Many organisations put controls in place that inhibit the ability of their employees to make the most of the tools available to them. ThoughtWorks is different - we aim to encourage and support "Shadow IT". But when it comes to tools that support collaboration, there is a tricky balance to achieve - and we don't always get it right. In this presentation - first given at the "Death to the Workplace Superman" event held in conjunction with Morgan Lovell - I share a couple of stories that exemplify our approach to getting this balance right, and some of the mistakes made along the way. This version includes the speaker notes in the slides.
http://www.morganlovell.co.uk/knowledge/events/death-to-the-workplace-superman/
http://www.morganlovell.co.uk/knowledge/blogs/death-to-the-workplace-superman/
http://www.thoughtworks.com/
How the web changes the organisation of business and the business of organisa...david cushman
Final version of the slides I presented in a keynote for Webciety at CeBIT in Hannover, Germany on March 8, 2012.
You can see the video of me presenting it here: http://webciety.c.nmdn.net/playlist/list.php#entryId=0_yxkxvl4w or go to my blog FasterFuture.blogspot.com and search for CeBIT
How do we get beyond "blah blah blah?" How can non-profits use the web to get more done -- instead of drowning in chatter, overload, and distraction? How do we empower our supporters to participate and engage in depth, instead of just talking at them? How do we use the web as a smart collaboration engine, instead of just another communications medium?
In this keynote presentation and discussion, Matt Thompson, Chief Storyteller for the Mozilla Foundation, will share what he's learned from successes and failures in the space. His new mantra -- "think small, do less, work open" -- is a six-word manifesto for organizations seeking smarter collaboration, greater focus and agility, and reduced mental clutter and transaction cost.
In a world of overflowing inboxes and shrinking attention spans, content is no longer king -- meaningful engagement and participation is. So what can we learn from how leading organizations are using open web tools and thinking to let their audiences in, tap greater human potential, and unlock hidden superpowers? Join us for a lively exploration into where the web is headed.
Future of Work - Startup Pirates @ Porto 2012AnaDataGirl
Presentation I did at the Startup Pirates @ Porto event that took place in September 2012. Though the talk was delivered in Portuguese, I uploaded an English version of the slides :) Enjoy!
How the web changes the organisation of business and the business of organisa...david cushman
Final version of the slides I presented in a keynote for Webciety at CeBIT in Hannover, Germany on March 8, 2012.
You can see the video of me presenting it here: http://webciety.c.nmdn.net/playlist/list.php#entryId=0_yxkxvl4w or go to my blog FasterFuture.blogspot.com and search for CeBIT
How do we get beyond "blah blah blah?" How can non-profits use the web to get more done -- instead of drowning in chatter, overload, and distraction? How do we empower our supporters to participate and engage in depth, instead of just talking at them? How do we use the web as a smart collaboration engine, instead of just another communications medium?
In this keynote presentation and discussion, Matt Thompson, Chief Storyteller for the Mozilla Foundation, will share what he's learned from successes and failures in the space. His new mantra -- "think small, do less, work open" -- is a six-word manifesto for organizations seeking smarter collaboration, greater focus and agility, and reduced mental clutter and transaction cost.
In a world of overflowing inboxes and shrinking attention spans, content is no longer king -- meaningful engagement and participation is. So what can we learn from how leading organizations are using open web tools and thinking to let their audiences in, tap greater human potential, and unlock hidden superpowers? Join us for a lively exploration into where the web is headed.
Future of Work - Startup Pirates @ Porto 2012AnaDataGirl
Presentation I did at the Startup Pirates @ Porto event that took place in September 2012. Though the talk was delivered in Portuguese, I uploaded an English version of the slides :) Enjoy!
Knowledge From Crowds - Better with Institutions + AlgorithmsShaun Abrahamson
Crowds can support learning and knowledge creation. A framework using institutions and algorithms can help assure good outcomes - Wikipedia, Edx.org and Giffgaff are used to explain the framework.
Presentation for KM 2012 in Sao Paulo, Brazil.
Building Community In The Civic Space-revitalizing communities in America.Betsey Merkel
This presentation offers an introduction to building open, neutral spaces for collaborative communities to create new conversations in the Civic Space. The material includes an overview of real examples of community and social media use . Written by Betsey Merkel, Co-Founder and Director, The Institute for Open Economic Networks, Dec 2008.
