Efficiency – Easier to find and leverage experts and experience

If only I could build on top of what someone else has already done. Without having to start all over on square ONE!

Familiar feeling? When time has been short, the hour late or you’ve been struggling with something complex or boring that simply has to have been done before and be available somewhere.

In my previous blog post, I wrote about how greater transparency and online collaboration help us to dare to take on and resolve challenges and difficulties. In addition, it can help us save time. Time we can spend on something more useful.

This is the fourth blog post of six on the topic of benefits for companies and their employees to communicate transparently and collaborate online.

  • Overview – As the wheels turn faster, people are more important than ever before
  • Agility – More sensitive feelers and faster reaction
  • Resilience – Bouncing back from setbacks or daring to take on new challenges
  • Efficiency
  • Effectiveness – through more direct communication channels
  • Engagement, Inspiration and Innovation – bringing lasting value for both customers and employees

These blog posts are published in parallel in Swedish on the Smarter Planet blog of IBM Sweden

Is there better use of your time than reinventing the wheel? Again? Cartwheel, Ulster American Folk Park. Picture: Kenneth Allen, license CC BY-SA 2.0

Build on top instead of build again

An organization doesn’t have to be very big before you risk starting to reinvent the wheel, at least in small things. The larger the organization, the more frequently it happens and the greater the double work and confusion can get.

One hour of double work is forever lost. This can turn into an immense waste for companies and organizations where associates keep doing what others have already done, or parallel initiatives get started, simply due to lack of transparency.

Only three things are needed for this to start to work:

  1. That associates share their work products openly – and make them easy to find, eg. by proper categorization
  2. That they acquire the habit of first search for if someone else has “done it” before, instead of starting to produce from scratch
  3. That there is a system in place to support transparency and online collaboration

How you choose to spend the saved time is another story. If we’re talking about overtime work on evenings or weekends, I suggest you spend it with family or friends, or invest in your health and fitness. But when you save time within your work hours, you may manage to produce more, boost your competence (see Agility – More sensitive feelers and faster reaction in this series – about the easy of building competence in a transparent organization) or to let yourself be inspired to novel thinking and innovations, from all this knowledge and inspiration within easy reach!

In this video with Bosch AG, you can see how they increased efficiency through transparency, seeing some processes shortened from 40 days to 6!

Easier access to experts and to expertise both saves time and improves quality

The traditional view on experts leads to a few, officially recognized, experts in a few, formally defined, areas get overloaded, become bottlenecks and chokes availability of knowledge for the main body of colleagues who, instead, have to resort to spend time on searching among their closest colleagues without finding the really good answers. A grand recipe for both waste and sub-standard solutions.

In the transparent organization, focus tends to shift from experts – the persons, that is – to expertise -the knowledge, and the definitions of the areas of expertise are made from the perspective of the colleagues and the current needs of the business, not by leadership. From “Project Management Methodology” to “good methods to handle agendas and follow up of status meetings”, sort of. Expertise becomes more democratic, you could say. (Whoever can help me with pivot tables in MS Excel will be my expert and hero, but would hardly have been classified as such by leadership.)

Naturally, when expertise is defined “in the eye of the beholder”, when it resides with more people and becomes easier accessible – both from becoming easier to find in conversations and shared documents as well as through greater ease of finding and communicating with those in the know, the savings become substantial for both organizations and associates as well. In addition, it becomes much easier to deliver top quality and do the right things from the start.

Faster onboarding in new roles and projects

A frequent special example of advantages, is onboarding. Of new employees, of existing employees in new projects or in new roles. Since knowledge and history is easier to reach, people can become productive much faster, and more independently. Gone is “Can you please gather all mails and forward to Roger Rookie, please? Don’t forget the attachments, by the way!) Then Roger has to plow through old emails for a week or so. After someone else has sat for a week finding stuff to forward in their mail files and archives, looking for all the essential stuff in need of forwarding. (And how often do you find all of that, btw?)

Instead, it becomes:

“Roger, here’s the link to our team community with all information and history of this project. There’s an onboarding activity for you to work your way through, with links to defined processes, contracts and reports. In the forum, you can see how we’ve worked on the list of demands and understand why we’ve made the decisions made. And all minutes from the steering group are there too. Just let me know if somethings seems to be missing. By the way, you should join this open community for people in your new role.There, you can learn from colleagues around the world who work with similar things, but on similar projects around the world.

