All posts filed under: Leadership

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.).


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.” (more…)

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. (more…)

CDO – A Temporary Role?

…… Part of The Basics series. First published in October 2015 ……

Roles emerge within organizations that may exist over several years but will probably not be perennial. Roles concerning the digital transformation of organizations may be such roles.

New types of leadership may be fulfilling a momentary need or they may prove necessary over a long period of time.


Beyond the Individual – A Major Turning Point

…… 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…)

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”. (more…)

What we can learn from a newspaper (and it’s not the news)

…… Part of The Basics series. First published in August 2014 ……

Learning Chopin while managing crises and being true to your purpose

I recently read Play It Again, by Alan Rusbridger, editor of The Guardian newspaper and website. The book triggered a new interest in The Guardian and it also got me back on the piano.

Alan Rusbridger’s yearlong journey to learn Chopin’s Ballade No.1 is the primary story line for this book. However for me, the background stories about courage and whistleblowing, illustrated by the following three examples, were more compelling: (more…)