Personalizing change management in the smartphone era
By Alexander DiLeonardo, David Mendelsohn, Nikil Selvam, and Alexandra Wood – CEOs know that making organizational change stick requires convincing big groups of geographically dispersed people to think, act, and approach their work differently. And this is devilishly hard, as human beings are motivated by many things, have different fears and aspirations, feel varying levels of empowerment and commitment, and tend to be reluctant to change in the first place. Undifferentiated approaches that don’t carefully consider employees’ mindsets will fall flat and may even breed cynicism that saps morale and undermines progress.
The good news is that when it comes to personalization, senior executives have plenty of inspiration, courtesy of analytical pioneers such as Instagram, Netflix, and Spotify, all adept at tailoring products to meet individualized preferences via apps and other easy-to-use digital platforms. A large global manufacturer’s ongoing experiment in tech-infused mass personalization shows how this thinking can be applied to organizational change. The company’s experience suggests how smart combinations of digital technology, analytics, and behavioral science can make change more inclusive and persuasive—and help employees unleash their enthusiasm in ways not possible otherwise. The key is to use the available tools to better understand people and meet them where they are—a guiding principle that’s equally relevant for implementing long-term change and for leading a remote workforce through the current disruptions caused by the COVID-19 pandemic.
For a few years, the manufacturer had tried with limited success to implement cultural changes across a key region’s 7,000-strong workforce—for example, by promoting behaviors it hoped would break down silos, empower and motivate frontline workers, and bolster performance. Now the CEO wanted a fresh start. An assessment highlighted places where the company’s organizational health was poor or needed strengthening. From these areas, senior leaders focused on three management practices: operational discipline, inspirational forms of leadership, and the use of rewards and recognition to better motivate employees.
The company then formed a team to translate these broad cultural goals into specific mindsets and behaviors that would both generate the desired organizational outcomes and also help employees better understand how they personally contributed to the improvement. For example, the manufacturer wanted employees to think of operational discipline as everyone’s job. One tangible way to promote this would be to encourage shop-floor operators and supervisors to consciously review the company’s “golden rules of safety” before every shift. Likewise, the company sought to instill a mindset of valuing continuous improvement and celebrating small victories. One way of doing this would be to encourage people to speak up immediately when they saw a colleague do something positive (a motivational take on the mantra “if you see something, say something”).
The team now had a discrete set of behaviors they wanted to encourage. But they knew that to do so effectively, they needed to meet people where they were—they couldn’t simply tell people to change. The team needed to address any mindsets or beliefs that could act as barriers. more>
Posted in Book review, Business, Economic development, Economy, Education, How to, Net, Science, Technology
Tagged Business improvement, Change management, Internet, Jobs, McKinsey, Skills, Smartphones
Next-generation networks help DOT’s deliver quality motorist experience
Converged packet-optical technology enhances Department of Transportation’s intelligent transportation systems while paving the way for future automated highways.
By Daniele Loffreda – On statewide highway systems, road conditions can change without warning. Snowstorms, rockslides, vehicle collisions, traffic congestion and wildlife activity are just a few examples of sudden changes that can disrupt road travel. For Department of Transportation (DOT) traffic managers in central operations centers, accessing real-time data from remote roadside “smart” devices is critical. Trying to resolve roadside problems from afar without real-time data is like trying to steer a car that has a mud-splattered windshield. Although there may be a few clear patches, it is nearly impossible to see the whole picture.
Traffic managers need real-time access to data flowing from intelligent transportation systems (ITS) technologies, smart traffic control devices and connected vehicle applications. Combining this data with analytics software provides traffic managers a clearer view of what is happening throughout the highway system. Armed with these insights they can quickly resolve problems, dispatch emergency crews, alert motorists to pending hazards, and recommend alternative routes to their destinations.
The challenge? The enormous data volume generated by video cameras, sensors, monitoring devices, vehicle to infrastructure (V2I) and other technologies can quickly clog a network increasing congestion and outages. more>
Posted in Business, Economy, Education, How to, Net, Science, Technology, Transportation
Tagged Broadband, Business improvement, Ciena, Fiber optics, Internet, Skills, Technology