This report uncovers major themes, key trends and opportunities to help you grow your business and progress your career into the future. Available in different formats to buy or just preview, the themes of PSFK's Future of Work report cover the Ideal Workforce, Empowered Culture, Intuitive Connection and Agile Workplaces. PSFK extends its 'Future of' reports with the 140 page document that covers the new ways we are working and the implications for business and for workers.
Within each theme we describe 4 trends and each trend is supported by 4 examples, supporting statistics and implications defined by our PSFK Labs team. During this process we spoke to a number of experts to understand the trends better. Their feedback can be found in quotes and interviews throughout the report.
As a bonus, we also turned to a number of creative agencies to bring the trends to life. We asked them to imagine the future of work and you will find their concepts within this document. At the end of the report, you will also discover the submission of examples of progressive work environments. These were submitted by the readers of PSFK.com after we asked for their input into the report in 2012.
We hope that you find inspiration in every section of PSFK's Future of Work report. For copies, downloads or an in-person presentation please visit: http://bit.ly/VghG9z
Presenter: June Holley, Network Weaver
Topic: Are You A Network Weaver?
Date: Tuesday, August 23rd 11:00-12:00 Noon PDT (2:00-3:00PM EDT)
This interactive session will introduce the term Network Weaver as a way of understanding how leadership is shifting in a networked world. You will have access to a simple checklist so that you can identify your strengths and challenges as a Network Weaver. June will explain four roles -- connector, facilitator, coach and network guardian — filled by Network Weavers and share activities that you can implement with your networks.
Official: http://www.KnowmadSociety.com/
Knowmad Society by John W. Moravec
"Knowmad Society explores the future of learning, work, and how we relate with each other in a world driven by accelerating change, value networks, and the rise of knowmads".
-exploring the future of learning & work-
Descarga: http://www.knowmadsociety.com/download/KnowmadSociety.pdf
PTR♫
PedroB.
What does a digital workplace look like? (Keynote presentation from IKO confe...James Robertson
The Innovations in Knowledge Organisation (IKO) conference in Singapore brought together a wide range of practitioners to explore practical solutions. This closing keynote by James Robertson from Step Two shared key definitions, themes from the conference and practical examples.
The social office is a term used to describe a new kind of working environment for information workers who discharge their role largely online (so-called web workers). These are people for whom information capture, analysis and sharing is integral to their role and is facilitated by the use of modern online web-based socially oriented technologies and collaboration tools.
A social office represents a seed-change in perceptions of what an ‘office workplace’ looks like and how it operates underpinning by the:
1. Adoption of new working practises in the office workspace
2. Expanded use of online social and collaborative technologies
3. Emergence of strategies to gain economic advantage and operational excellence from socially oriented online business communities
This paper examines the business case for a social online workplace.
Hub istanbul is in startup phase. Here is what we dream of Hub istanbul. Thanks to the team Neslihan Akman, Gamze Konca, James Halliday, Fatih Boran Berber
If people are given the right tools and the right environment, will hey spontaneously collaborate and share knowledge? Why do some people find it difficult to share and collaborate? Would incentives and rewards make a difference? These and similar issues are explored in this presentation given at the recent Knowledge and Innovation Network (KIN) Summer Workshop.
Digital employee experience (DEX) is a powerful concept that mirrors customer experience. Still new in the marketplace of ideas, it's already having an impact around the globe. Closing keynote at DEX 2019 (Sydney) by James Robertson, Founder, Step Two.
We are digitally connected in ways that have profoundly changed the way we work. The new workplace is more open, friendly and approachable. Worklife happens in spaces and places beyond the office, so what compels us to return to the office is a need for community. Staying connected is a driver for organizational culture and its spaces and products.
"Gestalten nicht aufhalten" - Digitale Transformation macht auch vor Banken n...Alexander Kluge
Vortrag vom 28. April auf dem Bankers Campus der Sparkassen-Akademie. Digitale Transformation, Einsatz interner sozialer Netzwerke und neue Wege der Kommunikation und Zusammenarbeit.
Dies sind Auszüge aus dem Vortrag, einige interne Informationen zu Projekten der Banken wurden entfernt.
Knowledge From Crowds - Better with Institutions + AlgorithmsShaun Abrahamson
Crowds can support learning and knowledge creation. A framework using institutions and algorithms can help assure good outcomes - Wikipedia, Edx.org and Giffgaff are used to explain the framework.
Presentation for KM 2012 in Sao Paulo, Brazil.
