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I’ve published over 300 articles since 2006 on topics around the digital work environment in organizations.
We Need a Better Global Balance!
After 30 days, we can see some geographical participation trends in my new "Mindsets and Organizations" survey.
Mindsets Inside Organizations
Please help me in my research. For the last few years I have seen many people, salaried, inside organizations, showing signs of attitudes and behavior similar to freelancers. I use the term “gig mindset” to describe this phenomena and decided to explore it further. How does this differ from a traditional approach to work? Is it just a question of nuance, of degree? Are there real, meaningful differences? If so, what does it mean for people and for organizations?
Customized Gig Mindset Snapshot for Your Organization?
Would you like a customized gig mindset* snapshot of your team or organization?
Briefings
I’ve started a series of briefing notes about the organization in the digital age. They cover different facets of digital transformation: leadership, change, enterprise entrepreneurship, individual development, along with other topics and challenges.
Do you have a gig mindset? Does your organization? Join the research and find out.
I am doing a research project to learn more about the gig mindset inside organizations. Please join this initiative which only takes 20 minutes. Take the survey now on Survey Monkey.
Webinar: Don’t Let Politics Block Your Digital Initiatives
I’m doing a webinar Thursday July 12 at 11:00 a.m. EDT, 17:00 CEST, 8:00 a.m. PDT. It’s organized by MIT Sloan Management Review. SIGN UP USING THIS LINK. Even if you’re not free on the 12th, you can see the on-demand recording later.
The Gig Mindset Is Growing Inside Organizations
The gig mindset brings a sense of freedom, openness, engagement and accountability, inside and outside organizations. The gig mindset in the workplace should be embraced, not resisted.
Do you have a gig mindset?
I’m researching the gig mindset. I do NOT mean external gig workers or freelancers or members of what is commonly called the gig economy. I mean people who work inside organizations, have managers and salaries, but behave in similar ways to external freelancers.
Digital Readiness: Gig Mentality and Living Vision
These are the slides I used for the opening keynote presentation at IntranetReloaded in Berlin in April. There was a lot of interest in the ideas of the gig mentality inside organizations. A number of people talked to me over the 2 days telling me their gig stories. Digital Readiness from Jane McConnell
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.”
Digital Transformation is Getting Real
Neutralize Internal Politics in Digital Initiatives
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.
The Inclusive Organization and the Reachability Factor
How can you build the right balance between global and local needs, desk-less and desk workers, and the center and the edges? If you can get it right, it will change the DNA of your organization to one of genuine inclusiveness. You will fortify the sense of common purpose and belonging.
Guidance: Building an Entrepreneurial Work Culture
…… Originally published in The Organization in the Digital Age 2016-2017 …… Potential Obstacles 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.
Leading in the Digital Age, Boson Online edX
My latest research has been integrated into the online learning course - Leading in the Digital Age, part of edX courses organized by leading universities in the US. This specific course is organized by Boston University, and they wrote me the thank you note below.
12 Years of Research On Organizations in the Digital Age
Current Research 2018: Mindsets Inside Organizations My current research started in early 2018 is focused on the mindsets of individuals, and the mindset of their organizations. I’m looking into what I call the “gig mindset” and how it compares to a traditional mindset: advantages, risks, opportunities for people inside organizations and for the organizations themselves. I’m exploring how the gig mindset can increase organizational resilience, innovation and longevity. Read more here: Mindsets Inside Organizations, We Need a Better Global Balance, The Gig Mindset is Growing Inside Organizations, Do You Have A Gig Mindset? Join the Research, See What Early Participants Are Saying, and Customized Gig Mindset Snapshot for Your Organization.
Insights and Guidance
The best vision in the world is worthless unless you can build an actionable strategy. The articles, case studies, how-to and practical guidance in this section will help you see how you can transform your vision into an actionable strategy and make it really happen.
Organizational Change – Top 10 Articles
This is a collection of the top 10 articles I’ve written about Organizational Change.
