Smarter Working by Garry Rawlins. A sample of my work produced for various clients.

1. Is your digital workplace driving exponential growth or delivering marginal returns and savings?
Copyright Garry Rawlins 2016

2. Employees are not interested in engagement, deliver on their holistic needs and foster an impassioned workforce
Understand goals
towards a vision for
the organisation
Understand
organisation
purpose, values and
culture
Understand how
their work adds
value
Connect their work
to strategic
imperatives
Meaningful
Work
Belong to a culture
that encourages
sharing,
interdependence
and team spirit
Work in an
environment that
supports colleagues
and encourages co-
operative
relationships.
Collaboration
Know that benefits,
resources and
workloads are fair
and balanced
Know there is
consistent
application of
decisions, policies
and procedures
Know that
compensation is
based on
performance and
industry averages
Know that the
organisation acts in
an ethical and fair
manner across
customers and
employees
Fairness
Have the ability to
choose how tasks
are performed
Have the
information and
authority needed to
make decisions on
one’s work
Be trusted to do
one’s job without
interference
Know the
boundaries and
limits in regard to
decision making
authority
Belong to an
environment where
management style is
collaborative and
participative
Autonomy
Receive verbal,
written or monetary
recognition
Contribute to
positive relationships
with people
Be promoted based
on performance and
accomplishments
Recognition
Have support with
career and
development
planning
Have opportunities
to learn and grow
personally and
professionally
An environment
that promotes
learning, knowledge
sharing and career
progression
Growth
•
Sharing of personal
experiences
Build rapport and
understanding
Taking personal
and professional
interest
Demonstrate trust,
integrity and
compassion
Connection to
Colleagues
Source : BlanchardCopyright Garry Rawlins 2016

3. ▪ Number of connections
▪ Frequency of shared connections
▪ Diversity of connections
▪ Charting information flow
Easily and quickly understand influence in your
organization using your internal social network
Network analysis uncovers your key
influencers
Copyright Garry Rawlins 2016

4. New leaders emerge from Enterprise Social Networks (ESN) disrupting formal role hierarchy
▪ Social networks that emerge from ESN solutions can lead to a re-balancing
(positive or negative) of influence in organisations – away from formal hierarchy.
▪ Early adopters will derive more influence from their status as lead contributors and
role models. Initially this can be amplified by their formal hierarchy status based
on expectations.
▪ Over time the influence derived from formal hierarchy dissipates and becomes
more dependent on level of participation (quality and quantity of activity).
▪ Balanced and more engaged communication structures become the norm with
established ESN usage.
▪ Significant participation by appointed senior leaders early on helps lead by
example and set the tone before informal networks become the norm.
▪ Informal leaders emerge from social networks (groups), chosen by colleagues
based on interaction, sentiment and affiliation and whose influence grows over
time.
▪ Leaders (formal and informal) who tend to initiate interaction will be seen to
personify the essence of leadership helping to reinforce their influence.
Source : Riemer, Stieglitz, MeskeCopyright Garry Rawlins 2016

5. Radical innovation is NOT user centered – it proposes visions of future needs
 Radical innovation of meaning does not get too close to users
because the meaning users give to things is bounded by existing
sociological and cultural themes.
 Radical innovation demands views of evolution of society, economy,
culture, art, science and technology.
 Organisations must look at the bigger picture to see what people
could love in a yet to exist scenario and how they might embrace new
proposals.
 There are three key types of radical innovation – technology push,
design push and market pull.
 Radical innovation is often borne out of developing direct and
privileged relationships with the most advanced companies or
esteemed research organisations. Crowd-sourcing large numbers of
ideas is not a usual theme for these partnerships.
 Innovation whether radical, disruptive or incremental requires the right
types of collaboration.
Design Driven
(Radical)
Ideas Driven
(Ideation)
Output - Proposals
- Vision
- Framework
- Answers
- Ideas
- Opinion
Process - Depth
- Research
- Experimentation
- Speed
- Brainstorming
- Discussion
Team Dynamics - Convergence - Divergence
Assets - Knowledge
- Subject matter expertise
- Methodology
- Less constraints
Quality Metrics - Robustness of vision
- Impact of vision
- Number & variety of ideas
- Solution to a problem
Vision - Strong personalised - Culturally neutral
Existing Paradigms - Challenge/disrupt the
dominant
- Evolve the existing
Source : VergantiCopyright Garry Rawlins 2016

