IntranetNow: Insights from Strategic Organisation Design

I presented at Intranet Now on Friday. It was my first time at this event and I thought Wedge and Lisa did an amazing job - not only was the event as social as you'd expect a community generated conference to be, it was also more professionally organised than many professional ones. Well done both, and to all the helpers too.

In my own presentation, I wanted to make the same sorts of points I talked about at Digital Workplace Experience last year that the intranet / digital workplace needs to be seen as part of a broader organisation model.

Tony Stewart's tweet and video of me introducing my Organisation Prioritisation Model is here, and no, I don't know what I was doing with my arms either.

In addition, this year's conference focused on strategic impact and whilst we'd been talking about intranet strategies and content strategies, etc, I wanted to explain that having strategies isn't the same as being strategic. If this term is to mean anything, then it has to be about playing a direct role in creating competitive advantage (see my interview with Michael Porter). Not just aligned with or supporting this, but creating some of it through the intranet's indirect or direct impact on human or social capital, or acting as an aspect of organisation capital, helping a business set new or more stretching business goals.

Being strategic is always about differentiation and the key need here is to link the intranet; the connections it supports;  the type of information it provides; and the way it provides this to the way people work, and in particular, the type of groups and networks within the organisation.

• So if what matters most is the organisational infrastructure, then the organisation probably wants to organise using traditional functions, and will be best of with a traditional / social intranet like Interact.

• If what matters is the work, it should probably use horizontal teams, and may need to base or build its digital workplace around something like Slack or Teams.

• If it's people, then the organisation should look at using communities, including community based systems like Verint / Telligent, or more broadly Workplace by Facebook.

• If the connections between the people, then it needs to look at distributed networks and tools like Yammer, Aurea / Jive or HCL Connections.

By the way, social tools all get a lot of focus these days, but most organisations are still build upon traditional functions, and it's still the 'standard' intranet that often best fits the way people work in these organisations.

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#MelcrumSummit - More time for time out!

   I missed the first couple of sessions again today, partly again because I've already posted on these organisations - e.g. M&S Plan A.

But I've just sat through a very interesting, even somewhat inspirational, session from Susan Kelly at Syngenta.  Now I had thought that I might end up posting on this for a number of reasons including there being points in the slides about innovative topics like collaboration and gameful engagement (the role of gamification in supporting engagement) but don't actually think this is anything they've done anything on - yet.  (I also did some work on their performance management framework a few years back which was also in Susan's presentation - and even had some of the flowers - and soil - on one of her slides in my garden last Summer - probably why our kids won the local parish council's tallest sunflower competition this year!):

  

 

 

 

 

 

 

However what really resonated for me was Susan's comments on needing to rethinking IC's role and recognising that insight is key.  The one thing Syngenta business leaders want from their IC people is to really challenge them - based upon this insight.

That took me back to another key point from the conference - one more of Anne-Lise Kjaer's wise insights that the biggest barrier to change for our organisations today is that we don't have time to think.  And that this is a problem because we desperately need a new model.  I agree.  That’s why I’ve been so excited about the theme for this conference: ‘competing on the curve: re-engineering IC for agility, productivity and impact’.  Exactly.

In fact if I can digress further I'd like to quickly comment on a theme running out of some business meetings recently.  These are all large UK companies, but aren’t performing particularly well.  In one meeting in particular my contact was at pains to stress that the company is well in the top quartile for their HR support.  However he/she never goes to conferences - so how do they know? - and where's the impact?

In one of the meetings, we talked about how the senior HR leader never even use the corporate social networks which are heavily promoted by their IC teams (I think I've posted on them as a case study before too) - and they don't know anyone who does.

And one of my contacts talked about his experience in developing as a leader as being about ironing out all of their quirks (whereas I talked about becoming more and more eccentric!).

I don't think any of these companies understood the need for a new model (a more personal and social one).  And they're not doing any thinking about how they need to change even if they did.  Their own hubris about their own effectiveness also isn't going to help.  So I can't see their business performance increasing at all - can you?

In fact I think they’re all likely to become increasing misaligned with the needs of their business and even more so, the hopes and expectations of their employees.

