scope of work and may not even be approved by management.”
The more your organization matures digitally, the more you need change agents. Why?
Because people are getting uncomfortable with change, and you need the activists and rebels to help maintain momentum.
November 7, 2016
I believe that digital transformation is really nothing extraordinary for organizations. This statement may seem strange in the mouth of someone who has been researching it for 10 years. However, my conviction is that digital transformation is part of a continuum of change for organizations as people, the workplace and technology evolve.
Breakthroughs can happen, but organizational change—digital or other—is progressive. Organizational change is not a new topic. Digital transformation is. It has in fact become a handy buzzword for selling new technologies. In reality, organizational and digital change go hand in hand, which is why my research is now focused on the organization in the digital age, and no longer on the digital workplace, a term that evokes technology for many people. (more…)
September 13, 2016
More #wol information to share.
I’m working on the Challenges and Changes section in the report, and wanted to share this chart with you. I won’t take the time to comment, as I’m pressed to meet a deadline but there are many observations to be made.
The chart shows what organizations in the three stages of maturity —Starting, Developing and Maturing— report as “serious concerns holding us back”. They also had the option of considering these items to be “manageable concerns that require special effort”. This chart shows only the first degree, therefore the real blockers and show-stoppers for some.
By the way, I have another chart showing how these concerns have evolved since 2013. Let me know if you’d like to see it.
As always, join the conversation in the comments section.
September 6, 2016
Here is more data I’d like to share as I continue to work on the 2016 report. Please think about this and share your reactions. #wol
One of my first reactions is to ask “where did search go?” Both enterprise search and social search are at the bottom of the list. Why?
Responses on the chart show the % that said “available organization-wide” and “available in some parts”.
Maybe Search is just too hard to do well. So we focus instead on the fun stuff—the things that make media buzz.
As I’ll show you later, these deployment figures are just the beginning. What really matters is how they impact work practices—as individuals, as teams and across the organization.
In the meantime, here’s the chart. The full descriptions for each item follow.
August 31, 2016
Today I’m working on the learning theme for the 2016 report. I’d like to share some data with you and see what you think.
The survey question asked respondents to indicate their agreement or disagreement (5-point scale) on these statements:
- Our approach to training/learning is primarily experiential and is based on simulations, games and case studies, coaching and mentoring.
- Our approach to training/learning is primarily delivered by experts/trainers explaining and giving talks either online or in a classroom.
- When it comes to personal development, our organization’s philosophy is that people are primarily responsible for acquiring new skills and knowledge.
- When it comes to personal development, our organization’s philosophy is that HR and managementare primarily responsible for ensuring that people acquire new skills and knowledge.
August 29, 2016
For the first time, in this 10th year, I looked into working out loud.
Background: For those not familiar with the concept, you can read more here on my blog where there’s a brief list of early proponents. You can download a copy of Dennis Pearce’s thesis (University of Kentucky) Developing a Method for Measuring ‘Working Out Loud‘ (immediate pdf download) published in 2014. You read the blog of John Stepper, author of Working Out Loud (published in 2015). You can simply do a search on the internet “working out loud” or search Twitter using the hashtag #wol.
There’s lots of stuff out there, but I wanted to know what’s really happening. So I asked the following question on this year’s survey- The Organization in the Digital Age 2016.