E-mail is making us miserable
The New Yorker
This provocative article suggests we should re-imagine our relationship with e-mail as a business tool.
Technologies serve us best when we deploy their new efficiencies with intention. Alternatives to e-mail include shared project-management systems. If these systems are combined with regular, short status meetings, the number of back-and-forth messages can be significantly reduced.
The software-development company Basecamp makes use of regularly scheduled office hours: if someone has a technical question for a given expert, he or she has to wait until the expert’s next office hours to make a query.
Another possibility is moving past the paradigm of associating e-mail addresses with individuals, where an address is instead assigned to a specific client, or to a specific type of request, and monitored by multiple different employees.
Lessons learnt about technology transformations
McKinsey & Company
This IT survey examines how some forms of transformation result in greater value than others. Here are the key lessons learned about how to approach such transformation:
- People-focused plays result in the most value
- Talent remains the holy grail of technology transformations - valuable to pursue but difficult to execute
- The talent challenge has clear implications for sourcing
- No silver bullets - the top performers execute more transformation plays than others
- The broader use of advanced technologies supports greater value creation.
- Annual bonuses - deferral, performance conditions, pay-out and disclosure
- LTIs - types, performance and holding periods, quantum, performance measures
- Shareholding requirements
- CEO Pay Ratio
- Executive Pensions
- Voting outcomes