How to apply Technopreneurship in this time of Pandemic?

Although we all shifted to online learning and the use of digital materials, many teachers and learners
were not prepared for this sudden switch to full online learning. Distance learning does not always allow
teachers to make adjustments and support students, as they would do in the classroom. As a result,
students may find the digital learning materials either too simple or too complex, which could lead to
disengagement and a reduction in learning outcomes. Adaptive intelligent learning technologies may
help to overcome these problems.

FOUR STRATEGIES FOR REMOTE WORK

There are four levels of strategy when it comes to enabling remote work, and they should, in general, be
approached in this order:

Strategy 1: Create a safe and effective foundation for remote digital access. First and foremost, this
means providing secure access to IT resources within the business as well as to the internet itself,
typically through an internet provider and virtual private network. This requires attention to every part
of the connected tech stack, from internet access itself to providing secure means to reach and interact
with corporate networks, data, communication channels, and applications. This is also the overhead of
managing and supporting the whole process.

 Internet access. Don't assume workers have adequate online access at home or elsewhere. While many
will, some won't have reliable or fast enough service or only a mobile device. Quickly survey or
otherwise gather data from the workers included in your remote work strategy and determine where
the gaps are. For some workers, be prepared to invest in mobile hot spots and associated data plans, as
well as providing stipends to establish home internet access plans or upgrades to existing access, which
can be especially important for workers that live in more rural areas.

One of the largest blind spots is in knowing how much bandwidth workers will need to be optimally
productive, and quickly assessing this early will pay dividends. Remote workers, especially at first, often
have to sync their files and data. For some industries, this could be a lot of rich media and data that has
to go back and forth regularly. How fast it goes will determine remote work productivity. More
significantly, the types of applications that are used regularly, especially web and video conferencing,
can determine bandwidth needs as well.

Finally, ensure you have a clearly articulated remote work policy along with a plan, communications
program, budget, training, and support for ensuring sufficient internet access wherever the worker will
be working remotely. Preparing quick starts guides, like those used with consumer technologies, are a
big help to shave the initial learning curve off of any new tools or technologies. Organizing power users
to support new remote workers, answer questions, and share techniques is also a big help. Normally all
of this is part of an overall remote work program, but may be separate depending on who is responsible
for providing different services inside your organization.
 Remote work devices. There are two major forks in the road when it comes to devices. Either a) workers
can use their own, which is a bigger security risk, but quite a bit cheaper and faster to deploy if their
devices are up to the task, or b) a company can provide the devices that are needed. Given that the
 prevalence of Shadow IT (workers using unsanctioned, unofficial apps to get their work done) is
generally higher than most enterprise IT departments are willing to admit -- meaning that company data
is already on many personal devices anyway -- I advise companies to seriously consider assessing
workers existing computing hardware to see if they are capable, as they are least expensive and quickest
option to enable for a crash remote work program. Organizations can rent, lease, or buy devices as
appropriate for those that don't have them or are not suitable.

What devices are needed? Presumably one smartphone and one computer or tablet, plus any internet
access hardware. But your specific business requirements will dictate what is needed. In addition, when
providing a superior remote work strategy, there are a number of accessories that can greatly improve
the experience, with minimal cost. These include:

- A webcam for web conferencing, if the worker's base computing device does not have one. 720P is the
minimum acceptable resolution for quality results, but that is usually standard now in most webcams.
- A high-quality headset or headphones with mic. While workers almost always have headphones, you'd
be surprised how many don't have good enough microphones in their headphones for phone or web
conferencing.
- An "On the Air" sign. Workers located at home or shared locations are at risk of being disturbed during
remote meetings by those around them. Inexpensive on the Air signs with remote controls can be
purchased at Amazon and make a real difference in the overall quality of the remote work experience
during meetings and at any time. For the budget-conscious, On the Air door hangers are also available.
The positive impact of using these signs to ensure smooth communications and collaboration is
surprisingly high.

