Posts Tagged: ‘Digital Transformation’

HCL Digital Experience and the future of WebSphere Application Server

8. April 2020 Posted by David Strachan

What we are doing with WAS?

HCL is bringing renewed energy to Digital Experience, as we add new capabilities and move to a much more aggressive release schedule. Customers often ask what we are going to do with IBM® WebSphere® Application Server (WAS) and the purpose of this post is to explain what we intend to do.

Customers around the world have entrusted HCL Digital Experience with their business critical workloads for 20 years. WAS clustering provides a rock-solid foundation for that, and as a result unplanned outages are very rare and performance is consistently excellent. We are not going to treat that lightly or recklessly.

What is rock solid, but flexible?

That said, our customers are also asking us for a less monolithic approach to HCL Digital Experience (DX). Many of them are investing in Kubernetes as the runtime environment of the next decade. We are responding to that demand with the support for Kubernetes that we released in HCL DX v9.5 and enhanced subsequently.  HCL’s strategy is to provide a gradual approach, in order to minimize disruption for our customers, while enabling new runtime architectures as quickly as possible.

When we released HCL Digital Experience 9.5 in September 2019, we announced that it would be supported for at least another five years. This means customers can continue to run their WAS clustered environments during this time, and we will continue to enhance it.  In this release, we added a supported option to run the product in a Kubernetes environment, such as Red Hat’s OpenShift or Amazon EKS. More Kubernetes platforms will follow, driven by customer demand. Existing applications will run on this platform, and most customers should be able simply to redeploy their applications using the staging-to-production workflow.  Existing portlets and themes will also still run in Kubernetes deployments of HCL DX 9.5.

In parallel, our future direction is clearly towards the Kubernetes architecture. We are creating new services, such as our Digital Asset Manager, Content Composer or Experience API, all of which are based on technologies other than WAS. These new services provide exciting new capabilities for our customers, which we hope will make it easier for our customers to justify moving to our Kubernetes architecture.

For clarity, we will not have a singular migration event in which we re-platform HCL Digital Experience to another application server, because that would introduce risk and uncertainty to our customers. We are focusing on adding new features that add value to our customers, and ensuring that existing customers can adopt those.

We hope this statement of direction is clear and helpful. We would love to hear from you if you have comments or questions about this. We would also love to discuss how you can get the most out of your HCL Digital Experience  deployment and help ensure your are on an up to date version. Please get in touch with your HCL representative to discuss this further, or you can reach out to Kirsten.Kelley@hcl.com if you need additional information.

 

The post HCL Digital Experience and the future of WebSphere Application Server appeared first on HCL SW Blogs.

What’s the real cost of better digital experiences today?

5. Februar 2020 Posted by Kirsten Kelley

Ever wish you could go back to a simpler time? People who had businesses back before the internet were interested in providing a great customer experience, but it was all pretty straightforward. The customer had only a few touch points with the business — face to face, phone or mail – and the successful businesses put their organization’s best foot forward to create a great impression.

The cost to create multi-channel digital experiences

Now, it’s tricky. If you do business online, you need to worry about the full range of your visitors’ digital customer experiences.  Every digital touch point – you need to be awesome! This includes all web and mobile interactions, but also kiosks, IoT devices, wearables as well as the many other points of communication still in development.

And tricky can also mean costly. With so many channels it becomes harder and harder to create memorable, consistent impressions on each one. Supporting personalized content on so many channels can often sap internal resources. And if you don’t get it right everywhere, users may find themselves looking elsewhere.

What if you could create, manage and deliver engaging and personalized multi-channel experiences with a single digital experience platform? And what if that digital experience platform could not only integrate your efforts to provide customer-centric experiences, but also set your organization on the road to greater productivity?  Well, we have some facts to help illustrate the potential upside!

The research results from IDC

The International Data Corporation (IDC), a premier global provider of market intelligence, advisory services, and events for the information technology markets, interviewed organizations that use the HCL Digital Experience platform to create and manage their digital experiences. “Study participants told IDC that they have realized significant business benefits from their use of HCL DX, especially in increased revenue and employee productivity. The ability to deliver more engaging, relevant content, tailored to personas and channels, has been key to their success.”