Building Community In The Civic Space-revitalizing communities in America.Betsey Merkel
This presentation offers an introduction to building open, neutral spaces for collaborative communities to create new conversations in the Civic Space. The material includes an overview of real examples of community and social media use . Written by Betsey Merkel, Co-Founder and Director, The Institute for Open Economic Networks, Dec 2008.
This report uncovers major themes, key trends and opportunities to help you grow your business and progress your career into the future. Available in different formats to buy or just preview, the themes of PSFK's Future of Work report cover the Ideal Workforce, Empowered Culture, Intuitive Connection and Agile Workplaces. PSFK extends its 'Future of' reports with the 140 page document that covers the new ways we are working and the implications for business and for workers.
Within each theme we describe 4 trends and each trend is supported by 4 examples, supporting statistics and implications defined by our PSFK Labs team. During this process we spoke to a number of experts to understand the trends better. Their feedback can be found in quotes and interviews throughout the report.
As a bonus, we also turned to a number of creative agencies to bring the trends to life. We asked them to imagine the future of work and you will find their concepts within this document. At the end of the report, you will also discover the submission of examples of progressive work environments. These were submitted by the readers of PSFK.com after we asked for their input into the report in 2012.
We hope that you find inspiration in every section of PSFK's Future of Work report. For copies, downloads or an in-person presentation please visit: http://bit.ly/VghG9z
Presenter: June Holley, Network Weaver
Topic: Are You A Network Weaver?
Date: Tuesday, August 23rd 11:00-12:00 Noon PDT (2:00-3:00PM EDT)
This interactive session will introduce the term Network Weaver as a way of understanding how leadership is shifting in a networked world. You will have access to a simple checklist so that you can identify your strengths and challenges as a Network Weaver. June will explain four roles -- connector, facilitator, coach and network guardian — filled by Network Weavers and share activities that you can implement with your networks.
Official: http://www.KnowmadSociety.com/
Knowmad Society by John W. Moravec
"Knowmad Society explores the future of learning, work, and how we relate with each other in a world driven by accelerating change, value networks, and the rise of knowmads".
-exploring the future of learning & work-
Descarga: http://www.knowmadsociety.com/download/KnowmadSociety.pdf
PTR♫
PedroB.
What does a digital workplace look like? (Keynote presentation from IKO confe...James Robertson
The Innovations in Knowledge Organisation (IKO) conference in Singapore brought together a wide range of practitioners to explore practical solutions. This closing keynote by James Robertson from Step Two shared key definitions, themes from the conference and practical examples.
The social office is a term used to describe a new kind of working environment for information workers who discharge their role largely online (so-called web workers). These are people for whom information capture, analysis and sharing is integral to their role and is facilitated by the use of modern online web-based socially oriented technologies and collaboration tools.
A social office represents a seed-change in perceptions of what an ‘office workplace’ looks like and how it operates underpinning by the:
1. Adoption of new working practises in the office workspace
2. Expanded use of online social and collaborative technologies
3. Emergence of strategies to gain economic advantage and operational excellence from socially oriented online business communities
This paper examines the business case for a social online workplace.
Hub istanbul is in startup phase. Here is what we dream of Hub istanbul. Thanks to the team Neslihan Akman, Gamze Konca, James Halliday, Fatih Boran Berber
If people are given the right tools and the right environment, will hey spontaneously collaborate and share knowledge? Why do some people find it difficult to share and collaborate? Would incentives and rewards make a difference? These and similar issues are explored in this presentation given at the recent Knowledge and Innovation Network (KIN) Summer Workshop.
Digital employee experience (DEX) is a powerful concept that mirrors customer experience. Still new in the marketplace of ideas, it's already having an impact around the globe. Closing keynote at DEX 2019 (Sydney) by James Robertson, Founder, Step Two.
We are digitally connected in ways that have profoundly changed the way we work. The new workplace is more open, friendly and approachable. Worklife happens in spaces and places beyond the office, so what compels us to return to the office is a need for community. Staying connected is a driver for organizational culture and its spaces and products.
"Gestalten nicht aufhalten" - Digitale Transformation macht auch vor Banken n...Alexander Kluge
Vortrag vom 28. April auf dem Bankers Campus der Sparkassen-Akademie. Digitale Transformation, Einsatz interner sozialer Netzwerke und neue Wege der Kommunikation und Zusammenarbeit.
Dies sind Auszüge aus dem Vortrag, einige interne Informationen zu Projekten der Banken wurden entfernt.