Going back to Susan's presentation, we need to develop beyond being simple HR or IC experts and become Achievers and Strategists (from Torbert):

• The Expert asks "Who am I?" They lead through controlling the world around them through the quality of their knowledge, intellect and expert ability.
• The Achiever asks "Am I successful?" They seek to manage people efficiently and effectively to achieve work goals.
• The Strategist asks: "What can we contribute together to make a difference?" They are clear about their gifts and are seeking to discover how to integrate them with the needs of their organisation and of society

 

IC business partners therefore need to let go of their expert identity in order to start building a new one.

I think the suggestions from the groups when we got into talking about the capability needs for IC teams suggested most attendees are still focusing on themselves as experts rather than strategists.  I'd also suggest this is the reason for the different perspectives on measurement I commented on yesterday.

I'd finish with another of Susan's quotes from Vonnegut:

"We are who we think we are, so we should be very careful who we think we are."

 

I think we need to do more thinking.  Now this is probably more of a comment for those IC (and HR) people who aren't here, rather than those who are.  But one of the other things Susan talked about was Syngenta always making time for development - taking 40 people at a time and ensuring they know what they need to.  I bet not many companies here do that on a regular basis.  (Although I see from the slides from one of the earlier presentations that I’d missed that RBS, with their 1300 marketing and communication staff!, clearly do.)

 

Mind you, the 27% of attendees whose organisations don't give access to social media sites may just be best of spending a day in the office to challenge this approach.  But that's another blog post!

 

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Technorati Tags: Internal Communication, Susan kelly, Syngenta

Higher Ambition at #MelcrumSummit

  This afternoon is focusing on IC and change and we're starting wih Flemming Norrgren, author of Higher Ambition which had already been trailed by Anne-Lise Kjaer.

In Norrgren's view, the key silent killers for change, similar to those real killers for individuals (hyper-tension and high saturated fat) which are often undiscussed . undiscussable are ineffective leadership, management and communication (top, down, one-way) etc:

 

 

Key ones for the attendees here are leadership and co-ordination:

 

 

Anyway, it's not a single killer on their own that's important, it's when they act in tandem.  And the root causes are often the lack of rust and honest communication which requires a change in how leaders behave.

Norrgren recommends a rapid strategic change process - locking the leaders in a room and giving them a few hours to come up with three or four new strategic goals on one piece of paper that they're all signed up to.

It also needs to involve 8 to 10 of the most talented people in the organisation who them really trust in helping to implement the strategy.  [I can't say this process works for me - I think the top team will have lost the engagement of their people before they start.]

These task force members then each interview 8 to 10 people in different areas in the business and report back to the executive - which they do in a no-powerpoint fish bowl format.  [I like that.]

 

 

The next presentation was provided by two ex-Pfizer communicators about a project there.  Most of this what about damage limitation recovering from a top-down imposed change - exactly why, whilst I think there are some interesting ideas in Norrgren's approach, I still don't think it's fully there yet.

 

We've still got more inputs from Melcrum / Speakeasy and Kingfisher and I may come back and add more here if I get more new insight from these...

And I'm also back here again tomorrow.

 

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Technorati Tags: Flemming Norrgren, great leaders, strategic change, higher ambition, internal communication

Too much communication at #MelcrumSummit

    The next two presentations this morning have been from Rebecca Edwards at GE and David Harrington at Shell - both good case studies with similar themes. 

The main topic for me is about too much communication - meaning that the goals for Internal Communication practitioners shouldn't be to communicate more.

Take these stats for example:

• 91% of US workers discard work information without fully reading it (and the other 9% are just lying!)
• 65% of Uk employees state their work is negatively affected by the amount of data they receive
• The total cost to US companies annually of interruptions caused by information overload is $650bn (not sure if this is a US or a UK billion)
• The total cost to UK companies of searching online for information someone saw but then cannot find is £120 per person every two weeks (this is a big one for me personally)

 

Shell have 6000 users of their corporate social network, Q&E and 1372 articles were posted in June but 74.3% received less than 100 views.

David Harrington showed a nice video of a Shell employee being served a succession of foods which acted as a useful metaphor to the way we often try to communicate, communicate, communicate (it also brought back fond memories for me of sponge puddings in the Shell Mex restaurant when I was working there 20 years ago.

