Remote Creativity

Creativity is what will see organisations blossom as we (hopefully) near the end of this pandemic.

In an office situation, creativity is aided by people bouncing ideas off their co-workers,  They can do this by simply walking down the corridor. When everyone is working from home, you have to find different ways of achieving this. One way is to schedule ‘bounce sessions’ where people with an idea get to present it to a colleague (preferably) or superior. These should be short, crisp sessions (15 minutes should be enough) via telephone or video conference designed to elicit the core of the idea, not details. This could be a regular occurrence, perhaps with colleagues paired up as ‘idea buddies’.  As ever with remote communications, it helps if the buddies have established a working relationship on a face-to-face basis before ‘home isolation’ started.

So, encourage - and support - remote exchange of ideas. You are not looking for detailed review or evaluation of ideas - simply confirmation that an idea is worth pursuing.  It will help the idea generator keep on track and means they receive positive feedback.  This helps them focus and move forward to develop the ideas with confidence.  Your organisation should be more successful.

Remote Maintenance

Remote working has been necessary during the pandemic - the alternative for many was no working.     Many organisations have adjusted to the need for remote technologies and remote communication.  Hopefully you have too.

Have you, though, adjusted to the need for remote team building?

Some of the tools and techniques of team bonding and team building work remotely.  Others do not.  

Organisations should think carefully about the makeup of their teams, and the degree to which teams have established themselves as effective and productive teams before they are forced to work remotely.  Those who are already established may make the transition easily and successfully …. but it might depend on the nature of the work and the degree to which it requires mutual confidence and trust.

You might consider ice-breaker games (for new teams), team quizzes and puzzles, virtual scavenger hunts, reward ceremonies  and so on - anything which improves communication,. engagement, morale and well- being.

It is ineffective to simply assume teams will bond and be productive; you have to create cohesion and cooperation.  Teams are vital cogs in your organisational machinery - and just like your machinery  and equipment, regular maintenance is essential. 

Beyond piloting

Many business leaders know that they should be thinking of digitally transforming their operations to harness the power and connectivity of modern electronic devices and networks.  

However too many of them approach ‘transformation’ in a cautious, tentative way.  They pilot technologies or apply them to small parts m the organisation ‘to see if they work’.

The problem is that the benefits only start to accrue when the whole organisation becomes interconnected and data flows freely across organisational boundaries.  At lesser levels of application, costs are often higher than the benefits.  

Business leaders want to ‘test and learn’ so they apply technology ta a distinct organisational silo - department, divison or process.  Not surprisingly, when the results are less than spectacular, they consider the pilot a failure and cease investing.

True transformation needs bold leadership and a holistic approach. The key is to integrate and interconnect several such pilots and assess the collective, cumulative impact.

Of course, there is an element of risk - and it is often worth working with a third party integrator or advisor with existing experience … but the leadership must be committed to transformation, rather than simple incremental improvement.

Beyond piloting lies productivity - and profitability!

Evolution, not Revolution

 Evolution is normally a more stable process than revolution.  Changes are incremental, slow and secure, embedded before the next change occurs.

So, if you can, you are probably better trying to evolve your business into an improved, more productive organisation.

The process still needs to be managed. You need to ensure the organisation is prepared for evolution.  The direction of travel needs to be determined. Staff need the necessary skills for the changed situation.  Technological changes need to be planned.

Its still not an easy process but an evolution from the present to a new vision can be managed and shaped if addressed systematically. 

(Of course, if the pandemic or market forces have put your business at risk or in crisis, you might need a revolution.  Good luck with that!)

In either case, you need to start now!