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My digest of the Enterprise 2.0 Summit, Paris (February 2015) #e20s #enterprise20 #socbiz #socialbusiness #digitalworkplace

Summary: I’ve spent the last 1.5 days with Digital Workplace practitioners and thought leaders discussing the connected enterprise and social media inspired ways of working. Once again I have left the venue inspired and with a lot of food for thought. However, I have to admit that there is a struggle with the transition to the next phase. Various conversations at the conference have confirmed this impression. We have definitely left the age of “technology driven” change (was there one…like ever?). Now we seem to be stuck in the phase of “awareness for the real drivers” of management buy-in, business value and strong business logic integration. Don’t get me wrong: there is momentum and the whole things feels like getting out of a really really tight jumper…you’re just waiting to finally pull it over your head and go: YEAH! AIR TO BREATHE!

My last two days were full of inspiration. A lot of it. In addition to the joy of listening to another of Jane McConnel’s (@netjmc) inspirational talks and her insight from her Digital Workplace research I finally had the honour of listening to one of Dion Hinchcliff’s (@dhinchcliffe) keynote. The two field (knowledge) heavy weights were complemented by practice and vendor presentations. Bayer Material Science’s CIO Laurie Miller’s (@lauriemiller44) presentation definitely stood out and her angle on connected experts has provided a new and strong value proposition to me that will come in handy in future conversations.

So let me start with this new value proposition as one of my key take aways:

The Personal Brand. Inside an Organization. Built on Expertise & Experience.

This one has struck me in a way that it’s quite annoying because it’s so obvious. Any industry that is in its core driven by IP (intellectual property) lives (sometimes even exclusively) of its talent. Looking back into my past in advertising in marketing I remember that client’s moved with their creative counterparts from agency to agency. About professional service firms (aka consultancies) we say that it’s “people business”. If expertise counts you don’t hire the firm, you hire (or rather borrow) the person and you will move the firm if the person moves, too From a corporate HR angle I really agree to the statement that “you don’t leave companies, you leave managers” – and they become known if it starts being a trend.

Athletes are brands due to their physical capabilities and performance. From a recent conversation I know that those brands are worth billions and nurture entire industries.

With the introduction of “social” to the mechanics of communication, collaboration & information flow within organizations we have changed the perspective from “outside” to “inside”. From a branding perspective we could – or actually should! – do the same thing when it comes to people brands.

As much as I believe that companies should measure collaborative success and joint value creation I also think (since today) that it would make sense to lead people towards creating their personal brand. Leading in terms of creating awareness, enablement and formal measurement, if we want to put the real beef to the bone.

If companies and their people managers are able to drive the profiling of high performers or subject matter wizards, we solve so many issues at the same time:

  • Capturing of intellectual assets and exposure to the organisation
  • Refinement and sharpening of people profiles as the foundation for relevance based delivery of information & communication
  • Improved retrieval of expert profiles (automated or manually)

My journey to find stakeholders and ambassadors for the “personal branding” business case starts today!

Social vs. Enterprise Collaboration

To be honest: I haven’t put much thought towards trying to actually separate the two. My strong belief is, that the fundamental business case (the organisational one) lies in the enablement of individuals and teams to successfully execute on core business processes and navigate through the company’s business logic. Well… with reference to the above I actually see the case for Social Collaboration as a separate thing. It derives from Enterprise Collaboration (EC) and is some kind of “spin off”. However, it’s not a layer but rather the glue between the protagonists of EC (and I am explicitly not calling it “foam” for the ones that were in Paris…).

Social Collaboration (SC) is a subject that has to be handled carefully because it’s not the free pass for the corporate Facebook (I’m not too keen to see it “at work” by the way) or the “social context will connect the dots” wild card. It will be the real art to make SC less “business” and more “people” but still have it sit on the same strong foundation (aka IA/taxonomy) and have a strong connection to the EC side of things in order to use assets that derive from SC in the context of the core business logic with ease (aka without media or UX break). Furthermore it has to be ensured that actual assets (e.g. documents) aren’t suddenly stored all over the place. This thought is definitely inspired by the slide @lauriemiller44 put up but maybe not 100% in-line with the content…

Anyway, this angle is food for thought for me…and I wanted to share it even though I haven’t digested it completely. Maybe someone else has something to share here as well.

