Year: 2017

Juggling priorities? Five perspectives.

Revised version of the post first published in July 2014.

Competing priorities is a tough challenge for most organizations.

“Competing priorities” has been at the top of the list of “obstacles that hold us back” for several years in my annual studies. How to get around it? A digital workplace has 5 types of stakeholders, each with a unique perspective complementary to the others. Taking the time to investigate these 5 perspectives will help you see more clearly and formulate priority statements founded on evidence. (more…)

Haydn Shaughnessy on Platforms and Ecosystems

Haydn Shaughnessy is an authority on economic change and business transformation. He has written several books that examine business and finance in the 21st century. These include The Elastic Enterprise, co-authored with Nicholas Vitalari, Shift and Platform Disruption Wave.
He discussed his ideas and future platform trends in conversation with Jane McConnell. This case study was first published in “The Organization in the Digital Age” in December 2016.

Simplifying and Socializing Processes

I participated in a workshop some time ago with a big global company that is often held up as an example of how to go digital. Their HQ is in the US but our workshop took place in France. (NDA signed, sorry!) When we were having drinks at the hotel bar at the end of the day, I noticed several people taking photos of their bar bills. I asked why. The answer was that all they had to do to get reimbursed was to upload the photo using a special app. Nothing to fill out. No sign off to get from their managers. A friendly process, indeed! I asked: “And they trust you?” The answer: “Yes, but they can always check if they need to. So far they haven’t.” (more…)

Alice Obrecht on Innovation and the Success-Fail Spectrum

Alice Obrecht is a research fellow at the Active Learning Network for Accountability and Performance in Humanitarian Action (ALNAP), an organization dedicated to improving humanitarian performance through increased learning and accountability. Alice leads ALNAP’s work on effectiveness and innovation. She is the co-author, with Alexandra Warner, of a recent report, More Than Just Luck,* which examines innovation in humanitarian action. Alice spoke with Jane McConnell about her research and the insights it gave her. Interview was first published in “The Organization in the Digital Age” in December 2016. (more…)

Société Générale: Digital For All

Uncertain times, subject to rapid changes, require responsive people. Société Générale has launched several initiatives that encourage a new mindset and behaviors, founded on the principles of effective communication, collaborative working, flexibility and mobility. These are moving people out of their comfort zones, addressing some of the shortcomings of corporate hierarchy, and enabling people to use the tools they need to get their work done in a way that is most effective for them. This case study was first published in “The Organization in the Digital Age” in December 2016. (more…)

NMCRS: Transformation in a Fluid Organization

The Navy-Marine Corps Relief Society (NMCRS) is a non-profit organization that provides financial, educational, and other need-based assistance to active duty and retired members of the US Navy and Marine Corps, their eligible family members, widows and survivors. NMCRS has 220 employees and a continually rotating staff of volunteers around the world. Approximately 2,700 volunteers are serving at a given point in time and a total of 4,000 over a year. This 112-year-old organization went from having only a static website five years ago to having a modern digital workplace today. This case study was first published in “The Organization in the Digital Age” in December 2016. (more…)

Air Liquide: Focus on People, not Tools

Air Liquide is an international company with a presence in 80 countries. Founded in 1902, it has a long tradition of innovation. With 68,000 employees worldwide, it specializes in gases, technologies and services for industry and the health sector.  Now, after decades of experience adapting to evolving customer needs, Air Liquide is embracing the digital age, on a new transformation path involving their customers and employees worldwide. This case study was first published in “The Organization in the Digital Age” in December 2016. Photo credit: (more…)

Danish Demining Group: Innovation in the Field

The Danish Refugee Council (DRC) is a nonprofit organization that aids communities and individuals affected and displaced by conflict across the globe. Its activities are multifaceted, covering several interrelated areas of focus: Shelter and Non-food Items, Food Security, Protection, Income Generation, Coordination & Operational Services, Community Infrastructure & Services, Humanitarian Mine Action, Armed Violence Reduction (AVR), Water, Sanitation & Hygiene (WASH) and Education.Read about how they are innovating in the field in high-risk situations. This case study was first published in “The Organization in the Digital Age” in December 2016. Photo credit (more…)

Workgroup for People in Future-Oriented Roles

Membership-based workgroup for managers dealing with digital, learning, innovation and other future-oriented missions.

IntraNETWORK is a membership-based workgroup of managers in global companies who are involved in the digital transformation of their respective organizations. I created the group in 2010.

The face-to-face workshops take place in Paris. There are frequent online sessions with visitors from countries around the world. The working language of the group is French, although we frequently work in English with our international guests. The sessions take place from 8 to 10 times a year for half-day F2F work sessions or one-hour online sessions. Each is structured around a theme, a digital visit or a special guest.

See the programs on the dedicated website for 2018,  20172016201520142013 et 2012.

« ….Ce groupe est très inspirant, c’est vraiment motivant de découvrir les initiatives des autres et les solutions qu’ils trouvent aux problèmes que nous rencontrons tous. ….. »  Responsable Digital d’un grand groupe du secteur services financiers.

« IntraNETWORK is a safe environment where I can share my experience and hurdles with other high quality peers willing to help and offer constructive ideas and points of view. » Responsable Innovation – secteur services aux entreprise

« ….IntraNETWORK provides that first circle of contacts allowing us to build relationships and follow progress in other organizations. …. the supply of ideas and inspiration is constant. »  Digital Transformation & Collaboration Leader – University of a global industrial company.

« Cela fait 3 ans que je participe à IntraNETWORK et je suis impressionné par la qualité des sessions. Jane fait en sorte qu’il y ait toujours une grande diversité de sujets et elle invite des intervenants de marque. Ceux-ci viennent du monde entier, et ils nous apportent une vision internationale, si importante pour nous qui souhaitons “casser les silos” ! Les ateliers sont vivants, rythmés et dans chacun d’eux, on sent le même désir de partager, d’apprendre, d’anticiper, et … de s’émerveiller. »  Digital Project Manager, d’un grand groupe bancaire.

Read more about the group and activities on the dedicated website: