Communications in Large Organisations: Supply Chain Management of Information

Kirsty is back with a lighthearted look at how to grease the wheels of communication and knowledge transfer in your organisation…and - yes - she does appear to have a new hair colour in this video too!

For a closer look at those personas click on the image below:

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Hello, welcome back to the Cognitive Whiteboard. My name is Kirsty. And today I'm going to talk to you about something a little bit different. I'm going to talk about communication in an organisation. Why is communication and the flow of information so important? Well, it's the lifeblood of the organism. It's the fuel that drives the machinery of any business, drives those business decisions to be made. When I think about the relationships that I have in the company and how I like to communicate with them, I divide them into personas. I find it helps me understand what people's roles are in the company. And once I've understood what their role is, it allows me to understand what I need to give them to be able to do their role. 

And here, I've just put some of them, examples of these personas, up on the board. They might be technical, or they could be more about helping you understand the way the business functions, the organisation that you're working in. But once you've identified the different personas, it makes it really easy to identify what their role is and, therefore, what you need to give them so that they can do their role. And one really good illustration of this is that as part of this subsurface workflow, we always end up having to go through the assurance stage. And it can really feel like the assurance team's job is to stop you getting where you need to go. 

But when you think about their persona, their role in the organisation, you see that what it is to do is to ensure portfolio consistency. Their job is to make sure that every opportunity development across the organization has been assessed to the same standards. And the reason that they need to be assessed at the same standards is so the decision-making team can understand that they are evaluating everything at the same level so that the top-down decision, the flow of money can happen appropriately. And once you understand that's their role, then it's really easy to see what you need to give them. You need to show them the evidence that you've applied the company's standards to your opportunity and where you haven't been able to what other solution you've used and the reasons why you've used that solution. 

So when you start to think about the personas, you start to see the company more as a machinery where every role is a different cog and the flow of information, the communication is the fuel that drives those cogs and the oil that lubricates them. And that's a much better way, I think, of visualising your company than maybe the organisational top-down organisational structures or even these more matrix-style organisational structures, because it really helps you understand what relationships you need to build. And I think that's really key. 

If you see a new executive come into a company, they'll spend quite a lot of time wandering around talking to people. And that's what they're doing. They're getting to understand how the machinery of their organisation works. They're not just coming straight in using the chain of commands to make big decisions and changes. They get to know the organisation, because everyone's individual before they make those big decisions. Well, I like to use personas to help understand my organisation, be really interested to see how you like to do it. Thanks for joining me at the Cognitive Whiteboard. And I look forward to seeing you again soon.