While tools aren’t the end-all and be-all for distributed collaboration and knowledge sharing, they’re hardly trivial. Companies cannot allow their collaboration tool stack to languish. They must aim for a world-class user experience.

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 must soon retire the word “hybrid”. It does less to clarify work patterns and more to confuse people.

Most tech companies want to run well-leveraged teams; i.e a few senior people and a bunch of junior people. But many of us lack the process discipline to do this well. How do you design a team environment that’s inclusive of junior people? That’s the million dollar question I address in this article.

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.

Organisations can benefit from volunteerism in the workplace by harnessing their people's spare capacity. But how do you get it right? Allow me to explain.

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.

I recently spent a couple of days in an office. That experience made me reflect a bit more about the tensions between remote work and the role of the office. In this short post, I share some thoughts about the purpose and a potential future for the office.

In large organisations, it’s tough for a small team to cling to its own subculture for too long. It’s not impossible to have an ‘async island of excellence’! It’s just hard. I want to use this post to reflect on the challenges your async-first team could face. In the process, I want to explain why it makes sense for the entire company to eventually go async-first.

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.

One sign of a healthy culture is that people feel motivated by the work they do. Yes, there’ll be good days and bad, but on the whole you want your people to enjoy the work they do. In today’s post, I want to examine autonomy, mastery and purpose as factors that help you create a motivating environment for the people you work with.

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.