They're trying to change behaviour by focusing on measurement, including this rather nice social engagement index:

 

 

 

David is big on measurement, in fact for him, if you can't measure something you shouldn't do it!  (NO - see these two posts for why: 1, 2).  This also provided an interesting contrast to Anne-Lise Kjaer's perspective that measurement is sooo 20th century! - a difference which unfortunately we didn't get a chance to explore.

 

GE try to tailor their communications (to potentials and alumni as well as current employees) according to age, gender, culture and ability etc.  One interesting thing they do is to allow members to opt-in to particular communications.

 

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Technorati Tags: Rebecca Edwards, GE, David Harington, Shell, internal, employee, communication, information, overload

HR, IC, social technology and the We society

  Today is going to be a busy blogging day as I'm at the Melcrum Summit for some inputs on internal communications from GE, Shell and a range of other companies (Rebecca Edwards from GE has just been talking about the 'lots of conversations' they needed to have HR to open their internal communication site, http://ge-works.com out to the public.  I take it these were difficult conversations so not the greatest start to what I was hoping would be evidence of growing integration between HR and IC!).

But we've started with Anne-Lise Kjaer.  Now I wasn't going to post on her -  firstly because I already have, and secondly because I've been thinking about some things I've been reading about what's been going on at the US' HR Technology conference in Chicago and have been wanting to post on these.  But actually I think they're pretty much the same thing. 

 

So the main point I wanted to comment on from the HR Tech conference is about the integration between HR and social technologies.  I liked the post from Yvette Cameron arguing that HR needs to be more interested in social technologies like Atlassian, Jive, NewsGator, Socialtext andTelligent.  I agree!  That's why I've been attending and speaking at a range of Enterprise 2.0 conferences in US and Europe over the last five years.

However I don't agree with Yvette's reasoning for why we (HR, and IC too I guess) should be interested i.e. that these systems are having increasing impacts on 'social HCM' e.g. social learning and social talent management.  Well yes, they are, but that's still not the reason why these systems are so interesting.

The bigger reason is that these tools are changing the way organisations are working.  Companies are becoming more social and HR needs to lead this change.  So we need to understand and get involved in how our companies are using social technologies too.  This is what I think Marcia Connor will be talking about at HR Tech later on today.  (And well done to Yammer for being at both HR Tech and the Melcrum Summit today.)

 

But there's more.  And this is why I've changed my mind and want to comment on this morning's speaker too.  Anne-Lise made a very powerful case for why we need to broaden out our thinking - from logical to emotional, and from me to we i.e. that we're now living and working in a we society, not a me society (see her slide if you can read it).

This is the bigger shift for all of us - HR, IC, HR tech, Enteprise 2.0 etc etc etc.  It's transforming our organisations into true social businesses, through the use of technology, but also by adapting and updating our processes, changing our leadership models, redesigning our workplaces - lots of different things.  I still think we should be seeing more of this agenda at HR, HR tech, IC, IT conferences and beyond.  I'm certainly going to do what I can to continue promoting it from my end!

 

Also see:

• My presentation on HR 2.0 at the USA' s HR Technology conference last year
• My presentation on people, culture, behaviours at the USA's Enterprise 2.0 conference

 

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Technorati Tags: HR technology, Internal Communication, Melcrum, social technology

HR, IC, and the Melcrum Summit

 

   As you may know, I’m a big supporter of integration – within HR and between HR and other functions. Hence this comment on a recent Harvard blog post focusing on the integration of HR and Marketing:

“Yep, of course, but you could make similar but different arguments for HR and or Marketing to be integrated with IT, Finance, Procurement, Facilities etc.  Actually the whole organisation needs to be integrated together.  Surprising huh?”

 

Despite the comment, I do agree that integration of HR and Marketing, and in fact broader alignment of everything we do for employees and everything we do for customers is one of the most important points of integration to get right.

In terms of aligning employees and customers, the focus is very often on the role of Internal Communication. Do we see the IC function being part of HR or Corporate Comms? And more importantly, are IC messages shaped to support HR needs or to cascade from external customer and stakeholder communications? And how do we inject enough alignment so that there’s no difference between these questions and that where IC sits in the organisation doesn’t matter any more?

