All posts filed under: Leadership

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.

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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.

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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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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:

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Top management is out of touch with the reality of how people work

…… Part of The Basics series. First published in June 2014 …… The truth lies on the front lines My first annual survey, conducted with 100 global organizations in 2006, covered intranets, collaboration and what was then called “web 2.0” technologies. Top managers in most companies were out of touch with the reality of how people worked. Top management was focused on business, sales and the external world. This was only the first of many indicators over the last 9 years of research showing that management in many organizations is out of touch with how people really work.

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HR talks back – from the trenches

…… Part of The Basics series. First published in July 2013 …… My HR series “Is HR the missing player we are waiting for in the digital workplace?” has triggered some strong reactions. In this post I’ll start with anecdotes from the dark side and finish with inspiration from the bright side. First, the series of 3 questions I asked: What’s different when HR co-leads the digital workplace? then Why is HR late in social collaboration? and finally What future for HR?

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