Three years after the manifesto
Posted: Mon Dec 23, 2024 3:49 am
The best tool is the one we all use, otherwise we create digital divides to match physical ones.
Let me be myself online.
My profile is who I am in the digital workplace, and many of my working relationships may be with people I don't get to meet.
Learning is good for me and the company.
Give me the opportunity to acquire knowledge from outside and in, and the chance to use it well.
Not everyone is an early adopter.
Give support and guidance to those that need it, but also freedom to learn by playing for the self-starters.
Work doesn't stop at the firewall.
Our digital workplace should encompass customers, suppliers, partners and contacts.
Everything should be geared to help me do the work that matters.
Remove the annoying ones like multiple logins. You know who I am – once I'm logged in I should get everywhere I need to go.
Working relationships involve understanding each other.
Let me express my views and I'll listen to yours
If I don't like it, I can always leave
All good points, I think, that still apply. (Although, that last one?)
If these insights have been around for so long, why do we see so little of them in practice? At C-Day, a recent conference on internal communication, we conducted a survey with shocking results. We asked participants if they were ready for the digital future of internal communication. Some of the results:
Are key content and features available on mobile?
49% yes | 51% no
Can you use key applications via single numrat grek sign-on?
51% yes | 49% no
Can external parties access your intranet or communication platform?
40% yes | 60% no
Do you look at onboarding and community experience across the organization ?
23% yes | 77% no
Do you offer a good alternative to WhatsApp?
34% yes | 66% no
(For an analysis of the pros and especially cons of business WhatsApp use, see my previous article .)
In total, the people who participated in our research scored an average of no more than 4.2 out of 10 on the 'scale of future readiness'. We interviewed almost 10 percent of the attendees, who came from the following sectors, among others: education, healthcare, utilities, municipalities, housing and transport. The highest score was a 7 and there were multiple ones. How is this possible? In our daily practice I see three reasons.
Let me be myself online.
My profile is who I am in the digital workplace, and many of my working relationships may be with people I don't get to meet.
Learning is good for me and the company.
Give me the opportunity to acquire knowledge from outside and in, and the chance to use it well.
Not everyone is an early adopter.
Give support and guidance to those that need it, but also freedom to learn by playing for the self-starters.
Work doesn't stop at the firewall.
Our digital workplace should encompass customers, suppliers, partners and contacts.
Everything should be geared to help me do the work that matters.
Remove the annoying ones like multiple logins. You know who I am – once I'm logged in I should get everywhere I need to go.
Working relationships involve understanding each other.
Let me express my views and I'll listen to yours
If I don't like it, I can always leave
All good points, I think, that still apply. (Although, that last one?)
If these insights have been around for so long, why do we see so little of them in practice? At C-Day, a recent conference on internal communication, we conducted a survey with shocking results. We asked participants if they were ready for the digital future of internal communication. Some of the results:
Are key content and features available on mobile?
49% yes | 51% no
Can you use key applications via single numrat grek sign-on?
51% yes | 49% no
Can external parties access your intranet or communication platform?
40% yes | 60% no
Do you look at onboarding and community experience across the organization ?
23% yes | 77% no
Do you offer a good alternative to WhatsApp?
34% yes | 66% no
(For an analysis of the pros and especially cons of business WhatsApp use, see my previous article .)
In total, the people who participated in our research scored an average of no more than 4.2 out of 10 on the 'scale of future readiness'. We interviewed almost 10 percent of the attendees, who came from the following sectors, among others: education, healthcare, utilities, municipalities, housing and transport. The highest score was a 7 and there were multiple ones. How is this possible? In our daily practice I see three reasons.