Workplace Innovation

  • Can ICT Vendors be Trusted Advisors?

    Conclusion: ICT vendors invest in training their Account Managers or Sellers to be “Trusted Advisors”. The training is to improve the seller’s skill to be able to help their clients achieve success both in business and at a professional level. A client organisation’s expectations are that the vendors should at best be “Competent Advisors” in terms of the solutions or products they represent. Few, if any, employees in client organisations are relying on or expecting their success to be based on the strength of a “Trusted Advisor” from a vendor.

    Few sellers can ever achieve the highly valued position of being a true “Trusted Advisor”. The way vendors manage and reward their “sellers” generally has nothing to do with the client recognising them as a “Trusted Advisor”.

    Sellers from vendors know their primary measures are on their sales results. This is what their management really expects them to be focusing on and achieving.

  • Digital: Use it to garner support for your next initiative, but avoid the risks!

    Conclusion: The use of the term ‘Digital’ as an adjective plays a particular role in both public and private sector initiatives. Like similar terms of the past, it creates a space for agreement among multiple stakeholders, even when there is a lack of universal understanding. This is useful when an initiative includes an interplay of technology and culture. It allows advocates to collapse a multitude of complex issues into a simple catch-all phrase to which everyone already agrees. However, understanding the benefit of using ‘Digital’ to gain agreement for an initiative needs to be weighed up against the potential of seeing well-intentioned initiatives implemented in unexpected ways.

  • How to shortlist the best team collaboration solution

    Conclusion: Team collaboration solutions can be categorised by the types of work they focus upon. These are: project (time), people (social) and product (document). When choosing a team collaboration tool consider what the organisation’s teams most commonly collaborate on –projects, personal interactions, documents and ensure this work focus is a primary selection criterion.

  • Why Organisations need an Information Security Outreach Function

    Conclusion: Security leaders know that it is not enough for the security group to do its job; they must be seen to be doing their job. This need for communication between security and the business is resulting in organisations creating outreach roles. Many organisations have yet to realise that this communications gap directly impacts their risk management capabilities. While the security team may be executing its work with technical accuracy, it is not serving the true needs of the business. The key to bridging this gap is an outreach function.

  • Do not believe everything you read. IT outsourcing can provide innovation.

    Conclusion: For outsourced IT or business processes, innovation that is measurable and practical must be managed and aligned with your outsourcing provider. The further up the business value chain you engage in offshoring and outsourcing, the more critical this development and integration of innovation becomes. Unfortunately in practice this has proven more difficult. As a result, innovation in outsourcing contracts has been lacking. This lack of success has led to questions around the actual potential for outsourcing to provide innovation. of the actual capability for outsourcing and innovation.