a sharp turn left

a sharp  turn  leftThose who have read my LinkedIn profile know that for a period of time I acted as the CIO for a company in the communication business. I missed out on getting the job fulltime.

As I’m curious I wanted to know why and what was necessary to be successful in the future. A number of frank discussions followed, notably one with the hiring manager and one with the successful applicant (my new boss). That brought some significant details to light: Continue reading

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Bullshit!

Should I put in an excuse for a strong word like that in the subject line?

You might think so. And you are probably right.

Albeit, today I’m not. Let me explain.

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The trouble with Communication Excellence

You know I work in IT. Corporate Information Technology is known for sending out information emails so everybody in the organisation knows if any of the IT services is being upgraded, patched, serviced or replaced with something new and better. And this is not just in those organisations I worked for it’s a common theme in most organisations independent of location and culture. If yours is different – well done!

HR and Marketing have their own share of corporate communication. The internal communication specialists promote the corporate message, tell stories about achievements and are hot on the heels of employee engagement. The external comms master does the same just targeting business partners, contractors, customers and suppliers.

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Go and repurpose ideas!

(1) Creative Rituals

A few weeks ago I stumbled across a blog post by Justine Musk that talked about Creative Rituals. I love creativity and always thought it’s the opposite of habits. Creativity is doing something new, different, and exciting. And habits or rituals is doing things the same way, consistently and repeatably. I thought, aren’t creative rituals an oxymoron?

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Does knowledge drive action?

A year ago I attended a webinar about change management. The speaker, Peter de Jager, was talking about what makes changes fail and what are good changes. He had a nice little list

Good Change Change failures
management of the change is facilitated management is dictated
good communications about the change poor communication
lots of planning lack of planning
all stakeholders are involved no involvement of key people
pro’s and con’s are clearly identified the change is not reality based
clarity of change objectives no clear benefit

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Design then test or test then design?

look ask model discuss actTen days ago I attended a workshop by Kent Harmon about knowledge capture and re-use. It was nothing ground breaking new, it was not rocket science, and still it was fascinating.

Kent reminded us how we learn. Or better how we used to learn when we were little.

By asking Why?

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How to communicate Change

For the last week I’ve been thinking about a couple of ideas for my blog. Nothing stood out and then I received an unexpected email from Google:

Now, I’m used to read Google’s blog where they announce upcoming changes. But this one is different. It’s for me the first time that I pro-actively get a “personal” email from Google announcing an upcoming change. I’m not going to discuss or analyse the change content itself but like to look at the way it is communicated. Continue reading