HCL customers say that HCL Digital Experience solutions help them:

  • Generate more revenue, by providing customers and partners personalized real-time information about products, services, and prices
  • Enable faster and easier development of public-facing websites, intranets/portals, extranets, and other engaging content experiences
  • Drive higher employee productivity for those who create, deliver, and use digital experiences in marketing, creative services, application development, IT operations, sales, customer support, and other areas

“We are able to deliver a more personalized experience with HCL DX…This means better customer service, and everyone is happier. And that means as much as 10% more revenue.”

 

Consider some of the benefits that users have reported using the HCL Digital Experience platform:

  • 661% five-year ROI
  • 33% improvement in customer satisfaction
  • $41.7 million in new revenue

And if you’re concerned about upfront costs, consider this statistic: HCL Digital Experience customers reported that it took them only 16 months, on average, after investing in the platform to break even.

So it may not be the 90’s anymore, but with the right tools it can still be simple –- and cost-effective — for your organization to provide great customer experiences.

View the Infographic

 

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[DE] Studie: 6 von 10 Firmen wollen mit Social Collaboration Unternehmenskultur verbessern

13. April 2017 Posted by StefanP.

Mal wieder ein interessanter Beitrag in Michael Kroker’s Look @ IT. Er zitiert die zentralen Ergebnisse der Deutschen Social Collaboration Studie 2017, die das Fachgebiet Wirtschaftsinformatik der Technischen Universität Darmstadt und die Unternehmensberatung Campana & Schott:

Auf dem zweiten Platz der wichtigsten Ziele rangiert für mehr als die Hälfte aller Unternehmen das Streben nach höherer Innovativität der Mitarbeiter. Social Collaboration, also die Nutzung moderner Collaboration-Tools für neue Formen der innerbetrieblichen Zusammenarbeit, ist für viele Unternehmen ein wichtiger Wegbereiter zur digitalen Transformation.

Source: 6 von 10 Firmen wollen mit Social Collaboration Unternehmenskultur verbessern

Infografik-Social-Collaboration_intern_800px

Meine Meinung aus der Praxis: Ich verzweifele oft in der täglichen Arbeit daran, wie immer noch gearbeitet wird und die Möglichkeiten moderner Kommunikationswerkzeuge nicht genutzt werden. Einerseits liegt das an den lieben Gewohnheiten, die man nicht gerne ändert: Ich habe schon immer Dateien per E-Mail verschickt. Warum soll ich es jetzt anders machen?

Daneben kämpfen wir aber vor allem mit zwei großen Herausforderungen: Die Social Collaboration-Tools sind noch nicht einfach genug zu bedienen. Wir bieten oft zu viele Optionen in den Tools an, statt Anwendern nur einen Weg zu bieten. Warum gibt es nicht das Werkzeug oder das E-Mail-Programm, das Dateianhänge automatisch in der Dokumentenablage des Collaboration-Tools speichert (und Anhänge gar nicht mehr erlaubt)? Müssen wir die Anwender vielleicht manchmal gar zu ihrem Glück zwingen

Und auf der anderen Seite trainieren wir unsere Anwender bei weitem nicht gut genug, wie sie was am effizientesten in dem jeweiligen Werkzeug tun. Wann blogge ich, wann nutze ich den Wiki oder das Forum. Das muss gelernt und beigebracht werden. Und einfacher wird es nicht, denn die Anzahl der Tools nimmt zu: E-Mail, Chat-Progamm zur Echtzeitkommunikation, Enterprise Social Network wie IBM Connections, nun Whats App für Unternehmen, Conversational Tools wie Slack, Microsoft Teams oder Watson Workspace.

An den genannten Stellschrauben muss dringend weiter gearbeitet werden, sonst erreichen wir nicht die Adaption, die sich viele Unternehmen bei der Einführung erwartet haben. Und dann bleiben doch viele Mitarbeiter weiter in Ihrer E-Mail verhaftet, speichern dort Informationen und versenden weiter fröhlich Dateianhänge, statt Dateien zu teilen und zusammen zu arbeiten während andere Mitarbeiter – vielleicht abhängig von der Generation, zu der sie gehören – Ihre Heimat im sozialen Unternehmensnetzwerk oder im Konversationswerkzeug finden. Doch die E-Mail-Generation, die Facebook- und WhatsApp-Generation müssen am digitalen Arbeitsplatz miteinander reden und sich austauschen. Und hierbei geht es ganz sicher nicht nur um technische Schnittstellen, die den Austausch ermöglichen. Hier geht es um Kultur und Leading by example des Managements.