 Secure remote access to business assets and online services. Typically this is provided by a virtual private
network (VPN) solution, which sits on the PC, laptop, or mobile device and creates an encrypted
network connection that makes it safe for the worker to access IT resources within the organization and
elsewhere on the Internet or other networks. VPN solutions come in a wide variety of flavors, and some
well-known vendors aren't always the best, and fly-by-night solutions are indeed ones to avoid in this
category particularly, for security, reliability, and support reasons. As noted above, usability is key here,
as is reliability, because almost every other part of the remote work solution provided will use the VPN
as the core foundation it uses for secure Internet access.

In general, the worker should never do any work for the organization without the VPN on their device(s)
being turned on. This includes online services on the internet. This is because the VPN ensures a higher
level of security and safety between the remote worker and the service. In reality, your mileage will vary
on when workers can use a VPN, for reasons I'll go into in a moment. So your VPN usage policy must be
crisp and clear on what workers are allowed to do with the VPN on, and with it off.

It's important to note that the VPN will be the single most important link in your remote work chain, so
ensure your solution works on most target devices, works reliably (there is a surprisingly wide gamut of
effectiveness, depending on where workers are actually located, which can get complex with global
organizations using local internet services, with many IP addresses blocked for a variety of reasons). Be
sure to test all the service providers, devices, and locations to be used at the very least, and ensure
performance is sufficient. Some VPNs route traffic through central hubs located throughout the world
and are often overtaxed during business hours. In addition, strongly consider two-factor
authentication (2FA), instead of just user IDs and passwords, to significantly boost security. 2FA fobs
(hardware devices that provide PINs to further authenticate users) are inexpensive now. Workers can
also use their mobile devices as a 2FA authenticator.

The reality is that your IT department should have worked through a number of these issues and will
likely have a working remote access solution using VPN, including a policy and support. But as you ramp
up to a wider variety of workers and greatly increase the numbers working from afar, you'll have to
make sure that your core remote work foundation is truly up to the task, including acquiring enough
licenses for all the intended workers. There are many nuances in ensuring a quality remote access
experience, and even most organizations won't have deployed all the items above fully and in a manner
that is easy enough, fast enough, and sufficiently robust, especially with the various little details that
really make a high-quality remote work experience. Be prepared to chip in to improve training and
support, and ensure the approach is not just checking the boxes.

Lastly, I'd be quite remiss in noting that a VPN is not necessarily the only solution to providing remote
access, nor is it often sufficient, even though it's probably the most well-known. One issue is that VPNs
can ultimately end up being a tricky solution to implement and manage. There are several alternatives
but secure remote desktops can often do the job if you don't have the IT resources, skills, or budget to
operate a VPN everywhere it needs to function. Solutions like Citrix Virtual Apps and
Desktops or Blackberry Digital Workplace, or the always popular TeamViewer for smaller organizations,
offer solutions for high security yet maximal ease of use that take much less effort on the part of the
organization, other than some initial provisioning, rollout, and training. Again, test everything upfront,
including usability, and ensure you do this by putting actual workers in front of your intended remote
work access solution(s) to see how well it actually works, or risk low adoption/effectiveness and high
support costs.

Strategy 2: Provide access to productivity, line of business applications, and

communications/collaboration tools. Business today revolves around teamwork using shared knowledge
assets including documents, files, reports, spreadsheets, rich media, and both structured and
unstructured data. Such assets are created and used with applications that include the usual office
productivity suites like Microsoft Office365 and Google G Suite, local content/document management
systems, the corporate intranet, HR systems, CRM, ERP, and countless other systems. 

The average 100,000 person organization has between 1,500 and 3,000 applications in all that run the
business. This number of applications scales down surprisingly slowly. Even a 100 person organization
will have 100-200 applications they rely on at least, many of which will need to be used in remote work.
Ensuring all of these work well via remote access can be solved partially with remote desktops, as noted
above. In general, strongly prefer cloud solutions for your remote work efforts, as installing native
applications on compatible devices can be surprisingly difficult, whereas cloud solutions will work with
most common browsers and are especially enabling access to mobile applications.

In general, you can count on the usage of business applications remotely to be about the same as when
the worker was in the office. This is in stark contrast with the other side of the equation: Communication
and collaboration tools.

Due to its inherently isolating nature, remote work relies much more on digital communications and
especially modern workforce collaboration tools such as team chat (Slack, Microsoft Teams, Workplace
by Facebook, etc), enterprise social networks (Igloo, LumApps, SAP Jam, etc.), unified
 communications/instant messaging solutions, as well as business mainstays like e-mail, phone, and web
conferencing/meeting tools like GoToMeeting and Zoom.

