Author: Jane McConnell

Civil disobedience facing strategic blindness

This quick note is to alert you to the publication of the first 2020 Briefing Note just published. You can see it here and you can also sign up for future Notes.

I have also written two complementary articles you can read either on my website or on LinkedIn. Comments are closed here so Linkedin will let you react to my thoughts! Which I hope you will.

Looking forward to your thoughts.

Civil Disobedience Facing Strategic Blindness (1/2)

CONTEXT: Focus here on Civil Disobedience.

The opposing forces of what I’m calling civil disobedience and strategic blindness underlie the gig mindset inside the organization. They are the fundamental forces that will make or break the gig-mindset way of working inside companies and are the subject of an early chapter in my upcoming book. This article about civil disobedience is part one of a short series. (more…)

Civil Disobedience Facing Strategic Blindness (2/2)

CONTEXT: Focus here on Strategic Blindness.

The opposing forces of what I’m calling civil disobedience and strategic blindness underlie the gig mindset inside the organization. They are the fundamental forces that will make or break the gig-mindset way of working inside companies and are the subject of an early chapter in my upcoming book. This article about strategic blindness is part two of a short series. (more…)

What is culture?

In my 18+ years of strategic advising, I’ve seen so many variations of how people interpret the word. My conclusion? The word culture means everything and nothing. It’s a flexible word we can use as we wish. It is used by senior management and communicators to inspire people. HR specialists use the concept to help guide hiring decisions. Advisors and consultants say they can help you shape your culture. (more…)

The Emergence of the Gig Mindset

People Movements Bring Change. The Gig Mindset Is No Exception.

First, people brought social to the workplace

This happened with social networks, which entered organizations timidly over a decade ago, were upsetting to many senior managers, but have now become widespread: approximately 60% of organizations have a single network worldwide, and another 25% have multiple networks.

Then people led and won the BYOD debate.

(more…)