Catherine Shinners

Two recent Harvard Business Review articles highlight the ongoing challenges with using collaboration and digital tools. According to the authors, leaders and knowledge workers are left scrambling through an array of tools often with little guidance and support on how best to incorporate them in their daily work life. I’ve worked on digital transformation initiatives…

There is currently a tsunami of business articles about the post-pandemic work location of employees – full return-to-office mandates, hybrid models with in-office days each week, and some remaining fully remote. Equally there is a swirl of rationales – suggesting employees benefit most from in-person coaching and mentoring, experience better collaboration in office, and that…

Digital workplace projects like enterprise social network (ESN) implementations or large scale social collaboration tools often move ahead, understandably, as an IT-lead project, with perhaps HR or internal communications partnership to help improve employee engagement.  Upfront planning and alignment on broader strategic business objectives are often missing, however. As projects roll out organizations and digital transformation teams…

Companies continue to use traditional change management approaches to move important initiatives across their organizations – initiatives such as Agile development, data science or overarching digital transformation efforts.    Such initiatives not only involve getting stakeholder support and orientation and baseline executive buy-in, but means moving major cohorts of the workforce, if not the entire…