Governance & Process – Top 10 Articles
This page offers you an overview of the top 10 articles I’ve written about governance and process.
Juggling priorities? Five perspectives.
Revised version of the post first published in July 2014. 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.
Services
Management Briefings My private briefings to management are grounded in data from my 10 years of research as well as stories and examples from 18 years of working with global organizations.
Haydn Shaughnessy on Platforms and Ecosystems
Haydn Shaughnessy is an authority on economic change and business transformation. He has written several books that examine business and finance in the 21st century. These include The Elastic Enterprise, co-authored with Nicholas Vitalari, Shift and Platform Disruption Wave. He discussed his ideas and future platform trends in conversation with Jane McConnell. This case study was first published in “The Organization in the Digital Age” in December 2016.
Simplifying and Socializing Processes
I participated in a workshop some time ago with a big global company that is often held up as an example of how to go digital. Their HQ is in the US but our workshop took place in France. (NDA signed, sorry!) When we were having drinks at the hotel bar at the end of the day, I noticed several people taking photos of their bar bills. I asked why. The answer was that all they had to do to get reimbursed was to upload the photo using a special app. Nothing to fill out. No sign off to get from their managers. A friendly process, indeed! I asked: “And they trust you?” The answer: “Yes, but they can always check if they need to. So far they haven’t.”
Alice Obrecht on Innovation and the Success-Fail Spectrum
Alice Obrecht is a research fellow at the Active Learning Network for Accountability and Performance in Humanitarian Action (ALNAP), an organization dedicated to improving humanitarian performance through increased learning and accountability. Alice leads ALNAP’s work on effectiveness and innovation. She is the co-author, with Alexandra Warner, of a recent report, More Than Just Luck,* which examines innovation in humanitarian action. Alice spoke with Jane McConnell about her research and the insights it gave her. Interview was first published in “The Organization in the Digital Age” in December 2016.
Société Générale: Digital For All
Uncertain times, subject to rapid changes, require responsive people. Société Générale has launched several initiatives that encourage a new mindset and behaviors, founded on the principles of effective communication, collaborative working, flexibility and mobility. These are moving people out of their comfort zones, addressing some of the shortcomings of corporate hierarchy, and enabling people to use the tools they need to get their work done in a way that is most effective for them. This case study was first published in “The Organization in the Digital Age” in December 2016.
NMCRS: Transformation in a Fluid Organization
The Navy-Marine Corps Relief Society (NMCRS) is a non-profit organization that provides financial, educational, and other need-based assistance to active duty and retired members of the US Navy and Marine Corps, their eligible family members, widows and survivors. This 112-year-old organization went from having only a static website five years ago to having a modern digital workplace today.
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/
Danish Demining Group: Innovation in the Field
The Danish Refugee Council (DRC) is a nonprofit organization that aids communities and individuals affected and displaced by conflict across the globe. Its activities are multifaceted, covering several interrelated areas of focus: Shelter and Non-food Items, Food Security, Protection, Income Generation, Coordination & Operational Services, Community Infrastructure & Services, Humanitarian Mine Action, Armed Violence Reduction (AVR), Water, Sanitation & Hygiene (WASH) and Education.Read about how they are innovating in the field in high-risk situations. This case study was first published in “The Organization in the Digital Age” in December 2016. Photo credit http://danishdemininggroup.dk
Paris Digital Workgroup Leader
IntraNETWORK is a membership-based workgroup of managers in global companies who are involved in the digital transformation of their respective organizations. The workshops take place in Paris. The working language of the group is French, although we frequently work in English. The group meets from 8 to 10 times a year for half-day work sessions, each one structured around a theme, a digital visit or a special guest.
10th Edition Table of Contents
The report has 106 pages, data charts and tables, and includes extensive case studies and interviews. See the list with short descriptions of the cases and interviews. Read the table of contents here for both versions.