The new digital workspace: An opportunity not to be squanderedRichard Edwards
Presented at Ovum's November 2014 'Future of Work' event and at the Insight Technology Show March 2015, this presentation looks at the business and IT challenges shaping the workplace.The tagline for this presentation is: The future is disobedient!
Web2.0, sowie Enterprise 2.0 als Ausprägung von Social Media Werkzeugen in der Unternehmenspraxis am Beispiel eines KMU. Bezugspunkte für den Mittelstand mit Umsetzungshilfen.
Wiki, Enterprise2.0 oder Wissensbasierte Systeme: sie dienen alle einem Ziel, der eindeutigen, schnellen Weitergabe von Erfahrungswissen an Mitarbeiter und Projektleiter.
BearingPoint has developed a comprehensive approach to deal with large workspace outfit projects, managed as real “transformation” projects involving major changes around work modes, workspaces and IT/digital equipment.
Infusionsoft Socially Enabled Internal Communication ProposalKimberle Morrison
We're growing and needed a more effective and scalable way to communicate internally. This presentation outlines our process and the rationale behind how and why we decided to go with a socially enabled system for communication and collaboration
In this RISE 2011 workshop, I discuss how people are beginning to work in looser, more decentralized, networked organizations. I then pose a series of questions about these loose organizations. How do they work? What are their strengths and weaknesses? Participants will help answer these questions, partly by swapping stories. Afterwards, I'll summarize the discussion at spinuzzi.blogspot.com.
The workplace of the future is adapting to the demands of a worker who has always known collaborative technology, and physical location is no longer a barrier to connection. In this eBook, experts in employee engagement and workplace design discuss how all companies can create a more connected place, regardless of size or budget.
Since the term crowdsourcing was coined eight years ago, the idea of tapping the knowledge, opinions, and ideas of the crowd has spread quickly and evolved in interesting ways. Today, every industry has examples of crowdsourcing and how it has helped with their innovation goals. In this webinar, Stefan Lindegaard provides history lessons, a present overview and future predictions on the benefits and challenges that come with crowd sourcing.
You can listen to a recorded version of the webinar here: http://www.innocentive.com/webinar-replay-power-crowd
Communication is omnipresent in every business. While a lot is said and done about Communication Skills improvement, the area of improving Communication Process or the Communication Systems within an organization remains vastly ignored. There are sustainable benefits that can be achieved by improving the business communication system. Some organizations have already realized impressive benefits such as 100%+ improvement in operational efficiency and 50%+ improvement in sales. We cover the latest happenings, how a company can achieve these benefits and the common mistakes that need to be avoided.
Originally presented at Jive's 'Power of Connection' event in London, June 21st 2017:
As an organisation, ThoughtWorks is globally distributed, massively decentralised, and our people find themselves in dramatically different working contexts. As a consultancy on the leading edge of software delivery, our teams are constantly experimenting with the latest and greatest collaboration tools - with variety driven by client needs and circumstance.
As Andrew McAfee famously said, “Email is freeform, multimedia (especially with attachments), WYSIWYG, easy to learn and use, platform independent, social, and friendly to mouse-clickers and keyboard-shortcutters alike.” Further, email is incredibly easy on mobile; it represents a set of behaviours that many in technology already engage in when participating on online communities outside of the enterprise and often is incredibly frictionless in comparison to other enterprise platforms.
Andy Yates will present how ThoughtWorks have built on top of Jive's StreamOnce APIs to combine the benefits simple email interactions with the power of Jive's social intranet.
How do you build a social organization? We're not talking about tweeting and posting updates on Facebook. We're talking about an organization that collaborates internally using an enterprise social network (ESN). An ESN is an internal platform designed to foster collaboration, communication, and knowledge sharing among employees.
If your company doesn’t use an ESN, consider more than 90 percent of Fortune 500 companies partially or fully implemented an enterprise social network by the end of 2013, according to Deloitte analysis. This is a 70 percent increase over 2011.
We live in an age where marketing has been undergoing radical changes at such a rate that we’re still developing the best ways to accomplish work successfully. Each of the major aspects of digital marketing has developed in their own silos. Now we can gain enormous economies and efficiencies through more internal collaboration and by tearing down those silos.
In this webinar, our panelists will share:
-Company cultures that support information sharing and collaboration.
-How to identify which business areas can benefit from increased communication.
-Tips on choosing software for your company’s, department’s, and team’s needs.
-Social networks aimed at businesses.
-Ways to improve participation in enterprise social networks.
