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dynamic #personalisation will kill static pages; get your #IA homework done! #socialbusiness #socbiz #enterprise20 #e20

Summary: There is literally no major site in the commercial web that contains a lot web pages in a static version. What you see is based on current events, information retrieved from cookies, your location, your account details etc.. In the future the same principle will apply to the digital workplace and thereby the future of what we today know as intranet. To achieve that a lot of homework has to be done. Only with a proper information architecture in place one will be able to profit from the potential that personalised and situation aware digital services contain.

“There is no information overload, just a filtre failure.”

Clay Shirkey

With every single day complexity within and around organisation increases. Every single document, email and comment creates a new data object that needs a home, stakeholders and (ideally) someone who needs it and someone who owns it. Today we perceive this growing volume of data and information as information overload. Because of that many employees are hesitant to really dive into “another channel” and add the intranet to their frequently visited destinations – or even turn it into the single most important destination for the personal work day. This is of cours enforced by the fact that the treasure that lies hidden within the corporate information assets is neither transparent nor hard to find. Not to mention that it should reveil itself to a user at exactly the right point it time: when it’s actually needed.

I believe that the future of the digital workplace and thereby the successor of today’s intranets will provide its major value but being directly connected with the person that is right now looking at it. Information from all repositories and the social sphere will look at the user and immediately match itself in relevance and priority to the specifics of that person. As a result not one single user will see the same “page” on the digital workplace. It will always be the combination of

  • relevance to person, role and situation
  • importance of the data object to the user
  • how time critical interaction is
  • how dependent others are on the user’s interaction with that particular data object

Dynamic Pages Illustration

The underlying principle is a powerful search engine that matches data objects and users in real time. It’s the power of search that most users don’t know about because it’s not (directly) connected to the personal action of typing a query into a search box and (hopefully) retrieve the stuff one was looking for.

However, it’s essential that the foundation for this convenient future of digital workplace is laid. “We have to establish an enterprise search function that gives us access to what we have” still is a mission for a lot of IT departments and (in a lot of cases) not more than wishful thinking.

Rubbish in, rubbish out.

Search engines are heavily dependent on their ability to identify the right data objects in order to be able to deliver them to the right person at the right time. That applies to active searches as much as it applies to the creation of fully situation aware and user centric pages. That’s where the homework lies… To build a powerful and more and more automated workspace for information workers companies have to do some house keeping and put effort in getting their information architecture and corporate taxonomy right. Without clear guidance for search engines what to match to what there will be no proper automation – and thereby no real value add for users and motivation to move away from the established ways of bouncing work related information back and forth through the know channels.

In this context I’d like to refer to one of my previous posts as well. I believe that “social” is just another extension to data objects and an improvement to the ability to specify the relevance of an object to the current user. Here’s the articles illustration as a teaser 🙂

Information Objects

 

 

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the influence of #mobile on #productivity; #socbiz #enterprise20 #socialbusiness #mobility

Summary: Mobility is on top of the agenda of a lot of (if not all) companies – no matter if they have ever had their hand on a laptop or not 😉 Tablets and smartphones seem to have added new spice to the subject. Now it’s so spicy that mobility seems to be a whole new thing despite the fact that it’s nothing but a “situation” that a user is in. Triggered by a friend’s comment on my 2013 predictions I want to emphasise on a couple of angles on the mobility subject.

  1. “Mobile” is just a situation. Address it beyond enabling e-mail!
  2. Mobile employees require a different kind of leadership.
  3. The downsides of mobile work: friction, sloppiness & lack of balance.
  4. The upsides of mobile work: integration, flexibility & more balance.
  5. The future of mobile work.

1. “Mobile” is just a situation. Address it beyond enabling e-mail!

Let’s be frank: if an information worker is stationary at her/his desk then she/he’s mobile whenever the 23″ screen is not in sight. It’s that simple. Tablets and smartphones have not introduced mobility to information work. They might have made it easier to be mobile or to consume/contribute while not being at the desk. The concept, however, exists at least since the laptop was introduced as the information worker device.

With Blackberry mobile e-mail turned into a status symbol. I still remember the time where furiously typing people could be considered to be VP or higher in rank. Over time and with the introduction of iPhone, Android etc. mobile email has become a commodity – and to some extend what too many consider to be “mobile work”.

But mobile work – or better: working while not being chained to a desk – is more than that. It requires a new way of presenting information for quick consumption and prioritisation. It requires easy interaction with complex systems or even a “phased” interaction scope depending on the use of a smartphone, a tablet or a laptop. It requires the balance between web based applications and native apps that focus on particular interactions. To address that is the new challenge for IT departments and vendors and taps deeply into the concept of commercialised business IT because it has to put the user in the centre of all (conceptual) thinking.

2. Mobile employees require a different kind of leadership.

To cut a long story short: if presence does not equal productivity then an lot of managers have to change their thinking. Objective based management of people is the only way to create a foundation for a mobilised work force. They have to decide where and when they pave the way to the final delivery – individually and collaboratively. Managing people based on objectives is more leadership than management because only people that understand and believe in the objective will be able to deliver on it. In particular if there is no “watch dog” patrolling the home office…

3. The downsides of mobile work: friction, sloppiness & lack of balance.

Friction: not many people are capable of writing communications. That’s why only a small fraction of our society wins awards for copy writing, masters PR or publishes successful novels. Most of the information workers have a lot to learn when it comes to

  • specifying requirements, questions or tasks
  • giving written feedback in an understandable, constructive way
  • not choosing the wrong tone – in particular in another language

I am not implying that each information worker has to be fully trained but there are some simple rules that I would suggest everyone to learn and master:

  • Recipients cannot see your face – they might miss out on your sarcasm, winking or elvish smile
  • One word answers are efficient but rude if there isn’t an established relationship in place
  • Answering in novel length is rude – it’s unlikely that your colleagues are seeking stuff to read because they are bored
  • Think twice before hitting “reply to all”
  • If you have nothing substantial to contribute: don’t contribute!

