So make sure you reserve enough time and
Posted: Sat Jan 18, 2025 5:52 am
Trends & developments: how do you keep your strategy and (therefore) your digital work environment future-proof?
When I formulated the intranet strategy for the government organization where I worked at the time in 2005, I had no idea of the landslide that would occur two years later, when Apple introduced the first iPhone. That happened again three years later, when the same Apple introduced the iPad. The context of information, communication and transactions for our, what am I saying: for every organization, changed irreversibly and fundamentally from those two moments.
And no, that was not an immediate issue, but the pace at which that change occurred and is still developing, proves my point: in today's rapidly changing world, especially in the field of digital developments, keeping your vision and strategy future-proof is no easy task.
The missing dimension
If you use this model to determine not only where you are, but also where you want to go and how you get there, that is something to take into account. What I also miss a bit in this model is the dimension 'outside world' or 'trends and developments'. (Although I have to be honest that I immediately wonder whether that can be captured in a model at all. And whether it would not be better to include that in the vision formation in a different way.)
In any case, make sure that you continue to build in space to periodically re-enrich your vision, but especially your strategy and choices. Keep your eyes open, stay flexible and change in time with relevant developments.
The 'customer perspective': continuous connection with the needs, wishes and experiences of employees
My second comment: the model, in a sense, gives a somewhat too organization-centric view of reality. It (unintentionally) puts people, or better: employees, in a somewhat less important position. And that is mainly a risk for the acceptance of the final elaboration of your vision and strategy in a concrete digital work environment.
'Not terribly ambitious'
In my work I do research into the needs, wishes and experiences of employees regarding the intranet or digital work environment. I often notice that employees are, in the words of a former client, ' not terribly ambitious '. In other words: their needs are almost invariably at a different level than the ambitions of the organization.
oe often the organization that also explains ambitions or places them in the perspective of strategic ambitions or external challenges (changing market conditions, increasing competition, deteriorating economy), employees will never say of themselves that they have such a terrible need for innovation. No, they look for it much closer to their daily work and everything that affects their 'employeeship'. Think of employment conditions and IT support.
In my view, there is also the danger that, if you start working on the basis of this model, you will lose yourself completely in exciting matters such as ' empowering ' people, promoting knowledge sharing and cultural change. And then it is not unthinkable that you will lose sight of the basic needs of your employees in 'dull' areas such as 'simple' information needs ("What is our policy on...?", "How do we deal with...?") and self-service (HR, facility matters, IT).
Fix the basics first
In McConnell's Maturity Scale, you have arranged these matters (especially the self-services) so that you have reached the first three levels. That is good in itself, that is where they belong in my opinion: fix the basics first . But if you then focus too little on it, there is a chance that you will not notice it or notice it too late when needs or wishes change. Or that you do not notice that problems arise when performing these primary tasks for employees (also known as 'top tasks'). That is a risk, because these elements determine the feeling with which employees experience and use (parts of) your digital work environment, and ultimately even influence the way in which they austria mobile phone number list view your organization.
capacity to not only get the basics in order, but also to keep them in order.
Please get started!
Well, that was a long article, and I hope you found it worthwhile. Do you now have all the tools you need to really get started? Yes and no.
No, because it would really go too far to describe all the elements of the Maturity Scale in the smallest details here. Moreover, it is wiser to read the report yourself. Not only will you get all the nuances (which are not covered here, despite the fact that this is a long article), but McConnell also uses examples to show how to put everything into context. That is why I strongly recommend that you read the report yourself .
A 'snapshot' of your organization
But you do have the necessary tools. You know what to look out for. And you know that standing still is not an option. So get started. In summary, the most important thing to remember: with the ideas behind McConnell's Maturity Scale and the Scorecard, a 'snapshot' of your organization is created. This allows you to determine exactly where you are and what you still need to do to move forward. Take into account trends and developments that are coming your way, and do not lose sight of the basic needs of your employees.
Success!
When I formulated the intranet strategy for the government organization where I worked at the time in 2005, I had no idea of the landslide that would occur two years later, when Apple introduced the first iPhone. That happened again three years later, when the same Apple introduced the iPad. The context of information, communication and transactions for our, what am I saying: for every organization, changed irreversibly and fundamentally from those two moments.
And no, that was not an immediate issue, but the pace at which that change occurred and is still developing, proves my point: in today's rapidly changing world, especially in the field of digital developments, keeping your vision and strategy future-proof is no easy task.
The missing dimension
If you use this model to determine not only where you are, but also where you want to go and how you get there, that is something to take into account. What I also miss a bit in this model is the dimension 'outside world' or 'trends and developments'. (Although I have to be honest that I immediately wonder whether that can be captured in a model at all. And whether it would not be better to include that in the vision formation in a different way.)
In any case, make sure that you continue to build in space to periodically re-enrich your vision, but especially your strategy and choices. Keep your eyes open, stay flexible and change in time with relevant developments.
The 'customer perspective': continuous connection with the needs, wishes and experiences of employees
My second comment: the model, in a sense, gives a somewhat too organization-centric view of reality. It (unintentionally) puts people, or better: employees, in a somewhat less important position. And that is mainly a risk for the acceptance of the final elaboration of your vision and strategy in a concrete digital work environment.
'Not terribly ambitious'
In my work I do research into the needs, wishes and experiences of employees regarding the intranet or digital work environment. I often notice that employees are, in the words of a former client, ' not terribly ambitious '. In other words: their needs are almost invariably at a different level than the ambitions of the organization.
oe often the organization that also explains ambitions or places them in the perspective of strategic ambitions or external challenges (changing market conditions, increasing competition, deteriorating economy), employees will never say of themselves that they have such a terrible need for innovation. No, they look for it much closer to their daily work and everything that affects their 'employeeship'. Think of employment conditions and IT support.
In my view, there is also the danger that, if you start working on the basis of this model, you will lose yourself completely in exciting matters such as ' empowering ' people, promoting knowledge sharing and cultural change. And then it is not unthinkable that you will lose sight of the basic needs of your employees in 'dull' areas such as 'simple' information needs ("What is our policy on...?", "How do we deal with...?") and self-service (HR, facility matters, IT).
Fix the basics first
In McConnell's Maturity Scale, you have arranged these matters (especially the self-services) so that you have reached the first three levels. That is good in itself, that is where they belong in my opinion: fix the basics first . But if you then focus too little on it, there is a chance that you will not notice it or notice it too late when needs or wishes change. Or that you do not notice that problems arise when performing these primary tasks for employees (also known as 'top tasks'). That is a risk, because these elements determine the feeling with which employees experience and use (parts of) your digital work environment, and ultimately even influence the way in which they austria mobile phone number list view your organization.
capacity to not only get the basics in order, but also to keep them in order.
Please get started!
Well, that was a long article, and I hope you found it worthwhile. Do you now have all the tools you need to really get started? Yes and no.
No, because it would really go too far to describe all the elements of the Maturity Scale in the smallest details here. Moreover, it is wiser to read the report yourself. Not only will you get all the nuances (which are not covered here, despite the fact that this is a long article), but McConnell also uses examples to show how to put everything into context. That is why I strongly recommend that you read the report yourself .
A 'snapshot' of your organization
But you do have the necessary tools. You know what to look out for. And you know that standing still is not an option. So get started. In summary, the most important thing to remember: with the ideas behind McConnell's Maturity Scale and the Scorecard, a 'snapshot' of your organization is created. This allows you to determine exactly where you are and what you still need to do to move forward. Take into account trends and developments that are coming your way, and do not lose sight of the basic needs of your employees.
Success!