I think these are key questions and am surprised they aren’t asked more often than they are. I know business leaders, line managers and employees are taking more responsibility for both HR and IC, but this doesn’t stop there needing to be a clear ‘home’.

I’m also surprised that HR doesn’t get more interested in IC than it often is (other than in those organisations where IC is an actual part of HR). So for example I’ve mentioned previously that I’ve long followed progress at Melcrum’s annual summit, even if I’ve never previously managed to attend. I am attending this year (the dates are 10 and 11 October) but I suspect there won’t be a huge number of people coming from a broader HR perspective. Those that do are showing they understand the need for broader alignment and I’m sure they’ll learn a lot. They’ll also find a lot of content emerging from a common ground. Take the themes of the summit for example:

• Redefining the role of Internal Communication
• Enhancing the leader-manager-employee relationship
• Supporting business transformation
• Building a collaborative organisation
• Making measurement more transparent and compelling.

 

- Any of these topics could find its way into a good core HR conference too.

 

Of course, none of this means that HR isn’t interested in IC at all. Many of us see IC as an integral part of HR and many HR functions do include responsibility for IC. Many IC professions understand that alignment with HR is critical to their own effectiveness. I just think we could do a lot better than we currently do.

Human Resources magazine also ran a good article on the topic recently and I thought covered the agenda very well. I’m less convinced by the solutions offered in the article however:

“The question of who has control over internal comms can be problematic for firms, as there is more than one natural home for the discipline. HR directors, as guardians of the staff within the firm, have a compelling case with which to lay claim to internal comms, but corporate communications or the PR department can have an equally strong case to take ownership.

For organisations with both an HR and a PR department, the load is often shared between the two. ‘Corporate communications are professional specialists,’ points out David Gillies, HR director at electricity and gas market regulator, Ofgem. ‘But if you look at the messaging from HR, it can often be quite formal and sensitive stuff that is being communicated.’ The obvious answer is for both departments to work together, with an understanding of each other's strengths and areas of expertise. This means harnessing the creative expertise of the communications department when it comes to deciding through which method to communicate.

Where responsibility is shared between the departments, HR can often end up as the 'angel of death', only communicating serious or negative messaging. ‘Our messaging does tend to be about formal things, and take a formal tone, so there is a risk,’ admits Gillies. ‘The problem we have is that if that is how HR is seen, it is not engaging with the audience very well.’ “

 

There’s got to be a better way of sharing(!) and I may come back to this again around the dates of the summit. In the meantime, however, if you are interested in the link between HR and IC, or simply in bringing IC more effectively into the broader HR agenda, then I’d suggest you might like to come along to the summit, and it’d be great to link up there.

If you don’t manage to attend then I’d encourage you to keep following this blog and in particular drop in on the 10^th and 11^th October as I’ll be posting from several sessions during the two days!

 

See also Melcrum Summit site

 

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Technorati Tags: Melcrum,summit,internal communication,HR,marketing,integration

Melcrum Summit: Re-engineering Internal Communication for Agility, Productivity and Impact

 

   One of the conferences that I’ll be attending in person for the first time, though I’ve been a regular virtual tweeter at for several years now, is Melcrum’s annual UK Summit, titled for 2012 as ‘Competing on the Curve: Re-engineering Internal Communication for agility, productivity and impact’.

The Summit addresses five key areas which are also being focused on by IC functions which are successfully reinventing their role, moving from craft experts to strategic partners to organisational connectors:

• Redefining the role of Internal Communication
• Enhancing the leader-manager-employee relationship
• Supporting business transformation
• Building a collaborative organisation
• Making measurement more transparent and compelling.

 

Of course these are all areas that I write about here quite regularly, emphasising the connection between Internal Communication and (the rest of) Human Capital Management, which is why I’ve long been meaning to attend this event, particularly as it’s already the main event in IC practitioners’ calendars.