IBM uses social onboarding extensively, both for new hires in the groups Soon2BBlue and New2Blue, but also for integration of new employees from mergers & acquisitions.

How much faster do you think Roger may get – and feel – productive? Do you recognize the situation of having to reinvent the wheel? Or the relief of not having too? What defines and expert for you? When you need help, do you have to find the expert or is it enough to find the expertise left behind by him or her or o you have to find the person?

If you want to read more about how we at IBM look at online collaboration tools and transparency, I recommend you to read “The only constant is change”.  And if you want to read more about how to transform your organization to work more transparently, “Best practices for establishing a new way to work”.

Resilience – bouncing back from setbacks or daring to take on new challenges

Tougher together – How companies and their employees better can face setbacks and challenges through transparency and collaboration

Where should I stay and eat om my upcoming first visit to Madrid? How do I take a screen shot om my mobile phone? By which watering hole can I find animals to hunt? What did those poisonous berries look like, really? From the beginning of time, our best source of knowledge has been other people. We ask others for help or advice when our own knowledge, experience or skills fall short. Within the family, our village, our school, in Q&A columns of the papers, over the phone, on Facebook or on Twitter. But at work, who do we ask? And how?

This is the third blog post of six on the topic of benefits for companies and their employees to communicate transparently and collaborate online.

These blog posts are published in parallel in Swedish on the Smarter Planet blog of IBM Sweden

Old style

In old style companies we tend to ask our colleagues we already know for help, or maybe some manager. Usually live at the office or via email. How many times haven’t we sent an email to someone only to get an automatic reply that they are on holidays or in training and will be back in a week or two. Or that they pass your question on to someone else who send it to yet another person who in turn passes it on to a fourth person who replies, four weeks later The answer is available on the intranet. Just follow this link.

Does it feel familiar? It was for me, too. But no more.

Sharing and caring

Nowadays, I ask my question in a status update on our social intranet. Maybe I mention a couple of persons who I guess may have the answer or if I guess that someone in their network has it (as mentioning them makes my question appear also on their board, for their network) or in a suitable online community. Usually, I get an answer within an hour or two. I rarely have to wait longer than until the next day. I even share half finished sketches of presentations and documents, stating “I know that this isn’t quite correct and will appreciate any help to improve or any other views”. Such an amazing response I have received! From the foremost experts in the field among my 400.000+ colleagues. Compare that with “Johnny is on vacation and will be back in two weeks”. Every time, it feels as amazing and empowering to be able to get help, without even knowing who to ask. There always seems to be someone who knows, who has sufficient time or willingness to reach out to help. Admittedly, it does help to have a pool of many colleagues at hand, but the positive effects show also in smaller organizations. An open and helpful culture is more important to have than an ocean of colleagues. As is a culture where it is accepted that everybody cannot know everything. Asking is nothing to be ashamed of. Just imagine being able to close a deal or solve a problem with the help of a colleague who you might not know, but who knows what you’re facing and how to resolve it..

It may not even be necessary to get hold of the actual colleague. Often it is sufficient to find the knowledge and the experience they have shared earlier. Either intentionally through working transparently, sharing their documents, presentation and other whatsits. Or unintentionally through answering questions from others in the transparent way I’ve described above. The more transparently everybody works, the easier it becomes to find what you need to overcome the challenges. And you can always ask the author for explanations or supplementary information. We do not realize how much we do know and can share with intention. The rest surfaces when we help others.

With such support it doesn’t only become much easier to bounce back after a setback, but also challenging your limits becomes much easier too.


By Pingswept (Own work) [CC BY-SA 2.0] Helping a struggling runner at Boston Marathon

Enablers and obstacles

As mentioned earlier, a condition for this to work is that you have a culture of transparency, helpfulness and acceptance that everybody cannot know everything, of generously sharing your work products and of communicating transparently. And, as a fundamental enabler, that you have a collaboration and communication platform that makes all of this possible and that, through design, encourages and supports transparency rather than closing up.