(Stefan Pfeiffer)


Einsortiert unter:Deutsch Tagged: Collaboration, Digital Transformation, Digital Workplace, featured

[EN] Digital Transformation and Senior Leaders – And a different Approach to the Digital Workplace needed?

12. April 2017 Posted by StefanP.

Interesting statements:

You know how the story goes: a wave of digital disruption is hitting our organizations, with the potential to change how we work. We know what changes are required, but oblivious senior leaders stand in the way of our success. …

Senior leaders will never directly carry out digital transformation and the digital workplace, and it’s unrealistic to expect them to formulate a concrete plan.

The strategy, planning and execution must fall on teams lower in the structure, such as the digital workplace, intranet, comms or IT teams.

But senior leader engagement, backing and funding is still vital for digital workplace initiatives.

Source: Do Senior Leaders Really Stand in the Way of Digital Disruption?

Anyway we need buy-in and support from Senior Management. Our Digital Workplace is still much to complex. People don’t get the breadth of functionality and options. Take File Management or sending attachments by email. Do we need to make this much easier even considering to take away options and functionality and force the way how to manage stuff? Attachments are automatically stored in a file sync repository? No other option. Force simplicity and get rid off pain points in the real modern Digital Workplace.


Einsortiert unter:English Tagged: Digital Transformation, Digital Workplace, Workplace-of-the-Future

[EN] The Digital Workplace: It is about People, Places, Platform, Culture and Adoption

16. Februar 2017 Posted by StefanP.

Very interesting thoughts on the different aspects of productivity at the workplace:

In short, while we have long championed tools to improve enterprise productivity, the greatest gains may be in re-working the physical, not technological, architecture.

Source: Why the workplace doesn’t work | Intranetizen

It is not only about technology, it is about the physical workplace, too.

The same study [DEGW consulting (now Aecom)] suggested that there were very few differences in such distractions across office designs of varying degrees of ‘openness’ with the exception of mobile (or home) offices which incurred the fewest lost productive minutes. Working from home wins on that count it seems. …

Source: Why the workplace doesn’t work | Intranetizen

So, people are beng distracted in offices, loose time and are less productive and are looking for places to be productive:

„Home, travel, coffee shops, somewhere quiet.“

Source: Why the workplace doesn’t work | Intranetizen

I believe it is a bit to easy. While distraction is a challenge in the Office, it is not going away automatically in the Home Office. Distraction is not only being generated in the office. Phone, chat, email, family, my cats maybe distracting me in my home office, too. It is about a mixture of personal behaviour or discipline and physical workspace.

Why do companies rent spaces at locations like Design Offices? Because these places provide the environment for co-creation, innovation and project work. The provide workbays as quiet zones or as place for 1:1’s, co-working spaces with white boards for creative sessions, the well known coffee kitchen or water cooler and modern workspaces taking into consideration, flexible to stand or sit.

Technology is the enabler but it’s still people who lead the work in most offices. To make a workplace really work, there needs to be a holistic appreciation of people, places and platforms and the interchange between them. We need to be more ambitious for digital workplace technologies and help employees be more productive wherever they choose their workplace to be — bed, coffee shop or office.

Source: Why the workplace doesn’t work | Intranetizen

Keep in mind, how important collaboration is for innovation. So we need to provide the right spaces, online with tools for communication and collaboration and the physical workspaces, to booster productivity and innovation. And even this is by far not enough. It is more than People, Places and Platforms. Let us add leadership and culture. Old command and control structures are the natural enimies of digital transformation and an agile, responsive organisation. Without leaders willing to break down silos and hierarchies change is not going to happen.

And another aspect is very often forgotten: Adoption and training. Your people are not going to accept and drive digital transformation, if you don’t convince, train and re-train them.  And this is a continous journey, not a one-off effort. You need to train people on the methods and the tools. Tool training may even be the easier part of it. Explain your people how to use your Enterprise Social Networking-tool, your „WhatsApp for the Enterprise“ or your file sharing software and where the benefits for the individual in his or her work are. Beyond technology and tools we may add concepts like agile, Scrum, working out loud. If you want these methods to be successful. And this is the easier part …

The more difficult part is to convince your people on the why … A majority of workers are still holding backing information, to protect their job or for whatever reason. How do you get your people back into the boat, not working against change? How do you motivate them again? The numbers from Gallup are disillisioning. And still a lot of managers and don’t care …

The Digital Workplace driving the digital transformation is very likely not a quick win: It is about People, Places, Platform, Culture and Adoption.


