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  • The ongoing quest of Artificial Intelligence (AI) is for developing it to the level that it matches the capabilities of the human mind, also in certain cases (computations and memory) to even surpass the capabilities of the human mind. Current global debate is regarding the feasibility of achieving such a goal. “Knowledge by definition is the state of knowing something and thus is always tacit, any knowledge codified in the form of a document/literature to make it explicit thus becomes information. It's the way we assimilate information that leads to the creation of knowledge.” The industrial age automated mundane manual tasks using machines and left humans to do higher value knowledge work. The knowledge/scientific age aims to take away the burden of knowledge also from humans and leave them with creative work and other intelligences or living on UBI (Universal Basic Income) and performing more entertainment than productive activities. Knowledge management has provided a foundation for many of the most exciting developments in business today. Artificial Intelligence and Machine Learning including  organizational network analysis  and industry network development, are proving to be fundamental business tools. In the 21st century, knowledge management seems to reach its next level. Artificial intelligence & Blockchain comes into play and transforms again how knowledge is captured, developed, shared, and efficiently used within organizations. As the proliferation of structured and unstructured data continues to grow, we will continue to have a need to uncover the knowledge contained within these big data resources.  AI capabilities that can  recognize  context, concepts, and meaning are opening up exciting new pathways for collaboration between knowledge workers and machines.  Experts can now provide more of their own insights for training, quality control, and fine-tuning of AI outcomes. Machines can amplify human prowess and create new experts. This will greatly affect knowledge workers all over the world. To fully use AI to their advantage, companies will  have  to redesign knowledge worker’s flows, experience and roles. The Challenges For KM Today The earlier KM implementations couldn’t serve the purpose as they were highly oriented towards converting tacit to explicit and then making the explicit discoverable and reusable through repositories and forums powered by search. There are strong criticisms about the possibility to ‘convert’ tacit into explicit knowledge (Nonaka and Takeuichi, SECI model for knowledge creation, 1995). The biggest failures of any attempt to manage knowledge is the challenge of “tacit-explicit” conversions.  Tacit knowledge is articulable, in-articulable or somewhere in between. Workplace skills are articulable, and sense-making, meaning, wisdom, emotions and feelings inarticulable (Busch, 2008). Moreover, it is either very difficult or impossible to codify it in true sense.   This puts added burden of externalisation on people who are either not motivated, disciplined or capable enough to do it. All such codification efforts either result in poor articulation thus poor assimilation by consumers of knowledge or failure to keep the codified information up to date. Knowledge workers  are people who reason, create, decide, and apply insights in non-routine  cognitive  processes.  More than 150 such experts drawn from a larger global survey on AI in the enterprise, almost 60% say their old job descriptions are rapidly becoming  obsolete in light of their new collaborations with AI.  Some  70% say they will need training and reskilling (and on-the-job-learning) due to the new requirements for working with AI.  And 85% agree that C-suite executives must get involved in the overall effort of  redesigning  knowledge work roles and processes. AI is bringing a great deal of change into the way people work using software but the challenge remains to make software more relevant for users in terms of flows, experience and roles.   In an organization with 1000 employees, approximately $2.7M are lost every year in productivity, according to an independent research done by Panopto.com.  60% of employees report that it is very difficult, or nearly impossible to obtain information from their colleagues needed to do their job. Employees spend 5.3 hours per week waiting for information, sometimes longer. These delays have a major impact on project schedules — 66% will last up to a week, and 12% a month or more. 81% of employees are frustrated when they cannot access the information they need to properly do their job. Therefore, they might opt to forage information on their own. It can be extremely overwhelming and sloppy, if there is no one to guide them through the process. Every week, an employee spends over  8 hours  just doing this.  Also, maybe because of failure to communicate or just unawareness, an employee might be replicating the work that is already done. On average,  employees reported spending nearly 6 hours each week  duplicating other people’s work.  This portrays the knowledge safeguarding experience is exceptionally valuable, and that turnover negatively impacts the company’s knowledge resources — costing the company both time and money.   https://www.panopto.com/blog/how-much-time-is-lost-to-knowledge-sharing-inefficiencies-at-work/ The SECI Model Of Knowledge Conversion Lets revisit the SECI model of knowledge conversion (by Nonaka & Takeuchi 1996) before getting into how artificial intelligence can help achieve it better than the traditional KM approaches. SECI model of knowledge conversion is the cornerstone of knowledge creation and transfer theory, even today.    They proposed four ways knowledge is shared and created in the organization. Socialization  (tacit to tacit conversion): Knowledge is passed on through conversations, practice, guidance, imitation, and observation. The typical informal sharing of knowledge between people, commonly referred to as “Water Cooler” talks. Externalization  (tacit to explicit conversion): Difficult but important conversion mechanism. Tacit knowledge is codified into documents, manuals, etc. so that it can spread more easily through the organization. Since tacit knowledge is very difficult to codify, if not impossible, the extent of this knowledge conversion mechanism is debatable. Involves writing out documents to share knowledge about projects, products, processes and decisions.   Internalization  (explicit to tacit conversion): As explicit sources are used and learned, the knowledge is internalized, modifying the user's existing tacit knowledge. Combination  (explicit to explicit conversion): This is the simplest form. Codified knowledge sources (e.g. documents) are combined to create new knowledge(actually information). It's actually explicit-tacit-explicit conversion as the user is processing the knowledge and applying their intelligence & wisdom to create a new piece of codified knowledge. Explicit and tacit knowledge blends are such that it’s not possible to use one without the other (Ray and Clegg, 2007; Cohendet, 2014).  Where Can We Get The Maximum Impact? The table below maps the various skills/attitudes required for effective knowledge conversion across the various types. As you may have observed that the skills required for each conversion are not uniform across a workforce thus it becomes a challenge to manage it well. In the last few decades, we seem to have done well on socialization and combination front using search, content authoring and messaging technologies. But it's not enough today as these technologies ended up being (not) adopted differently and in most cases far from being impactful, given the exponential rise in information, produced globally and expected to be consumed to do our work. While we could not effectively get the signals across to people we did manage to increase the noise in our systems. Liebowitz describes the concept of knowledge management (KM) bluntly as “creating value from an organization’s intangible asset”. The main problem with his concept is to recognize the intangible assets, to address them, turn them into reality and make them accessible for the organization as a whole.  The most impactful conversions are the tacit-explicit (externalisation) and explicit - tacit(internalisation) but the same are the most difficult to achieve due to the various barriers. The cause of the failures, besides organizational and technological barriers has been the individual behavioral aspects. These aspects in simple terms are  The average human: By nature is lazy and not motivated enough to spend extra time to share Wishes to get knowledge but not share it  Views sharing knowledge as a threat Is not confident of their communication skills Lacks empathy and is driven by selfish motives Is like a horse, you can take to water but can't make them drink How Artificial Intelligence Can Power Knowledge Management Sustainably? The irony today is that we are being less productive and more distracted given the over use of digital tools to get simple things done. We all suffer from different levels of attention span and flow issues and related chaos/stress. For better discovery and application of knowledge in an organization or community we need to rework the flows and make them intelligent and assisted.  