In this document, we have collected and compiled the most important experiences and lessons learned from the last six years of our award winning social intranet. With it, we want to give inspiration, courage and confidence to people who face similar situations at their companies, and sometimes obstacles and challenges: "Keep going! It's worth it."
From Transactions to Engagement - Steve Boese, SHRM 2013 Annual ConferenceH3 HR Advisors, Inc.
Presentation slides for the SHRM Annual Conference Session - From Transactions to Engagement: Harnessing Social Tools to Transform HR presented by Steve Boese, Monday, June 17, 2013.
Top tips to engage employees using social media (SMiLE London 2015 highlights)Synergy Creative
Social Media inside the Large Enterprise (SMiLE London) 2015 highlights and best practice case studies of companies using enterprise social networks (ESN) / social media for internal communications and employee engagement.
Synergy Creative attended SMiLE London in March 2015 and here we share the best bits, including case studies from Coca Cola Enterprises, Rugby Football Union (RFU) and Vodafone.
BIFM North Region: Smarter Workplaces Seminar, April 2018Whitbags
Seminar at Manchester Central on 18 April 2018, discussing smarter workplaces and the proposed changes to BIFM, with Ian Ellison, Mark Catchlove and Steve Roots
5 steps to becoming a social & collaborative enterprise - Andrew Bishop - Ja...Andrew Bishop
This presentation includes a definition of social enterprise, key benefits and the major decisions to be addressed for any organisation seeking to embark on the journey to becoming a more social, collaborative enterprise. It was was delivered in Melbourne in August 2012. See also www.uniqueworld.net
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
3. CONTEXT ONE - ThoughtWorks
● WHO: Community of passionate individuals whose purpose is to revolutionise
software design, creation and delivery, while advocating for positive social
change.
● WHAT: IT Consultancy: Disruptive thinking and empowering technology for
people with ambitious missions
● WHY: Roy Singham - both a technologist and political activist - founded the
company in 1993 as an organisation that assumes the best of its people -
attitude / aptitude / integrity - give people autonomy, and the tools to do
their job, and they will excel
● HOW: Social focus - A company that turns ‘traditional thinking’ on its head: Right
thing for society > right thing for client > right thing for TW > right thing for
individual
● Nearly 3500 people, 32 offices, 12 countries - have (and have maintained) a
flat structure - little / no hierarchy - decentralised decision making - ‘4 CEO’
model
5. CONTEXT TWO - Software development
Perhaps contrary to the stereotype, we believe that building software is a process
that is inherently a collaborative process
The approach that we take has been labeled ‘agile’ - light on formalised process,
instead focused on high touch communication, with feedback loops at every
level:
We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come
to value:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan
That is, while there is value in the items on the right, we value the items on the left more.
http://www.agilemanifesto.org/
7. CONTEXT THREE - Our people
A company that assumes the best of its (super) people - hires for attitude /
aptitude / integrity - and gives them the autonomy, and the tools to do their
job - and they excel
Nearly 3500 people, 32 offices, 12 countries - have (and have maintained) a flat
structure
● decentralised decision making - little / no hierarchy - 4 ‘CEO’s
● operations teams are distributed across regions
● large number of multi-site projects, with many people working outside of our
offices
● Technically savvy and very demanding (OUR PEOPLE really are super-heroes :) )
9. I’m part of our IT organisation - TechOps.
We provide our superheroes with the tools, gadgets, gizmos they need to get the job done.
We are organised along business lines - there are teams for each of the functions (sales, marketing,
finance) embedded within those functions.
One function, mine, that is perhaps a bit different from those in similar companies, explicitly are set up to
serve the needs of ‘all our people’ - and we settled on the idea that this was a ‘communications and
collaboration’ function.
As well as teams of people with special powers, one of the values that consultancies can bring is the ability
to tap into ‘organizational knowledge’ - bringing together teams of people, working across a number of
clients - it’s key to be able to share 'lessons learned’, etc.
We focus our efforts on improving the following tasks:
- Finding someone to ask a question
- Finding out what’s going on in the organisation
- Setting up, hosting or attending distributed meetings
This means I look after:
email, document sharing, intranet, video conferencing
(currently Google Apps, Box, myTW, Fuze)
10. “This is a crazy company, and we live and
breathe the same craziness.
In the face of this - in the rapidly changing organisation that
results - our mission is to evolve core technical services and
empower our colleagues and the company to achieve their
ambitious objectives”
11. LIKE ANY GOOD GROUP OF HEROES
WE (IN TECHOPS) CAME UP WITH A MISSION STATEMENT
Our internal IT function - ‘TechOps’ - is both (a service) for the company, and of the
company - we need to respect and reflect that same flat decentralised ‘crazy’
structure.
