Year: 2016

Key Findings ‘Organization in the Digital Age’ 10th Edition

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. 18 key findings are explained below. (First published in November 2016.).

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Change Agents—Nearly As Important As Senior Leaders

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

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Senior leadership almost on board

…… First published in November 2016 …… 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. 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.

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Where did search go?

…… First published in September 2016 …… When I saw the data on the chart below, my first reaction was 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 percentage of respondents who 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.

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High-Performing Customer-Facing Workforce and BYOD

…… Originally published in May 2016 in the Harvard Business Review under the title “Tracking the Trends in Bringing Our Own Devices to Work …… For the last five years or so, one of the major discussions in the corporate IT world has been around the related issues of the consumerization of IT and employees who bring their personal devices to work (the so-called BYO movement, for “bring your own”). I explored the BYO movement, looking at official policies and real-life practices for BYOD (bring your own device), BYOPC (bring your own computer) and BYOA (bring your own application, including using the public cloud).

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Working out loud not yet the norm

…… Part of The Basics series. First published in August 2016 …… For the first time, in this 10th year, I looked into working out loud. 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.

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Change activists or communities? A revealing difference.

…… Part of The Basics series. First published in June 2016 …… Where are change activists effective? A change activist (or agent) is a type of rebel in the work environment. I’m not talking about people appointed by management to bring about change such as a Director of Change. Instead, I’m referring to those unofficial, usually unrecognized people in organizations who see that something needs to be changed and are doing something about it. Change activists play an especially critical in organizations with one or more of these characteristics, which in fact are often found together: (1) highly centralized, (2) very closed —with little awareness of the external world, and (3) low digital maturity.

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