We need to have IALF (Intelligent Assistive Lean Flows). Smart technologies might close the gap between codification and collaboration.  The biggest areas where AI can pitch in is to help organizations in simplifying their workflows by CLADing them for knowledge and collaboration. Provide workflows and digital experience that seamlessly covers the following aspects of managing knowledge in the respective flows: Codification Learning Application Discovery AI also helps to overcome the past problems of dealing with huge amounts of data, which were deemed unwieldy and difficult to maintain. Modern systems using AI are able to handle big data also providing a certain degree of security using new ways of data storing such as HDFS, NoSQL, decentralized blockchain data storage. Potential KM Application Areas for AI  The applications need to provide intelligence, assistance or automation of various steps of a lean collaborative workflows that are designed closer to the natural flows of people. Some areas where real pains can be solved are: Conversational & Proactive Assistant Covers aspects of search, productivity, performance (analytics), help, and adaptive learning & discovery. AI provides the means to process human input such as handwriting and voice recognition with the help of the advent of natural language processing. It can help in identifying most relevant content & people(expertise) as well as obsolete content. In Context Ambient Knowledge  When we perform tasks AI can help by showing data from the past that can be reused or other data points/artefacts that are relevant to the current user context. Idea is to provide all related knowledge to the user at each step of a workflow when they are in the flow. It's about embedding ambient knowledge in the flow to enable better decision making, faster completion and to avoid reinventing the wheel. AI Microservices For Recommendations Expert and AI recommender systems help to boost knowledge management and provide the intelligence to perform tasks better. AI can look into your projects and suggest better ways to plan, can look into your leads funnel and provide recent intelligence on prospects, can look into your support funnel and provide insights into SLA compliance or avoid tickets with automated responses. AI Microservices For Automation Knowledge management takes advantage of AI tools used to capture, filter, represent or apply knowledge. Using for example knowledge repositories like corporate Wikis , document storages, open data, APIs, AI tools provide applications for the selection, parsing, analysis, classification and even writing of text, automated reasoning and visualizations to facilitate decision-making. Success Stories  Hewlett Packard: AI can rapidly turn beginners into pros. Hewlett Packard demonstrated that when they used their AI lab’s cognitive computing platform to analyze two years’ worth of call data for a client’s call center. The call center was using a queue-based system for routing customer calls, resulting in long wait times and poor-quality customer support. The cognitive computing platform was able to determine each agent’s unique “micro-skills”—the agent’s knowledge of a specific kind of customer request, captured from previous calls. These micro-skills are now used to match incoming calls to agents who have successfully processed similar requests. The customer support center has seen a 40 percent improvement in first contact resolution and a 50 percent reduction in the rate of transferred calls. Society of Petroleum Engineers (SPE): The increasing volume of information and diversity of channels make it difficult to connect with the knowledge and subject matter experts needed to solve problems. As a result, cross-industry knowledge flow is impaired. To address this challenge, SPE has implemented a new research portal, supported by artificial intelligence (AI). The portal integrates subject matter expert knowledge with AI natural language processing and machine learning. It automatically enriches documents by classifying them into relevant taxonomies, geo-tagging oil fields, and extracting key concepts, authors, and institutions. These enrichments enable SPE members to zero in on the relevant information from all SPE channels and to graphically analyze timeframes, geography, related concepts, and cross industry collaboration (using social network analysis).  Conclusion AI tools are maturing rapidly and are due to get a quantum leap in the coming decade. Even efforts to give machines free will, emotions and consciousness are underway. Engineers and pioneers across disciplines are designing AI so that it is more easily trained and evaluated by experts and can incorporate their extremely valuable and often scarce knowledge.  To begin to take advantage of these new possibilities, organizations will have to allocate their AI spend accordingly. And to get the greatest value out of both their systems and their knowledge workers they will need to reimagine the way specialists and machines interact. Just as today’s machine learning systems augment the capabilities of ordinary workers, tomorrow’s systems will elevate the performance of knowledge workers to previously unattainable levels of uniform excellence. The world deserves fresh attempts from enterprise software vendors to raise the bar. Time is ripe for enterprise software to tap intelligence to make workflows relevant, leaner, easy, and high RoI for customers. Strategy, process centric approaches, interorganizational aspects of decision support, research on new technology and academic endeavors in this space will  continue   to provide insights on how we process big data to enhance decision making and productivity. To initiate your journey towards higher productivity, try  Crrux   today, the leanest digital stack for business.   References: Hirlak, Bengü & Yeşil, Salih. (2019).  Exploring Knowledge-Sharing Barriers and Their Implications. 10.4018/978-1-5225-5427-1.ch006.  Sanzogni, Louis & Guzman, Gustavo & Busch, Peter. (2017).  Artificial intelligence and knowledge management: questioning the tacit dimension. Prometheus. 35. 1-20. 10.1080/08109028.2017.1364547.  AI for knowledge management boosts information accessibility
    Crrux launches the leanest digital stack for SMBs.  Now people can work from home(WFH) effectively with increased productivity at substantially reduced costs [Bengaluru, Karnataka], We are excited to announce the global launch of [Crrux], a collaboration platform that provides a suite of tools for distributed teams to kick-off a steady Digital Workplace enabling each user to work from anywhere. Unique Digital Work Hives Offering Of Crrux "We’re delighted to now offer a new and simpler way for organizations, especially SMBs to manage their work digitally and comprehensively, without losing time or switching between multiple apps,” said Sumeet Anand, Co-founder & CEO of Crrux .  “Our mission is to make team collaboration and work management effortless and seamless across the ecosystem consisting of employees, partners, suppliers and customers.  Now, companies can manage and execute their work without losing momentum and having one version of truth for all concerned. “Crrux’s vision is to eliminate the digital stress and make working seamless.  We wish to bring the smartphone type convergence in the area of B2B work apps.” In the modern workplace, workers use an array of applications hoping to work smarter and faster. Thus, companies keep proliferating these apps and cost businesses millions in lost time. When we measure the lost time in monetary values, the numbers are staggering.     “One platform to rule it all.” Approximately 1 hr of an average workday is wasted on toggling between different apps and over 2hrs spent in searching for information to do their job.  These problems manifest themselves in the form of loss of productivity & business, deterioration of customer experience & relationships, and higher costs of operations.  Crrux is a one-stop solution for most or several critical problems like lack of productivity, incoordination, silo mentality, etc to boost personal and business-related requisites.  Crrux work hives are the new way to work digitally across an ecosystem of employees, customers, and external partners.  They can now publish, share and collaborate using one seamless digital platform/stack to manage work easily. One software to drive work, content, conversations and collaboration end-to-end.  With Crrux in your arsenal, businesses are enabled to streamline the complete lifecycle of the customer from identification to engagement to delivery and payment collection. This way you never lose sight of significant tasks and milestones.  Individuals, solopreneurs and distributed teams can manage the entire customer life-cycle from lead to conversion with time-bound project execution & support with Kanban-style collaborative pipeline for Project, Sales & Support as well as a DIY eCommerce portal to serve clients globally. Manage your projects, sales, marketing, support, billing and web research workflows along with a website(with eStore) for public engagement and more.  