Why Community Belongs at the Center of Today’s Remote Work Strategies

At the top of most organizations’ priority lists right now is how to keep their workers productive and engaged. Except for in-person businesses and essential workers, the workforce has largely been physically disbanded until the pandemic comes to an end, one way or another. In unprecedented fashion, technology has suddenly become one of the single most important tools in moderating the effect of shuttered offices, physical distancing, and remote work from home.

However, most organizations have largely been paving the proverbial cowpath. Meaning that they’ve largely a) just turned up the volume on how often they use their existing meeting and collaboration tools such as Zoom, Slack, Teams, e-mail, and conference calls, and b) not really been able to think about new and better ways they could work together. Ones that inherently take real advantage of how people are now working in a much more distributed fashion.

From my experience in spending much of my life helping organizations better adopt and use technology to improve the workplace, I believe that the focus on using these tools was necessary. However, it is also woefully far from sufficient.

The Journey of Understanding To Get to the New Future Of Work

Simply put, the imperative today for getting remote work right is this:

To revitalize and thrive in our current global situation, organizations can and must do better in rethinking their near-term future state in terms of the digital art-of-the-possible.

Our workers need it, our customers deserve it, and the reality is that the future is already here, but unevenly distributed as Mr. Gibson famously noted. That means we know what many of those better ways of working actually are. But they are just foreign enough that they’ve largely stayed on the margins of many our workplaces so far. Yet as we’ll see below, within these new ways lies astronomical riches if we are prepared to act. Now most organizations are in the middle of being forced act. Described herein is what they can fully achieve, if they are to truly thrive in their current distributed state.

Related: The Playbook to Go About Rethinking a Post-2021 Workplace

The Most Important Discoveries in Digital Collaboration

In the 30+ years that we’ve all been digitally connected worldwide via the Internet, we have collectively made many profound discoveries about how people can come together through computer networks to create mass shared value. Since I find that this is still not as common knowledge as it should be, I’ve collected together the most significant insights about digital collaboration that we’ve acquired from the vast and infinitely innovative living laboratory that is the global Internet. Here they are in rough order of importance:

a) Digital networks can create value exponentially according to their size.

This has been known going as far back as Metcalfe’s Law. Networks have the potential to create enormous value for those using them. Yet the networks through which we collaborate today — whether digital or in life — generally underperform greatly and don’t come anywhere close to reaching their full potential. We don’t communicate and collaborate nearly as much as we can or should. We also over-communicate (think CC: fields in e-mail) and over-collaborate when we shouldn’t or don’t need to. There were some good reasons for this, in the past. But no longer.

b) Whenever we have removed the barriers to connecting and collaborating between people, much more value has been created.

Our lessons over the history of digital networks has been nothing short of revolutionary. Perhaps the most essential is that we have simply made it far too hard to connect, share, and collaborate with each other. Many examples exist: Not having access to the necessary networks, or the right conversations. Finding the right channels, the best apps, having the necessary permissions, being in the appropriate groups, teams, or project. Having access to experts, leaders, and far-flung colleagues, all in order to just get our work done. For management and control reasons, we’ve often made it too difficult or complicated to engage, which is surprisingly easy to do with technology (even one additional step to participate sharply reduces said participation says the research). We often make the process of collaboration take a great many steps (the early and profound lessons of Wikipedia should be required reading by anyone in charge of human collaboration at any level in an organization.)

Thus in our quest to design collaboration, to control it, to shape it, and direct it, to secure it, and make it safe, we also tend to kill it. Human collaboration is in reality a delicate and easily disturbed flower, an often unwieldy balancing act of human exchange between people who are often quite different themselves and work/think very differently from each other. So we must remove all possible barriers to helping them engage. And we must take great care not to add new barriers. It’s worth noting that this is why Twitter and LinkedIn work so well (they only have one main place to type), and it’s why e-mail (which only has two fields and can generally talk to anyone else on Earth who has a connection) has lasted so long while other technologies have fallen by the wayside.

c) The biggest barrier to human collaboration is inability to participate.

For the reasons cited above, we’ve learned that we must work assiduously to make it possible for as many people to participate in a given process as possible. Whether this is a team, project, initiative or vast corporate program, we have learned that we generally have rather poor foreknowledge on who the full range of stakeholders in the process actually is and who should be included. We then get them involved far too late in the process when we finally do learn who all those stakeholders are. To add insult to injury, we then we make it far too hard for them to engage with us, so historically they haven’t.

This insight is so important, so critical to the success of collaboration at any level, especially the virtual kind. It is because of these barriers that when I wrote Social Business By Design, I took great care to state that the fundamental principle of effective collaboration must be “anyone can participate.” I mean this literally: Unless there is a very good reason not to (and there usually isn’t), in order for you to begin to tap into anything close to the full potential of digital collaboration, you must open it up by default to any stakeholder who feels they have a stake in what’s being done. I realize that this can be hard, for many reasons (which is my point.) But it is very important, even critical, to seek to address.

d) Asynchronous collaboration at scale is the richest and most powerful model for working together that we know.

