Latest Collaboration and Productivity

Productivity is the wrong measure of human performance in the 21st century.

Three primary factors are exerting downward pressure, crimping productivity and pushing organizations to find new ways to turn the trend around.

As the metaverse develops, organizations are starting to look at it as a way to improve enterprise collaboration. Here's why.

Teams need to focus on outcomes over outputs to help them deliver greater value. This starts by measuring the four key value areas.

While Tesla CEO Elon Musk demanded workers get back to the office, Airbnb has opened its doors to remote work. Here's what leaders can learn from its approach.

Effective collaboration is easier said than done. In a hybrid workplace, it's even more complicated. Here are the key pieces to get right.

The Vancouver, B.C.-based people analytics firm wants a deeper look at employee wellbeing and productivity.

Four pillars form the foundation of team collaboration — and an increasing number of collaboration apps are looking to incorporate all four.

The responsibility to adapt performance management to new ways of working lies squarely on managers. Here are tips to reverse declining results.

Fifteen years has been an eternity in the enterprise, and yet, our collaboration tools haven’t changed that much from their MySpace-like origins.

By using Scrum, people are a part of a team, tied by a common set of longer-term and shorter-term goals and collectively have accountability for all work.

In the digital workplace, asynchronous video can be a way to avoid the challenges of organizing and executing video meetings.

The San Francisco-based company aims to create a system of 'collaborative intelligence' that will connect teams and drive design thinking.

Salesforce's Slack and Microsoft's Teams both offer important collaboration capabilities for the digital workplace, but they're not the only game in town.

Our focus as communicators has to be on improving communication outputs and outcomes for the organizations we work for, not on efficiencies for ourselves.

Organizations that remodeled the way they collaborate in the past two years have found time they can now give back to staff or use to chase extra revenue.

New features added to the San Francisco-based company's Loom HQ are aimed at building connections and sharing information among distributed and hybrid teams.

Enterprises that concentrate only on traditional collaboration tools are missing the chance to ensure workers stay engaged and remote work remains attractive.

There is undoubtedly a time and a place to collaborate and share, but sometimes getting on with the task is more productive.

How do we balance the tension between individuals seeking to accomplish deep work and the need to coordinate work across individuals, teams and networks?