Organizations can expect the following benefits:  One software for all critical business functions, keeps everyone on the same page Save ~ 1.5hrs of your employee's valuable time everyday Grow your business further with a more organized way of working that is as easy as email to use Cut down your software costs to less than 25% of your existing cost  Top benefits from having an integrated approach include time-savings, increased organization, better communication with colleagues, increased productivity and overall control of the work environment. Check out our features section for more details Not only that, but Crrux also offers a versatile environment that provides a secure collaboration and work management platform to work across the ecosystem. Internal users able to perform their tasks and share items- approved guest users, such as business partners, can join in the activities as well.   “Collaboration is a key part of the success of any organization, executed through a clearly defined vision and mission and based on transparency and constant communication.”  We wish to empower the SMB Davids with a new generation digital platform to beat the Goliaths.  Moreover we believe in giving much higher value than the price to our customers.  You can use the free version of our platform for unlimited users. We have a paid plan which is $7/user/month which provides certain additional features and administrative controls.   Overall, you can transform your business at the cost of coffee per employee. We want to be a part of your growth story. Let’s get started with a 14-day free trial and get more work done.   Company Info:   Crrux , I-NABLE SOLUTIONS PVT. LTD. Bangalore, INDIA Website: www.crrux.com Phone: +91 9110816785 Email: info@i-nable.com
    Digital transformation is pervasive. Self-driving vehicles. Smart architecture. Commercial drones. New payment methods. At every turn, you can see how new technologies are creating new value and delivering great never seen before experiences. These innovations play an integral part in how companies do business as well. Successful digital transformation also requires talent — both to drive innovation behind the scenes and to deliver better direct customer experiences.  To retain the best talent, a shift in culture is required, one that allows employees to work in the manner that suits their individual workstyle. Companies are increasingly prioritizing digital employee experience to help facilitate this culture shift. We live in changing times, while there is a bigger and bigger focus on employee experience, it's clear that using 1990 techniques in the 2020s just won't make the cut. In order to boost innovative performance, you must be focused on the human (employee) experience.  According to Gallup, the percentage of workers in the U.S. who are not engaged is 53%! In order to foster or even boost innovative performance, you must be focused on the human (employee) experience. Taking into account the ever-changing diversification of the workforce and complexity of the workplace with global office, co-working, work remote, and work-out-loud practices.  Digital Employee Experience Is Linked to Key Business Outcomes: When asked which digital experience factors are most important to them, employees preferred the following as the most critical: Can easily find and install the right apps needed for work. Can access necessary apps and data on their first day of work. Can easily work remotely from outside the office. Have freedom to work from personally-owned devices. Can choose between Android or iOS and Mac or PC for work devices. These preferences emphasize the need for companies to embrace the new apps, devices and work styles employees demand in order to keep employees happy. These preferences emphasize the need for companies to embrace the new apps, devices and workstyles employees demand in order to keep employees happy. We also found out the true value of providing these types of digital experiences to employees. Results reveal that providing a good digital employee experience (i.e., enabling more of these digital experience factors) is linked to achieving key business outcomes. In fact, The more competitive respondents rate their organization (leaders/pioneers vs. middle of the pack vs. followers), the more likely they are to have a good digital employee experience. The greater the annual revenue growth level of an organization, the better the employee’s digital employee experience. The organizations whose respondents are more likely to recommend are much more likely to provide a good digital employee experience. The bottom line: providing a great digital employee experience is not just a nice-to-have, it is critical to business success. There Is a Gap Between What IT Thinks It's Delivering and What Employees Say They Are Nearly 95% of IT decision maker respondents claim that IT provides employees with the digital tools they need to succeed in their job. However, nearly half of employee respondents said they do not have the digital tools they need.   And nearly two-thirds of employees (64%) felt they didn't have a voice when it comes to which digital technologies they use at work; whereas 83% of IT decision maker respondents said employees do have a say. This perception gap can be dangerous for any organization, as it can lead to employees and IT expectations not lining up when it comes to digital experiences. And, as previously established, if employees do not feel they have the tools they need in order to work on their own terms, they will seek an employer who will provide them.  The good news? Although delivery perceptions differ, both IT and employee respondents do agree on this: digital employee experience projects should be a priority for their organizations. In fact, 87% of IT respondents agree with that statement compared to 78% of employee respondents. So, how can IT work to close the perception gap when it comes to digital employee experience? Bring other functional teams to the table. How to fill that void in 2020? As trends sometimes go, “what’s old is new again”—and I think we’ll see that come to realization as organizations work to ensure employees understand and comply with that dedicated cultural identity. As much as technology plays a part in the workplace, we anticipate we’ll see companies pull back from their credence in it to communicate these important messages. Instead, we’ll see an boost in employee events to unite and energize their people. These will range from smaller, local-level gatherings to large-scale productions. But they’ll have similar intent: amplifying excitement and longevity to their message of their cultural identity while also creating extraordinarily valuable human connection among their people. Change from within: Employees today value working for a “mission-driven company” whose ideology they identify with—they desire connection to work of purpose alongside people they enjoy—and when they find it give more discretionary effort and are more likely to stay at an organization. Organizations are taking notice, working to develop higher organizational purpose statements and focusing more on their employees as a means of amplifying business success. This is leading to work on creating strong employee value proposition, one that emotionally connects employees to something bigger than themselves, and one that helps employees more clearly understand all the ways they fit (or maybe don’t fit) at the organization. Make new technology fathomable: The HR technology landscape is an ecosystem. There’s no end-to-end solution within the Employee Experience space, let alone the entire market. Imagine using the analogy of HR technology being like tools in your toolbox—you choose the ones you need, get rid of the ones you don’t—and it needs to be a quick and effortless experience. Furthermore, the employees using this technology have consumer-grade expectations, and expect it in the flow of their work. As the market continues to grow and get more specialized—and as organizations begin to increasingly rely on multiple vendors for their HR technology suite—it will be crucial for these vendors to meet these rapidly changing market expectations and make it as easy as possible for companies and employees to adopt their technology. Make communication impactful: At the heart of it, putting the employee first when communicating to them should be the goal. What will help them do their job, engage with your message and receive the information you have to share? This is a trend that goes even beyond email through responsive design that allows a variety of content to be viewed on any screen size or device. The efforts organizations take to evaluate the moments of impact in the employee experience, to respond to the need’s employees are vocalizing and the efforts companies are making to humanize the way they support their employees, will continue to be top of mind for leaders in 2020. Strategic planning, thoughtful messaging, user-friendly technology and regular measurement combine to create employee experiences will help your company build a cohesive, engaging work environment where employees and the company alike can thrive.   What does digital employee experience mean at your organization? Are you digitizing human workflows to make them easier, more scalable, free of error, or more cost effective? Are you transforming the way humans interact with each other, your products, or data? Let us know!
