Articles
It's all too easy to get to a point where collaborating just ... stops.
When, despite our best efforts, we get lost in the maze of process that's part of any complex organization and tell ourselves we'll collaborate tomorrow, when we have more time.
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First there was waterfall. Then came agile. Agile begat lean. Now design thinking is having its moment in the sun.
Software development has changed tremendously in the last 15 years.
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At one time or another, we've all found ourselves with a question that no one in the immediate vicinity could answer. And depending on the organization, finding and making the most of that expertise either ended in new opportunities or a source of frustration.
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Let’s start with an old joke:
Q. How many psychologists does it take to change a lightbulb?
A: One, but the lightbulb has to want to change.
This, in essence, is the problem with collaboration software adoption. The technology keeps improving, with more choices and better design.
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Driving in heavy traffic on I-5, listening to a National Public Radio story on information overload, with my Apple Watch relentlessly buzzing my wrist, I realize I’m the living embodiment of overload.
The ways we connect digitally with one another have improved dramatically over the past 20 years.
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There’s been a lot of noise lately about “Collaborative Overload” and how collaboration is slowing companies down. This comes down to a matter of definitions of exactly what collaboration is and is not.
Here is a quick list of the most common reasons for collaborative failure:
1.
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Every organization — be it large or small — has experts who know better than anyone else how things work.
They are the go-to people — the ones who have the answer to your burning questions.
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I first wrote about the convergence of intranets, extranets and websites in 2001. The concept was pioneered by a select few trailblazers who were merging the technology and user experience of various online properties into a single experience.
Nearly 20 years later, the concept is still foreign to most enterprises.
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Journalist Thomas Friedman's best-selling book “The World is Flat” explains how the flattening of the world in the 21 century impacted countries, companies, communities and individuals and how they have adapted.
Friedman posits that globalization has given us more opportunity for success.
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With over 2000 collaborative technology solutions flooding the market, with hundreds coming out on a yearly basis, standing out in the field is difficult.
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When the digital workplace team at the VELUX Group were told “you’ll need top manager support” for their launch, they didn’t take it lightly: they engaged their 100 most senior leaders one by one, with briefings, Skype calls and access to the new intranet two weeks ahead of anyone else.
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Remember when Yammer had its $1.4 million engagement party, celebrating its upcoming billion-dollar acquisition nuptials with that sexy silver fox Microsoft?
Sorry, enterprise social evangelists. The party is over.
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Aside from learning to share toys in kindergarten, formal education gives very few lessons on how to collaborate.
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As 2015 came to a close, the seventh episode of the Star Wars saga, “The Force Awakens,” stormed the world nearly 40 years after the first episode introduced us to characters ― some human, some droids ― that have become mainstays of our popular culture.
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