Se ha denunciado esta presentación.
Utilizamos tu perfil de LinkedIn y tus datos de actividad para personalizar los anuncios y mostrarte publicidad más relevante. Puedes cambiar tus preferencias de publicidad en cualquier momento.

How to handle internal politics that block digital initiatives

Why do internal politics hinder digital initiatives? Because of people and power! Here are some techniques and strategies to avoid or mitigate the impact of internal politics and make it easier to succeed in your digital initiatives.

  • Inicia sesión para ver los comentarios

  • Sé el primero en recomendar esto

How to handle internal politics that block digital initiatives

  1. 1. Strategy Advisor 18 years of extensive hands-on consul9ng experience with intranet and digital workplace strategy in over 60 large, global organiza9ons. Ten years of research: annual surveys and reports since 2006 Researcher Approximately 300 organiza9ons worldwide each year • Air France • Air Liquide • Allianz Worldwide Partners • Biocodex • BNP Paribas • Euler Hermes • Euronext • Group SEB • LafargeHolcim • Nokia • SNCF • Société Générale • Sodexo • Vinci Paris-based Workgroup Author MITSloan Management Review Neutralize Internal Poli9cs in Digital Ini9a9ves How Digital Leaders Inspire Engagement Harvard Business Review Tracking the Trends in BYOD The Company Cultures That Help or Hinder Digital Transforma9on
  2. 2. Deepen involvement Broaden decision-making Fluidify silos Why do internal poli9cs hinder digital ini9a9ves and what can you do about it? Jane McConnell • Advisor • Analyst • Workshop Facilitator • jane@netjmc • @netjmc
  3. 3. The Why It’s about freedom, power and compromises. In the beginning…
  4. 4. Communica9on IT HR Leadership Message Toolset Profiles Decision-Making Target and Timing Rollout Exper9se (Personal Branding) Hierarchical Controls Losing Control? 41 Authorita9ve, stable managed dimension Structured collabora9on dimension Social collabora9on dimension 32 Authorita9ve, stable managed dimension Structured collabora9on dimension Authorita9ve, stable managed dimension Consumer- like cloud services BYOD (bring your own device)
  5. 5. 4 Social collabora9on dimension 3 Structured collabora9on dimension Authorita9ve, stable managed dimension Consumer- like cloud services BYOD (bring your own device) A coherent, global digital ini9a9ve Libera9on of people Mul9ple ini9a9ves Loss of control
  6. 6. Freedom of decisionsImposed from the top Our favorite flavorsCommon vanilla “We re happy with what we have now.” “We’ll build something beeer together.” A “coherent, global” digital ini9a9ve raises issues… …that ofen trigger internal poli9cal struggles.
  7. 7. Poll: Do internal poli9cs impact your digital ini9a9ves? • No problems! • It's a manageable concern, requiring special effort. • It's a serious concern holding us back. • Don't know.
  8. 8. Internal poli9cs intensify in digitally maturing organiza9ons manageable concern requiring special effort serious concern holding us back already dealt with this 18% 22%40% 6% 13%43% not relevant for us/don’t know 38% 20% 2016 2013 Data from 2013 and 2015 surveys of approximately 300 organiza9ons. Figures from the most digitally mature organiza9ons each of those years.
  9. 9. 1. Deepen involvement 2. Broaden decision-making 3. Fluidify silos The How
  10. 10. but it takes more than senior leadership to make it happen on the ground. 25 50 75 100 30 30 20 20 73 30 28 32 18 22 24 32 38 40 60 78 On-going Change ini9a9ves “owned” by front line and opera9onal people. Buy-in from all or most business units. Collabora9ve, cross-organiza9onal decision-making & planning. Top leadership strongly involved. Clear role of digital in company’s strategic vision. Alignment, coherent cross-organiza9onal framework. Data collected 2016. 311 people around the world.
 Numbers represent ac9ons, not inten9ons: “planned” and “not planned” are not included on the chart, which is why the bars do not quite reach totals of 100%. Agree & strongly agree Neither agree nor disagree Done Yes, and highly effec9ve Yes, but no impact Work in progress Natural 9me for Internal poli9cs BU, Country, Func9onal Management Opera9onal Reality 1 2 3 Opera9onal Comes in LastEnterprise Senior Management
