Two surprising statistics from the financial institutions participating in the 2014 Digital Workplace research:
Over 50 percent say their customer-facing workforce finds it “difficult” to access the information they need to serve their customers. 70 percent say their workforce is not able to easily learn and develop their skills in the “natural flow of work”.
...communications is no longer a role for one department but for all the company.
Why is this important? Because it is often Internal Comms that has been the department that has introduced intranets to their employees as a communication tool for all the company. They have made sure intranets looked good, that people got training and that the corporate news got the best real estate on the homepage.
Most of them have realized that the intranet is no longer only a communication tool, but a tool to do your work. In that respect, it may be time to hand over the ownership of the intranet to a different part of the organization, and the digital workplace team may be the best candidate. They can take care of a proper technical installation, governance, training, app selection and development, usability etc. (which, incidentally, apart from the technical installation, are all things I really like to do
The structure of the control network of transnational corporations affects global market competition and financial stability. So far, only small national samples were studied and there was no appropriate methodology to assess control globally. We present the first investigation of the architecture of the international ownership network, along with the computation of the control held by each global player. We find that transnational corporations form a giant bow-tie structure and that a large portion of control flows to a small tightly-knit core of financial institutions. This core can be seen as an economic "super-entity" that raises new important issues both for researchers and policy makers.
Go ahead. Give your employees yet another state-of-the art, fresh off the cloud (or out-of-the-box) solution for collaboration and communication. Odds are few of them will use it anyway … unless you do two not-so-shocking things. Can you guess what they are? Here's a clue: the technology itself isn't the problem. A new study by Softchoice, a Toronto, Ontario-based technology solutions and managed services provider, confirmed unified communications (UC) and collaboration tools have Topic: Social Business.
Thirty years after leaving McKinsey, the prolific author returns to discuss tomorrow’s management challenges and the keys to organizational change and transformative leadership in any age. A McKinsey Quarterly article.
New ways fo working made possible by the internet, most of all because it allows to get rid of time and location constraints, raise many questions for businesses. These questions are about two main areas.
First, human relationships. Will we stop having face-to-face meetings ? Will virtual meetings replace all physical interactions ? And, if yes, for the better or the worse ?
Second, work-life balance and the blurring frontier between life and work. At the beginning we used to talk about balance, now it’s about integration. There’s no frontier anymore but we must still learn to make both cohabit all day long.
When Microsoft showcased the power of Office Graph through Project Oslo, the Microsoft partner community collectively wondered about extensibility and API access. But as with many Microsoft products, it will take the greater partner community to push Office Graph into the mainstream. To explore this dynamic, I spoke with Yaacov Cohen, CEO of Harmon.ie, to discuss the Microsoft Office Graph reveal and how it will impact the Silicon Valley-based software developer and its product line. Topic: Social Business.
In a recent work it has been shown that the empirical global network of corporate control is marked by a central, tightly connected "core" made of a small number of large companies which control a significant part of the global economy. Here we show how a simple, adaptive "rich get richer" dynamics can account for this characteristic, which incorporates the increased buying power of more influential companies, and in turn results in even higher control. We conclude that this kind of centralized structure can emerge without it being an explicit goal of these companies, or as a result of a well-organized strategy.
Watching the livestream and tweet stream of #BIF10 a few weeks ago sharply reminded me that Twitter is not a social network. It is a medium that connects, conveys and spreads a social network. It has moments of brilliance, hours of banality, and wondrous conversations sometimes slide into noxious platitudes. Topic: Social Business.
Up to 87.7 percent of America’s workforce is not able to contribute to their full potential because they don’t have passion for their work. Less than 12.3 percent of America’s workforce possesses the attributes of worker passion. This “passion gap” is important because passionate workers are committed to continually achieving higher levels of performance.
The Culture Map by Erin Meyer introduces a framework for different approaches to how we communicate, persuade, trust, or critique each other in regional or national cultures. In our highly connected global economy, knowing how people consider and view their work can expand your awareness and success in collaboration with colleagues, partners or customers.
It's been years since companies began adding in-house social networks to enhance collaboration among employees. Now it's time to get real business value out of them.Until recently, many companies have struggled to get their employees to supplement their email and IMs by engaging in conversations with geographically-dispersed coworkers. Even more elusive was finding measurable value in their status updates. That's about to change, according to Jim Lundy, CEO and lead analyst for Aragon R Topic: Social Business.