The summit take place in London on 10 to 11 October and it’d be great to see you there. If not, I’ll be blogging on some of the following sessions (let me know if there’s a particular speaker / topic you’d like to see me post on):

• Global Vision 2020: Redefining organisational communication in a new era of transparency, mobility and digital fluency, Anne-Lise Kjaer, Futurist & Founder, Kjaer Global

 

• Using data to empower IC function to shift from outputs to outcomes, David Harrington, Vice President Internal Communications, Shell

 

• How to have an honest conversation about strategic change, Flemming Norrgren, Professor of Management, Chalmers University, Sweden

 

• Shifting the role of IC from messenger to change agent, Antje Burbach, Director Communications, Europe Speciality Care, Pfizer

 

• Establishing IC as a disruptive force to drive cultural change, Benedikt Benenati, Group Internal Communications Director, Kingfisher

 

• Building employee engagement and managing change to deliver sustainable business goals, Mike Barry, Head of Sustainable Business and Clair Foster, Head of Internal Communications, Marks & Spencer plc.

 

• Channeling the energy: The critical link between engagement and internal communications, Oliver Strong, Group Director of Internal Communications & Engagement, RSA

 

• Refocusing the IC function to support a new era of communication, Julie Langford, Academy Manager, RBS Communications

 

• Three steps to engagement through organisational collaboration, Andy Brown, CEO and Nick Crawford, Senior Consultant, Engage Group

 

If you do want to book for the Summit, the link you’ll need is here.

 

Technorati Tags: Melcrum,internal communication,engagement,agility,collaboration,measurement,summit,London,2012

 

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London 2012 – inspiring a generation?

 

   So after all the road closures, public sector strikes, G4S recruitment problems and Mitt Romney’s international ‘charm offensive ‘ – or offensive charm perhaps - London put on a hell of a show on Friday.

Then on Saturday I was at the Olympic Park for Team GB in the women’s handball which was an amazing day too. That was partly about the handball which I hadn’t seen before and is a great sport in which we’re showing some early potential (we need to change the goalie though). But for me it was mainly about the atmosphere at the park where there was a great buzz and everyone seemed happy and friendly, which is an increasingly rare experience these days. I thought the volunteers made a great contribution to this, being friendly themselves, offering to take photos and clearly being keen to help out when they could.

If we manage to keep this up, the rest of the two weeks should be fantastic too.

There’s still the legacy of course. And that’s going to be even harder to deliver – and there are some disconcerting signs that we won’t manage it (see Mr Romneyshambles, I can say this, you can’t).

Any legacy will be partly about the infrastructure, and I hope West Ham are finally successful in taking over the stadium after the events. But being based in West London rather than the East I’m not clear about the potential for the rest of the site.

And the legacy is partly about people, hence the games’ tagline, ‘Inspiring a Generation’. And that’s probably going to be much harder to do – certainly more demanding that handing on the torch to a group of young athletes which was the one bit of the opening ceremony I did find a bit naff.

From an HCM perspective, it’s about increasing engagement (in society – yes, in business – we’ll still have to see), and probably health and wellness too. This is something the Olympics could definitely make a difference too – particularly with around 30% of children aged 2 to 15 (in England) being classified as overweight or obese. (See Mitt I could have talked about the US here, but I’ll choose not to do that).

It’s something else I was talking to people about at Monster Buzz where I to think Gareth Jones made the point that there was nothing overt being done to encourage young people to engage in sport (and I did look under my seat in the handball for something but there wasn’t anything there).

But perhaps we don’t need this – eg with the current upsurge in cycling to get around the extra traffic in London, plus all the interest in Bradley Wiggins, Mark Cavendish, Sir Chris Hoy and Lizzie Armitstead, we shouldn’t need any more promotion to get more people on their bikes.

And it’s early days so far, but from the way my daughters have been playing with their Olympic footballs on way back and since we got home, I think we’ve got it about right.

 

 

Technorati Tags: Olympics,London,2012,handball,engagement,health,wellness,Mic Romney,legacy

 

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Introducing Organised Feedback

 

  You’ve hopefully seen my posts on Strategic HCM reviewing the Enterprise 2.0 conference I attended in Santa Clara, California recently.

I’ve also been posting on Social Advantage and you’ll find more posts there on developing social cultures, and selecting social technologies etc.

