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.
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.
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.
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.
As technologies continue to advance and the amount of information grows, “keeping up” can feel overwhelming. This is not going to change, in fact, it will worsen as technologies and work environments continue to evolve. An employees’ learning agility is a critical factor of success, and should be a key competency in recruitment…
We do a lot of work with organisations to help embed new ways of working enabled by the digital workplace. One of the most commonly cited barriers to adoption of modern work techniques is employees who think they lack the time to try new things. More often than not, this objection comes from leaders, rather than front-line teams…
In a complex world where few of us have time to understand the intricate detail of data, accounting, law and perhaps even code, we will need trusted professionals to help us navigate complexity. So whilst automation and technology will probably reduce headcount in the profession overall, the prize for those who can use our new technology superpowers to create value for their clients will be ever greater. Algorithmic transparency and code standards can help us trust the underlying machinery, but I predict we will still place our trust in humans to make the final judgement.