Throughout most of human history, we’ve collaborated in real-time, face-to-face. It’s great for small groups, but soon breaks down when more than a few people are involved. That’s largely because it stops everyone else from working (since only one person can communicate with the group at a time.) Asynchronous collaboration has existed since human writing has existed, but it’s long been a niche method because it couldn’t travel fast enough or scale well enough. With digital networks however, both of those obstacles completely fall away. Now everyone can communicate and collaborate instantly and at the same time without interrupting anyone, and there is no limit to how many people can collaborate this way.

The gift this insight gives us is remarkable. The fact that we don’t realize the immense power that this gives us to work with each other in a vast hive of parallel yet deeply connected flows of work is because it is still quite new. It’s just a decade and half old or so in real terms, compared to the other methods that have existed for thousands of years in some cases. Asynchronous collaboration has led to some of the most remarkable outcomes in fields such as open source software (now the dominant model for how software is created, no coincidence), pharmacology, hard sciences, social media such as YouTube (the most popular TV channel on Earth now, all asynchronously co-created by us), shared public information (see: Wikipedia and similar sites), crowdsourcing, and much more.

e) The collaborative model that taps most directly into these world-changing insights is the online community and enterprise social network.

All digital communication and collaboration is more efficient than the physical models that came before it, even if they don’t quite replace the human dimension of the in-person experience. Within digital communication and collaboration there is again an enormous variability in what scales and how many people can simultaneously contribute and create value.

Relentless experimentation by the millions of people using the Internet has consistently and repeatedly found certain models that enable much higher level of participation with much lower level of friction. They also delivered noticeably better results as an immediate consequence. Social media was a direct outcome of these experiments. It’s what worked best in large scale communication and within businesses, in collaboration as well, which became known as social business just a decade ago. Of all the forms of social media, it’s the online community and enterprise social network which best fits the bill for complex collaboration, inherently takes advantage of how digital networks create value, and for truly empowering knowledge workers in almost any given situation.

Open Collaboration is the Most Strategic Model

I’ll be very clear then as to the core lesson here: By default the single best model for digital communication and collaboration — and the one that produces the most human engagement and the richest outcomes — is the online community or enterprise social network. Nothing else compares in terms of openness, transparency, ability to enable wide participation, ensuring diversity, encouraging agile business methods, collecting and preserving knowledge, doing all this at any magnitude, and the list goes on.

In fact, a whole revolution in work has already taken place with these ideas and platforms, but has been more limited than many proponents would like. it’s just that we haven’t had the imperative like we do today, with almost entirely distributed workforces forced upon us. While many organizations have experimented with these new models, and not given them the time or resources to make them deliver their power and value, others certainly have over the years (see my social business success series for case studies.)

It Is Up To You To Deliver a Revolution in Better Digital Work

There are two visuals shown above that make a powerful case for a) the scale and sustainability of large-scale open collaboration and b) why community tends to be the better model for most work including projects, enterprise-wide initiatives, and a lot of teamwork. While chat tools like Slack do have value at the team level, they are absolutely not focused on or able to realize the full capabilities of our networks or our people as a whole. Collectively, wo actually do know today what the best digital models are for many types of work. Please realize that I’m not prescribing communities/ESNs for everything. But I am saying that we should make them the default choice today to unsilo our organizations and fully unleash our true potential as individuals and organizations.

In this time of vast disruption of business and life, when the ways of working that we’re used to have simply gone away, the answer is not to double down on the approaches of yesterday that were not designed for the highly distributed world of work today. We now know of much better, more human, more engaging, and more effective ways of working together. As leaders, we must now better connect and cultivate our workforce, customers, and partners as a top priority. That means we must deliberately and strategically cultivate these stakeholders as the communities that they really are and which actually power our organizations. We simply must work in these news ways in order to lead them into a much brighter and more successful future.

Additional Reading

There is a great deal of research and thinking that has gone into to understanding how the concepts above were discovered and can be situated successfully in most organizations. Here is a full reading list of what we know about social business (online communities and enterprise social networks — as well as other related tools/platforms like them — that can dramatically improve how people work together digitally):

Revisiting How to Cultivate Connected Organizations in an Age of Coronavirus

How Work Will Evolve in a Digital Post-Pandemic Society

What We Know About Making Enterprise Social Networks Successful Today

Revisiting How to Cultivate Connected Organizations in an Age of Coronavirus

My 2020 Predictions for the Future of Work

A Checklist for a Modern Core Digital Workplace and/or Intranet

Creating the Modern Digital Workplace and Employee Experience

The Challenging State of Employee Experience and Digital Workplace Today

The Most Vital Digital Management Skill: Network Leadership

Let the Network Do the Work

More Evidence Online Community is Central to the Future of Work

Online communities learn new practices, report higher ROI

Can we achieve a better, more effective digital workplace?

How digital collaboration has evolved | ZDNet

The new digital workplace: How enterprises are preparing for the future of work | ZDNet