6. Are your Enterprise Social efforts simply re-creating collaboration silos – again?
Social networks are exclusionary and unfair since people tend to associate with
others like themselves (‘homophily principle’ - Lazarsfeld). Networks often form with
people who have similar characteristics and beliefs.
Weak ties facilitate the flow of information from otherwise distant parts of a network.
Individuals with few weak ties will be deprived of information from across the social
system and will be confined to provincial news and views of close colleagues.
The critical function of weak ties is to bridge network segments. They must serve as
conduits bearing information and influence that plays an important role to the
members of the groups.
Weak ties help to integrate social systems. Social systems lacking in weak ties will
be fragmented and incoherent. New ideas will spread slowly and endeavors will be
handicapped.
The usefulness of strong ties vs weak ties is dependent (but not exclusive) on social
status, personality, culture, race and geography.
Groups that are a mirror image of existing business teams simply reinforce current
strong ties and their closed loops of information.
Source : Lazarsfeld, Kadushin, GranovetterCopyright Garry Rawlins 2016

7. Ideation platforms help break down the barriers to ‘traditional’ brainstorming
Limited time often means participants do not
contribute as much as they would like.
Ideas are easily forgotten as thoughts become
distracted
Members hold back some of their ideas that they
pre-judge as not deserving merit or may be
ridiculed.
Group members might not think about other ideas
apart from those already mentioned.
Ideas are presented serially and this may limit the
diversity of thoughts.
5 Key Constraints
Members can formulate their ideas with as much
detail as they want - attaching media and links.
Members do not have to wait for their ‘turn’ to
contribute ideas.
Contributions can be made from anywhere and at
anytime using mobile access.
Ideas can be absorbed, digested and reflected
upon in whichever way is most suitable for the
individual member.
Popular or ‘trending’ contributions can be easily
and quickly identified in real time.
Platform Advantages
Copyright Garry Rawlins 2016 Source : Riemer, Scifleet, Reddig

8. Successful Enterprise Social Network
based internal communications
Discussion
(38%)
• Offer Opinion
• Speculate / Ask
• Provide Content
Updates
(14%)
• Status (I’m doing)
• Task (Completions)
• Upcoming event
Information
Sharing
(15%)
• Links internal &
external
• Document / Image
• Audio / Video Media
• Articles or Reference
• News
Ideation
(5.8%)
• Brainstorm
• Critique (Discuss)
• Select
Problem
Solving
(13%)
• How to
• Resources
• Clarification
• Experience
• Contact (Experts)
• Learning
Social &
Praise
(12%)
• Thanks
• Fun / Informal
• Social Feedback
Other
(2.2%)
• Letting off steam
• Salutations
• Random thoughts
ESN Communications Model
An ESN based internal communications model must
consist of a portfolio of prescribed and opt-in groups
across three broad categories:
1) Business Functions (incl. All Company)
2) Business Goals
3) Subject / Theme / Topic
Each employee must be a member of at least one
group in category 1. Essential news at the
organisational level can be delivered easily.
Employees should be encouraged to join groups in
category 2 based on business goals aligned to their
specific job role. Outcomes in these groups ideally
should have tangible influence on employee
performance metrics.
Category 3 provides ad-hoc groups based on suitable
interests both work related and fun.
Types of ESN communication
Source : Riemer, Scifleet, ReddigCopyright Garry Rawlins 2016

9. Build your internal ‘employee brand’ and drive your influence across the organisation
using enterprise social networks - its easy and free …
ESN usage helps change employee influence
1. Formal influence is derived from an employee’s position in the
organisation – conferred by their job role.
2. ESN usage enables employees to move into positions of greater
informal influence by way of their contributions to the network –
more active users are more influential.
3. Employees create an internal brand that is a mixture of formal and
informal influence. Informal influence is often tied to experience
and maybe very different to formal influence normally based on
qualifications.
4. High senior leadership participation early on helps legitimise ESN
use and thus new informal influence structures that may form.
5. All hierarchical levels become more equally involved with the ESN
over time, and communication between hierarchical levels
intensifies as long as employees see a benefit.
Source: Kai Riemer
Professional Services Organisation that deployed Yammer
Copyright Garry Rawlins 2016