    Digital workplace was one of the most widely discussed topics of the year 2019 and rightly so. We saw a whole lot of notice and significance being given to Digital Workplace over traditional workplace compared to previous year.   The real holistic approach towards digital workplace Being ahead in terms of tech trends gives an elbow room to leave behind existing players to newcomers, so does the right ecosystem. No matter where in the digital journey a company is, it is essential that a digital ecosystem is established to improve performance and assist with interactions outside the company. A well functioning digital ecosystem allows an organization to focus its energies on facilitating business value by removing any frustrations linked to outdated, legacy B2B services. Furthermore, digital ecosystems add value to customer relationships by helping companies consistently meet service-level agreements (SLAs), provide fast fixes and quickly surface expectations.  For the years before that, organizations struggled with forming a well performing cohesive set of tools that spared them of all their woes but as we advanced it became more plain sailing by the day. Speaking of now, IT has focused on doing the rounds around concepts such as cloud migration, automation, AI, big data and blockchain in the modern digital workplace so much so that industry insiders thought of it as rearranging the same furniture in a room.  The tools for managing an digital workplace can fall into the following categories:   Project management tools, such as Agile software development tools, task management software and issue tracking systems; Research applications, including data storage and visualization, resource libraries and archives; Engagement tools, like email marketing, donor management tools and customer relationship management (CRM) software;  Collaboration tools, including email, file sharing, instant messaging and video conferencing;  Public platforms, such as websites, mobile apps and social media channels; and Knowledge management platforms, like intranets and wikis.  What 2020 looks like? When making plans for 2020 digital workplace projects and initiatives it’s important to think about the bigger picture. What are the high-level and the more specific trends that will impact your agenda of work for the year ahead? Where are the opportunities to make a real difference? What are the challenges we may face? The world of digital and intelligent workplaces and how employees experience them is evolving at a frenzied pace so keeping apace of current trends has real value.  The strategic importance of a digital workplace is perpetually growing. The strategic theme is very common along an organisation.     The strategic value of Digital Workplace is a running theme across persistent interactions with clients, contractors and such experts who are actively investing in such tools and platforms.   Gartner predicted that by 2022 70% of the white-collar employees will interact with a chatbot every day. Depending on your sources, AI could potentially be a pathway to a dystopian future without any jobs for mankind. But, in 2020 AI is only going to help us become more efficient and automating mundane tasks that aren’t that interesting.   All people-focused digital workplaces triumph over those which aren’t. The reason behind it is simple, robustly designed and congenital interfaces bring real world benefits.  During 2020 we can expect to see: A greater emphasis on accessibility that matches the commitments leading organisations are making to support diversity and inclusion (D&I). More effort to address employee concerns over the privacy of their personal data, building on the compliance-driven requirements to meet GDPR. More digital workplaces supporting flexible working patterns by enabling work to happen from anywhere.  A survey from LinkedIn Learning found that workload and the associated challenges around maintaining a good work-life balance was the biggest cause of workplace stress. In 2020 we think this will be a major strategic objective for digital workplace teams, either delivering on that single view or simplifying the application landscape for employees. It is perfectly possible to do something about this, even in the most complex, global organisation   Tips for 2020:   Build a strong core for your digital workplace through technology: From the latest sales enablement tools to the recruitment of your digital workers, it doesn’t matter how advanced your new technology is - if you do not have the right digital ecosystem in place, the technology will either not work or be extremely limited in its output. Each digital tool should not be viewed in isolation, but instead seen as a cog in your tech infrastructure which needs to be able to fully integrate with existing systems. Train employees about everyday AI solutions: AI, machine learning and automation are the subject of intense media and business  attention. For example, one of our most popular bots uses AI to remind employees to complete their employee directory profiles and then facilitates the actual completion. The possibilities around AI will also continue to extend.        Automate manual tasks:  Although once viewed as a futuristic buzzword, AI now fits so seamlessly into modern work life that it can often go under the radar for many employees. Users either adopt these AI digital workplace solutions intuitively or can be brought up to speed through a series of automatic prompts or videos.   Making sure your teams are on top of the latest AI innovations provided in the everyday programs they’re using will help streamline the digital workplace 2020 workflows and improve enterprise-wide output on a daily basis.   Address technology gaps:   A good digital workplace isn’t just determined by the innovative technology it implements. Digital workplace strategy must, above all, focus on the enterprise-wide user adoption of its systems and software.   A major challenge to this objective is the generation gap. Compared to today’s four generations, the average workforce will be made up of five generations for the first time in history in 2020. By 2025, millennials are predicted to account for 75% of the global workforce. As a result of this, companies can’t rely on a one-size fits all approach to the workplace, due to the diverse needs of their multi-generational workforce and age-specific preferences impacting varying attitudes towards technology. Choosing software that is complex in its back end but easy to use is one of the main ways organizations can ensure even the least tech-savvy employees are benefiting from tech innovation.     Prepare to take the digital workplace home:   In previous years, enterprise trends have often been contained within the digital workplace itself. However, with the prediction that 83% of enterprises will shift workloads to the cloud by 2020, we’ll start to see a shift from the digital workplace as its own entity, to part of integrated modern working life, because employees will be able to work from any location using apps that are supported across multiple devices.    We are passionate about digital transformation and about digital workplace technology that empowers people to do their best work. If you’re as excited as we are about the potential for the intelligent workplace then come and partner with us. Get in touch, let’s see how Crrux can support you. 