Remote work itself can be quite challenging for people who are either not used to it or where it's not a
good personal fit. Thus it's usually well worth the extra effort to make remote work easier and more
engaging for this cohort, as well as all the others. With coronavirus likely to push people not inclined to
work remotely to do so, it's advisable to consider several outside the box solutions that make remote
collaboration feel more like the office or make it more immersive. Some potential innovative solutions
to consider:

 Sococo - This online workplace provides chat, voice, and video that offers a virtual office overlay which
I've found to be especially effective at making people feel like they're still in an office. Workers can visit
each other in virtual dedicated offices of their own and shared meeting rooms by working like they
would in a physical space.
 Mural - A visual collaboration tool that provides workers with shared artifacts similar to a whiteboard,
Mural gives people higher bandwidth and more direct connection to their teamwork. Teams can
organize on an online canvas using lists, flowcharts, diagrams, frameworks, methods, and drawings to
help them stay aligned and well-coordinated.
 Status Hero - How is everyone and what are they doing? These are the questions that this tool answers
by centralizing the status of workers so that a cohesive team picture automatically emerges. Status is
pulled by the app both by querying workers occasionally as well as pulling activity from other systems. It
then broadcasts major events and achieved goals automatically so people have awareness of what's
taking place with their colleagues and teammates.

On the cutting edge of digital collaboration, there is telepresence robots like Double Robotics that have
been around for a few years, and while somewhat costly, can help workers retain some of the benefits
of physical office presence by enabling them to take turns dropping into the office virtually so they can
visit or meet with colleagues that are still there. 

On track to become more mainstream than ever in 2020, augmented and virtual reality is getting quite
inexpensive, especially on the virtual reality side with goggles like the Oculus Go ($149 currently for a
complete unit.) I've used the Go in a business context and found it to be quite effective at wrap-around
experiences that feel like an office. What's still missing is effective and widely used meeting software for
VR platforms, although apps like Rumii and MeetinVR are finally starting to change this.

But technology is only part of the remote working equation. The other side is worker skills. These must
be developed as well on the worker side to take advantage of the powerful and sometimes amazing
digital capabilities that can be provided today. Skill-building software with the rapidly emerging category
of digital adoption platforms can help address this shortfall to some degree, although structured
learning can help as well.

Strategy 3: Develop remote working skills. The reality is that it is fundamentally different to work
remotely. There's a loss of hallway chatter, camaraderie, and serendipitous experiences with other
colleagues. Everyone is much less visible, and it takes a toll on collaboration because it's just harder to
connect with co-workers, even with all the digital tools in hand. 
 Over the years, a sense of the key skills that remote workers in particular need in the digital space has
emerged. Here are some of the ones to teach at first as more workers become remote:

 Working Out Loud - In this process, popularized by the book of the same name, workers narrate their
work into digital tools. This helps us support each other, keep in touch, align, and collaborate in an agile-
like process, while substantially raising visibility and putting tacit information out on the network to
work 24/7. I've called this one of the most vital skills of modern digital collaboration and it's particularly
important for remote workers so that co-workers stay connected and engaged with each other, by
returning some of the positive aspects of a physical workplace through regular streams of
conversational activity.

 Work coordination - Many collaboration tools are quite generic and aren't adapted to help ensure a
business process is coordinated amongst a large distributed team. The process of work coordination
uses a central hub, these days based on dedicated software tools (my latest list here), to efficiently
ensure marketing, sales, operations, and creative pursuits are tracked, analyzed, optimized, and driven
to effective completion. But it's the process of working in such a decentralized, yet the highly
coordinated way that is a new way of working. Workers will develop the skill to spot opportunities to
structure work this way and know how to create much more coordinated and digitally supported
processes using the available tools and technologies.
 Using the right mode of collaboration. Now that we literally have dozens of types of collaborative tools,
workers moving to a remote location and handed a large toolbox of options too often either get analysis
paralysis or use a less effective option for a given situation than they should. E-mail is often the worst
tool for collaboration, for example, but often the first tool to be reached for. Or a worker might use
Slack for a situation that is more suitable for a mass collaboration platform like an enterprise social
network or work coordination tool. The action item for enabling remote workers is to proactively
provide them a cheat sheet on which tools they are best used for various tasks, and especially why, so
they can apply the knowledge in situations that no guidance is available for.

