OF JANE McCONNELL
August 20, 2014
The digital workplace is not a place. It is not a shared entry point. It is an ecosystem that is governed by defining a limited number of strategic principles, then letting people throughout the organization take ownership and assume accountability for various pieces, large and small. A successful digital workplace is participative.
Many people are impacted by an organization’s digital workplace and they all need to be consulted when defining a strategy and action plan. I’ve defined 5 stakeholder groups, each with different but complementary needs.
How can you make relevant and actionable decisions in this complex environment?
August 5, 2014
I recently read Play It Again, by Alan Rusbridger, editor of The Guardian newspaper and website. The book triggered a new interest in The Guardian and it also got me back on the piano.
Alan Rusbridger’s yearlong journey to learn Chopin’s Ballade No.1 is the primary story line for this book. However for me, the background stories, illustrated by the following three examples, are more compelling:
- Rusbridger describes the pivotal role of The Guardian in the WikiLeaks events and chronicles meetings with Assange and the difficult challenge of coordinating the major media supporters and Assange.
- It is learned that one of the Guardian journalists is being held by Libyan rebels so Rusbridger and a colleague personally fly immediately to Libya and get him out just hours before the No Fly Zone takes place.
- The Guardian journalists stood up to the Murdoch machine and were key to revealing the hacking scandal at News of the World.
In Play it Again, Rusbridger talks like a true leader – vision combined with humility. Vision for leading The Guardian into the digital age, and at the same time becoming a worldwide model for freedom of the press. Humility for describing how nervous he was, at many points, over the year as he went to piano camp, practiced in 15-minute segments a day, played for small audiences yet felt he would never reach his goal of mastering the Ballade.
Fulfilling purpose and going beyond the surface
July 18, 2014
A digital workplace has 5 types of stakeholders, each with a unique perspective complementary to the others:
- People as individuals (throughout the workforce)
- Business, operational and customer-facing workforces
- Enterprise/group communities and shared services
- External customers (or users / citizens) served by the organization.
Your need input from all 5 stakeholder groups. This is fundamental to all digital workplace initiatives, workshops, focus groups and whatever other techniques you use to define your project. This slide deck explains why the 5 stakeholder perspectives are all important and gives you ideas about how to approach them. It’s a starting point to be customized for your own context. (more…)
June 20, 2014
One of my very first ever blog posts from May 2005 was about an experiment carried out by Sugata Mitra and reported in the BBC. Mitra broke a hole in his office wall and made a computer available to children in a shanty town who had never seen a computer.
The noise goes down, a leader appears…
June 18, 2014
I have recently read some works that brought me to think about my work life and how it has evolved over the past years. Most recently, it was John Stepper‘s Working Out Loud (early draft) that I was privileged to review, where he describes the critical moment when his mind opened to new ways of working. (more…)
June 9, 2014
“Working out loud” is one of the most powerful steps you can take to begin to transform how your organization works.
Several of my co-members of ChangeAgentsWorldwide are “working out loud” pioneers.
See their tips on practical steps you can take. (Thank you @simongterry and @johnstepper.)
“Working out loud” is the title of one of the chapters in “The Digital Workplace in the Connected Organization“, the most recent report from the digital workplace survey (8th annual edition).
50 % discount on report purchases during “Working Out Loud” Week
June 4, 2014
Top management is out of touch with the reality of how people work
My first annual survey, conducted with 100 global organizations in 2006, covered intranets, collaboration and what was then called “web 2.0” technologies. Survey results showed that top management in most companies was out of touch with the reality of how people worked. Top management tends to be focused on business, sales and the external world. They do not make the mental leap between how people work internally and how the organization serves their external customers.
Data from my latest survey of 314 organizations around the world (published in February) show three industry sectors that stand out because Business is one of their top three strategic drivers for their digital workplace. These 51 organizations report greater confidence in four specific business scenarios.
One of the 2006 survey questions was: “How do the senior managers in your organization perceive the role of the intranet?” Thirteen percent of the participants reported that top management considered the intranet to be “business critical”. To the question “How soon would employees be disturbed in their work if the intranet ‘went down’?” 55 percent responded “in one to two hours”.
So the workforce in 55 percent of the companies used the intranet daily, if not hourly, in their work, yet senior management in only 13 percent considered it “business critical”?!
This was only the first of many indicators over the last 9 years of research showing that management in many organizations is out of touch with how people really work. These figures varied no more than 2 or 3 percentage points over five years, from 2006 through 2010. At this time I started asking people to identify their top three strategy drivers for the digital workplace. And things did not seem much better. (more…)
May 11, 2014
Today, it is clear that HR, in most organizations, is not yet playing a strategic role of thinking about and preparing for the future workplace. I asked 314 organizations around the world the following question:
“Which parts of your organization are thinking about and preparing for the future workplace?
This includes strategy and practical guidance. It covers new people skills such as online collaboration, leading virtual teams, participatory management, socially driven work practices. It also includes thinking about where people work, how to facilitate mobility, what is required in building facilities and services and so on.”
HR was identified as being involved in 50% (of the Majority of organizations) to 60% (in Early Adopter organizations). The image below is page 148 from “The Digital Workplace in the Connected Organization“.
April 8, 2014
If you are in Berlin between end of day Wed 9 April and Fri evening 11 April, get in touch. I’m going there tomorrow for Intranet Reloaded.
I’ll be running one table at the World Café on “evolving towards a digital workplace”. I plan to use my new model and deepen the work I did in Copenhagen at IntraTeamEvent and in Paris at IntraNetwork on “obstacles and how to overcome them”. The document below is an example of “working out loud” as it is unfinished and will continue to evolve through contributions made in future workshops.
April 4, 2014
Employee engagement is low. Very low.
Gallup revealed this to the benefit of all of us.
However, it was not a surprise to everyone. I presented the Gallup figures in a work session last week with 25 people in the room. Only 3 (myself included!) were over 30! The others were young professionals working in well-known global companies. When I displayed the slide, there was a loud gasp from one person. Who? An internal communication manager from a global company, and yes, she was well over 30.
I turned to the room and asked the other: “Does 13 % engaged surprise you?” There was a general shoulder-shrugging “no, not really”.
The digital workplace can help increase employee engagement.
I’ll write more about this later, but in the meantime here are the slides on my recent presentation: “Employee Engagement and the Digital Workplace.”