All posts filed under: Strategy & Decision-making

A Living Vision

The living vision means our vision is how we are living today, how we work and interact with people around us. I was inspired by Sonja Blignaut who recently wrote: “What if we saw vision not as a determined end state we need to achieve, but as a co-created, evolving pattern we are living in that informs every decision and interaction in the now.”

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Air Liquide: Focus on People, not Tools

Air Liquide is an international company with a presence in 80 countries. Founded in 1902, it has a long tradition of innovation. With 68,000 employees worldwide, it specializes in gases, technologies and services for industry and the health sector.  Now, after decades of experience adapting to evolving customer needs, Air Liquide is embracing the digital age, on a new transformation path involving their customers and employees worldwide. This case study was first published in “The Organization in the Digital Age” in December 2016. Photo credit: https://www.airliquide.com/

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Movements, Politics and Leadership

I spoke at the i2Sumit 2017 in Zurich last week. I would summarize my presentation in two words: People lead! I talked about how people start movements in organizations, and organizations run to catch up (or not!). I demonstrate with data how top-down decision-making for digital initiatives is still too common, and how it triggers internal politics. Organization in the Digital Age i2summit17 from Jane McConnell

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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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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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Your toughest challenge today? I asked 112 people around the world.

Digital workplace, digital transformation, organizational change, all valid subjects and important ones. However, I feel our industry is communicating too much theory and not enough operational and workable ideas today.  We need to focus more on the H O W. I ran a Quick Poll this month, asking people what their toughest “how challenges” are. The results surprised me.

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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.).

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