“This is a crazy company, and we live and
breathe the same craziness.
In the face of this - in the rapidly changing organisation that
results - our mission is to evolve core technical services and
empower our colleagues and the company to achieve their
ambitious objectives”
12. Solve business problems, not technology ones
Connect with our colleagues
Service design
RECOGNISING
THOUGHTWORKS
‘CRAZINESS’
INFORMATION
THOUGHTFULNESS
Self-service
Enable “shadow IT’
Regional variations are important
Transparency in communication
Open by default
Individual privacy is a consideration of everything we do
WORKING IN A
THOUGHTWORKS WAY
13. RECOGNISING
THOUGHTWORKS
‘CRAZINESS’
INFORMATION
THOUGHTFULNESS
WORKING IN A
THOUGHTWORKS WAY
TECHOPS THEMES **Provide an environment for successful “shadow IT”**
Everyone thinks their company is special - perhaps we are not unique in this regard?
But there are elements of our organisational make-up
- flat structure
- empowered individuals and teams
- open by default
that mean we’ve been fighting this reverse-superman syndrome for some time now
I want to share what happens when folks start wearing a cape to work
Some of the new problems arise, as they start to form their own “Justice Leagues”
And whilst we are switching old problems for new ones, the hope is that this is a
positive step. That it makes the problems more tractable.
And some of the ways in which we can work with this new normal
15. So, we’ve long been encouraging super powers at work: our people, projects, teams
have a great deal of autonomy in their choice of tools.
This works well where those choices only affect the team that chooses them.
But people on project teams sometimes need to work with other project teams
To ask for help, to share experiences, or simply to meet and talk.
And project teams are only one kind of group that needs to work together - in
general, we see 4 distinct kinds of groups in our organisation:
● as well as Accounts / Clients / Projects
● Functions (marketing, sales, finance, legal, immigration, etc)
● Regions (offices, countries, regions)
● 'Practices' / special interest groups / communities of interest (testing,
experience design, LGBT, etc)
And typically, when supporting cross-team collaboration and sharing of knowledge
at this scale, you need tools to help you.
17. A “dirty little secret” :)
<500 people, early 2000s
One application. Lotus Notes.
(sometimes this is talked of in hushed tones - but it was the right thing at that time -
and it served us well)
everything was in this system
As we grew, we were on more client sites, checking email at home, on a browser,
soon on a mobile becomes the norm
Notes was a bit of a dinosaur
Notes - never the most delightful UI - didn’t support this new way of working - we
moved to a tool that many had already adopted for personal use: Google Apps
Superman stepped into the office.
19. We’re pretty technical
We’ve been using wiki’s on our projects since there was ‘the wiki’ - and there have
always been a variety of collaboration tools of various forms in our environment
(and on our projects)
Extremely open / permissive culture (our people all have admin rights on their
laptops)
You can choose the bus that’s right for you
This sounds great, right? but it turns out that it creates a new set of problems
With Notes gone, it left a bit of a vacuum.
Superman got to work - our people set up wikis, shares, as they needed - and we
encouraged and supported this.
21. Fast forward a couple of years.
At around the 2000 people mark - we now have a huge amount of information we
are creating - but it exists in silos
A sprawling market of ideas
But without curation, there were many dead ends, areas filled with TO-DOs and
tumbleweed.
Each silo in turn was branded “where information goes to die”...
There was much debate about why - which tool was at fault - or whether it
was indeed a tooling issue.
We decided it wasn’t about the tools. It was more about information
management - and after debating whose job it was to sort things out - things
culminated in the decision to hire a ‘librarian' ...
23. Interestingly, we hired that person, and they came and then made the case
that we didn’t need a librarian, but rather we needed tools that made the
collection (and curation) of knowledge a side effect of using it - he introduced
Jive
By this point, everyone was complaining of email overload - distribution lists were
viewed as the only way to capture attention - and everyone sent everything
everywhere.
Jive has variously positioned themselves over the years - now they seem to describe
themselves as the social hub or social layer - connecting the LOB apps with the ‘out
of band’ conversations where exceptions are managed - and in a business like
ours, these exceptions are where much of the work gets done
Previously, they called themselves ‘FB for the enterprise’, but they distanced
themselves from that as people equate FB with ‘not doing real work’.
