There are few business decisions more critical than determining how to provide an enabling environment for a workforce to operate efficiently and effectively. Yet the key levers of the modern digital workplace are still relatively unfamiliar to most executives.
Just as challenging is the technology space, which is complex enough — and certainly fragmented enough — that most corporate leaders are forced to assume they either have enough enabling collaboration technology already, or that someone, most likely in IT, is already working on an improvement plan.
Unfortunately, having worked with top corporate leaders around the world on collaboration improvement for most of this century, I find that these assumptions aren't usually true.
Worse, by defaulting the decisions to those who almost certainly don't have as clear a sense of business objectives, this stance ensures collaboration becomes a mostly tactical, and not a strategic activity in the organization.