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 work would have renewed your organisation’s interest in knowledge management. Considering one can’t walk up to co-workers for a quick clarification, could we instead ask the system for an answer? In an asynchronous, remote-first culture, a solid knowledge strategy can be a productivity power up.

In this article and a few subsequent ones, I want to share my thoughts about creating a knowledge ecosystem that keeps pace with your people’s know-how.

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.