Collaboration needs a meaning

@dhinchcliffe’s keynote was really inspiring and I could see so many things in there that I have stumbled across myself. What stood out for me was his recommendation to connect initiatives to business functions that can find value in the new ways of working quickly. (Right side of the following slide)

Essentially because the new opportunities that social and enterprise collaboration provide suddenly enable us to capture and enable things digitally that so far only existed outside of office, ERP and BPM.

To some extend this goes hand in hand with the search for purpose when it comes to “less formal” collaboration in the virtual space. @Judith_Will from BNP/Paribas Cardiff already said it in Berlin in 2014 at the INTRAnet.Reloaded conference: “What’s the project of your community?” I share her opinion that collaboration just for the collaboration’s sake doesn’t have much future in organisations that want to see some beef to the bone and ROI on their business productivity investments.

Another slide that Dion put up showed the potential evolution of collaboration (services) along the people or protagonist perspective:

Dion Hinchcliffe Evolution

It reminded me of one of my core (evangelizing) messages of the past few years. Because I believe that a lot of companies have jumped the stage of enabling “people with shared goals” in their approach towards the new ways of working. Inspired by impact and performance of Social Media in the outside world a lot of companies kicked of their enterprise 2.0 endeavors by connecting “people with shared interest & passion”.

evolution_along_people

That “interest & passion” however, weren’t the primary drivers for the majority’s work day was kind of forgotten in the process. I believe that this has been one of the reasons that enterprise 2.0 or social business initiatives haven’t delivered the substance in business impact.

A more general reflection on the content

Common denominators of almost all presentations – practitioner’s as well as vendor’s – were the following subjects:

  • Without executive buy-in enterprise 2.0 will be going nowhere.
  • We need change agents and ambassadors to drive and implement change.
  • Enterprise 2.0 isn’t a technology discussion. (Uhm…reality check: yes it is. In the end it always is. We just have to make sure that we have clarified the “why” and “what” before the CTO lets the “how” out of the box…pun intended).
  • We need to nurture conversation and exchange across silos and we need to break up closed space thinking.

So this leaves me with a major question:

What is preventing the actual digital transformation?

It was @dhinchcliffe again who might have put one essential piece to the puzzle on the screen: the transformation of business functions (and their processes) processes is essential in the enablement of the connected enterprises we’re so desperately seeking for.

In a recent article by McKinsey on “The seven traits of effective digital enterprises” the firm’s experts set out a guideline for the digital transformation of companies and seven essential building blocks. I’ve started to resonate on the article from an “inside the organization” perspective here. The seven building blocks are:

  • Be unreasonably inspirational
  • Acquire new capabilities
  • Ring fence and cultivate talent
  • Be quick and data driven
  • Challenge everything
  • Follow the money
  • Be obsessed with the customer

A lot of the guidance is more or less “disruptive” to the old world. It could definitely create tension, competition and awareness for change. So my question is: who is the actual stakeholder group that we have to form a coalition with in order to drive the internal transformation and introduce disruption to what we know as “established and working”?

So I am closing this article with a simple proposal:

With social collaboration and enterprise 2.0 initiatives we intend to nurture the corporate dialogue and connect experts and expertise more effectively. Let’s find a way to get the stakeholders of the actual digital transformation into a conversation to speed up the process until the next conference…

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my take on the 7 traits of effective digital enterprises by #mckinsey ; #socialbusiness #socbiz #e20 #transformation #change

In a previous post on the NO FEAR community I have tried to connect Stephen R. Covey’s 7 Habits of Highly Effective People to leadership in transforming enterprises. McKinsey’s 2014 article on The Seven Traits of Effective Digital Enterprises has inspired me to translate their angle into an inside perspective. How would the seven traits resonate on dealing with the internal digital transformation and the future of information and knowledge work?

Here’s my (pretty extensive…sorry) this week’s take on traits 1 to 4:

Starting Point

McKinsey says: The age of experimentation with digital is over. (…)To succeed, management teams need to move beyond vague statements of intent and focus on “hard wiring” digital into their organization’s structures, processes, systems, and incentives.