The obstacles include, of course, a culture where you don’t dare to admit shortcomings, a culture of “withheld knowledge gives power” and without a sense of all working towards a common goal. But also technology can be an obstacle. Questions and answers via email benefits nobody except those involved in the correspondence (plus it takes much longer as I mentioned earlier, or results in an overload of many parallel conversations). The replies can’t be reused by others faced with the same challenge, but they have to search again for the people in the know who, in turn, have to answer the same questions all over again. Shared drives and closed team rooms do not create open collaboration either. They may be beneficial for those with access, but for no-one else. How many other team rooms with similar content do you think there may be in a large organizations, do you think?

Additional benefits for the company

The benefits for employees, described earlier, benefit their employers too, obviously. Employees being able to deal with challenges benefits the company too, of course.

But there’s even more in it for the companies:

  • As long as work is done in the old style, knowledge keeps being locked up with the individual employee. It’s locked up in their heads, on their hard drive or in their mail conversations. What happens if they disappear? The head disappears. The hard drive usually gets erased and the email on the server usually only resurfaces if it’s needed in a legal context. Remaining intellectual capital = 0. If employees work transparently, though, share their work and answer questions transparently, the knowledge stays within reach for all to use also after they have left. The dependency on the individual employee is reduced.
  • In addition, since the knowledge is easily available for re-use and you can Like what you have appreciated, since you can see the number of downloads and so on, you can easily see a de facto standard emerge, based on the benefits and appreciation of peers. Not bad, either, I’d say.

Do you have experience of your own of the difference of searching for help and knowledge in the old fashioned way and of doing it in a transparent organisation? Either inside your company or externally? Maybe in your personal life? I’d appreciate reading about it in a comment.

If you want to read more about how we at IBM look at online collaboration tools and transparency, I recommend you to read “The only constant is change”.  And if you want to read more about how to transform your organization to work more transparently, “Best practices for establishing a new way to work”.


Agility – More sensitive feelers and faster reaction

or, as Charles Darwin wrote “…survival of the fittest”, not “…of the strongest”

development of man

The words of Darwin have proven to apply not only in nature, but also in business life. Examples abound of companies going down because they didn’t realize that the world around them was changing or because they were too slow or rigid to adapt even if they did realize that the map had been redrawn.

This blog post is the second in a series of six on the topic of benefits for companies and their employees of communicate transparently and to collaborate online. You find the initial post here in English and here in Swedish “As the wheels turn faster, people are more important than ever before”. The rest of the series, including this post, focus on each of the five key factors listed in that blog post:

As I wrote and exemplified in the initial post, the speed of change today is scary… or thrilling, depending on who and how you are. Either way, it’s frantic! And unpredictable. Through the internet and globalization, you can never know what the next big thing will be or from where it will come. Who would have believed, only two years ago, that the possibility of sending self-erasing messages between mobile phones would be the hottest thing around and generate a business valued at 10-20 billion USD? I’m referring to Snapchat. Or that Sub-Saharan Africa would be a Global leader in mobile payments?


Many scouts = More and more alert feelers

In such an environment, having lightning-fast intelligence can be the difference between survival and succumbing, or flourishing. The challenge of the traditional methods is that the trends are old already when the printed report arrives on your desk. No, it’s better to learn from flock animals, to use the “wisdom of crowds”. The greater the number of scouts, the greater the chance of one of them noticing something relevant. Through the internet and public networks, every associate, business partner or customer is a potential trend scout who can identify new possibilities, ideas or threats.

This can be amplified, of course, but using tools for social analytics. However, in spite of the speed and power of those tools, they still depend on a limited team asking the right questions. Using the wisdom of crowds, you get as many scouts and analysts, all of them with some understanding of the company and the business.

But how do the observations reach the right person? and generate response?

Scouting is not enough. How can the scouts communicate their findings? This is where platforms for open communications and collaboration make the difference. Unlike companies using traditional methods for communication, where employees are stuck with email and their existing network of contacts, the scouts in a company using modern tools can instantly write an update in a relevant community, on their profile, on a profile of someone else (or all of the above) for all to see, comment and pass on to the right audience. Relevant business intelligence can spread as fast internally as bloopers and cute cats do on the public internet.

Once the intelligence have reached the relevant audience and they have decided on a suitable response, this response can spread just as fast throughout the organization – unchanged.