Strategy 4: Cultivate a remote working culture and mindset. Going beyond the individual, it helps to
prepare the broader organization to create an environment that's more effective for remote working.
Especially since digital tools are so core to enabling remote work, it's important to understand how
much they shift the art of the possible, not just on individual digital skills and habits, but how these
digital tools change and improve the culture of the organization itself. Or more accurately, what's
possible digitally and how the organizations innately thinks and works co-evolves together. 

However, when a rapid change happens, such as moving to remote work in a short period because of
the coronavirus, the cultural shift needs an acceleration process or the technology can pull well ahead of
what the organization is ready for. Here are some cultural and mindset changes that the more open and
participative nature of digital tools enable, especially in a remote working environment:

 Open participation and inclusion. Digital processes and business activities in the latest generation of
digital tools is far more inclusive, more of what I call an "anyone can participate" model. This is vital to
embrace when workers feel disconnected from the home office and not sure of where they belong.
However, not everyone is ready to have stakeholders digitally show up and not just watch but actually
join in. Open-source software and crowdsourcing have become mainstream and have shown this model
 not only works but is amazingly powerful. Yet organizations are not always ready for this kind of
hierarchy-busting. Proponents of remote work should prepare the ground for this and get these ideas
out into the organization to be ready for the types of powerful new modes of work that remote workers
will tend to gravitate to overtime. This includes mass collaboration, self-organizing around
problems/exceptions/opportunities, and wielding influence over the network at scale. It's also highly
advisable to create a remote working community or digital innovation group within one of the
organization's collaboration platforms to have this conversation. Get senior leaders on board and
involved in what is essentially a digital transformation of the workplace using communities of change
agents and digital support groups.
 Digital learning and sense making. Workers must be given extra time to study and learn the tools and
the skills of remote work. Culturally, an expectation should be provided that learning going forward will
be much more continuous and frequent. Back this cultural message up with educational opportunities,
new tools, and relevant content about remote work regularly. Some organizations also have a remote
work support team that engages with remote workers, provides help upon request, and uses analytics
to find workers who need help and guidance. Creating and demonstrating a supportive environment for
getting up to speed on remote work must be a top short term objective and medium-term investment.
This includes sense making, or dedicated time to organize their lives, ideas, and knowledge around new
operational realities involved in remote work.
 Network leadership. It's now easier and more effective to lead and engage with an organization as a
leader (any kind of leader, such as executive, subject matter expert, process owner, etc.) in digital
channels than any other way. While in-person leadership will remain important, it's being eclipsed by
what is now possible with modern digital channels. Leaders can wield great influence and visibility
within an organization and establish tone, culture, and communicate broadly with great efficiency to
drive organizational objectives forward. The Corporate Executive Board noted in a landmark report that
the network leader is one of the most important new skills that modern executives must adopt, yet is
the one that is also the least taught or supported. Teaching this is key not only to make remote working
successful for remote executives but for them to create the more evolved digital culture that properly
enables and supports remote work and the new possibility it enables.

SUMMARY: HOW TO GO DIGITALLY REMOTE DURING THE CORONAVIRUS

As I've recently noted in my recent analysis of why the digital employee experience is so challenging
today, you can't change the technologies that people use, without also helping them change their skills
and habits in the process. While many organizations will be tempted to pave the cow path with remote
work, just replicating what was in the office at the home or local co-working studio, this would be a
mistake and a missed opportunity for many organizations.

Instead, as coronavirus may end up making us -- at least temporarily -- far more isolated than most of us
ever have been at work, we may likely have a key opportunity to create a compelling new digital remote
work environment that is far more engaging, participatory, and full of human connection, context, and
contact that we've ever had before. I urge you to try innovative new tools, establish important news
skills, shift your culture digitally, and prepare for whatever is beyond coronavirus and the current
distractions it is causing us. Let's use our new remote work effort to begin to build a genuinely better
and more effective organization.