  11. 11. BU, Country, Func9onal Management Opera9onal Front Lines Enterprise Senior Management Top Down Authority and Decision-Making Superficial Approach Listening, Sharing, Nego9a9ng Agreements BU, Country, Func9onal Management Opera9onal Front Lines Enterprise Senior Management Deeper Approach
  12. 12. Deepen Involvement… • Front Lines •Young, New Workforce •Value Behaviors, All Levels
  13. 13. 1. Deepen involvement 2. Broaden decision-making 3. Fluidify silos The How
  14. 14. Principles last . Strategies change. Examples All digital ini9a9ves will be clearly linked to opera9onal and strategic needs. We facilitate local ini9a9ves rather than force central solu9ons. All spaces, communi9es and team sites will be open unless there are confiden9ality reasons for closing them. …. Define the framework together. Iden9fy the fundamental principles. Decision-Making Freedom within a Framework
  15. 15. BU, Country, Management Opera9onal Front Lines Senior Management Define the framework together. Iden9fy the fundamental principles. Involve the right people from the beginning. Be sure to include people from the “edges”, those that are close to customers. Decision-Making Freedom within a Framework Project Ini9ator & Sponsor Understanding, Agreement Opera9onal Front LinesBU, Country, Management Senior Management And so on…
  16. 16. Who should decide? The person closest to the issue who is accountable for the outcome. By consul9ng those who will be impacted by the decision. By respec9ng the organiza9on’s fundamental principles. How? Place decision-making at the lowest level of accountability. Define the framework together. Iden9fy the fundamental principles. Involve the right people from the beginning. Be sure to include people from the “edges”, those that are close to customers. Decision-Making Freedom within a Framework
  17. 17. Broaden Decision-Making… • Simple Framework •The Edges •Sabotage
  18. 18. We can’t break silos. We can build connec9ons and flows between them. 1. Deepen involvement 2. Broaden decision-making 3. Fluidify silos The How
  19. 19. 1. Open informa9on sources. 
 2. Make work visible. 
 3. Complement, don’t duplicate the organiza9onal structure. 
 4. Open silos especially at the top. 
 Tips and examples:
  20. 20. Legal Financial Compe99ve Image Misinterpreta9on Inappropriate use Deliberate transmission to third-party Risks and consequences If Keep it closed Only then Poten9al “It’s confiden<al” “No one else is interested” Specific to a group or part of the organiza9on If Leave it open Then But no… Serendipity may bring unexpected benefits! 18% of companies with open informa9on systems say internal poli9cs are a “serious concern holding us back”. The figure is 51% for companies with closed systems. 1. Open Informa9on Sources
  21. 21. Working out Loud at NASA in the 1960’s - “Monday’s Notes” Key Managers for Apollo (L-R): Charles Mathews, Dr Wernher von Braun, Dr George Mueller. and Gen. Samuel Phillips. Text extracts and photo from Dr. Roger Launius. Case developed in Show Your Work by Jane Bozarth, 2014. heps://launiusr.wordpress.com/2011/02/28/comments-on-a-very-effec9ve-communica9ons-system-marshall-space-flight-center’s-monday-notes/ Senior managers, lab directors, project managers, and other personnel Every Monday - One page Note about week’s progress and problems sent to von Braun by individuals. 1 Von Braun commented in the margins of each Note. Returned to each person individually. 2 Full package of Notes duplicated and sent to everyone. 3 Wernher von Braun, in the 1960’s. Director of the Marshall Space Flight Center. Ini9ator of Monday Notes. Photo from Wikipedia. 2. Make Work Visible
  22. 22. 3. Complement, don’t duplicate the organiza9onal structure. 
 Allow only communi9es that are cross organiza9onal. 4. Open silos from the top down. 
 Prac9ce job-swapping at the top levels of the organiza9on.
  23. 23. Why do internal poli9cs hinder digital ini9a9ves and what can you do about it? Thank you! Get in touch with Jane McConnell • jane@netjmc • @netjmc Deepen involvement. Broaden decision-making. Fluidify silos.

×