Year: 2014

Going social? Don’t create needs. Respond to existing ones.

…… Part of The Basics series. First published in November 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:

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Embracing diversity brings decision-making challenges

…… Part of The Basics series. First published in August 2014 …… The digital workplace is not a place. It is not a shared entry point. It is an ecosystem that is governed by a limited number of strategic principles that enable people throughout the organization to self-organize, work out loud, take ownership and assume accountability for their work. A successful digital workplace is participative.

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What we can learn from a newspaper (and it’s not the news)

…… Part of The Basics series. First published in August 2014 …… Learning Chopin while managing crises and being true to your purpose 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 about courage and whistleblowing, illustrated by the following three examples, were more compelling:

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Top management is out of touch with the reality of how people work

…… Part of The Basics series. First published in June 2014 …… The truth lies on the front lines My first annual survey, conducted with 100 global organizations in 2006, covered intranets, collaboration and what was then called “web 2.0” technologies. Top managers in most companies were out of touch with the reality of how people worked. Top management was focused on business, sales and the external world. 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.

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HR stuck in the middle: management versus people

…… Part of The Basics series. First published in May 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.”

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Employee engagement and the digital workplace

…… Part of The Basics series. First published in April 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.

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Decrease of Interest in Enterprise Social Software Signals a Shift from Tool to Behavior

…… Part of The Basics series. First published in March 2014 …… Recent news stories say fewer customers are buying and vendors are less interested in enterprise social software today. Why? Some people are surprised; others have concluded it is because social collaboration (or “social business” as some may call it) is dying. I disagree with this analysis. Data from my recent report The Digital Workplace in the Connected Organization 2014 tell a different story:  Early Adopters have finished buying and are now focused on learning to work in new ways. The Majority are in “wait and see” mode.

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