Einsortiert unter:English Tagged: Change Management, Digital Transformation, featured, Innovation, Workplace-of-the-Future

[EN] Lesson for Managers: „We should embrace Transparency because we cannot avoid it.“

7. Oktober 2016 Posted by StefanP.

The very nature of digital and the web leads to transparency. Digital makes it hard to keep secrets, makes it hard to hide. We should embrace transparency because we cannot avoid it. …

We have a choice. To be transparent. Or to be made transparent. …

Throughout history, the powerful elite have controlled the flow of information. The powerful are still powerful but with the advent of the web and smartphones, they have lost control of the flow of information. Consequently, they have lost the ability to control the message as much as they were used to. …

And yet management is in total denial, living a grand delusion, wondering occasionally why people are so disloyal. … Management lives within a deep cultural mind-set of hierarchy, subservience and control. If digital transformation does not address this corrosive and truly out-of-date culture, then nothing of worth will be transformed.

Source: The Age of Disloyalty and Transparency

Couldn’t agree more. Thank you, Gerry.


Einsortiert unter:English Tagged: Communication, Digital Transformation, Management

[EN] Dion Hinchcliffe and 4 Principles of today’s digital workplace | ZDNet

12. September 2016 Posted by StefanP.

organizingprinciplesofthedigitalsocialworkplace

While there are numerous ways of thinking about how to organize the digital workplace, in practice there seem to be three widely used models, with a fourth newer one that seems to be developing quickly, often in a very informal fashion.

Four Common Models for Organizing the Digital Workplace

What’s interesting about this list is that each model emphasizes one principle, activity, or type of artifact over all others. Examples include workforce collaboration, digital conversations, documents, the sourcing and management of workplace apps, or even just the desire to make a workable whole out of many, varied constituent parts that meets the most needs. These models are:

  1. Community and social business. The second newest model on this list has been with us for some years, but it was not until very recently that it became a widespread one, with 65% of organizations at least having the requisite platforms in place this year (their usage and effectiveness is still emerging however.) This model puts people and their communication/collaboration in the very center of the digital workplace. Apps and their data certainly still have a place in this model, but in support of high value knowledge work within a situated context of open and participative shared value creation. There have been numerous measures of the effectiveness of this model, with McKinsey most famously claiming there is at least $1.3 trillion in untapped economic value to be had by moving to this model of working. Successfully realizing this type of new digital workplace generally requires updated digital skills in the workforce that inherently take advantage of its strengths.

  2. The document and content-centric workplace. Many knowledge-based firms produce most of their value by capturing their ideas and results on what we used to call paper. Now this output has become almost entirely digital, and so these workplaces invest an inordinate amount in managing the vast digital document flows from their workforce using document and content management systems, such as SharePoint and Documentum. While the hey-day of document management and content management systems is largely behind us, it’s still one of the dominant models for the workplace, …

  3. Vendor-centric model. After years of trying to avoid lock-out, I’m seeing a decided return to single-vendor dominance in the digital workplace in certain sectors. Major changes and improvements in the digital workplace offerings of dominant industry player Microsoft has a lot to do with this shift, and I’m seeing — especially with very large enterprises — an interest in getting an entirely ready-to-go, integrated, and supported set of digital workplace tools for communication, collaboration, documents, and productivity. …

  4. A hybrid digital workplace co-created by IT, lines of business, and workers. The fourth model is the newest but fast emerging, but does now indeed appear to be one nearly inevitable outcome of current trends in tech adoption and IT. The proliferation of apps in the cloud and mobile devices has made IT extremely easy to acquire and nearly disposable for many uses. In fact, the best solutions can be quickly found and used by nearly anyone like never before, without permission or help from IT. This is creating an environment where the business, at the division, departmental, and even personal level selects technology with little to no formal involvement or ownership by IT. …

Source: What’s the organizing principle of today’s digital workplace? | ZDNet

Very interesting and thoughtful posting with a lot of correct observations. But how will the rise of Artificial Intelligence and Cognitive solutions impact the different scenarios. And I am talking about real AI solutions for business, not just rule-based chatbots.

(And I still believe, that a vendor centric approach is not going to succeed in the area of BYOD and BYOA and the younger generation moving away from a document centric approach.)


