All posts filed under: Governance & Process

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.

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Trickle Down Does Not Work

From senior leaders’ strategic vision to reality on the ground, trickle down does not work. Let’s take a look at the data from 300 organizations around the world who took part in my research at the end of 2016.  Looking at the bars on the right of the chart, we see the typical flow of going from strategy to reality. We’ll start, as many organizations do, by defining a “clear role of digital in strategic vision” and making sure “top leadership is strongly involved”. So far, the data are not too bad. But when it comes to the next apparently logical step – “cross-organizational alignment”– the figures drop. It is not therefore surprising that “collaborative decision-making” and “buy-in from business units” are both at relatively low levels. And of course, lower still is “change initiatives owned by frontline and operational people”.

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How many platforms in your digital workplace?

…… Part of The Basics series. First published in March 2016 ….. A knowledge practitioner in a global insurance company asked me the following: “Now that we’ve seen some maturity of social business platforms, and increased appetite for these type of interactions within companies, how would you characterize the interest and operationalization of more traditional content, document and knowledge management?

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Tips For Working With a Strategic Facilitator

…… Part of The Basics series. First published in January  2016 …… I have worked as a strategy facilitator in the field of “internal digital work environments” for 17 years.  In reality, I have never actually worked like a consultant. My clients have often told me they work with me because “you’re not a consultant.” Strategy consultants traditionally work in two steps: A. Interview, explore and investigate. B. Analyze and write a report with recommendations. That has never been my approach.

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Wirearchy in the Workplace. A dynamic 2-way flow of power and authority

First published in February 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”.

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Choosing the Right Digital Board Model

…… Part of The Basics series. First published in April 2012 …… A high-level, strategic Digital Board has three areas of responsibility: decision-making, coordination and leadership. Two fundamentally different models exist for a Digital Board, each with a unique approach to the “who” and the “how” of high-level governance. This post describes the areas of responsibility in more detail, looks at the two models and offers guidance about which model best suits different contexts.

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Digital Workplace in Brief: What People Need

…… Part of The Basics series. First published in February 2012 …… Thoughtful dialogue leads to good decision-making. The purpose of this diagram is to trigger thoughtful and actionable conversations among senior management and digital managers. It is designed to make it easier for people to talk about the digital workplace, come to agreements about high-level governance and define business strategies.

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