Initially, however, they were the email killer, and our Librarian was on a mission to
kill email.
25. This began by shutting down the various wikis, intranets, sites, pages and groups, and replacing them with
new shiny Jive equivalents
People were up in arms!
● This was a set of folks used to mailing lists and groups, they have been doing this for years. with very
advanced mechanisms for managing their emails (particularly given GMail’s toolset for this)
● Email works anywhere and everywhere. Every device has support, and there are many apps / clients
to choose from. For a company that has many folks ‘on the road’ - at client site or travelling around -
this is critical.
and Jive’s email notification mechanism was (and is) primitive at best.
And of course, I’ve set him up as a bit of a villain - it’s in keeping with the theme - but (important) truth be
told, it was entirely reasonable to assume that this was the right thing to do:
● our people are at the cutting edge of collaboration
● email overload was a big problem
● the new tool was best-of-breed, ‘consumer grade’, new and shiny
But by forcing all of our superheroes to use the same tool, the same gadget, the same power
Unwittingly, we had taken a Clark Kent approach.
AND IN DOING SO, WE HAD FAILED TO TAKE INTO ACCOUNT THE ORGANISATIONAL CONTEXT AND
CULTURE
27. SO NOW WHAT?
Change is hard - Changing culture is really hard (and not really desirable in this case)
So looking at our other levers. We can’t really move people around. Is there a technological solution?
● We experimented with ‘improving’ the Jive software, so it worked more like email
● We experimented with running Google Groups and Jive simultaneously and giving people the choice
between the two (will come back to this point)
● We experimented with tools to synchronise information between Jive and Google
Rather than improving the one tool, we invested our efforts in making a choice of tools work better together.
Jive provides the means to capture information as work happens, and we can rely on Google’s excellent
email handling capability - folks can work anywhere
This has been extremely successful - those who want to live in email can do so; those who want the
richer social interactions can have them
PROVIDING CHOICE / FLEXIBILITY ALLOWED PEOPLE TO CONTINUE FLEXING THEIR SUPERPOWERS
29. Think of this as focusing on the core infrastructure compatibility - similar to how a city has standards
for electricity, or plumbing, or which side of the road to drive on
● don’t plan every detail
● focus on the infrastructure
● know the cultural contours
● Watch where the cows go, then “pave the cowpaths”
Spend your efforts on ensuring that choices are compatible
But perhaps we have been too successful - the social interactions rely on that data getting into Jive - and if
everyone lives happily in email, then perhaps we’re back to square one? email overload.
Much like the city planners that built more roads and more lanes, we’ve not seen any improvements in
‘traffic’ - perhaps we’re simply enabling more ‘bad’ behaviour? There’s good and bad planning too - c.f. Jane
Jacobs etc
Is email what is really desired? Or is it ease of access? Newer tools, with zero email integration (but really
nice mobile clients) are receiving a lot of interest from our folks … did we not truly understand the
landscape, or is it that the landscape has changed again?
31. Our superheroes like to keep in close contact - when not using telepathy - they tend to use some other form
of real-time chat.
Historically, everyone used Yahoo messenger (we never did set up SameTime)
there was a *natural* tendency towards a single tool - and this did a lot to set expectations going forwards
(BYOD, shadow IT)
The move to Google apps meant some folks switched to Google Talk
Other personal tools, such as Skype started showing up for 1x1 video calls
We installed Vidyo in conference rooms - costly, complicated, confusing
Experimented with a number of services - Skype over livestream for all-hands, webex for webinars,
people were expensing Skype for group calls (probably a bunch of others too)
Once again, we find the completely ‘laissez faire’ approach results in disconnect.
This time, we think - aha - what we need here is a light guideline, but choice dependent on need and context.
Evaluated a number of services, and narrowed down to two - Citrix GTM / Fuze
- GTM seemed more stable, but also more stable
- Fuze was on a better trajectory, but less tested and less reliable
So we selected both. The thinking was that our people like choice, that they each had their strengths and
weaknesses, and that we could let a natural winner emerge
AND AS WE DISCOVERED, CHOICE - YAY, CHOICE! - IS A GOOD THING, RIGHT?
33. NOT ALWAYS, NO!
That wasn’t quite what happened.
