How can you protect your digital initiatives from internal political damage? “Neutralize Internal Politics in Digital Initiatives” was originally published by MIT Sloan Management Review October 13th, 2017. (more…)
…… Originally published in The Organization in the Digital Age 2016-2017 ……
- Command-and-control leadership style.
- Hesitation to rethink how people work.
- Fear of losing control by management and central functions.
- Centralized decision-making.
- Excessive fear of taking risks.
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…)
Fear, a natural obstacle to entrepreneurship.
The entrepreneurial spirit thrives in organizations where people can experiment and take risks. Unfortunately, the entrepreneurial spirit is more often stifled than stimulated because of organizational practices and culture. When entrepreneurial activities trigger change and uncertainty, fear is a common reaction. Building an entrepreneurial spirit is hard work, and much of that work involves overcoming fear. (more…)
…… First published in January 2017 ……
Freedom within a Framework—part technology, part work culture.
Innovation and entrepreneurship are spreading in organizations. People are gradually becoming freer to experiment, challenge status quo and take risks. Innovation is not a job role. Everyone is a potential innovator. This is becoming obvious as workers on the edges of organizations, in operational roles close to customers, are innovating in simple ways that change day-to-day work.
…… First published in May 2016 ……
Most people believe that knowledge goes out the door when people leave their organization. In both my 2014 and the 2015 research results, fewer than 15% of the respondents felt very confident or relatively confident that knowledge stays in the organization when people leave. The vast majority expressed varying degrees of lack of confidence. (more…)
…… 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. (more…)
…… Part of The Basics series. First published in August 2015 ……
Beyond the Individual to the Organizational Commons
Digital transformation starts with the individual. As digital spreads inside an organization, from person to person and team to team, the organizational commons begins to emerge. However, organizations quickly arrive at a make-it or break-it moment. Either digital remains an ad hoc, nice-to-have activity, or the organizational commons takes shape and digital transformation gets real. (more…)
…… 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: (more…)