OF JANE McCONNELL
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?
January 21, 2015
An interview of me after a short workshop in Utrecht organized by e-office and work21.
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January 18, 2015
This is the first in a series of short, regular “early insight” posts I’ll be doing as I work through the data and comments from the many participants in the 9th annual digital workplace survey, which closed January 9th. In the spirit of “working out loud”, I will be sharing insights and observations as I advance in the analysis and writing of the 2015 report. (Publication planned for the second part of March.)
Today, let’s look at a question about how the digital workplace serves the customer-facing workforce. The question and answer options were:
How easy is it for your customer-facing people to …
- Find the information they need,
- Provide rapid service,
- Collaborate with their customers and colleagues,
- And in general have a smooth and efficient work experience?
- Very easy
- Relatively easy
- Somewhat difficult
- Very difficult
Only 10 organizations out of 303 participants responded “very easy”!
I was not surprised. Last year only 9 responded “very easy”.
How do these 10 organizations differ?
November 26, 2014
Most organizations are just starting the journey.
A long road with major barriers.
Two recent studies, Social Business: Shifting out of First Gear from MIT Sloan Management and Deloitte (here) and the other from myself, The Digital Workplace in the Connected Organization, (my 2014 annual report) have drawn very similar conclusions:
- The internal digital work environment is becoming more social and collaborative, but there’s a very long road ahead.
- The main barriers are strategic and organizational issues, not technological challenges. And that’s why the road is so long!
There are lots of hurdles to jump.
Different questions, different terms but similar discouraging results.
November 22, 2014
In an early experiment by educational pioneer Sugata Mitra, he broke a hole in the wall between his office and a slum in India and made a computer available to children who had never before seen one. A quote from the BBC article about this caught my attention back in 2005:
You find that the noise level begins to come down, and from somewhere a leader appears. Often his face is not visible in the crowd, but he is controlling the mouse because suddenly you see the mouse begin to move in an orderly fashion.
That’s true leadership. It emerges from a conducive context. It happens because it can.
You can “let” leadership – you cannot “make” leadership
Leadership happens in a given context at a given point in time: You lead in one situation; you follow in another.
November 17, 2014
Digital is a new way of working. It simplifies. It accelerates. It clarifies. It humanizes. Technology is only a small part of the digital way of working. Most people misunderstand this. They think “technology” when you say “digital workplace”. My definition of the digital workplace is “the intersection of People, Organization and Technology”.
The path to a meaningful digital workplace is long and not always smooth.
Last year’s Digital Workplace Survey of 314 organizations around the world showed distinct differences between Early Adopter organizations (top 20 percent) and the Majority of organizations. The Digital Workplace Framework helps understand these differences. It is based on three perspectives: Capabilities, Enablers and Mindset. Each perspective is divided into three dimensions. (Read about the framework here.)
October 27, 2014
Are you in the Luxury Sector? If so, please read this. If not, please help spread the word.
When it comes to digital, luxury goods companies are highly focused on e-commerce sites and external brand awareness. When it comes to digital inside, for the workforce I mean, the situation is unclear. I plan to bring clarity by creating a Luxury Sector Digital Workplace Index. And I need your help.
I’ve had the opportunity to work on digital workplace strategy with two of the world’s largest luxury groups. I’ve seen some very interesting projects from the inside, but need to broaden the input and see where the industry as a whole stands.