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Humanizing the Digital Workplace


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Presentation held on 26.09.2019 at the "Digital Workplace and Employee Experience Summit" in Berlin (Germany)


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Humanizing the Digital Workplace

  1. 1. 1 Digital Workplace and Employee Experience Summit Humanizing the Digital Workplace D - Berlin 26.-27.09.2019 Stephan Schillerwein @IntranetMatters Offices: - CH – Klingnau (AG) - CH – S. Antonio (TI) Digital Transformation of Work
  2. 2. 2 HUMANIZING, YOU SAY? Why a Human-centered (Digital) Workplace is not a diffuse philanthropic concept but an actual contributor to your company's bottom line
  3. 3. 3 The Antithesis of a Human-centered (physical) Workplace Picture credits: «Cubicle Farm» by Steve (cc:),
  4. 4. 4 The Antithesis of a Human-centered (digital) Workplace Picture Credits: «Cluttered Desktop» by Patrick Püntener, CYCL
  5. 5. 5 A short & super-simplified History of Work – and when it got «de-humanized»
  6. 6. 6 An isolated approach to humanize just the DWP will surely fail Humanizing the Digital Workplace is about Humanizing the Workplace is about Humanizing Work is about Creating the right conditions in which we can unfold our full Human Potential
  7. 7. 7 The Key Misconception about Work Somewhat different (at the outside) SameSame
  8. 8. 8 Reality: 3 very different Types of Work Manual Work Case Work Cognitive Work Picture credits: - James Yu, - Boston Public Library, - Team around Table: unknown
  9. 9. 9 Intrinsic Motivation, Meaningfulness Understanding Cognitive / Knowledge Work Manual Labour Case Work Knowledge Work 60% Planning, Steering, Processes, Repetition, Standardization Self-organization, Autonomy, Empowerment, Connectedness Creativity, Finding Solutions, Soft Skills, Social Intelligence         Process / «Robot Work» People    Control, Micro-Management, Time x Volume, clear Responsibilities    Today + Efficiency / Revenue Future+Innovation Focus 
  10. 10. 10 Cognitive Work incompatible to Industrial Paradigm! Cognitive Industrial M I N D S E T Trust – Autonomy – Mastery – (shared) Purpose – Openness – Transparency – Fairness – Flexibility – Progress – Sharing – Responsibility – Peer Recognition – Life-long Learning – Intrinsic Motivation – Community – Interactions – … Fear & Control (e.g. Micro- Management) – Bureaucracy – Silos – Processes – Barriers – Adversity to Change – Secrecy – “Don’t speak up” Culture – internal Competition – financial Incentivation – forced Loyality (Dependency) – …  Hyperlinked Organization – the Company as a Living Organism Hierarchical Organisation – the Company as a well oiled Machine A S S E T S Shared Vision – Ideas & Creativity – Ability for Adaptability, Change & Transformation – Agility & Speed – empowered & engaged People – Culture – Identity & Purpose – Trust – Knowledge – Network – … Buildings and other phyiscal assets – organizational Structure – Rules & Tools – Material & Machines – Brands – Status & Symbols – Money – …
  11. 11. 11 How this affects your “Bottom Line” – listen to what Peter F. Drucker had to say about it … “Knowledge worker productivity is the biggest of the 21st century management challenges. In the developed countries it is their first survival requirement. In no other way can the developed countries hope to maintain themselves, let alone to maintain their leadership and their standards of living.”
  12. 12. 12 Proof of «ROI» comes from diverse perspectives! Kotter and Heskett’s landmark study “Corporate Culture and Performance” documented that over an 11 year period, organizations with performance- enhancing cultures saw a 901% growth in their stock price vs. a 74% growth for organizations that do not have performance enhancing cultures. John P. Kotter and James l. Heskett, “Corporate Culture and performance,” free press, 1992 “Kotter and Heskett (1992) identified that the optimal culture for organizations pursuing long-term innovation and performance in a dynamic environment is an adaptive, learning culture – a culture that fosters and nurtures innovation...” Shu-Hsien Liao, et al., «Relationships among organizational culture, knowledge acquisition, organizational learning, and organizational innovation in Taiwan's banking and insurance industries», 2012
  13. 13. 13 Taking a new Perspective on the DWP “To create a human-centered Digital Workplace start by (re-) designing Work – and do so from a holistic perspective!” Picture credits: unknown source
  14. 14. 14 THE BIGGEST CHALLENGE IN (RE-) DESIGNING WORK Here we go: the two ugly «C»-words nobody wants to hear …
  15. 15. 15 In an organizational Context, it’s not just about individual «Sets» Mindset ToolsetSkillset + Organizational «Framework» + Organizational Culture Scope of the Change
  16. 16. 16 Not your Grandfather’s kind of Change, though … «Oh yes, we have lots of experience with Change Management! For instance, we’ve just reorganized our HR department and introduced an new software in accounting … The change for this DWP-thing will not be anything new or different for us!» Picture credits: source unknown
  17. 17. 17 To illustrate … Picture credits: hehaden ”Like a wheel within a wheel (Macro Mondays - Cogwheel)” (CC BY-NC 2.0 License) Typical change of the past Change for digital and agile Work