Einsortiert unter:English Tagged: Digital Transformation, SchlauerArbeiten, Workplace-of-the-Future

[DE] Digitale Transformation: Keine blauäugige Adaption, sondern Transformation mit Hirn und Verantwortung

18. Juni 2016 Posted by StefanP.

Ein interessanter Disput zwischen Peter Diekmann (@derPeder) und Ole Wintermann (@OleWin) zum Thema digitale Transformation. Und beide treffen in ihren Beiträgen interessante Aussagen. In der Diskussion geht es um die Konfrontation zwischen denen, die digital vorangehen wollen und denen, die verweigern und bremsen.

Meine 2 Cents vorweg, bevor ich einige Kernaussagen der beiden Protagonisten zitiere und kommentiere: Wir werden die digitale Transformation genauso wenig aufhalten können wie wir die industrielle Revolution aufhalten konnten. Verweigerungshaltung wird nicht helfen, eher schaden. Stattdessen müssen wir gerade in Deutschland, wo selbstredend die Verweigerer und Skeptiker besonders häufig sind, die digitale Transformation viel offensiver aufgreifen und aktiv gestalten. Dabei darf es nicht um blauäugige Adaption, sondern um Transformation mit Hirn und humaner Verantwortung gehen.

@derPeder stellt die zwei Welten schön plakativ gegenüber:

Den einen fehlt Geduld, es geht ihnen zu langsam bis andere endlich neue Techniken und Prozesse verstehen und so schotten sie sich ab und verstärken sich gegenseitig in Unzufriedenheit in ihrer Filter-Blase. Den anderen geht das alles viel zu schnell, sie wollen erst überzeugt sein, dass dieses ganze Social und Digital Zeug eine sinnvolle Sache ist. Viele dieser Offliner sind mit Sicherheitsdenken und Freigabeworkflows sozialisiert worden und stoßen nun auf eine Kommunikationskultur, die ihnen so fremd ist wie das Radio im Vor-Industrialisierungszeitalter.

Source: Digitale Kurzatmigkeit — hundert eins — Medium

Ja, der Wille neue Technologien und Arbeitsweisen ist nicht besonders ausgeprägt. Lasst es mich mal auf ein sehr einfaches Level aus dem täglichen Büroleben bringen: Wenn ich unternehmensintern immer noch riesige Dateianhänge per E-Mail bekomme, obwohl einfache Lösungen zum Teilen von Dateien gibt, dann ist das sehr frustrierend. Ja, lieber @derPeder, es mag teilweise sein, dass wir ‚Nerds‘ viele nicht mitnehmen. Das liegt aber mindestens genauso oft am Unwillen, seine gewohnte, vermeintlich bequeme Arbeitsweise nicht ändern zu wollen.

Aber es kommt aus meiner Sicht noch ein weiterer wichtiger Aspekt hinzu: Fehlende Führung und fehlendes Vorleben digitaler Arbeitstechniken. Dem mittleren Management kommt auch eine essentielle Rolle in der digitalen Transformation zu. Wenn der Vorgesetzte, neue Arbeits- und Verhaltensweisen nicht vorleben oder vielleicht gar nicht wollen, wird es umso schwieriger. Und genau dort sehe ich ein gerütteltes Maß an Uneinsichtigkeit, Verweigerung und Fokussierung auf ganz andere Aspekte ihres Berufslebens. Statt Leading by example in der Adaption moderner Arbeitsweisen und der damit einhergehenden digitalen Transformation scheint es oft doch eher um Besitzstandswahrung, das Funktionieren in der Hierarchie und die eigene Karriere zu gehen.

Dies war gerade nur ein triviales Beispiel des Büroalltags, es zeigt aber auch die generelle Problematik gerade in unserem Lande. Das ist – und da bin ich bei @OleWin – schon ein gerütteltes Maß an Verweigerungshaltung. Wir können uns eine solche Haltung gerade in unserem Land nicht leisten. Was ist nötig? Ja, es ist ein Change Management-Projekt:

Dabei geht es ebenso um Technik und Plattformen als auch um Arbeits- und Verhaltensweisen, um Belohnungs- und Bewertungssysteme, und schließlich um komplette Strategien und Zielanpassungen. Dieser lange Weg von #Nowland nach #Nextland kann je nach Organisation lange dauern und ist ein ständiges Change-Management-Projekt. Digitaler Wandel ohne Change-Management, ohne Verständnisentwicklung der Mitarbeiter für neue Arbeitsplatzmodelle und den Kulturwandel wird keine nachhaltigen Erfolge haben.