● Silos, negotiation, politicking continued regardless
● One tool had lower usage, but broader coverage of the various scenarios they
were both used in
● Subtle pressures in how accounts were being issued skewed the numbers (and
subsequent network effect further drove that difference)
● We surveyed our people - and consistently got the feedback that the *choice*
was damaging to the user experience. The cost of frequent negotiation over
which tool to use was high. It wasn’t clear to users which tool should be used
when. (refer back to Google / Jive)
● Performance issues came in different times and different places
So we decided to choose one tool. We’re going to go the Clark Kent route.
(sometimes you have to own the decision)
35. So sometimes you need the Clark Kent one-size-fits-all any-colour-as-long-as-its-black approach
People who have chosen something are invested in making it work. People who have things chosen for
them are happy to ‘throw it over the wall’ - you chose it, you fix it!
So we had to communicate that decision, and roll it out
● loss of user ‘agency’ meant we’ve seen a little bit of pushback
● whilst we think the tool is better for all of us / the organisation, there are those who now have a worse
experience - a particularly hard message for those, esp. in a company where our business is about
custom solutions that fit *everyone*. Superman sees value in being Clark Kent at times too.
● very open communication about the thinking, what got us here
○ not a final decision - but a re-balance - reduce one tool, increase another - but never get to zero
- and be prepared to switch again (but avoid people waiting for the next switch)
○ starting really early - with volunteers - and being clear that people have this time to try and find
issues
○ not necessarily the best tool *right now* but the one that is most responsive - as there is more
life in this choice
○ Sharing the success stories
● Looking at where the tools address an additional common pain point - use this to tempt potential
adopters - eg. Fuze Rooms - (where software change leads to physical change leads to cultural
change?)
36. “Our true culture is made primarily of
the things no-one will say ...
Culture is about power dynamics, unspoken priorities and
beliefs, mythologies, conflicts, enforcement of social norms,
creation of in/out groups and distribution of wealth and control
inside companies.”
-- Shanley Kane | @shanley | Your Startup is Broken: Inside the Toxic Heart of Tech Culture
37. “Our true culture is made primarily of
the things no-one will say ...
Culture is about power dynamics, unspoken priorities and
beliefs, mythologies, conflicts, enforcement of social norms,
creation of in/out groups and distribution of wealth and control
inside companies.”
-- Shanley Kane | @shanley | Your Startup is Broken: Inside the Toxic Heart of Tech Culture
ON ORGANISATIONAL CULTURE (BEING CLARK KENT?)
Friend and former colleague - Jez Humble recently keynoted at Chef Conf
He shared this quote - from Shanley Kane - https://modelviewculture.com/
I think perhaps it comes across a little sharply
I think the message is an important one.
It’s worth reflecting on what it is we are referring to when we put things down
to ‘culture’
39. So what are the things we see when looking at both of these stories?
● We didn't get it right 1st time
● We didn't get it right the 2nd time either. Likely we won't have gotten it right now.
● But perhaps it is right for now?
● You need to keep trying things out
●
Understand what works for you, and what doesn’t work for you - in your context, with your culture
(it doesn’t make sense to simply buy a tool, a solution; no silver bullets)
Recognise that we are (to some extent) different - but so is everyone else - and as long as you work within your set of
‘differences’, the thinking still applies - decisions need to reflect the company values, ethos and processes
(for us, we can’t unilaterally roll anything out - we have our own constraints)
it’s not a destination, but an ongoing process
● marketplace is rapidly shifting
● get out there, and see things from the users perspective - you need to uncover the true culture, that no-one will talk
about
it’s about putting structures in place so that it’s easier to adapt
preparing everyone for perpetual change
● Gather feedback (measure, if possible, although we are bad at this)
● Keep an eye on the changing market - and changing expectations
● Design for that change make change normal (not exceptional)
● Recognise that choice is complex
○ User experience, Agency, some vs. many
Tools must fit the culture (as well as the problem) - this is where we have spent our efforts
Culture continuously changes - so must the tools
Tools change the shape of the problem (ideally making it more tractable)
40.
41. “There are changes happening in our world, in the world of work
Out of the fortress of solitude, hand in hand with the Justice League
and as we look around the office, we are seeing those S’s shining through”
This doesn’t mean our work is done - it’s just the beginning
We all work together in teams, in groups, form organisations because there is a
benefit to doing so
there are also trade-offs to be made
(I hear an echo of another superhero tradeoff - “with great power … comes great
responsibility”)
We need to put structures in place that help us find a way to balance the needs of
the individual (superman), with those of the organisation (clark kent)
and here there are no easy answers, even for superman
we just need to keep on experimenting, and learning, and evolving our approach