Previously, in an article about digital transformation, we examined 6 areas of digitalization:
business - digitalization of business processes, adaptation and development of existing products;
marketing - creating direct communication channels with customers, generating digital content and representing the brand in the digital world;
products - creation of digital products;
analytics - processing of big data and implementation of analytics for decision making, including the construction of mathematical models for predicting events;
production - implementation of digital technologies in production and design;
new ways of working - using digital technologies to organize collaboration.
And this article is devoted to the last point.
New ways of working
This area has to do with how we work and think at work. This refers to a move away from directive management and the introduction of digital technologies into work processes to unlock creativity and increase productivity. For example, electronic kanban boards (Trello, Bitrix), mind maps (Miro, Xmind), knowledge and idea databases, online meetings, etc.
But the problem is that many managers believe in technology. That is, it is enough to implement Bitrix and everything will work itself. Unfortunately, this is a common mistake in all digital projects. This is why we came to our systems approach.
We wrote a separate article about organizing meetings, and all the recommendations from it are also relevant for online. Now we will look at the use of collaboration services following the example of Trello and Bitrix.
Practical use cases
Example 1: Conversion to department numbers
This example was in our practice during the COVID 19 pandemic. In January 2020, we were faced with the inefficiency of the department - as soon as the head of the department went on vacation, a little chaos arose and no one understood: “What to do? What are the deadlines?” Of course, this example can be attributed to the manager’s habit of micromanaging, but problems were everywhere: if a person went on vacation, then the transfer of tasks took 1-2 weeks; no one understood who was working on this or that task; During vacation, neither the manager nor his subordinates could simply relax.
Then we proposed to switch to using electronic Kanban boards. Naturally, at first people began to resist and wanted to hang a regular board in the office and write with markers. But with the support of our manager, we introduced a new tool. What was done:
Selected digital collaboration tool
The rules of interaction are described and the tasks are structured
Checklists and templates for typical tasks have been created
Each task has all the necessary attachments and descriptions
Customized color labels for each task type
We approached it not according to the classical scheme, when the workspace is divided into columns/stages, but according to the principle of one column - one employee.
Result:
The department was the first in the department to go remote during the pandemic. Everything took 1 working day
All tasks continued to be completed on time
Employees became interchangeable and the transfer of cases in case of vacation began to take 1-2 days
Example 2: Digitize the entire organization
This example came to us from the owner. At the start of our cooperation, the owner was in a state of burnout. He also, by nature, enjoys micromanaging and held several meetings a day. At the same time, there was still no clear understanding of what was happening and whether all tasks were being completed.
At that time, Bitrix had already been introduced into the company, but it had no effect. But the reason is still the same - ineffective use of the tool. What was done:
the rules of interaction are described
Kanban-based management implemented
Standardized tasks and automated their creation
the manager showed persistence and determination and followed our recommendations
Result:
the manager has reduced the number of regular meetings to 2 per week and at the same time sees what is happening in the company
errors related to the fact that someone forgot about delivery, shipment, or report preparation disappeared;
the manager was able to delegate 90% of tasks and focus on strategic ones. The workload with typical tasks decreased from 45-50 hours a week to 15, and 2022 was closed with a 2.5-fold increase in revenue, from 55 to 130 million
subordinates already follow the rules themselves and cannot be in chaos
Recommendations
And so, now the rules and recommendations that will help you make a working tool from an IT solution:
Structure your workflow either on the board itself (Kanban) or with color-coded labels. It is important that you understand what is happening and identify deviations without the need for meetings
Describe the rules of engagement on the unit's main board so that they are clear and visible.
The title of the card/task must contain a verb in the indefinite form indicating what needs to be done. And the task itself consists of at least 5 words
Each work task contains the date + responsible person + optionally color coded, links, files and notes
For complex tasks, use checklists to minimize the likelihood of errors and simplify task reassignment
Automate the creation of standard tasks so that they are created from a template on a schedule
Review all tasks once a week with your subordinates. Closing tasks or taking them on only after this meeting. And when closing a task, files/links of the work results should be attached to it, also set limits on the number of tasks (WIP - work in progress) that are simultaneously in work. As a result, this will create a pulling system and increase productivity.
When closing a task, files/links of work results must be attached to it
Make a common table for all projects/key tasks/participants that the whole team sees and can sync. Also, make a separate space/board for each project, where all the technical tasks will be.
In the early stages, show firmness and determination - people will resist. It is necessary to create uncomfortable conditions for those who ignore or sabotage: additional reports, requests, etc. We need to make it easier for people to work in the new tool and according to the rules. Then they will appreciate the changes
Presentation :
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