A telling example is how the global HR function of IBM did a 180° policy change in less than 24 hours, due to the widespread and vocal support of a 26-year old associate who complained in public about his Uber expenses not getting covered due to an internal policy. (Business Insider UK: How a 26-year old caused IBM to abolish its ban on Uber)

Benefits of personal agility for employees

Transparent communications and online collaboration doesn’t improve agility for companies alone, but also for their employees. The ample access to knowledge and experience opens up possibilities like never before to build your competence in areas you’re interested in or curious about, without having to ask for approval or budget. If you want to invest you own time, or time between tasks, is up to you, and the information is there to grab.

Transparency opens the possibility of showing what you’re made of, preferably simply by helping colleagues in areas you happen to be good at or have experience of, thereby building your reputation as not only knowledgeable, but helpful too. Suddenly you can get recognition for the expertise you have always had, but only your closest colleagues was aware of. Who knows which doors it may open?

The benefits come with use, not just from deploying a system

Naturally, implementing an system for online collaboration doesn’t automatically make everybody change their way of working. It makes it possible and easier. To make it happen takes a transformation effort in the organization. If you’re curious about how to drive such a transformation project, I suggest you read this white paper: “Best practices for establishing a new way to work

If you have more examples of organisations or individuals reaping benefits of online collaboration or of working transparently? Questions or objections? I encourage you to comment below.

Originally published in Swedish here, on the Smarter Planet blog of IBM Sweden

Screen Shot 2015-12-18 at 15.08.40



As the wheels turn faster, people are more important than ever before

The world around us changes at a pace we haven’t experienced before. It’s harder than ever to know where we are headed. Exciting and stimulating – and nothing any one of us can change. I talk about the digital transformation.

Just imagine working as agile as a murmuration of starlings! Copyright: Walter Baxter Creative Commons License CC BY-SA 2.0

Over the coming months, I will publish a number of blog entries, expanding on five important factors to succeed in this changing environment. Factors organizations can realize through changing their ways of working based on collaboration tools. I will touch on them one by one, both from the perspective of the organization and of the individual. The blog entries will be published at the Smarter Planet blog of IBM Sweden in Swedish and here in English. The five factors are:

You’ll find an overview in this white paper, “The only constant is change”

Technology, business models, market preferences, communication habits, power balances, you name it. They all change rapidly and simultaneously. You have to stay  alert, agile and always informed with many and sensitive tentacles. We don’t need much time or effort to come up with examples of drastic changes, for better and for worse: Air BnB, Über, Kodak, Nokia, video rentals…

Photo credit: William Warby on Flickr

But for decades, companies and organizations have focused on structuring, standardizing, streamlining and, to a large extent, eliminate “the human factor”. The result? Shiny system and processes that work efficiently, but which are static, insensitive and uninspiring.

It’s time to reintroduce people and positive human factors like creativity, engagement, flexibility and relations. To show that talking about the employees as “our most important resource” was earnest, not just empty words. Listen to employees, customers and partners. Engage them through including them and give them opportunity to leverage their entire potential, not only what the standardized job description says. Not just leverage, by the way, but grow their potential. It’s time to engage and inspire! I want to give people possibilities to communicate, collaborate, learn, share and help, easier than ever before. To find the people and the knowledge you need and to be able to show what you’re really made of, with minimal extra effort. All to the benefit of both people and organizations.

I don’t think it’s enough to be able to produce and manage pretty documents and presentations. What is important is to enable people to fill them with the best possible content.

What do you think? What makes work interesting? What brings out the best in you?

Originally published here in Swedish on the Smarter Planet blog of IBM Sweden




The one promotional tee I am fond of

Light grey polo with a discrete logo bottom rightI suppose we all have received our fair share of promotional t-shirts. I suppose that most of them rarely get used, at least not for their original purpose. Mine usually end up as pajamas or for when I work in the garden or do paint work.

Except for one. Probably the oldest one. It was given to me by Wildeco, a communication agency in Sweden, specialized in financial and strategic communications in the mid nineties, i.e. about two decades ago!

So, what makes this different?