I have experienced the same over the past year. No matter which industry, size or mode of operations, almost all companies are done with their experiments on community building, social networks and virtual teamwork. Vision statements of “fully connected enterprises” and the “one big committed family approach” become less and less. They are replaced by initiatives going after business productivity, effectiveness and growth. It has become almost impossible to get anything off the ground with a proper connection to business logic and challenges. Just recently the extend of this new take on the subject became even more obvious to me. One of my clients decided to start a parallel stream on organizational change in order to adjust formal role descriptions to address content accountability in the context of an intranet re-launch. That change will be necessary to ensure that the new service is able to generate the desired long-term impact and value.

1. Be unreasonably inspirational

McKinsey says: Make someone accountable at the board level; create a stretch vision; measure digital value, not digital interactions

Let me start with the last statement. I think it’s time to move away from measuring internal digital services like we used to measure external social media in the early days. It doesn’t matter how many people are part of a community, how many blogs are out there or how many likes a document gets. In order to understand the value generated through connecting people and intellectual assets we have to surface the impact of those connections: less time used to do the usual work, more business generated through inter-departmental knowledge exchange on a client, shorter time to market by taking previous experience (and failure!!) into account. For that we don’t really need the stretch vision. We need the commitment to change. We need executives and middle management to accept and name shortcomings in order to address them. We need baselines that progress and success can be measured against.

To get that commitment, internal change and the Digital Workplace need board attention as well. As soon as “digital” gets connected to currently “non-digital” business logic executive buy-in is required. Otherwise initiatives are “dead in the water” from the start. However, I am not sure if one person on the board that is really committed is enough. I wish that all board functions would take on their stake and responsibility in driving and leading change. I agree that most of the time you need one disruptive person that keeps questioning the status quo and acts as the catalyst for change. Nevertheless, operations, finance, HR, marketing…they all have to play an active role in the internal transformation because they all will be affected short, mid and long term.

2. Acquire capabilities

McKinsey says: Buy scarce talent en masse; hire for digital skills, not industry experience; move into adjacent markets

What this statements triggers with me first is the fight for talent and the pretty common perception that the Digital Natives are the ones that we have to satisfy to ensure the corporate future. As much as I agree with the first fact – if it comes to attracting talent the beauty contest now happens on the employer side – I am a little more careful with the second one.

Companies do need people that live connectedness and that have no fear to reach out and interact with large, unknown audiences. We need the ones that see the bigger picture and that will not understand why individual objectives should trump collaborative success. However, we have to build the bridge to today’s key protagonists in the corporate value chain. The ones that have been indoctrinated to think “me” first and disregard the potential of helping others if it doesn’t suit the personal – or even worse: the top manager’s – objectives. To change their way of thinking will take time. They ARE the industry experience. The HAVE the yearlong work and relationship management experience.

To connect that existing asset with the tremendous and almost infinite potential that lies within the future of information and knowledge work is the key for success. It’s the key for growth, profitability and competitive advantage.

3. Ring fence and cultivate talent

McKinsey says: Protect digital talent from “business as usual”, don’t rely on existing HR models

Ok…”hell NO and hell YEAH!” to this statement.

Hell NO! Please do not “ring fence” digital talent. Turn them into catalysts, into change agents, into relentless drivers and nurturers of change. Please. Don’t create internal silos and competition between connected and digitalized departments and the old fashioned “they way we have it done for the past 30 years” ones. The ultimate power for internal changes does not lie within competition. It lies in helping each other to transform and go new ways.

Hell YEAH! goes to the HR piece of the statement. Even though it might sound harsh, I have to admit that looking back to my career I haven’t come across that many HR departments that acted FOR talent instead of AGAINST cost. A lot of conversations around the subject even give me the confidence that this perception is only limited to me. Too many HR departments act too much on the R than on the H side. They have been turned into risk mitigation and process/policy enforcement departments. There aren’t that many HR departments out there that have a dedicated accountability to interfere with “business as usual” and make sure that talent is identified and grown – even if it means to re-allocate people because they were hired for the wrong job (not the wrong company!!).

In the age of internal digital transformation HR departments have to take on new responsibilities. They have to help existing talent to transform and new talent to balance their will to force change with the abilities of the organization. They have to find a way to identify the connectors, the spiders in the corporate network, the ones that have the ability to lead without a title. Then we will have an HR organization in place that is an integrative and essential part of the transformation of companies in truly digital enterprises.