10. Is your organisation designed for effective digital workplace collaboration at scale?
Copyright Garry Rawlins 2016
StrategicPositioning
•Align with specific strategic
objectives.
•Support key business
goals.
•Measure business benefits
both tangible and
intangible.
•Continual improvement
based on ever changing
business landscape
(challenges, disruption and
innovation).
Leadership&Culture
• Leadership
- good leaders
encourage sharing of
information, devolve
decision making
responsibility, connect
people around them and
draw peripheral
individuals in.
- envision tasks as
challenges sufficiently
large and complex that
demand collaboration.
- recognizes that
problem solving often
needs opinions
regardless of hierarchy
and experience.
- communicate and
celebrate effective
collaboration.
- courage to deal early
on with correcting
interpersonal tensions
and improving political
dynamics.
• Cultural Values
- culture is generated
and transmitted through
organizational social
networks.
- collaboration is derailed
if there is a mismatch
between values and
desired behaviours.
- nationality and cultural
norms can have a
substantial impact.
FormalStructure
• Organising Units
- overly rigid boundaries
within a function, division
or department hamper
co-ordination with and
learning across units.
Performance metrics
must provide incentive
for collaborative working.
• Decision Rights
- reallocate decision
rights to the appropriate
levels across the
organisation.
• Integration
- Establish flexible
networks of managers,
strategists and functional
experts to connect
people and continually
refine information sharing
(processes and tools).
WorkManagement
• Managing
Projects & Work
- focus on collaborative
opportunities instead of
on individual
accountability to improve
problem solving,
employee morale and
relationships.
- reach out to experts to
promote knowledge
networks, team working
and deliver better
solutions.
- methodologies should
incorporate reflection and
learning activities during
and after work.
- formal processes can
sometimes undermine
effective collaboration
particularly during hand-
off from one function to
another.
• Context & Tools
- collaboration occurs
more easily in close
proximity.
- deploy a toolkit of
appropriate technologies
to support collaboration.
- guide and train
employees to use the
best solution for their
work needs.
- make finding relevant
experts, learnings and
information easy.
HRPractices
• Recruitment
- interviewing for
collaborative behaviours
but then basing
compensation on
individual
accomplishment is
counter productive.
• Orientation
- quickly draw new hires
into networks of
established colleagues
helping with integration
as well as publicizing
new hire expertise.
• Development
- training and
professional
development must
support knowledge
transfer and help build
effective personal
networks.
• Evaluation
- use a multi-pronged
approach to evaluating
employee performance.
The process must
command integrity and
fairness.
• Rewards
- formal rewards signal
whether collaboration or
individual achievement is
important.
Source : Cross, Parker

11. The digital workplace does not exist in isolation to your wider digital strategy – understanding the landscape
External Social LinkService Delivery Business RecordsWorkplace
- Business Partners & Affiliates
- B2B Communities
- Extended Supply Chain
- Open Innovation
- Research Partners
- Social Feedback Groups
- Influencer Engagement
- Crowdsourcing
- Social Media Channels
- Digital Presence
- Marketing
- Customers & Marketplace
- Customer Care
- Communities
- E-commerce
- Mobile Apps
- Messaging
- Content
- Location Aware Services
Business Web
Apps
External
Services
(open &
bespoke)
Multi-device
access
- Cloud infrastructure
- Identity
- Security
Secure Apps
Store
- Rich User Profiles
- User Activity
- Expertise
- Federated Enterprise Search
- Discovery
Linked Big Data
Intranet &
Collaboration
Enterpris
e Social
Network
Unified
Communications
Enterprise Graph
Aware Apps Integration
Enterprise
Content
Management
Customer
Relationship
Management
Enterprise
Resource
Planning
Line of Business
Systems
Email Service
- External Listening
- Sentiment Analysis
- Business Intelligence
Copyright Garry Rawlins Source : Hinchcliffe