From talking to many different types of organisations about their collaboration initiatives, one of the issues that surfaces regularly is the problem of resistance to change. Of course, this is a challenge that is not specific to improving collaboration; it's a reaction that every organisation embarking on a significant business change initiative (and even perhaps in the case of more minor process change projects) will have encountered to some extent or another
Having spent the last six years or so tracking the adoption of collaboration technologies and practices in business, and observing the challenges many organisations face in getting employees to adopt social collaboration technologies, I've been rather cynical about the real value of social gamification, both in terms of its ability to help drive behavioural change to support better collaboration, and to improve technology adoption. However, at a recent J.Boye event, I came across an interesting example of an organisation that has successfully used social gamification tools to change behaviour among employees
With one exception: This blog post has teeth. Change, or get hacked. Change, or die (professionally)
Some of the transition to paperless transactions is driven by potential cost savings but I believe that an increasing portion of this change is a response to the digital natives desire to have: Control over their content with access to it where they want, when they want it Self Service transactions that can be conducted anytime and that don’t require a personal interaction The second item to consider on the business side of the equation is the number of digital natives rising to positions of influence inside corporations and businesses
Addressing this concern should be a major issue for any organisation looking to evolve its culture into a more collaborative one, since this is a fundamental aspect of the business change required, and relates to a necessary shift in the role of the manager. While your short term efforts need to focus on ensuring your managers understand why this cultural change needs to happen, and ensure that they have the bandwidth and flex in their resourcing budget to allow their staff to embrace the change, your long term efforts need to focus on understanding what a manager should be in this new culture, because you cannot simply remove all aspects of today's wide-reaching manager role completely
To get the middle management to buy into such a change, will be very difficult. What is required to get middle management to change?
Social business requires change in more than your marketing department, are you ready? There is a fundamental change in how we do business
The Harvard Business Review recently featured a post from Bill George, a Professor of Management Practice at Harvard Business School, where he states, “Social networking is the most significant business development of 2010, topping the resurgence of the U.S. automobile industry.” As...
One of the more intriguing lines of inquiry at a recent meeting of the AIIM New England Chapter had to do with my assertion that there is a connection between analyzing your business problems and engaging in change management. Though on the surface these appear to be two completely separate exercises, I believe that your ultimate success depends upon inviting the people who will be affected by the change to participate in the initial articulation of those business problems. The reason is that people are much more likely to embrace change when they feel they have been part of the process leading up to it
Reminder to register here for AIIM True North's webinar "What are the top five determinants for a successful digital transformation?" It is not late!! -- Amitabh Srivastav, CIP, IGP, PMP Board Member AIIM True North --
The session will discuss assessing the current state, gathering requirements, monitoring change management risk, etc. Date: Wednesday, April 12, 2023 Time: 12:30 PM to 1:30 PM ET Learning Objectives: By attending this session, you will learn: About the complexity of digital transformation initiatives from different angles, such as intelligent information management (IIM), business strategy alignment, and change management How to assess the current state and prioritize risks of organizational change, resource availability, information governance, etc