For the past few months I have been working with leaders at Salford council who are rolling out an ambitious Future of Work programme. The council will be encouraging teams to work in much more flexible ways, with the option to work from any location across the borough, or to work remotely. To support this, Salford are investing in the facilitates and technology required... but also in the leadership skills and team behaviours that will enable this new way of working.
In the wake of the emerging coronavirus situation, the work that they are doing to enable this may be very prescient.
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We sat down for breakfast with HR (and Culture) leaders to discuss their experiences and challenges as they navigate digital transformation. We discussed change and the struggles they face in making sense of what digital means, let alone what is expected in terms of transformation.
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In the past, there was only one style of leadership: the bosses had all the answers. Things worked from the top down in a strict hierarchy, with leaders giving direction and tracking each employee’s actions as they all worked to one plan. But in the digital age things have changed.
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Thriving on uncertainty, that’s how Neil Costello, Head of Marketing at Atom Bank, describes the culture at the banking start up. It's a culture where people are less interested in knowing what you’ve done before and more interested in knowing how you go about things, how you can find a new way to tackle traditional challenges and at pace.
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Cities are large-scale organisms powered by human energy; probably the single greatest example of continuous transformation there is. What can our increasingly urban environments teach the organisations we work for about change?
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We've seen for ourselves how the opening up of competition laws has rocked the energy market, forcing businesses that have had monopoly for decades to think again about what they do and how they can best serve their customers.
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Leading change is hard. It is challenging and it is invigorating, but it is also extremely taxing. Looming over us is the fact that most business transformation programmes fail. And this is the case even when we endeavour to move an organisation from one known, fixed state to another.
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In 2014, having just hobbled over the line marking my two decades in digital to achieve veteran status, I was made redundant... by me. At the time, I was the Global Director of Digital Communications for an International NGO and came to the realisation that the existence of my role and department was the biggest impediment to wholesale adoption of digital as a discipline across my organisation.
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