  18. 18. 18 Organizational Culture from a «New Work»- Perspective Group Individual Behaviour Organ- ization Group behaviour, driven by select individuals, holds the strongest leverage for Change of the «Ways of Working» «Culture is the by-product of consistent behavior.» 1 «Most […] change manage- ment systems fail because they do not deliver behavioural change in the individuals.» 2 1 = Jason Fried, David Heinemeier, Founders of 37signals in their book “Re-Work” 2 = Leandro Herrero, Author of “Viral Change” 3 = John Seely Brown & Estee Solomon Gray, Fast Company, 1995 «Organizations are webs of participation. Change the patterns of participation, and you change the organization.» 3
  19. 19. 19 5 THINGS EVERY DIGITAL WORKPLACE PROJECT- TEAM SHOULD BE DOING You can get started right now – no matter where you currently stand! Don’t limit it to what I’m going to show you, there is much more …
  20. 20. 20 Get rid of the «Change 1.0» Mindset
  21. 21. 21 The worst assumptions from the Dark Ages of «Change 1.0» Change = Top- down Communication Start: 4 weeks before launch End: 2 weeks later Change makes up for lack in added value Tool-induced, isolated Change («Change for the new Intranet»)
  22. 22. 22 Start the Change on «Day 1» of the Project
  23. 23. 23 Don’t think of it as an isolated Work Package Change ManagementProject Management Phase 1 Phase 2 … … …
  24. 24. 24 2 Questions to ask at the Project Kick-Off «How do we want to work in this project?» «What’s the ‘COOL TOOL’ that we’ll be using for this?» Picture Credits: - «Daily Scrum»: unknown - Team around Laptop: Pacific Disaster Center (cc:),
  25. 25. 25 Make it a fixed Agenda Item
  26. 26. 26 Turn every Project Meeting into a «Work Desgin Session» • 15mins (sometimes more) to reflect and improve work practices • Topics can be big or small, e.g.: – File names that everyone on the team understands – Design techniques to be used in upcoming workshops – Improving task execution morale – Review of latest discussions on the «Project Activity Stream» – … • Experiment and leave the team’s comfort zone, e.g. agree to make a relevant decision on the Stream instead of in the Meeting Photo credits: Stephan Schillerwein (2014)
  27. 27. 27 Show that this Change will work
  28. 28. 28 Have the «Big Plan» ready, but disclose it one step at a time Management will be reluctant to OK this: But they might just be fine with this: • Ask for permission / budget for 2-3 Change Activities that you can start «now» • Pilot relevant Use Cases early on – don’t wait for the DWP to be ready for this! – to get hard evidence for the change required in the wider organization • Demonstrate that «this kind of change» does actually work in your organization! Examples: • Seed and accompany some Communities • Start some WOL-circles • Pilot some “analogue” work methods (Agile, Lean, Design Thinking, …)
  29. 29. 29 Track where Stakeholders stand and adapt your actions to it 
  30. 30. 30 Constantly track your Stakeholders (Target Groups for the Change), e.g. against ADKAR* A Awareness D Desire K Knowledge A Ability R Reinforcement • Test, don’t just assume! If you only think that you know where stand, you’re likely to take a wrong step. Ask them! • Don’t skip the sequence! If someone, e.g. has no desire for it, don’t try to transfer knowledge to them. • Know the typical Barrier Points! For instance, a lack of budget and resources will freeze your “AR” activities • Desire is not a rational thing! A 250 page DWP-concept paper doesn’t turn skeptical managers into DWP-enthusiasts – but showing them how they can make their own board meetings more productive and enjoyable just might do the job! * ADKAR is an element of the Prosci® method,
  31. 31. 31 ABOUT US 
  32. 32. 32 Schillerwein Net Consulting Positioning – Services – Experience Expert Advice since 2006 100% Independent Work like a Network Picture credits: Taro Tayler «Canton Trade Fair», Small by design with a high level of specialization and expertise Exclusive focus on what’s best for our clients, no contracts with software vendors Access to the right person for any job via our international partner network Digital Work- place: A-Z Enabling better digital & agile Ways of Working 50+ Clients It’s a great pleasure to help our customers achieve more From 1 Step to Full Project Dedicated support in key or all steps of your Digital Initiative Business Perspective Making it work from within your organization 100 to >100k employees We have done work for companies of all sizes, complexities and industries From 1 day to >2 years We support you from one-off workshops to long-term multi-mandate programs
  33. 33. 33 About Stephan Schillerwein  20+ years of experience in Digital Media and Information Management, specializing in Digital Transformation of Work through “New Ways of Working” enabled by Intranets, Social Collaboration and Digital Workplaces etc.  Formerly Online and Intranet Manager at several large enterprises and Director at the Intranet Benchmarking Forum  Business computer scientist – speaks language of “both sides”  Partner of the Worldwide Intranet Challenge CEO & Principal Consultant 140+ Projects 80+ Clients 0 Vendor Contracts 1 Global Net- work 400+ Seminar Particip. 250+ Bench- marks
  34. 34. 34 Let’s continue the Conversation ! Digital Transformation of Work