Friday, October 29, 2021

g-f(2)612 THE BIG PICTURE OF THE DIGITAL AGE (10/29/2021), HBR, Microsoft’s Satya Nadella on Flexible Work, the Metaverse, and the Power of Empathy




ULTRA-condensed knowledge


"g-f" fishing of golden knowledge (GK) of the fabulous treasure of the digital ageDigital Transformation, The future of work (10/29/2021)  g-f(2)426 


OPORTUNITY, HBR


      • HBR editor in chief Adi Ignatius interviewed the Microsoft CEO to discuss what team collaboration will look like going forward, the next generation of workplace technology, the new imperatives of leadership — and whether and when our future workplaces will in fact start to look like the “metaverse” fantasies of science fiction.
      • ADI IGNATIUS: The concept of work, how we collaborate together, how we innovate, is constantly changing as businesses evolve, as technology changes, as employees have different kind of attitudes and empowerments. Where are we on that journey? What is the near-term future of the workplace look like to you?
      • SATYA NADELLA: Not only are people talking about when, where, and how they work, but also why they work. They really want to recontract, in some sense, the real meaning of work and sort of asking themselves the question of which company do they want to work for and what job function or profession they want to pursue.


      Genioux knowledge fact condensed as an image


      Microsoft’s CEO on the Metaverse and Flexible Work






      References





      Extra-condensed knowledge


      Lessons learned, HBR


      • SATYA NADELLA: Yeah, I think first of all, I think we should sort of perhaps just get grounded on what are we seeing in the expectations. For example, when we see all of the data, the reality is close to 70% of the people say they want flexibility. At the same time, 70% also want that human connection so that they can collaborate. So therein lies that hybrid paradox. 
        • Interestingly enough, if you look at the other sort of confounding piece of data: 50-odd percent of the people say they want to come into work so that they can have focus time. Fifty-odd percent also want to stay at home so that they can have focus time.
        • What we want to practice and what we want to evangelize is empowering every manager and every individual to start coming up with norms that work for that team, given the context of what that team is trying to get done.
        • In some sense, we are really saying, let’s just use an organic process to build up through empowerment new norms that work for the company to be productive. 


      Condensed knowledge




      Lessons learned, HBR


      • SATYA NADELLA: I do think that there is real structural change with the new tools. Take space: so somebody had described this to me, which I love a lot, which is physical space is probably what, since the industrial era, we’ve discovered as the best productivity tool. There’s no substitute. For 200-plus years we have tuned the workplace, whether it’s a manufacturing line, whether it’s a retail outlet or whether it is knowledge workers coming into an office campus, we have tuned space to drive productivity by bringing people together, having a common sense of purpose, mission, connection, and what have you.
        • I won’t trade that off. But can we use space, such that it maps to the expectations of our employees and the task at hand.
        • I think a combination of space and this remote digital fabric that we have established through the pandemic will come together to give us the tools for flexibility.
      • SATYA NADELLA: Somebody had at one point said to me: Nobody quits companies. They quit managers. I felt like that was one of the best epiphanies I had, at least growing up even at Microsoft. That is such an important statement.
        • We have to really deeply look at what is the lived experience and culture for anyone and that connection between the company’s mission and the individual’s mission and philosophy.
        • We are very focused on two points. One is helping managers really recruit and retain talent through a framework we call “Model Coach Care.” Everyday practice of great management is super important. That’s on the manager side.
        • Then on the employee side, we are doing everything we can to help employees feel that connection to the company’s mission and their coworkers– and coworkers both in terms of strong ties and weak ties. Because one of the fantastic things about having, let’s say, a campus like the Microsoft campus in Redmond, Washington, was you come to campus. You work with your immediate team. Those are strong ties.


      Some relevant characteristics of this "genioux fact"

      • Category 2: The Big Picture of the Digital Age
      • [genioux fact deduced or extracted from HBR]
      • This is a “genioux fact fast solution.”
      • Tag Opportunities those travelling at high speed on GKPath
      • Type of essential knowledge of this “genioux fact”: Essential Analyzed Knowledge (EAK).
      • Type of validity of the "genioux fact". 

        • Inherited from sources + Supported by the knowledge of one or more experts.


      References


      “genioux facts”: The online programme on MASTERING “THE BIG PICTURE OF THE DIGITAL AGE”, g-f(2)612, Fernando Machuca, October 29, 2021, blog.geniouxfacts.comgeniouxfacts.comGenioux.com Corporation.


      ABOUT THE AUTHORS


      PhD with awarded honors in computer science in France

      Fernando is the director of "genioux facts". He is the entrepreneur, researcher and professor who has a disruptive proposal in The Digital Age to improve the world and reduce poverty + ignorance + violence. A critical piece of the solution puzzle is "genioux facts"The Innovation Value of "genioux facts" is exceptional for individuals, companies and any kind of organization.




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