    Employee Experience in IT terms is a combination of people, process and technology. In HR terms, a combination of employee technology, workstyle and culture and overall employee experience influences and is influenced by the Digital Employee experience. Why Are People Focusing on Employee Experience? · There are many reasons for an increased focus on employee experience today. Companies are looking to combat the talent shortage and retain their talent, for example. Another important point to consider is social media’s role when it comes to recruitment and retention. · Employee experience at your company is not likely to remain a secret. This can be a good thing or a bad thing, depending on the efforts you have put in place for your employees. Your people will likely share their impressions of your organization online. Blistering employer reviews on Glassdoor quickly catch a prospective employee’s attention, while glowing recommendations can attract top performers to your door. · Companies should not underestimate the damage caused by publicized poor employee experience. Amazon, Sports Direct and even “best place to work” Google have seen damage to their employer brand from widely reported stories. · What’s more, employees have a great deal of choice these days and are therefore more selective. They are actively seeking companies who care about their workforce. According to Gallup, employees want companies that give them opportunities to grow while providing meaning and purpose. ·Internally, a poor employee experience at any point in the life cycle can lead to disengagement. Other ensuing, proven problems include increased absence, lower productivity, increased accidents and employee turnover. What are your Employees looking for? ·Want to easily find and install the right apps required for work. (88%) · Can easily work remotely from outside the office. (83%) · Have freedom to work from personally owned devices. (70%) · Have apps (Inc. Email) on phone/tablet for three most important tasks of the week. (86%)                · Newer employees on day one has access to all apps/data needed. (86%) ·Can choose Android/iOS/Mac or PC at work. (63%) Findings about Digital Employee Experience: · Digital Employee Experience is linked with company growth, competitive position and employee sentiment. Based on composite employee experience scores, the more competitive respondents rate their organization, the better the employee experience. · Medium/high growth companies have a higher composite employee rate which goes to show that they have better digital employee experience means. · In a highly competitive talent market, employee experience plays an important role. Employees are likely to promote their company to outside talent if they are provided with great employee experience. · Deloitte’s 2019 Global Human Capital Trends survey, for instance, found that less than half (49 percent) of the responding HR and business leaders believed that their organizations’ workers were satisfied or very satisfied with their job design. Only 42 percent thought that workers were satisfied or very satisfied with day-to-day work practices, 38 percent thought that they were satisfied or very satisfied with work-related tools and technology, and 38 percent thought that workers had enough autonomy to make good decisions. · The average number of systems workers must access as part of their day-to-day jobs has recently risen from eight to 11, and 27 percent of surveyed workers estimate they lose up to an entire day every week on irrelevant emails and messages. · More and more organizations are switching from conventional monolithic systems of record in favour of more agile and microservice based architecture. By its very nature, an effort to integrate the digital workforce experience across the enterprise is not something that can be confined to a single function. Employee Engagement Overview: Employee engagement accounts for basic psychological needs that are to be met in order for an employee to work well. This includes things like knowing what's expected of you and having the materials you need. But it also includes emotional and social needs, like doing work that you are good at and connecting your work with a higher purpose. So, what is the real difference between employee engagement and employee experience? Put simply, employee experience is the input — while employee engagement is the output you are aiming for. By improving the employees’ experience of your organization, you are going to achieve more engaged employees. Improved employee engagement levels can be seen as the end goal while improving EX is the means to that end.  Forbes has another interpretation of the difference between employee experience and employee engagement. They claim employee engagement is a top-down philosophy. The hope is that employees will choose to engage with the workplace culture, purpose and work. Employee experience, conversely, is a bottom-up concept in that the work environment and processes are specifically designed around the employees.  A leader’s responsibility to improve Digital Employee Experience: Executives and HR professionals need to be thoughtful about their application of the concept of employee experience as they look to implement the best possible processes and platforms to keep employees connected to the organization. As a metric, engagement can be immensely valuable — so long as what’s being measured is engagement with actual work rather than a tool that lets them chat with coworkers. Perhaps Gallup put it best in its “State of the American Workplace” report when it stated: “Employees may feel connected to their team members, but if, among other challenges, they don't know what's expected of them (a basic need), don't have the appropriate materials and equipment (a basic need), or are not able to do what they do best (an individual need), their affiliation with their team members is unlikely to have a positive impact on their performance. Instead, time spent with their peers may more closely resemble a gripe session than productive teamwork." Engaged employees are a boon to any organization. They can drive substantial revenue growth when they are engaged and in sync with goals and vision of the organization.    
    Change Management deals with the transition or transformation of an organisation’s goals, processes or technologies. When change is introduced in an organisation processes, systems, organization structure and job roles are immensely impacted. All the tools and technologies that are actually intended to ‘improve’ everything ultimately prescribe major adjustments. Change management supports moving an organization from a current state (how things are done today), through a transition state to a desired future state (the new processes, systems, organization structures or job roles defined by the change).  It focuses on the people impacted by the change. This presents most executives with an unfamiliar challenge. In major transformations of large enterprises, they and their advisors conventionally focus their attention on devising the best strategic and tactical plans. But to succeed, they also must have an intimate understanding of the more human side of change management — the alignment of the company’s culture, values, people, and behaviors — to encourage the desired results. Plans themselves do not capture value; value is realized only through the sustained, collective actions of the thousands — maybe even tens of thousands — of employees who are responsible for designing, executing, and living with the changed environment. Long-term structural transformation has four characteristics: scale (the change affects all or most of the organization), magnitude (it involves significant alterations of the status quo), duration (it lasts for months, if not years), and strategic importance. Yet companies will reap the rewards only when change occurs at the level of the individual employee. Many senior executives know this and worry about it. When asked what keeps them up at night, CEO's involved in transformation often say they are concerned about how the employees will react, how they can get their team to work together, and how they will be able to lead their people. They also worry about retaining their company’s unique values and sense of identity and about creating a culture of commitment and performance. Leadership teams that fail to plan for the human side of change often find themselves wondering why their best-laid plans have gone awry. No single methodology fits every company, but there is a set of practices, tools, and techniques that can be adapted to a variety of situations. What follows is a “Top 7” list of guiding principles for change management. Using these as a systematic, comprehensive framework, executives can understand what to expect, how to manage their own personal change, and how to engage the entire organization in the process. Grapple with the human-side : Any major alteration will create human issues. New leaders will be asked to step up, jobs will be altered , new skills and capabilities will be asked to be developed, and employees will be uncertain and resistant. Dealing with these issues on a responsive, per situation basis puts speed, morale, and results at peril. A validated stratagem for managing change — beginning with the leadership team and then engaging key stakeholders and leaders — should be developed early, and adapted often as change moves through the organization.  This demands as much data collection and analysis, planning, and implementation discipline as does a redesign of strategy, systems, or processes. It should be based on a realistic assessment of the organization’s history, readiness, and capacity to change.  Start at the high up: Because change is inherently unsettling for people at all levels of an organization, when it is on the horizon, all eyes will turn to the CEO and the leadership team for strength, support, and direction.  The leaders themselves must embrace the new approaches first, both to challenge and to motivate the rest of the institution. They must speak with one voice and model the desired behaviors. The executive team also needs to understand that, although its public face may be one of unity, it, too, is composed of individuals who are going through stressful times and need to be supported.  Executive teams that work well together are best positioned for success. They are aligned and committed to the direction of change, understand the culture and behaviors the changes intend to introduce, and can model those changes themselves.  Include every level: Strategic planners often fail to take into account the scope to which mid-level and frontline people can make or break a change initiative. The path of rolling out change is a lot easier if these people are tapped early for input on issues that will affect their jobs. Frontline people tend to be rich reservoirs of knowledge about where something could go wrong, what technical and logistical issues need to be addressed, and how customers may react to changes. In addition, their engagement can smooth the way for complex change initiatives, whereas their resistance will make implementation an ongoing challenge. Planners who resist early engagement at multiple levels of the hierarchy often do so because they believe that the process will be more efficient if fewer people are involved in planning. But although it may take longer in the beginning, ensuring broad involvement saves untold headaches later on.  IBM recognized the need for such an approach in 2003, when rolling out a new initiative on culture. The leadership team had met intensively to develop clear definitions of the cultural traits the organization would require going forward. They then declared a “values jam,” a website set up for a 72-hour period, where anyone in the company could post comments, responses, suggestions, and concerns. Leaders then made key changes based on the feedback they received and communicated clearly how the input they’d received was being incorporated. Engage and Enlist:   Leaders often make the mistake of imagining that if they convey a brawny message of change at the start of an initiative, people will understand what to do. That couldn’t be more incorrect. Powerful and sustained change requires constant communication, not only throughout the process but after the major elements of the plan are in place. The more kinds of communication employed, the more effective they are.  A global publisher undertook a major initiative to become more digital, putting in place far-reaching structural changes. The top leaders decided to engage people throughout the company at a variety of levels. First, they convened a series of town halls where large groups were given the news and invited to ask how the company-wide shift would affect them. Executives followed this with function-wide meetings where people could learn, for example, about the prospective impact on finance or human resources. Finally, an internal trade fair was planned to showcase what various teams were doing to make the company more digital. This multifaceted and ongoing communications effort kept the message alive, giving every employee an understanding of the change and a stake in the outcome. Estimate and Acclimate:   Leaders are so eager to claim triumph that they don’t take the time to find out what’s working and what’s not, and to adjust their next steps accordingly. This failure to follow through results in inconsistency and deprives the organization of needed information about how to support the process of change throughout its life cycle. A global consumer products company had made a far-ranging commitment to lowering costs. Leaders designed a robust change template and implemented it widely; the metrics indicated that they were succeeding. But the company wanted to be sure that people understood the ongoing nature of this commitment. So they rolled out a series of pulse surveys and convened focus groups to describe the case for change and the new behaviors required of everyone. The first round of surveys found that only 60 percent of respondents understood the message. The company then called on informal leaders to play a bigger role in evangelizing for the initiative. They continued to run these surveys and focus groups to measure the result until a more sizable majority of the staff had shown they were prepared. These suggestions offer a powerful template for leaders committed to effecting sustained cathartic change. The work required can be exhausting and exacting. But the need for major change initiatives is only going to become more urgent. It holds us all accountable to get it right.