4. Challenge everything

McKinsey says: Don’t accept historical norms; question the status-quo; create a plan covering every function, product, business unit and location

There we go. Basically I should just say: yes, exactly. Nevertheless I would like to elaborate a key learning of my past years in the field. If you talk to executives they are happy to look ahead. Their job is to pave the way to the future or rather line out the goal to which a path has to be paved out. If you talk to the work force – in particular the high performers – you will get serious buy in and will to change and break the old norms. Change is good. Tomorrow shall be brighter than today.

Resistance comes from middle management. That resistance however, shouldn’t be mistaken for being “not willing” or “incapable” to change and break norms. The “need for and momentum of change” simply reaches them. Their objectives stay function focused and KPI driven in order to make it easy for their superiors to evaluate the course and steer the boat. Sometimes you cannot blame anyone for really…because why would you make your life more complicated than actually necessary, right?

If we want to “change everything”, if we want to have a “plan covering every function”, if we want to break down silos and old norms of thinking we have to manage our organizations exactly according to that aspiration. Make “my” success impossible if “our” success is hindered by it. Formalize it. Turn individual goals and KPIs into collaborative measures and objectives throughout all levels. Don’t think quarterly EBIT, think long term knowledge retention and utilization. Don’t allow talent to trickle form the organization as soon as it becomes clear that the “human resource” will be the core of the next savings round. Rest assured: the ones that can swim and are able to reach the next shore are the ones to leave first if the boat is clearly going down. You are always left with the ones that couldn’t be bothered in the first place.

I know I am asking a lot here. But I’ve seen this change and new way of thinking happen and I believe that we will see it happen a lot more in the future.

To be continued…

Next time I will be dealing with the left over three traits:

  • Be quick and data driven
  • Follow the money
  • Be obsessed with the customer
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Wrapping up 2014; no #predictions from my side, just sharing some #learning & #insight; #enterprise20 #e20 #socbiz

Another year has passed and it’s been an exciting one – what else. It would be weird to say that nothing has happened and that it has been rather dull. If nothing had happened on the professional front I could at least have reported that I have given up my Munich home base after 39 years to relocate to Switzerland.

But of course stuff has happened…

Over the past 12 months I had the opportunity to spend a lot of time with people from various functions, industries, countries and age groups. In pure figures it looks a little like this:

My 2014 Year in Pictures

My key learning from all the conversations, thought exchange and conceptual work in a nut shell.

1. Awareness for business productivity & effectiveness

Intranet and Digital Workspace are finally on their way (not there yet though) to be as important to companies as the digital tools connected to their actual business logic. The times where only ERP, CRM & Co. get executive attention seem to be over. Business productivity and effectiveness have moved much higher on the leadership and management agenda. However, the level of investment (aka long term commitment) in information and knowledge work isn’t yet matching the one for enforcing, standardising and improving process & task based work. It’s definitely on the right way but it’s still easier to bump the 120 Million to 135 for an SAP installation than to get 200 grand for a fully functioning prototype of an application that will affect people’s work every single day.

2. IT departments have acquired new terminology

For years IT and management publications have been writing about the re-positioning of the IT departments. It had been predicted that IT will move much closer to the business side of things and argue their value through contribution instead of cost reduction. In many instances I have experienced customer and user centric thinking, which had not just been fluffy marketing talk. The awareness that functionality and up-time don’t really cut it anymore is definitely there. A lot of IT managers have changed from “here is it all, pick what you want” to “we can do almost anything if you let us explicitly know what you are trying to achieve with what you’re asking from us”. Requirements engineering isn’t “feature evaluation” anymore. It’s become the “seeking to understand before seeking to be understood” in business IT.

3. The internal Facebook isn’t the strongest competitor to e-mail anymore

Not ONE single client I have worked for had the “social intranet” vision anymore. It’s now about stealing with pride from all the successful services in the commercial world. The “conversation stream” has moved into the 2nd row on a lot of concept designs appreciated by business stakeholders.

The strongest competitor to e-mail is now a comprehensive and coherent concept for sending and receiving information. It’s less about “connecting the organisation” than about “enabling the individual to keep track of importance, urgency and interdependence”.

Concepts for notification, indication & orientation are becoming more and more important in order to make sure that users will find their way through the increasing jungle of communication & data.