Source: Digitale Kurzatmigkeit — hundert eins — Medium

Gegessen. Aber Wandel kann in verschiedenen Geschwindigkeiten vonstatten gehen. Nur Ignoranz aufgrund der eigenen Karriere und Schneckentempo sind sicher nicht angesagt. Heben wir es mal mit @OleWin vom trivialen E-Mail-Anhang und dem Mitarbeiter über das Verhalten und die Prioritäten des Middle Mangements auf die vermeintlich strategischere Führungsebene hochbezahlter Manager und Vorstände:

Diese Verweigerungshaltung von bisher relevanten Akteuren in Wirtschaft und Politik gegenüber der digitalen Welt hat bereits volkswirtschaftlichen Schaden angerichtet (Stichwort z.B. Störerhaftung). … Die Verweigerungshaltung auf betrieblicher Ebene hat zu krisenhaften Zuständen in der deutschen Autoindustrie geführt, die plötzlich als altbacken im Vergleich zu Tesla und Co. erscheinen. Wenn hochbezahlte Manager und Vorstände immer noch nicht – und das trotz des Vorliegens etlicher Studien – begriffen haben, dass die Digitalisierung ein Thema für sie sein könnte, sind sie fehl am Platze.

Source: Digitale Kurzatmigkeit oder analoge Kurzsichtigkeit – Eine Replik – Netzpiloten Magazin

Und @OleWin fordert dann aus meiner Sicht korrekterweise die Offenheit und – ich füge hinzu – den Willen ein, sich der digitalen Transformation zu stellen, sie anzunehmen und zu gestalten. Und das gilt übrigens für Mitarbeiter und Manager aller Hierarchiestufen:

Es muss jedoch auch die Bereitschaft zur Offenheit, zum Eingestehen des eigenen Beginner-Status im digitalen Bereich und zum Anpassen an veränderte Arbeitsweisen vorhanden sein. Diese Offenheit erlebe ich aber gerade bei politischen und wirtschaftlichen Entscheidern in den seltensten Fällen.

Source: Digitale Kurzatmigkeit oder analoge Kurzsichtigkeit – Eine Replik – Netzpiloten Magazin

Randnotiz: Lesens- und ansehenswert die von @derPeder zitierten auf Cachelin beruhenden 16 Typen typischer Offliner mit ihren Motiven, Menschen von digitalen Welten fernhalten:

16 Typen von Offlinern im Überblick, Bild von www.wissensfabrik.ch/offliner-buch/


Einsortiert unter:Deutsch Tagged: Arbeiten 4.0, Deutschland, Digital Transformation, featured, SchlauerArbeiten

[DE] Von wegen Social Business ist out: Soziale Werkzeuge und Arbeitsweisen in Prozesse integrieren

6. Juni 2016 Posted by StefanP.

Interessant, die Ergebnisse der aktuellen Studie von McKinsey. Vielleicht ist der Hype rund um den Begriff Social Business vorbei. Viel wichtiger ist aber, dass soziale Werkzeuge für das Unternehmen und die damit verbundenen Arbeitsweisen bleiben und weiter ein riesiges Potential gerade auch in der anstehenden digitalen Transformation haben. Und zwar dann, wenn soziale Tools in die Geschäftsprozesse integriert werden, etwas, was wir seit Jahren postulieren und bei Kunden realisieren. Wenn man dann bedenkt, das Marktbegleiter davon meilenweit weg sind und noch immer in Dateien denken.

What’s more, some executives report greater benefits—decreased costs and increased productivity, for example—if they digitize and use social tools in a given process.

Source: How social tools can reshape the organization | McKinsey & Company

Lobenswert, dass McKinsey herausarbeitet, in welchen Prozessen soziale Arbeitsweisen – sowohl in internen wie auch externen Workflows – eine disruptive Rolle spielen kann.

How_social_tools_can_reshape_the_organization___McKinsey___Company_-_Mozilla_Firefox__IBM_EditionWird nun endlich das Ende von E-Mail eingeläutet.

Because they create searchable content as a by-product of collaboration, the new-generation tools could even begin to replace email as the default channel of written communication.