    Einstein quoted a great saying, “If I had an hour to save the world, I would spend fifty-five minutes defining the problem and remaining five minutes to actually save the world”. This quote does illustrate an important point: before jumping right into solving a problem, we should step back and invest time and effort to improve our understanding of it. The definition of the problem should be the focal point of all your problem-solving efforts. As such, it makes sense to devote as much attention and dedication to problem definition as possible. What usually happens is that as soon as we have a problem to work on, we’re so eager to get to solutions that we neglect spending any time refining it. What most of us don’t realize — and what supposedly Einstein might have been alluding to — is that the quality of the solutions we come up with will be in direct proportion to the quality of the description of the problem we’re trying to solve. Not only will your solutions be more abundant and of higher quality, but they’ll be achieved much, much more easily. Most importantly, you’ll have the confidence to be tackling a worthwhile problem. What is digital confusion? Digitalization is on the top of the agenda. But what does it actually mean? CIOs today tend to take a very technical approach to digitalization rather than focusing to matters that are essential for the survival of the company (leadership, governance and people) in the digital era. In the Web 1.0 era, digital transformation was originally a descriptor for aspiring to paperless offices, and a useful term to encourage senior executives to stop having their emails printing out to read. The breathtaking revelation was that they should read them off the screen. The result? A digital confusion where expectation and ambitions are not aligned in the company. Meanwhile, on-the-ground usage of the word digital -- and a whole lexicon of words that collectively represent it (blockchain being a current prime example) have been mangled beyond recognition. We currently live in a world dominated by winner-take-all platform companies: FANG (Facebook, Amazon, Netflix, and Google) in the Western world and BAT (Baidu, Alibaba, and TenCent) in Asia. The application of practical digital thinking has largely been sadly lacking beyond targeted social media network marketing -- accessing you and your data trails through your smartphone and then attempting to influence you has dominated spending on and understanding of the word digital in the last eight years. Much noise and hype has surrounded broader transformation attempts to remake legacy businesses as digital entities, with the old-line IT services companies investing heavily to reposition themselves as digital solutions providers while distancing themselves from their past, despite that past continuing to be their main revenue stream. How to end digital confusion:   Opening more routes for customers to INTERACT with the brand, ideally through channels they control, so the variable costs of each interaction are minimal, and the customer sees better ways of pursuing the journey they desire Those journeys (to buy something, learn about something, experience something) are what a brand has to get done and deliver on. Getting that stuff done requires AUTOMATION that digitizes the end-to-end process, facilitating real-time and traceable interactions that can scale at a low cost That automation generates an exhaust of information to fuel PRO-ACTIVE INTELLIGENCE that can optimize these interactions, anticipate needs, respond faster, and personalize the experience This intelligence becomes an accretive asset on top of which you can INNOVATE by establishing fast feedback cycles. This innovation leads to the creation of new experiences and businesses that add value to the user, leading them to interact with the brand even more, and uncovering new journeys they can pursue Supporting this process is an organizational culture and operating models that encourage a cross-functional, fast-cycle approach needed to make this happen and find the talent that is attracted to this sort of iterative impact. Adding more interaction points (social, mobile, and sensors) to support the customer – both in person and online – leads to a more complex digital cycle. Therefore, you need to ruthlessly prioritize the journeys you want to enable, and invest in the infrastructure for analytics and process execution.v When traditional companies try to make the pivot to become more digital, they tend to pursue many of the four elements of the cycle, but they do so as a list of independent parts. They have all kinds of projects going on to automate some processes, build a new analytic data warehouse, create an innovation lab, or roll out mobile apps.  BUT too often, it really is a list of disconnected endeavors, so it is impossible to get the scalability and network effect from growing one’s interactions and data assets. “Digital” should be a deliberate strategy to build the cycle. This requires more design-oriented thinking that looks to enable the complete customer journey. Building value for the business is based on building value for the customer as a cycle of growth.
