Post by account_disabled on Dec 28, 2023 1:31:00 GMT -2
Subscribe Access and Share What to Read Next Top 10 Articles of the Year Twenty Years of Open Innovation Adding Cybersecurity Expertise to Your Board What Managers Should Ask About AI Models and Datasets Image courtesy of Think About Digitalization The paradox of change: While it increases the need for collaboration within an organization, it also makes collaboration more difficult. In my research and consulting work, I have found that this happens for three key reasons. First, identifying the right Internal partnerships become more difficult. In many organizations in transformation, especially agile work environments, employees are given greater freedom to make important decisions.
However, when they need help completing a task or solving a problem When executing these decisions, they are often unsure where to turn for support because they lack a broad understanding of who has what expertise in the organization. With technology, people can connect with colleagues in multiple disciplines. However, research shows that they A tendency to focus on information, ideas, and Job Function Email List skills possessed by surrounding colleagues (such as those in a work group or sitting nearby). This may be evidence of an attempt to control a large number of potential collaborators, since employees do not know which colleagues know what.
Get The Latest on Innovation Strategy The latest insights into workplace strategy and execution, delivered to your inbox once a month. What's Your Email? Sign Up Privacy Policy When people narrow their attention in this way, it weakens them There are benefits to being digitally connected, but that's understandable. Given how often and fluidly people move between project teams (perhaps week to week), they often don't develop relationships that would give them access to the company's expertise. Failure to find the right experts can easily lead to duplication of efforts and missed opportunities for efficiency and innovation. Second, it becomes more difficult to get colleagues to agree to collaboration requests, even experts who would be ideal collaborators.
However, when they need help completing a task or solving a problem When executing these decisions, they are often unsure where to turn for support because they lack a broad understanding of who has what expertise in the organization. With technology, people can connect with colleagues in multiple disciplines. However, research shows that they A tendency to focus on information, ideas, and Job Function Email List skills possessed by surrounding colleagues (such as those in a work group or sitting nearby). This may be evidence of an attempt to control a large number of potential collaborators, since employees do not know which colleagues know what.
Get The Latest on Innovation Strategy The latest insights into workplace strategy and execution, delivered to your inbox once a month. What's Your Email? Sign Up Privacy Policy When people narrow their attention in this way, it weakens them There are benefits to being digitally connected, but that's understandable. Given how often and fluidly people move between project teams (perhaps week to week), they often don't develop relationships that would give them access to the company's expertise. Failure to find the right experts can easily lead to duplication of efforts and missed opportunities for efficiency and innovation. Second, it becomes more difficult to get colleagues to agree to collaboration requests, even experts who would be ideal collaborators.