4. The “enabling” intranet seems to be the one that might turn it into something work critical

When I am asked what my vision is for the future of intranets and the Digital Workplace my answer is usually:

The modern intranet or Digital Workplace has to be something that is work critical. It has to cause turmoil if you turn it off. It has to enable individuals to do their job with substantially less effort in order to unleash their potential for collaborative contribution. The modern intranet will make it easy to navigate through the continuously increasing complexity of today’s organisations. It will help people to overcome functional, geographical and hierarchical borders. It will create clarity, comfort and confidence for the every day work and become a motivating factor. It will be valuable.

“Enabling” people to do their job in confidence is an essential part of that vision. Have everything at hand that is required to create a proper foundation for individual success will be an important corner stone for collaborative contribution to corporate progress.

5. If you’re looking for the right anchor for the Digital Workplace…look out for a Lean Management initiative

One of my clients has directly connected the Digital Workplace with an initiative to introduce “Lean” to their organisation (aka continuous streamlining by everyone being in charge to identify areas for improvement). Another business contact has managed to connect the Digital Workplace to tightly to their business logic that parts of the business won’t be able to operate during a down time. I personally think that “Lean” is the right place for modern intranets and Digital Workplaces. It bridges individual enablement and collaborative exchange. It nurtures “us” thinking and creates awareness for the value that everyone can generate by just going through the work day with open eyes. The Digital Workplace can be the channel to collect, distribute, refine and implement everything that is required to be more “Lean”. I like the idea and I will pursue this more explicitly in 2015.

Now I am really curious what 2015 will bring…


Everybody take cover! Here’s an ad:

Even though I might be annoying my followers I would like to use this opportunity to (again) advertise the Digital Workplace Gold Dust white paper in which I have shared a lot of my insight an learning of the past years. If you can be dared please visit my employer’s website and request your personal copy…and sorry again…

Digital Workplace Gold Dust

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A little bit of #SelfPromotion… The Digital Workplace Gold Dust is available; #digitalworkplace #GoldDust #socbiz #e20 #enterprise20

I’ve been careful with promoting business related stuff on my personal blog. I will make an exception in this case because I have finally succeeded in collecting my past year’s experience in one place: the Digital Workplace Gold Dust. And I am proud of it (*BAM there, I said it)

It’s the follow up of Infocentric’s Digital Workplace Report and focuses on a fully practice based angle on the subject of Advanced Intranets and Digital Workplaces. It’s full of models, conceptual perspectives and references that I and we have used frequently and refined over the past years. I didn’t do this completely by myself of course. A lot of inspiration and input comes from my work for clients, the collaboration with valued colleagues and companions in the field.

Digital Workplace Gold Dust

Maybe you would enjoy the read 🙂 You can request a copy of the Digital Workplace Gold Dust on Infocentric’s website

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#socialbusiness equals operations; shouldn’t be additional workload for employees; #e20 #enterprise20 #futureoffice #yam

A major concern for a lot of organizations – and their management teams in particular – is the perception that ‘social business’ is something employees conduct on top of their regular work. It’s important to understand that in a pilot and most probably in the ‘testing’ phase (ref 1) on the roadmap to become an enterprise 2.0 this might be the case. There social business applications are mostly some internal Facebook or LinkedIn service. It’s the first careful introduction to the new forms of collaboration and communications. It’s a trial to see if people are actually willing and culturally capable of networking in an internal business context. The following picture sets out that early stage scenario:

 

Pastedgraphic-4

 

Collaboration is something that is mostly limited to the work inside functional silos – if it’s ‘cross-border’ then ‘cooperation’ is probably the more suitable word. The internal Facebook service is an additional angle to the opportunities of connection professionals in that context. By the way…the “real work” reference is meant to be sarcastic 😉

 

In the long run it’s essential that a social media inspired environment for information and knowledge work creates a common nominator for all functions. Silos are literally broken up and merge through the new component:

 

Pastedgraphic-3

 

In this context a social business service isn’t just a platform anymore. It’s a set of techniques to distribute, access and develop information. Employees should perceive the new opportunities as a relief from certain challenges in their every day work. For them it should generate the feeling of being much closer to team members or colleagues in functions they haven’t had much interaction with yet. At the end of the day it should be the encouragement to use the time that they save by being more efficient and productive in managing information for creating additional value.

 

Exactly here lies the core of the promise that a social media inspired workplace can give. The additional tasks will not derive from the participation itself. It will be the contribution to eg business development, information refinement and innovation performance that employees now suddenly will find the time for (and in the right cultural environment the motivation). They turn into HEROs (Highly Empowered and Resourceful Operatives; ref 2).