    Are you feeling pressured at work or is your job not as much fun anymore?  The ever-increasing demands of the modern workplace have proved to be a major pain point that shoots up the pressure on employees.  The present study investigated the psychological health effects and motivational origins of digital stress based on a representative survey of 1,557 German tech users between 14 and 85 years of age. Communication overload from instant messaging, social media feed as well as multitasking via with multiple browser tabs were positively related to perceived stress and had significant indirect effects on burnout, depression, and anxiety. Perceived social pressure and the fear of missing out (FOMO) on information and social interaction were key drivers of communication overload and multitasking. Age significantly moderated the health effects of digital stress as well as the motivational drivers of communication load and Internet multitasking. As a leader you want your team to do their best. And that naturally means providing them all the tools or solutions they need. Unfortunately, that new calendar app, communication tool, or trendy chat app could be more of a curse than a boon. With constantly rising pressure to be productive, higher expectations, and less time for work, asking your team to learn a new, complex tool on their own can be incredibly stressful. And increasingly, it can lead to something called Technostress — health issue sprouting from use of new technology. What is Technostress? As the name implies, Technostress is the stress and negative psychological impact of introducing multiple technologies at work. The term was first used by Craig Brod in his book of the same name back in 1984. Yet while Brod was talking about the widespread adoption of computers & digital gadgets in the workplace, our dependence on (and frustration with) technology has only grown since. What are the main causes of Technostress? Violation:  Hands up if you’ve ever taken work home with you. Thanks to smartphones and high-speed internet, jobs are rarely restricted to just the workplace. With technology invading our work and home, it shouldn’t be surprising that we’re getting more stressed. Overkill: Even when work somehow stays at work, we’re often overloaded by interruptions. With the average office worker receiving 121 emails every day (and who knows how many messenger notifications), people often feel under fire and overworked. Check out our blogs on Application and Information overload to know more about this. Complexity:  Many workers inexperienced with technology find new tools unnecessarily convoluted and menacing. Every app comes with new “helpful” features and its own unique jargon that you need to learn. You’d probably need a guide for the most “convenient” tool. Apprehension:  The pressure of being up to date on every piece of technology, you can get your hands on, is stupendous. Not every one can be a tech alpha geek instantly. Unpredictability: Finally, as technology keeps advancing, many feel a sense of instability and uncertainty about what their work (and life) will look like tomorrow. Nobody likes to work in fear or bullied by anything. AI taking over people’s jobs isn’t, necessarily,  perceived as a pleasant news by everyone. Technostress isn’t about a specific tool or app.   The constant use of emailing or instant messaging at work, which generates a constant pressure to reply to all signals received, especially where the employee feels the need to reply in order to show their presence. This can place some employees at the risk of developing mental fatigue. The ‘real-time’ nature of online work can develop into ‘unreal time’, slicing up the work-life balance. The effects upon the employee include fatigue, concentration problems, anxiety, muscle tensions and apathy. What does Technostress do to you? So, what happens when you get overwhelmed with new technology? Humans have only one stress response, which is why the symptoms of Technostress look so familiar. For starters, cortisol (the stress hormone) increases significantly. This can quickly lead to strain and burnout at work— bad news for both employers and employees. Along with burnout, Technostress can cause a wide range of other symptoms, like: Headaches, sore neck, back, and shoulder muscles, an inability to relax, and hypertension are just a few of the common physical symptoms of Technostress. Workers feeling overwhelmed by technology have increased errors, worse productivity, more difficulty concentrating, and low morale, and they can become depressed, mentally exhausted, and cynical toward technology. Technostress can cause panic/anxiety attacks, feelings of isolation, and irritability. It can also lead to less time for sustained thinking, work/life imbalance, reduced job satisfaction, and increased mental and time pressure. Pair these with all the other things that can contribute to workplace stress and that new technology you brought in could be doing more harm than good. Even worse, your team might not even be using the thing. Studies found Technostress can lead to workers ignoring or avoiding tech-related procedures. So rather than saving time and money, that new tech could be siphoning money off your wallet you without any actual benefits. This can lead to security risks, as over challenged workers ignore important security procedures. If your team gets stressed out every time, they log on using your fancy new certified and secured firewall, it won’t be long until they stop using it completely.   How to deal with Technostress? This isn’t to say that you should stop looking for productivity software that works for you. The benefits of using new technologies in the right way can far outweigh the downsides of Technostress. This means having a strong digital culture with a clear strategy on the use of technology at the core of your business, rather than a throwaway technology policy that nobody pays attention to. ·         Assess the risk: The first step is to get a clear picture of the current situation. In many countries, it’s a legal requirement to protect employees from stress at work by doing a risk assessment and acting on it. ·         Increase general awareness: A big part of preventing Technostress is being aware of its causes and directly addressing them. Make sure your team knows they can speak up if they’re struggling with a new tool. Remember, those who only occasionally use technology are more at risk, so include infrequent tech users. ·         Encourage work boundaries: Often workers complain there’s an expectation (unspoken or otherwise) to take work home with them or to check their inbox in the evenings and on weekends. To prevent Technostress, managers should make it clear that employees are not to reply to work emails outside of work hours. This includes not sending conflicting messages by praising staff members who answer emails after hours. ·         Carry out technology-specific training: The most important step is allocating enough resources to adequately train staff on new technology. This can reduce most of the contributing factors, including complexity, uncertainty, and insecurity, before they have a chance to lead to Technostress. ·         Put the right person in the right job: Studies have found certain personality types actually respond positively to many Technostress triggers. For example, workers with a proactive personality were able to deal with overload and were more productive as a result. ·         Review processes and procedures: Start by looking at a typical workday and redesigning it to avoid unnecessary overload. Too many business owners get starry-eyed over all the apps and technologies available. Instead, take an honest look at the tasks your team carries out and ask yourself: What is the minimum amount of technology they need to carry out their tasks? Do they need all those apps to do their job, or are the apps unnecessarily complicating things? By keeping on top of the tools your team needs, monitoring how they use them, and reducing unnecessary or overly complex tech, you can prevent Technostress before it even becomes a problem in your organization. ·         Reduce unnecessary communication: One of the main benefits of technology in modern business is communication. We communicate with our teams, customers, clients, suppliers. However, all that communication contributes to overload. That fancy new chat app may seem like a great way to keep your team on the same page, but it could also build up communication debt. By taking the initiative to minimize unnecessary communication, you can help reduce the associated stress. ·         Embrace novelty: One of my favorite quotes about brain health is: “The brain awakens in the new.” Encourage your employees to learn new things, try new things, and live their lives fully. Offering an on-demand online learning platform with a variety of engaging content from work-related courses to fun courses like yoga and photography will help keep your employees stimulated at work. ·         Foster social connections: Strengthening existing social connections is another important stress-prevention strategy. However, other people can also be one of the biggest sources of stress. It is encouraged that managers think about the way they interact with their direct reports because putting people under a lot of strain will ultimately be counterproductive. ·         Digital Detox: Deloitte recently published an article that included a digital detox that all employees could look at an implement over a 7-day week. It is simple and doesn’t take up too much time, and it is also something you could do with your colleagues, friends or family to add a challenge to it.  Unfortunately, chronic stress impairs our brain functions in the moment and results in lasting damage long after the event. Even when we’re no longer stressed, our body and brain can still be negatively impacted by stress. This is bad news for companies, both in terms of how employees feel when experiencing acute stress and during its aftereffects. Sustained high stress at work is linked to employee burnout, a state of physical, mental, and emotional exhaustion, which Harvard Business Review estimates costs companies $125 billion to $190 billion a year. Take care of yourself, colleagues, employees, friends and family. Bring back the fun at work and save money as well. Life is too short to not have fun. I  would love to hear more about your personal experiences with Technostress. Please feel free to share your stories in comments.
