Recent opportunities for The Denovati Group may be an indication that we’re finally approaching a tipping point when it comes to digital leadership education, training that can help current and aspiring leaders at all levels better prepare themselves for today’s digital realities and their digital futures. In this article I underscore the need for these programs and offer some thoughts on what they should include and how they should be delivered.
President Obama and the Department of Labor have announced a new overtime compensation rule (effective December 1, 2016) that will make millions more workers in the United States eligible for overtime compensation. This article adds a digital dimension to the discussions about the change and offers some guidance to employers about what the current and proposed Fair Labor Standards Act (FLSA) requirements mean for them (as well as for managers and employees).
Highlights of an interview I did with Learning.com in fall 2015. The focus was on digital literacy at the primary and secondary levels; however, the ideas and arguments extend beyond that. Digital literacy is an issue that all organizations and organizational leaders need to make a top priority for the foreseeable future.
There are five new dimensions of leadership necessary for success in the Digital Era. This article provides a summary of these dimensions, along with related action items. A fuller description of the dimensions and recommendations is available via TD Magazine, in both text and audio (podcast) formats.
Graduation season often inspires people to contemplate what the next chapter in their own lives should be, including reflecting on their careers to determine how well equipped they are for the future and whether (and how) they need to change course. Here's a quick reference to Denovati SMART articles and related pieces that offer guidance on how to manage a career in the Digital Era, including searching for jobs.
Assessing the pace of change in the Digital Era depends on whether we're talking about technology or people and human systems. The former is advancing at lightning speed, the latter at a snail's pace. As the Digital Era progresses, technological capabilities continue to outstrip our capacity to address the opportunities and challenges they present. We need to bridge (or at least narrow) the digital divide and enable humans and human systems to evolve more in concert with technology. It won't be easy.
Framing digital technology as a means to an end rather than an end unto itself can help girls and young women in particular realize the diversity of career options for women available in the Digital Era. This knowledge can in turn encourage them to pursue areas of study and choose professional paths that combine topics about which they're passionate and knowledgeable with technology.
For many, the notion of "women in technology" is focused on computer science and the tech industry. Should the definition be so narrow? Do we really want to send the message to girls and young women that aspiring to be coders and tech entrepreneurs is the best (or only) way they can make a professional contribution in the Digital Era? This essay offers a broader perspective.
To be a leader in the Digital Era requires complementing and extending traditional leadership competencies with a new set of knowledge, skills, attitudes and behaviours that reflect today's realities and embrace tomorrow's possibilities. Making the necessary changes will require both rational and affective shifts among leaders, starting with the recognition that digital technologies are now the norm. It's a brave new world - even if they want the old one back!
Recognizing and respecting that digital property is in fact "real" property requires organizations to (1) make sure they own their own domain name(s) and lay claim to related social media properties, (2) require all official email be sent via domain-linked accounts, (3) take cybersecurity seriously, (4) maintain a presentable web presence, and (5) create policies and procedures (and commit necessary resources) to maintain digital property in the best possible condition at all times. (August 9, 2014)
Managing risks is part of the cost of doing business, and managing them well can be a competitive differentiator, in both the economic marketplace and the war for talent. A relatively small percentage of organizations have addressed Digital Era risks in a meaningful way, however. This post provides an overview intended to help organizational leaders understand some of the challenges and complexities and begin to map out a (new) course of action for managing Digital Era risks. (May 27, 2014)
The evolution of social and digital technologies proceeds unabated. We continue to witness dramatic changes, and it’s safe to say that the anticipated changes promise to be equally profound. Even if you don’t consider yourself an early adopter or are a digital Luddite, it’s virtually impossible to avoid the impact of these changes both personally and professionally. This post offers nine bottom-line insights about what technology trends mean for both individuals and organizations.
Even though we all use the World Wide Web regularly for both work and pleasure, most of us would be hard pressed to define exactly what it is, describe much about its history, and/or articulate details of its impact. This primer offers a quick introduction to all those things.
Individuals and organizations are facing a variety of Digital Era challenges. Knowledge and understanding, related digital competencies, and time and information concerns are among the biggest issues that need to be addressed. In addition to the thought leadership and conceptual and tactical guidance provided by via our SMART Resources, The Denovati Group has developed several SMART Learning service offerings that can help. This article shares information on both the challenges and our solutions.
Developments in social technologies, increased frustration with traditional survey methods and a general movement towards mass transparency reflect society’s growing preferences in the Digital Era. In light of these changes, Silverman Research conducted a study using a collaborative, online tool to assess how the public view the changing face of employee opinion research – in particular how technology will change and shape the process of collecting employee opinion. This post summarizes the results of the study and provides access to the full report. (February 4, 2014)
There are five main barriers to digital engagement by organizations, their leaders, and other senior professionals. This post describes those barriers - including lack of knowledge and understanding, framing that leads to risk aversion, poor/no roadmaps, and inadequate resource allocation - as well as the factors that will help break them down. Additional insights are welcome.
Recent and forthcoming Twitter changes may serve the company's short-term interests, but they may not lay the best foundation for long-term success. This post offers five strategic cautions that remind Twitter to think of itself as a utility rather than a novelty, capitalize on its unique strengths, minimize existing prejudices and points of resistance, and be welcoming to the broadest range of potential users possible. Additional insights are welcome. (January 6, 2014)
Social media is still a novelty to many professionals, especially those in leadership positions. Rather than viewing social and digital technologies as a radical departure from traditional communication approaches, however, it’s better to think of them as “new tools for doing old things” and to remember they are facilitators and enablers, not an end unto themselves. Reflecting its role as a utility, best practices for social media management are emerging. These include focusing on the strategic as well as the tactical, effectively managing human capital resources, and managing Digital Era risks.
In the Digital Era, new definitions of acceptable and unacceptable behavior have to address not only new ways of communicating, but traditional forms as well. This post offers three reasons why unsolicited, unscheduled phone calls are a generally a poor practice and reinforces the idea that we must constantly think about the best ways to maximize the efficiency and effectiveness of our communications, for both ourselves and others. (December 18, 2013)
Logo design in the Digital Era requires attention to a unique set of factors to ensure the logo renders well in a range of applications. These considerations include simple design, strong colors, scalability, complementary fonts, monochromatic renderings, deconstruction and reconfiguration. Additional suggestions are welcome. (December 16, 2013)