Sloppiness: my personal impression is that mobile e-mail has substantially impacted the quality of people’s contribution to a “conversation”. Sometimes the speed of an answer seems to be in favour of its quality…or maybe it’s the mindset of “if I’ve answered it it will become someone else’s problem”. This might be caused by the fact that digital communications has led to a total information overkill and that too many people actually consider a response time >3hrs to be an insult. However, we would all benefit from an increase in reading/understanding time and a decrease in answering speed. Oh, and I would like to add: not all conversations are meant to be digitalised. Your smartphone still has a phone in there…even though you’ve never used it.

To my friends point: I actually think that smartphone displays are not meant to support substantial information work even though some furious typer might think that. They can support alerting, prioritisation, staying in touch and “light enriching”. Real (= substantial) contribution and value creation will happen on tablets and laptops.

Lack of balance: I dislike people that keep “raising their hand” (here, here, here…I am still important) when they are on holiday. There is nothing to say against checking e-mail on the beach once a day in order to avoid the bomb to explode when you walk through the door on day 1 after the holiday is over (yes, I actually think that’s ok!). However, please keep your fingers out of things that can be solved by others. You are NOT irreplaceable. Yes, sad but true: even YOU! That managers expect their subordinates to be available 24/7 is ridiculous and should be banned. The Sunday e-mail “I need this by Monday 9.30am” should lead to disciplinary actions (yes, I actually think that!). Simply because too many employees have difficulties in responding to that request on Monday at 9.45am with “Oh – Just seen your e-mail. Will deliver this asap.”

4. The upsides of mobile work: integration, flexibility & more balance.

Let’s create a framing:

  • individuals and teams are managed by objectives
  • individuals and teams have the appropriate (not prestigious) infrastructure available
  • teams have learned how to collaboratively achieve results without sharing a physical room

What would prevent them from working when and wherever they want and merge private and work life in a way that all parties benefit the most?

5. The future of mobile work

All bullets of the framing in #4 PLUS

  • essential information can be accessed/manipulated from anywhere
  • the intranet has become a digital workspace in which work is done and not just “stuff” distributed
  • social business mechanics have visualised professional networks and teams without impacting the quality of relationships
  • the special requirements of mobile work towards user centric service and application design has been accepted by IT departments and vendors – and they have been provided with the budget and the freedom to deliver on it

Sounds like a dream? Give it approx. 2 to 5 years depending on the size of a coloration and you will be asking yourself: how did we ever work differently??

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my digest of #intra_reloaded 2012 #collaboration #networking #futureofwork #enterprise20 #socialbusiness

Summary: my take on 2 days at the conference ‘INTRA.reloaded – From communication to collaboration’ (April 17/18 2012, Berlin). In an increasing number of companies the ‘intranet’ is more and more seen as a potential starting point to create a operational workspace. Optimizing information access and transparency and motivating collaboration are the key drivers at the moment. Still: there is no blue print available yet. However, the thoughts and belief are moving in the right direction and the ones in charge become more persistent in their will to support employees in achieving their goals and improve their access to experts and expertise.

Bridging companies and customers
An increasing number of companies is rolling out services to connect their customers with the organization. Either for the purpose of service or for going after improvements and innovation the wall between corporation and customer seems to become less solid. Particularly successful seem to be the endeavors in which corporate leaders (aka C suite) are involved as sponsor and in which they acknowledge the multi-folded value of such an initiative.

Increase value and involvement with internal services
The tendendcy was clear: modern intranets have to be value adding workspaces, whereas today most portals still serve the purpose of information distribution and corporate communications. Servicing the right information at the right time to the right user in order create real work support is an endeavor some companies have startet to pursue. People in charge are much more conscious of the importance of (unfortunately rarely executed) rennovation work for information architecture and taxonomies. Otherwise the automation of digital services to become situation aware work tools will always experience data quality (= findability) as the major limitation. ‘Rubbish in, rubbish out’ is understood – at least my most protagonists.

Consciousness for active change management
Guiding employees through change with marketing style activities or dedicated advocates and community managers is really fashionable now. Just throwing a piece of IT at employees hoping that the majority of them will catch it and find some reason behind has been identified as a ‘no go’ – in particular by the reps of IT departments I was able to speak to. That management has to get involved and play an active part in the change and execution process is definitely perceived as a key success factor.

Asking the right questions
What’s still challenging is the way of figuring out the right starting point and how to bridge vision and reality. Throughout the conference I had the feeling that user and challenge centric thinking is still overruled by the quest for the right tool. It’s functionality (e.g. microblogging) that is introduced to employees – not a service that resonates to a particular challenge and thereby automatically makes its use obvious to employees. The tendency however, is definitely a move towards more user focussed approaches.

Summing it up: the future for information and knowledge workers looks brighter than three years ago. As soon as companies have overcome their internal blockage that only ERP projects can be funded with three digit millions the future will be even brighter. To unleash the potential that’s currently buried in the heads of talented people and network drives new ways for information distribution, retrieval and enrichment have to make their way into organizations. Getting some inspiration from social and commercial media seems to be a good idea because a lot of references at the conference were made in that direction.

I would like to close with the advise of our last speaker @d_ott: decentralize, simplify, advise & train…and be nice to your users.

I couldn’t agree more 🙂