Introduction
Digital Workplace Futures
We’ve come a long way!
At Post*Shift, we like to think of ourselves as pioneers of the digital revolution for the enterprise, and we’re able to do so thanks to our origins as Headshift. In April 2003, Lee wrote the Headshift manifesto that called for businesses to be smarter, simpler and social, thanks to the enabling power of this new technology.
Headshift went on to develop a reputation as leading experts in social business, remaining on the front line as the technology evolved and transformational opportunities increased. We have continued this work as part of Post*Shift, and collectively gathered decades of experience and knowledge working on some of the most bleeding-edge, exciting digital transformation projects.
And we have lots still to do…
Sixteen years on from that first manifesto, as digital workplaces are now mainstream and collaboration is no longer seen as radical, we wanted to look back at our time in the trenches to track the evolutions we both witnessed and were part of. We delved into archive Headshift and Post*Shift blogs to pull out our best wisdom over the years. We also started a conversation with the #DigitalWorkplace community, to gather their insights.
From this, we have plotted what shifted, when and how, so we can learn from the mis-steps, unintended consequences and inspired leaps that worked. In doing this, we believe we have documented one of the most comprehensive guides to the evolution of the digital workplace.
> Introduction
> Technology
> Ownership
> Community
> Design
> Collaboration
> Skills
> Change Agents
> Leadership
> Org Structure
> Measurement
> Conclusion
- SHIFT 1: Social Software
- SHIFT 2: E2.0 platforms
- SHIFT 3: Social Business
- SHIFT 4: Digital Workplace
Next: Technology »
At the leadership level
We work with digital leaders to map digital strategy, capability gaps, and cultivate a network of digital guides across the organisation; we also deliver in-depth digital leadership learning and development programmes.
At the platform level
We map the capabilities, services and skills of emerging agile teams, and help assemble them into a service platform that the whole firm can use. We also help design and implement key platform elements starting with a digital learning hub.
At the team level
We help switch from a process-centric work system to a more agile and service-centric approach, identify scope for automation or standardisation of these services, and then create the interfaces and connections with other teams to work better together.
Measuring the Economic Impact of Digital Change
In this issue, Livio digs into some of the ways that digital leaders can quantify the value of their transformation efforts and translate them into measurable financial benefits. 8 out of 10 IT execs prefer… Demonstrating the business value of IT is an established...
Mind the Experience Gap
Some thoughts on making 'experience chasms' a bit shallower at the boundaries of traditional orgs. We’re seeing increased interest in customer and employee experience from most organisations, focused on increasing loyalty, revenues, engagement and empowerment. But...
Repeating the Mistake of Abstracting Social Connections in System Design
A few thoughts and links on scale, connection and mutualism in the design of social systems and organisations Scale, connection & mutualism in system design One of the repeated tragedies of ideologies and political systems is the pursuit of scale and control at...