All posts filed under: Organizational Change

Real voices about the collaborative mindset

I recently ran a one-question Quick Poll asking people: What are your biggest, toughest challenges today? It turns out the top challenge is how to cultivate a collaborative, cooperative mindset. Then I set up a brief crowd-sourcing initiative on a Google doc asking people to share more from their real life experiences. What follows are extracts from the conversations along with my own observations. > Humans are lost in the digital conversation. We need to get back to basics.

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Seeding an entrepreneurial work culture

…… The original, longer version of this post was published on October 31, 2016 on the Global Peter Drucker Forum Blog. First published here in February 2017 …… Experimentation and creativity have long been stifled in many organizations. Command-and-control leadership, overly complex processes and slow decision-making are among the reasons for this unfortunate state. Data from my 10th annual research with 310 participants in 27 countries confirm this:

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Change activists or communities? A revealing difference.

…… Part of The Basics series. First published in June 2016 …… Where are change activists effective? A change activist (or agent) is a type of rebel in the work environment. I’m not talking about people appointed by management to bring about change such as a Director of Change. Instead, I’m referring to those unofficial, usually unrecognized people in organizations who see that something needs to be changed and are doing something about it. Change activists play an especially critical in organizations with one or more of these characteristics, which in fact are often found together: (1) highly centralized, (2) very closed —with little awareness of the external world, and (3) low digital maturity.

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The Company Cultures That Help (or Hinder) Digital Transformation

…… Originally published on the Global Peter Drucker Forum Blog and on the Harvard Business Review in August 2015 …… Many companies struggle with digital transformation. It goes against the grain of established ways of working and is a threat to management practices that have existed for decades. Digital tools free people throughout the organization to share information easily. Communication managers no longer have total control over message, target, and timing of news and announcements. Horizontal and bottom-up information flows become stronger at the expense of the traditional top-down.

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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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Can HR Help Bridge the Gap?

…… Part of The Basics series. First published in september 2015 …… The internal digital work environment has evolved dramatically over recent years. I have conducted surveys and written reports annually on “digital inside” since 2006. This October I’ll be attended HR Tech World Congress in Paris on October 27 – 28.  I will be interviewing speakers and attendees, and collecting input on this question: Is HR helping to bridge the gap between words and actions — between intentions and reality — when it comes to digital inside organizations? And if so, how?

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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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HR stuck in the middle: management versus people

…… Part of The Basics series. First published in May 2014 …… Today, it is clear that  HR, in most organizations, is not yet playing a strategic role of thinking about and preparing for the future workplace.  I asked 314 organizations around the world the following question: “Which parts of your organization are thinking about and preparing for the future workplace? This includes strategy and practical guidance. It covers new people skills such as online collaboration, leading virtual teams, participatory management, socially driven work practices. It also includes thinking about where people work, how to facilitate mobility, what is required in building facilities and services and so on.”

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