Remote work impacts not only standard capitalist measures such as productivity and access to talent, but also social aspects.

All’s not well in remote work paradise. For many employees a remote work arrangement is a Faustian bargain. They have to endure the dark side of remote work.

In the corporate world we often reach for training as silver bullet solution to performance problems. But building and practicing new skills is hard and if we don’t recognise the real-world difficulties people face, it’s likely that many skill-building initiatives will fail.

It’s easy to look at headlines and imagine that all tech workers are headed back to the office. While some part of this assumption may be true, the narrative deserves more nuance.

We often reach for training as a solution for behaviour change or skill development. But most training programs don’t achieve their objectives. How do you facilitate learning then?

We continue exploring the seven deadly sins of knowledge management in this week’s post. I explained three of them to you last week. Here are four more.

In a massively distributed world of work, effective knowledge management is a superpower for your people. On this site, we’re already discussed many things you must do, to foster knowledge sharing. This post is the first, in a two part series about things you shouldn’t do.

With their return-to-office (RTO) strategies, I see many IT firms take a passive-aggressive stance with their people. This, I fear, can be disruptive, in an industry where people matter most.

Communication is a big part of an exec’s role. In fact, many people would argue that if an exec isn’t communicating, what are they doing? In today’s post I want to demystify asynchronous company communication for the executive. If you’re leading a department, or your own company, think of this as your guide to effective internal communication.

The future is uncertain. So, it helps to keep an adaptive mindset so we can respond to this uncertainty. I believe there are five key trends that are shaping the future of work, and, in this post, I want to share my thoughts about them.

Depending on the level you operate at as a leader, you probably have some discretionary budgets available to you. When you spend that money, your company wants you to get the most bang for their buck. In this post, I want to explore four areas of expenditure that’ll make a big impact on your remote teams.

As a leader, you’re responsible for much more than the mechanics of work. Depending on the size of your company you’re a custodian of culture, or the one who defines it, or someone in between. In today’s post, I want to share with you how you can foster a culture that supports async agile.

With the right systems and the right people in community management and curation roles, you can brew the perfect storm of “organised serendipity”. I daresay, that this can often work better than the proverbial water cooler meeting.

In this post, we’ll discuss how you can enhance your knowledge ecosystem by building on your existing collaboration stack. I’ll also go over how to create the right team of people to govern, curate and nurture that platform.

The approach of creating stocks of well structured, organisational knowledge has its limitations. In this post, I argue that you should invest in solutions that create flows and streams of knowledge while stocks move to a supporting act.

Remote and async first work is all set to be the standard way of working in the next decade. There’s still a window of opportunity for firms to be the early majority. Those that miss this window will lag the innovation curve in designing the workplace of the future. A misunderstanding of “hybrid” work can set organisations back in this journey. This is also counterproductive to async agile.

In today’s post I want to unpack the term “hybrid work” for you and I want to explain why misunderstanding this term is dangerous.