    Workplace management solutions remain more popular among larger firms. 95% of large firms (>$1B revenue) reported having dedicated solutions, either in specific departments or across the entire organization. In contrast, only 75% of small firms (<$100M in revenue) had dedicated solutions. The value contributed by such solutions is constantly snowballing. In 2016, they delivered a 33% improvement in projects delivered under budget, a 27% improvement in customer satisfaction, a 25% increase in productivity, and a 25% reduction in failed projects. Altogether, it led to $175k cost savings per project. These stats strengthen the argument for the importance of these tools in an organization. A PwC study of over 10,640 projects found that a tiny, tiny portion of companies - 2.5% - completed 100% of their projects successfully. The rest either failed to meet some of their original targets or missed the original budget or deadlines. These failures extract a heavy cost - failed IT projects alone cost the United States $50-$150B in lost revenue and productivity. Investing in proven tools and methodologies pay off. According to CIO, organizations that use proven practices waste 28x less money than their more haphazard counterparts. APPLICATION OVERLOAD!!! Businesses today rely on countless apps and software for day-to-day operations. However, too many of these programs can do more harm than good. App overload brings confusion among employees, and a recent study shows that this costs more than companies realize. A new study conducted by CITE Research shows that a surplus of apps is causing a great deal of confusion in the workplace. Among the 2,000 workers from the US, UK, and Australia surveyed, 69% wasted as much as 32 days a year navigating between apps — that’s an hour of productivity lost every single day. Monetarily speaking, in an organization with 100 employees averaging pay of $40k, up to $300k is wasted on lost productivity. The same research — entitled From Work Chaos to Zen: How Application Overload Redefines the Digital Workplace — reveals the biggest problem is with communication apps and channels. On average, a single worker juggles four communication apps every day, which is pretty much like holding four conversations at one time. It’s even worse for 20% of the respondents who said they use six or more. Furthermore, the average worker flips between apps as frequently as 10 times per hour, which means more time wasted. 56% of respondents felt that searching for information stored across different apps was disruptive while 31% said it caused them to lose their line of reasoning. It’s tempting to see each individual app as a problem-solver, but when looking at the bigger picture, it could be causing problems. Clearly, app overload has an adverse effect on productivity, and the gap between executive perception and employee perception doesn’t help. Before signing up for yet another app, give your workflow a second look and consider the impacts of disruptive activities and employee preferences. HOW TO COMBAT THIS? In the CITE Research study, workers agree that having only one communication app would clear up all the confusion. Regardless of what the best solution is, it’s probably more affordable than most small business owners realize. A managed IT services provider like us can provide guidance that puts you on track for long-term success. In his book Good to Great, Jim Collins, talks about the concept of the Hedgehog in relation to businesses. The origin of the concept is the Greek parable of the hedgehog and the fox, which shows that the winner is not always the biggest and strongest, but the one with a winning formula. The story is about how the smart and agile fox decides to eat the hedgehog. Day after day the fox uses his superior skills to sneak up on the hedgehog with the same result. Just when it looks like the fox is going to get him, the hedgehog rolls up into a little ball with his needles pointing straight out. It doesn’t matter how much better the fox is at everything else, it can’t beat the hedgehog in this contest. It is with the hedgehog strategy that the small, less-resourced company or individual can outperform the bigger competitor. It doesn’t matter if a company has less resources, having the correct resources will always one-up having multitudinous resources. The hedgehog realized what is the ONE advantage he has over his opponent and used to his advantage? Although, before that understanding of the problem one needs to tackle is more important than going into attack mode. Understanding Your Problem Is Half the Solution (Actually the Most Important Half). “ Given one hour to save the world, I would spend 55 minutes defining the problem and 5 minutes of finding the solution.” - Albert Einstein. What is working for other organizations might not be the way to go for you. After a careful assessment of the issues and what might be needful to get rid of chronic app fatigue, it is time to simplify the clutter.
    Going “Digital” is not just slang anymore; it is the reality now. The Pathways to Digital Enablement survey found the work completed by using automation among North American companies doubled over the last three years from 6% to 12% and is expected to nearly double to 23% in the next three years. We have seen a steady increase in the number of organizations developing a digital workplace strategy or program, with implementation of core platforms also underway. Automation and digitalization are powering new combinations of work, talent, skill requirements and work relationships. Digital workplace combines multitude of elements to garner outcomes that are both effective and employee engaging. Elements such as leadership, culture, technology and practices to yield outcomes that impact both employee and execution efficiency. Digital transformation is more of a journey and for the most part it is a never-ending journey. Both the organization and the employees benefit from the digital workplace experience, which ultimately is user friendly too. Organizations use different methods to develop digital capabilities. Those that progress to the level where they are able to effectively partner with start-ups reap many benefits, including leveraging technology that can’t be built quickly internally, increasing agility on new initiatives, bringing innovative ideas and perspectives in-house, and working with top talent. But doing so requires the ability to identify the right start-ups with whom to work, and ensuring your organization has the required time, governance process and resources, including an adequate budget. The bigger picture still shows that the collective digital workplace journey is slow, there are many encouraging signs of progress. Nearly two-thirds of organizations included in the survey already have a digital workplace program in place. More and more organizations have put Digital Transformation as a high-priority item in their term plan. 65% have already implemented a digital transformation strategy in place which is a whopping 20% increase in the last two years.   Key Takeaways from The State of Digital Workplace survey: Digitalization and process improvement rank higher on the priority list while Learning and development and improvement of customer service ranked on the lower spectrum. Knowledge management and staying up to date with business culture and adapting to change ranked averagely.   In a number of organizations, lack of support from the top management is interfering with the progress in the digital transformation. This along with budget constraints and competing initiatives and/or departments have been discovered as challenges along this digital transformation journey. Digital Transformation requires huge investment and a well-informed decision needs to be taken before said investment is made. In most of the organizations, investment decisions are taken by C-suite/Executive or Information Technology department. Others include Human Resource, Line of Business et cetera. Larger organizations focus more on Enterprise service center, Intranet/employee portal and mobile service capability as compared to smaller organizations. Meanwhile, smaller organizations focus more on forms and workflows. Document management, Enterprise search, Group Chat/ Team collaboration tools, Knowledge Management and Mobile enablement rank higher among important tech development needed whilst Micro services, Idea management and Integrated task centers rank on the lower end of the spectrum. Most of these are in the works or satisfactory when it comes to their implementation. Knowledge Management albeit being one of the more important aspects still isn’t perfected yet and needs work. Email, Group Chat/Team collaboration tools, Enterprise service center also rank higher when it comes to availability of existing programs and its maturity level. Despite the noise surrounding AI and Machine Learning, organizations are prioritizing traditional technologies such as document management over more disruptive younger cousins. Organizations which are mature and mid-way with their digital transformation have exclaimed that they use agile methodologies most of the time but overall organizations follow interactive approach which may or may not be agile. While these technology advancements promise to exceed expectations and improve Digital workplace solutions evolved over the years to respond to the growing and continuously challenging demands of organizations. Every year we witness stronger evolutions from the traditional corporate intranet portals to smartly-integrated collaboration and employee engagement platforms. With technologies such as artificial intelligence and blockchain to name a few, the possibilities seem to be endless. Companies can begin to leverage state-of-the-art digital workplace software to better engage their employees.
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