“This week is â€˜International Working Out Loud Weekâ€˜ or #wolweek â€“ a week to highlight the growing practice of creating better organizations by sharing not just our work products, but our work processes. Itâ€™s fitting that this year #wolweek coincides with the release of John Stepperâ€™s new book â€“ Working Out Loud: For a better career and life, as John has been instrumental in applying the concept and documenting both how to do it well and its value.”
“et companies donâ€™t seem to be able to see algorithms from the consumerâ€™s point of view. They think nothing of deploying algorithms as marketing tools. Instead, they should be looking for ways to inject humanity â€” and, yes, actual humans â€” into their efforts to reach out to customers.”
Algorithms help marketers utilize customer-specific knowledge â€” demographics, previous behavior, fellow customersâ€™ choices â€” to craft customized offers and deliver them, often in real time.
Algorithms arenâ€™t sensitive enough to context.
They arouse suspicion and can easily backfire.
They encourage complacency.
They stifle customersâ€™ emotional responses to marketing offers
Marketers can â€œinject the humanâ€ into their offers and activities in many ways. Some approaches involve bringing in an actual human to interact with customers; others require making the algorithms work in more human-like ways.
First, understand the context and make it part of the tailored offer.
Second, introduce unpredictability into marketing. Algorithms favor patterned marketing activities, such as coupons or catalogs that are sent every quarter, emails sent each week, or twice-a-day tweets. Such marketing loses its impact partly because it is so firmly structured that customers become habituated to these overtures and tune them out. I
Third, encourage interaction with humans at key customer decision and experience points
“But after a decade of helping organisations develop social and collaboration strategies and platforms, the limits of this approach are clear. Cross-cutting networks can achieve a lot, even in firms where power flows orthogonally down the management hierarchy, but to really change the way we work, we need to focus on developing the new organisational capabilities that digital technology has made possible â€“ what I think of as our new superpowers.”
The reason these historic management techniques continue to exist is largely because we have baked them into business education, systems, software and processes, which makes changing them hard.
The starting point for managing transformation in this way is organisational self-awareness. Social tools give us the ability to â€˜work out loudâ€™ and increase levels of ambient awareness in the workplace;
But we also have an increasing array of data flowing around organisations, which we can use to construct organisational health measures that let us test for the impact of digital transformation.
The best managers already act as supporter leaders, removing barriers and helping solve problems that stand in the way of people getting work done.
if we give people better tools to monitor organisational health and the performance of structures and processes on an ongoing basis, we can encourage ownership of small-scale tweaks and improvements that could add up to a powerful movement of agile transformation.
Digital transformation will be judged by how it equips companies with the capabilities they need to survive and thrive in fast-moving, connected markets characterised by greater volatility and ambiguity.
“Thereâ€™s no doubt that changing an organizationâ€™s culture requires both management and employees to be in it together, however, weâ€™ve fallen too deep into the trap of â€œus versus themâ€ when it comes to making the first move for change.”
Employees blame management for not wanting to change or exhibiting the wrong behaviors. Management blames employees for not changing (or not changing fast enough). Itâ€™s a vicious circle characterized by mistrust and dirty tactics being taken by management and employees alike.
Once a firm embraces maximizing shareholder value and the current stock price as its goal, and lavishly compensates top management to that end, the C-suite has little choice but to deploy command-and-control management,â€ he asserts. â€œThatâ€™s because making money for shareholders and the C-suite is inherently uninspiring to employees. The C-suite must compel employees to obey
Employees have gained a new-found voice. One that was very difficult to unleash and scale before, as it would take navigating through a maze of organizational charts and gate-keepers to get to a decision-maker. Entire movements are being created from the bottom-up. These movements are not demanding change. They are drive change â€“ from the bottom up.
He posted his view on IBMâ€™s internal social network, calling the company out for being hypocritical by being in the business of preaching mobility transformation to its clients, but effectively outlawing one of the best examples of mobile innovation. Within hours, Blackâ€™s post drew over 1,200 supporters from across the organization. Sixteen hours later, IBMâ€™s HR department reversed the ban.
Diane Gherson, their Head of HR clearly gets the meaning of new power. She didnâ€™t respond by issuing a company-wide email or debating the policy. She jumped onto Blackâ€™s post to share the good news. â€œItâ€™s one of the great things about social businessâ€¦ we can get perspectives so quickly.â€ she noted.
Through finding an equilibrium between old power and new power, we can find ways to come together.
“The folks over at Johnson Controls JCI -1.47% have put together an interesting report called Smart Workplace 2040: The Rise of the Workspace Consumer, itâ€™s a lengthy 84 page report that explores various scenarios for what the workplace might look like in 2040”