 

Please also refer to one of my previous posts on connecting the three levers of add value http://goo.gl/d0liQ

For the completeness’ sake I would like to mention that this whole approach – and the HEROs in particular – need a new kind of management. Over time line managers will turn into network moderators at least for the biggest part of their role. Leadership and providing reason and sense go employees to really perform even beyond their known capabilities will be essential. (Check out nofear-community.com for inspiration on the new leadership for the generation of digital cowboys) 


(ref 1) Forrester, June 2, 2011: Accelerating Your Social Maturity; Figure 1 ‘Common Stages Of Social Maturity’
(ref 2) Forrester, June 18, 2010: The HERO Index: Finding Empowered Employees

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creating #connections is the #addvalue of #socialbusiness; enable #people to concentrate on #priorities; #e20 #enterprise20 #roi

Socialbusiness

A little background thinking to the info graphic

Based on a customer workshop I’ve created a very condensed view on the add value social business IT can bring to an organisation. I’ve been playing around with it for some time now and had a couple of sparring sessions through conferences, client meetings and playing it back and forth with colleagues. The essence is pretty simple, allow employees to concentrate on their core business. That’s my recommendation for two simple reasons:

  • Most organisations measure their people on business operations KPI (impact on salary and career)
  • Turning employees into networking and information management fanatics will negatively impact your business results
To understand priorities simply ask an executive (the ones setting goals!) to decide which of the three key drivers for corporate value
  • business operations
  • people assets
  • corporate treasure of solution knowledge

her/he’d throw overboard if his hot-air balloon is going down. 1st alway goes the “people assets” (thereby becoming #3 priority), then solution knowledge has to go (becoming #2 priority). Can you blame him/her? No. As long as business have to create value and get more out that what was invested we simply have to get s**t done. The better we allocate ressources the more profitable we will be. That’s what a profit-orientated business is about.

That makes building, finding and using corporate knowledge an additional effort for employees* when being asked to focus on business operations only. Very rarely employees explicitly get measured upon re-using assets…and if they are it will only be a pretty small portion of their goal set (if it’s not their role). Take what’s happening in a lot of businesses: even if part of the work culture is “innovation” and “time for getting better” it will be cut down to a minimum as soon as waters become rough and stormy.
On top of that comes the “people asset” perspective. Since most of us are all coming from hierarchical and usually well structured organisations networking and openly seeking for help isn’t really popular. Besides the cultural aspect (becoming a company that accepts mistakes, imperfection and the power of combined expertise) seeking for the right people for a certain challenge or (the other way around) seeking for the challenges that match my personal skills and passions takes time time. Work time that has to be taken away from the time that I usually have for getting things done.
Social business – or better the idea behind social business – is supposed to exactly achieve the activation of people assets and corporate knowledge treasure without making it additional effort the employee. It simply becomes part of working towards the goals that were set in business operations. What corporation will make use of is the fact that some of the techniques (not technologies or tools) are and will become even more present with the folks in information and knowledge work.
However, I want to emphasize that some training will be required to make people understand how social media behavior is used/applied in corporate context. As I’ve mentioned in one of my previous posts I am starting to believe that even the future generations of information and knowledge workers will required a certain amount of handholding (still: no handbook!).
Key solutions have to be connected
Whatever business challenge you might think of…to some extend there are powerful solutions of most of them already. Ranging from ERP to CRM, DMS, CMS, WCM and profiling services you will find a lot of software from well known vendors such as Microsoft, IBM, SAP, Oracle, Salesforce.com. On top of that come the new cloud players such as socialcast.com, Yammer.com, 37signals etc. that provide social media inspired platforms for information work. They will provide help in addressing challenges. To create something more fundamental and sustainable it’s more about connecting the dots. Creating the convergence that will eventually lead to more than just reaching operational excellence. Without making it something that goes on top of the duties that employees already have.
In my eyes, that’s what social business is about: Connecting the dots. Creating convergence without creating additional effort and burden on people that already work under immense pressure. That actually makes it a really socials business because it means enabling individuals and groups to achieve more with the same of even less effort.
* I’d like to refer to the 7th habit of highly effective people here: sharpening the saw… (7 Habits of Highly Effective People (Stephen R. Covey))