If there is one theme which came out of the Congres Intranet & Digital Workplace 2019 in Utrecht, organised by Entopic, it’s this. People are central to a Digital Workplace. James Robertson, StepTwo (Australia) and Sam Marshall, Clearbox Consulting (UK) both focused their keynotes on the topic of (Digital) Employee Experience and Engagement. It was a theme which seemed to appear throughout the event.
A former colleague recently asked me about online communities at work, their value in supporting strategic activities and how to make the most of them. Kirsten Wagenaar and I discussed this and I decided to write a blog as a summary of that discussion.
On the 26th and 27th of February 2019 the digital workplace group presented DW24, a 24 hour webinar which looks at key topics and themes relating to digital workplaces. This provides a fascinating insight for digital workplace practitioners. Allowing them to take a behind the scenes look at what their peers in other organisations are doing with their digital workplace programmes.
Here are some of my observations I’ve noticed this year, reflecting back on previous years and events.
When we visit a client, we always hope that management will fully embrace online networks. Making a success of a social intranet or online community is so much easier when a director is fully on board and acts as a digital leader who leads by example and does not throw in the towel at the first sign of resistance. But what exactly is a digital leader, and what is it that they do?
The larger and more formal the organization, the more resistant to change it will be. What this means for communities or social intranets is that, after implementation, it will still take a long time to change employees’ behaviour. So should the organizational culture be changed first, before investing in a social platform? No – this blog will show you that giving employees a social platform is instrumental in any large-scale organizational change.