The point I want to make about social technologies is that buyers need to be really clear about what they’re trying to do with the systems that they buy. Yes, all social technologies do largely the same thing, and an organisation is likely to require any one system to do a number of things, but the right technology can make the difference between success or failure too.

And the same thing applies in HR as well. I’ve covered social recruiting and social learning quite extensively before, but I’d like to introduce one functional area you may not have thought about in social terms before.

This is social feedback. It’s about providing the opportunity for employees to share their views, ideas and thinking – and to build upon the ideas and thoughts of other people too. This type of system can support a variety of HR applications including satisfaction or engagement surveys, and all sorts of consultation processes too (quite topical at the moment given the amount of restructuring underway).

I still believe the future is one which is totally networked – inside organisations as well as between organisations and outside. But this future, if it ever emerges at all, is a long, long way away for most organisations. And until then, most of these are going to want to limit suggestion, consultation and other feedback processes to the issues, people and timescales that they want to cover.

The best system – in fact the only system I know of – which is designed to do this is called OrganisedFeedback. I particularly like the way this system gives organisations the ability to select functionality (ideas, consultation etc) according to their needs. So I’m really pleased to welcome OrganisedFeedback as a sponsor of this blog.

You can find out more about OrganisedFeedback here or contact their Director, Jim Sproat via email: jim [dot] sproat [at] organisedfeedback [dot] com, on Twitter: @jimsproat or by telephone: +44 (0) 845 508 1585.

 

Technorati Tags: Jim Sproat,OrganisedFeedback,ideas,feedback,consultation,engagement,change,innovation,employee,eNgage,Space,social,media,technology,Enterprise,HR,2.0

 

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Getting naked in the office

 

     I’m just catching up on my TV viewing on Sky + following a recent business trip.  First up, The Naked Office.

I’m sure this will have already been reviewed elsewhere (see for example, this interview in the Management blog), but I thought it was such provoking viewing that it was worth a quick review.

For those of you who haven’t seen it, which I presume will include most people outside the UK (although you’ll find quite a lot of it on You Tube – see for example, the clip inserted below), the programme dealt with a Newcastle based ad agency, ‘onebestway’, that calls in ‘top business psychologist’ David Taylor to advise them on their future.  Taylor emphasis the need to ‘bring the truth in the room’ and suggests one way of doing this is to have a ‘naked Friday’ (not a particularly original idea  as it was featured by a BBC3 series last year).

I’m not sure about the need to ask staff to strip, and the ethics are obviously dubious, but I think the central idea of showing how much a team can do together, by working together as one, is spot on.  I often use exercises similar to Taylor’s one with a tent, to show the major impact a little bit more communication and leadership can have.

And it’s why I increasingly talk about social capital, rather than just human capital.  It’s the relationships between people rather than just the people themselves that counts.

 

The other way of looking at it of course is that this was just a publicity stunt for David Taylor and his book, the Naked Leader; the ad agency and its vision to ‘make businesses stand out’; and Virgin 1, which clearly does need a bit of a relaunch.  And I think given that this is almost certainly a significant part of the rationale, they could have done with a slightly more enticing blog.

 

 

 

Technorati Tags: David Taylor,Naked Leader,Naked Office,Virgin 1,onebestway

 

 

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Thames Valley based Communication Consultancy

 

    Strategic Dynamics' support for our clients' internal and external communication strategies and activities is provided by Sandra Harrison.  This support includes internal and external surveys and communications; customer and employer branding; employee engagement; and promoting HR / HCM programmes to line managers and employees.

Sandra also provides UK based support for overseas research firms.

 

Sandra has worked in HR, PR and Marketing, most recently at Senior Manager and Director level.  Her experience has been primarily in professional and business services.  She has a BA and an MBA, is an NLP practitioner and is fluent in spoken and written French.  She has also won a Queen's Award for creative and low-cost communication.

 

You can contact Sandra at:

+44 1344 420 512

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Employee Communciation Summit

I've spent the last couple of days at Simply Communicate's Employee Communicate Summit.

Communication is a key element of HCM but the conference was largely about social media so I've posted on this event on my social business blog and you can also see my tweats on the event.