Presentation held on 26.09.2019 at the "Digital Workplace and Employee Experience Summit" in Berlin (Germany) HUMANIZING THE DIGITAL WORKPLACE: REINFORCING CULTURE, TAPPING INTO THE POWER OF EMPLOYEES & ENCOURAGING CONTINUOUS IMPROVEMENT

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Digital Workplace and Employee Experience Summit
Humanizing
the Digital
Workplace
D - Berlin
26.-27.09.2019
Stephan Schillerwein
stephan@schillerwein.net
www.schillerwein.net
www.intranet-matters.com
@IntranetMatters
Offices:
- CH – Klingnau (AG)
- CH – S. Antonio (TI)
Digital Transformation of Work

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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

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The Antithesis of a Human-centered (physical)
Workplace
Picture credits: «Cubicle Farm» by Steve (cc:), https://www.flickr.com/photos/ste3ve/521083416/

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The Antithesis of a Human-centered (digital)
Workplace
Picture Credits: «Cluttered Desktop» by Patrick Püntener, CYCL

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A short & super-simplified History of Work – and
when it got «de-humanized»

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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

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The Key Misconception about Work
Somewhat
different (at
the outside)
SameSame

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Reality: 3 very different Types of Work
Manual
Work
Case
Work
Cognitive
Work
Picture credits:
- James Yu, http://www.flickr.com/photos/jamesyu/13042995/
- Boston Public Library, http://www.flickr.com/photos/boston_public_library/9076298251/
- Team around Table: unknown

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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 

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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 – …

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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.”

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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

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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

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THE BIGGEST CHALLENGE
IN (RE-) DESIGNING
WORK
Here we go: the two ugly «C»-words nobody
wants to hear …

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In an organizational Context, it’s not just about
individual «Sets»
Mindset
ToolsetSkillset
+ Organizational
«Framework»
+ Organizational
Culture
Scope of the Change

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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

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To illustrate …
Picture credits: hehaden ”Like a wheel within a wheel (Macro Mondays - Cogwheel)”
https://www.flickr.com/photos/hellie55/43828124135/ (CC BY-NC 2.0 License)
Typical change of the past
Change for digital and agile Work

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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

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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 …

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Get rid of the «Change 1.0»
Mindset

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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»)

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Start the Change on «Day 1»
of the Project

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Don’t think of it as an isolated Work Package
Change ManagementProject Management
Phase 1
Phase 2
…
…
…

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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:), https://www.flickr.com/photos/161826707@N08/42764269231/

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Make it a fixed Agenda Item

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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)

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Show that this Change will
work

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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, …)

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Track where Stakeholders
stand and adapt your
actions to it


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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, www.prosci.com

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ABOUT US


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Schillerwein Net Consulting
Positioning – Services – Experience
Expert Advice
since 2006
100%
Independent
Work
like a Network
Picture credits: Taro Tayler «Canton Trade Fair», https://www.flickr.com/photos/tjt195/380173157/in/album-72157618065013458/
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

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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

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Let’s continue the
Conversation !
Digital Transformation of Work