  • Usually they are poor quality. This one is of great quality. (as you can tell from its’ age)
  • Often they are in bright colours. This is in a discrete, versatile light grey.
  • Usually they are full of BIG logos or other promotional messages, on the chest, the back or the sleeves. This has a very discrete logo that you end up tucking into your trousers.  (bottom left in the picture)

Because this polo has a target audience of one: the bearer.

Other promotional t-shirts try to use us to broadcast promotion to people around us. But since they often are of poor quality and usually ugly, they end up in the drawer or in our garden where their purpose is completely lost.

This one is intended to remind me, the person wearing it, about Wildeco. The quality of the polo supposedly reflects the quality of their work. And it works. I use it more than any of the others, each time I do I recall Wildeco and now I even end up promoting them in this blog.

They thought carefully and differently when creating this polo. And they succeeded. Cudos to Wildeco for putting some extra thought behind such a mundane thing as a t-shirt giveaway.

The ideal advertising client – NOT

Facepalm from Wikipedia
Ohhh not again!

Vacation and lousy weather often result in sorting out old files and drawers. This summer is no exception.

In one of those piles of papers I found a list which I must have created in a moment of frustration during my days as an Account and Project Manager at an Advertising and Communications Agency a decade and a half ago. I just couldn’t throw it away without sharing it in a blog post to see if others recognise some of these too frequent behaviours of advertising clients. Do you?

  1. Always ask for a bigger logo
  2. Always as for the product to be presented on page 1
  3. Always list three or more product characteristics that all have to be included in the headline
  4. If there’s something in the suggestions from the agency that you don’t like, say so. But don’t tell them why.
  5. Ask for advice but do something else
  6. Approve substantial costs without blinking an eyelid, but scrutinise all studio and courier costs in detail
  7. Obtain creative briefs, time plans and quotes only to later decide to do it all in-house, using said creative briefs, time plans and quotes
  8. Give feedback three weeks behind schedule but still get upset when the project runs late
  9. Always question why the copywriter should take part in the initial idea phase
  10. Always and every time, surprise the agency with panic jobs at five to five, preferably on Fridays.

On the other hand, I learned that the cardinal mistake by advertising and communications agencies was… lack of communications. A lesson I have brought with me to everything I’ve worked with subsequently. Projects usually start of very intensively. Lots of communications, briefings, quotes, ideas, suggestions, planning and other interactions. Later, you usually enter a phase of research, production or similar desk work. Even if everything runs just smoothly and according to plan, it’s easy to go silent. “Busy working. Don’t disturb”. But after that phase of intensive communications, it’s easy that clients get “withdrawal symptoms”. If they don’t hear from you, their mind starts generating all kinds of fantasies of what might have gone wrong. And “no news is good news” becomes “no news means the agency is busy working on a new pitch for another client” (which may be true from time to time, unfortunately).

So, just keep communicating. Even if it’s just a message of “We’re on schedule”, “All’s working as planned”, “Here’s an example of where we are right now” or something else comforting the troubled mind. Just don’t go silent.

Helping out while chilling out

Helping out while chilling out
Credit: Franklin Pi, Flickr. Published under Creative Commons

At the end of today, I will switch on my out of office message and leave for three weeks of vacation. But colleagues who reach out to me will still have a fair chance to get the help they need and their questions answered.

Not by me, though. By my internal network.

In IBM, where I work, we have a huge internal social network. Like here on LinkedIn but within the firewall (plus blogs, easy web publishing, social bookmarks, forums, ideation and some other things that you have to combine from different providers on the public web). It’s called IBM Connections and is my major source for work efficiency, effectiveness, inspiration …. and help.

So, instead of the usual OOO telling you that I’m gone, that I’ll be back on 14 August and leaving you waiting until then, my message says: “I’m on vacation until 14 August. If you post your question on my board in IBM Connections instead <link>, my helpful network of about 1800 IBM’ers will have a chance to help you in the meantime (unless it’s about something sensitive or confidential of course. If it is, and urgent too, please send me a text message and I will try to get back to you.)”

This way, colleagues in need of help have a good chance of getting it and there will be fewer urgent things overloading my inbox on my return. Win-win!

And OOO that not only tells you when people will return, but that actually solves problems too! How’s that for a personal and business benefit of having and using an #ESN, Enterprise Social Network?