Technology in the Modern Workplace: How to Work Digitally and Effectively

Modern Workplace

Working effectively means finding the best ways to combine digital and physical space to capitalize on their strengths. Digital space enables us to collaborate across distances, access vast amounts of data and information, automate repetitive tasks, and customize our work environment. Physical space enables us to interact with tangible objects, experience sensory feedback, bond with others through social cues, and enjoy serendipitous encounters.

Working digitally means more than just using digital tools. It means changing how we think about and use the workplace. Instead of seeing it as a physical location that provides access to equipment, information and co-workers, we can see it as one of many virtual places where teams gather when working on shared problems and solutions. This virtual place can be accessed from anywhere, at any time, by anyone who has the right technology and permissions.

Working effectively means finding the best ways to combine digital and physical space to capitalize on their strengths. Digital space enables us to collaborate across distances, access vast amounts of data and information, automate repetitive tasks, and customize our work environment. Physical space enables us to interact with tangible objects, experience sensory feedback, bond with others through social cues, and enjoy chance encounters.

The modern digital workplace is not a single monolithic place either. It consists of various places designed for different purposes and activities. For example:

  • A home office for focused work that requires minimal distractions
  • A collaboration space for networking with other professionals and accessing shared resources
  • A conference room for formal meetings that require high-quality audio-visual equipment
  • A break room or kitchen for informal chats and social interactions
  • A lab or workshop for experimenting with physical prototypes and materials

The challenge is to choose the right place for the right activity at the right time. This requires understanding the purpose of each place, the preferences of each worker, and the possibilities of each technology.

Scheduling seems to be the biggest issue we have at the moment. Ideally everyone would do focused work on the same day of the week (in their home office) and would do collaborative work on another days (in collaboration spaces). Many organisations have tried mandating specific days in the office, but employees have difficulty aligning the type of work they do on a given day to their location.

The choice of technology depends on factors such as:

  • The nature of the work:
    • Is it creative or analytical?
    • Is it individual or collaborative?
    • Is it routine or novel?
  • The budget:
    • How much can the organization invest in technology?
    • What is the expected return on investment?
  • The culture:
    • How open is the organization to innovation?
    • How willing are workers to learn new skills?
  • The regulations:
    • What are the legal or ethical implications of using certain technologies?

Choosing modern technology for the workplace is not an easy task. It requires careful planning, evaluation, testing and implementation. It also requires ongoing monitoring, maintenance and improvement. But when done well, modern technology can enhance productivity, creativity, engagement, and satisfaction among workers.

Technology can also help organizations achieve their strategic goals, adapt to changing contexts, and gain competitive advantages. Technology is a means to an end. The end is creating a modern digital workplace that works digitally and effectively for everyone.

Disclosure: The first draft of this post and the featured image were created by Bing.

Almost 5 billion online, 3 billion offline

Covid has provided a boost to the number of people online over the last couple of years, according to the ITU, but still almost 3 billion people have never used the internet. The vast majority of those are in developing countries.

Other digital divides in internet use are apparent when comparing men/women, urban/rural and generational usage.

Infographic: Disconnected: 2.9 Billion People Still Offline | Statista

You will find more infographics at Statista

Gartner Symposium 2020

Last week I attended Gartner’s EMEA Symposium. Normally held in a large, crowded convention centre in Barcelona it was, of course, virtual this year.

The content of the sessions was much as normal for a Gartner event; insightful, optimistic and visionary. An advantage of the video sessions was that you had the opportunity to replay sessions that clashed with those you attended, and as Gartner generally schedule 9-10 sessions in every time slot I found this to be really beneficial.

The Workshops, Roundtables and 1-1s went ahead as usual, as they fit nicely into a video meeting/call format.

However the randomness of holding a conversation with someone from a different sector, and a different country, and a different organisation size was missing. I generally attend this event for the content but consider these interactions to be a valuable bonus.

There were excellent sessions covering “composable business” (Gartner’s theme for the week, though IBM may have come up with the term in 2014), short-term trends (“People Centricity”, “Location Independence” and “Resilient Delivery”), long-term views (“The majority of citizens in the world are augmented” by 2040), and current issues (COVID, Digital/AI Ethics, AI in general). The guest keynotes by Simon Sinek and Dr. Julia Shaw were also thought-provoking.

Being a Generalist

I have always been happy describing myself a “generalist” and so I have always really liked this Forbes article entitled “The Power of the Generalist – And How They’ll Rule the Future“. This was echoed by this HBR article, “All Hail the Generalist“. Both of these articles were published in summer 2012. A more recent post in the same vein would be HBR’s 2019 article, “Why Data Science Teams Need Generalists, Not Specialists“.

The increased popularity of an agile approach to both software development and project management in general may well have moved us on from a debate about “generalists” vs “specialists”, or not.

Agile approaches encourage people to have both broad and deep knowledge, to be T-shaped, or a “versatilist”. Teams comprising a diverse collection of these abilities may include generalists, taking an holistic overview, versatilists, translating the holistic into broad technology groups, and specialists, implementing and optimising the individual components.

The above Forbes article does not mention T-shaped versatilists. And if it was written today I suspect the title would be “The Power of the Versatilist – And How They’ll Rule the Future”. Although “versatilist” is a truly horrible word I do prefer it to “T-shaped”, as the “T”, taken quite literally, implies a single expertise, and that the “depth” and “breadth” are similar in scale.

SharePoint Look Book

The Microsoft SharePoint look book site is a great source of ideas and the templates to implement them. The templates are mostly for sites which are part of a corporate intranet but they also include an employee onboarding solution which is externally facing.

As well as providing inspiration there is also a Microsoft 365 learning pathways site which contains excellent training resources covering all the components of Microsoft 365.

You can stay up to date on the latest features in SharePoint, as related to its use as an intranet, on The Intrazone podcast.