Source: How social tools can reshape the organization | McKinsey & Company

Na ja, darüber haben wir schon öfters gesprochen. Ich denke, es geht vielmehr darum die Kommunikationskanäle der Generation E-Mail, Facebook und WhatsApp so zusammenzuführen, dass die Anwender es verstehen und akzeptieren, und so Orientierung zu geben.


Einsortiert unter:Deutsch Tagged: Digital Transformation, featured, Social Business

[EN] Next Generation Digital Workplace: Get By With a Little Help From My (Intelligent) Friends

6. Mai 2016 Posted by StefanP.

Another take on artificial intelligence and robots entering the workplace. And another author stressing, that it is on us to create the even more human digital workplace of the future instead of simply denying technological progress and paint Hollywood horror scenarios. It is on us to shape the future instead of trying to stop something which can’t be stopped.

… all the major technology vendors … are working in a world that they know will be saturated with artificial intelligence, marking the next stage of the digital workplace.

Human beings must adjust and understand how to work with what … robot. That catch all term applies for every digitally intelligent assistant, device and piece of software that we use in our daily work. … And while sadly we human beings are not getting smarter, the „robot“ is building its intelligence by the day.

Hollywood scenarios may create narratives where AI grows and then crushes us like ants but what will happen in my view is far more nuanced, as we develop skills and patterns that allow us all to work alongside (and in collaboration with) ever smarter technologies.

The industrial revolution turned us into efficient machines as we carried out tasks for the industrial world. The digital revolution has the potential to turn us back into human beings, working in collaboration with hyper intelligent systems. It is up to each of us and the organizations where we work, to seize this opportunity to create ever more human and ever smarter worlds of work.

Source: Next Generation Digital Workplace: Where Human Meets Robot


Einsortiert unter:English Tagged: Artificial Intelligence, Digital Transformation, Workplace-of-the-Future

[EN] ‘Silence Your Phones’: Smartphone Notifications Increase Inattention and Hyperactivity Symptoms

27. April 2016 Posted by StefanP.

Interesting statements on notifications, interruptions and multi-tasking in todays digital workplace. And I do experience everyday myself the pain of visual and audio notifications, on my Mac, on my phone and sometimes even worse now on my watch. Nothing worse but getting distracted by vibration exactly in the moment, when you are serving in your tennis match …

My 2 cents: Turn as many notifications off as you can. Not only to win the tennis match to work more productive.

Finding Email in a Multi-Account, Multi-Device WorldEmail is far from dead. The volume of messages exchanged daily, the number of accounts per user and the number of devices on which email is accessed have been constantly growing. …

Interruptions and distractions continue to plague the workplace by killing productivity and causing stress. … Notifications drive higher levels of inattention, which in turn, lowers productivity.

Source: How Are We Coping with Technology in the Digital Workplace?


Einsortiert unter:English Tagged: Digital Transformation, Workplace-of-the-Future

[DE] Digitales Deutschland: System-Upgrade dringend empfohlen

24. April 2016 Posted by StefanP.

Auch wenn mir mein Freund Jörg wieder (Middle) Management-Bashing vorwerfen mag. Ich kann viele der Aussagen aus vollstem Herzen und hoffentlich bei klarem Verstand unterschreiben:

Digitale Tanzformation

Anfangs hieß es noch schlicht „Internet“, später dann Web 2.0. Und wenn man aktuell über informationstechnologischen Fortschritt spricht und dabei zum Ausdruck bringen will, dass man mitreden kann, muss man mindestens eine Versionsnummer verwenden, die mit einer Vier beginnt. Gleichzeitig hat sich eine Begrifflichkeit etabliert, die vor allem auf ein kontradiktorisches Antonym zu „analog“ setzt: Es ist vielfach nur noch die Rede von „digital“ und von „dem Digitalen“.

Es geht um nichts Geringeres als um die Veränderung von Wirtschaft, Industrie und Gesellschaft durch (digitale) Technologien. Für die dem Digitalen immanente Veränderung hat sich zudem gemeinhin der Begriff der Digitalen Transformation etabliert. Und dieser beinhaltet alles, was an Unsicherheit, Angst oder auch Hoffnung und Aufbruchstimmung mitschwingt. Letztendlich sagt er jedoch nur sehr wenig aus.

Bevor dieser Text nun gleich aufmerksamkeitsökonomischen Schiffbruch erleidet oder ein abschätziges „tl;dr“ in der Kommentarspalte landet: Es geht mir nicht um Fortschrittspessimismus oder gar Nestbeschmutzung der Digitalen Gesellschaft…

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Einsortiert unter:Deutsch Tagged: Deutschland, Digital Transformation

[DE] Digitale Transformation: Hören Sie auf, die Dinosaurier zu füttern

22. April 2016 Posted by StefanP.

Interessante und nur zu wahre Aussagen:

Besonders im Umfeld der digitalen Transformation wird in Krisenzeiten ganz schnell das Sauerstoffzelt aufgebaut und das Große und Ganze verliert sich …
Operatives Retten vs. strategisches Durchhalten
Neben den Marketingbudgets sind es in vielen Fällen, die eher strategischen Projekte, die den ersten Etatkürzungen zum Opfer fallen. Insbesondere die strategischen digitalen Projekte werden schnell fast nur unter Ertragsgesichtspunkten bewertet und anschließend drastisch gekürzt. Offensichtlich die richtige Lösung, die meisten digitalen (ad)Ventures tradierter Unternehmen, sind ohnehin nicht mal ansatzweise eine Liebhaberei, sondern vielmehr eine halbherzige Pflichtübung, damit vermeldet werden kann, dass digitale Transformation auch im eigenen Unternehmen geschieht – ertragreich sind diese auf jeden Fall eher selten.

Hören Sie auf, die Dinosaurier zu füttern. Investieren Sie nicht in die Vergangenheit, sondern in die Zukunft. Transformieren Sie Unternehmen als ganzes und stellen Sie es auf eine Zukunft ein, in der Menschen (fast) alles anders tun werden, als sie es je getan haben.

Source: Don’t feed the Dinosaurs! – Digital-Transformation


Einsortiert unter:Deutsch Tagged: Digital Transformation

[EN] The Employee’s Voice really matters in the Digital Transformation

21. April 2016 Posted by StefanP.

Not surprising. Employees get higher click through rates than the same content shared through official company channels:

For every post that’s shared, LinkedIn discovered that employees receive, on average, a 2x higher click through rate than when the same piece of content is shared through an official company channel. …

Source: Your Employees’ Voice Really Matters on Social | Social Media Today

But it is more than just repeating official company content. The real value arrives, when employees develop their own profile through creating their own content which is going beyond companies marketing messages:

Thought leadership – … It just doesn’t happen, especially when all employees are sharing exactly the same content, some even choosing to not change the post title. To truly stand out you need to be willing to work for it.
…, you need to reply and engage with the community if you expect to get noticed and build your status. Don’t be fooled into thinking that you’ll receive instant gratification, it takes time to establish thought leader status.
… You need to humanize your social presence by engaging in the community and sharing others content. Show your followers that you have a personality and that you’re not just a robot.

Source: Your Employees’ Voice Really Matters on Social | Social Media Today

Very true statement, but the author needs to take the employees motivation into consideration. If companies want employees to be engaged in social media and to be brand ambassadors, they need to recognize these efforts as part of their work, not as private amusement. To few managers really accept this as a fact. My experience: When it comes down to daily work and tasks, they always prioritize the “normal” work and de-prioritize engagement in social media.

You remember all the reports on not motivated employees? Why should they be engaged and become brand ambassadors, if their work is not really awarded. It is overdue, that this behavior changes, in particular, when we talk about digital transformation. The employee’s voice really matters in the digital transformation.


Einsortiert unter:English Tagged: Digital Transformation, Social Media

[EN] Understanding this individual, personal Ecosystem is the ultimate point of Digital Transformation

18. April 2016 Posted by StefanP.

Interesting thoughts on the Social Graph and its role in the digital transformation:

Engagement isn’t talking at someone, it’s talking with someone. In order to fully engage, you need to have a deep understanding of a person. …
Understanding this individual, personal ecosystem is the ultimate point of digital transformation. … Digital interactions, especially social interactions, allow the unprecedented gathering of data about the person and, more importantly, the people that surround them.
This is the essence of the social graph that drives social media and other socially enabled applications. The social graph is data about a person, the people they know, and, most of all, how they interact with other people. It is a model of a person’s online world, their ecosystem.
By gathering data generated by everyday activities, analytical models are utilized to understand the individual human being and personalize content and responses. This personalizing will no longer be simply for a class of people but for actual individuals.

Source: Searching For Real Value in Digital Transformation

And what is about data privacy in this context?


Einsortiert unter:English Tagged: Data Privacy, Digital Transformation, Social Media