Reformulating the "smart" in "smart-work": DiDIY is enabling job enrichment

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The problem is…

DiDIY impact at the organizational level is shown by the introduction of digital technologies that enrich the job carried out by professionals both extending the scope of each task carried out and augmenting the level of information shared. The problem is that - if not properly managed – the adoption of technologies can lead to pure job automation instead of the job enrichment that could be achieved by leveraging on a DiDIY mindset. This challenge involves several actors ranging from workers to executives. They should find the right methods and procedures to re-think creatively their own roles as more autonomous individuals supported by digital technologies in performing jobs. They should identify new fields of application of such technologies which can enable building knowledge= The proposed solution might apply when… =

The solution proposed is…

To spread DiDIY knowledge among professionals inside and outside the organization. To formalize a DiDIY culture by leveraging on best practices resulting from the investigation of DiDIY practices in several organizations. To motivate policy makers to work on policies favoring the development of such practices.

The expected outcome is…

Policies to facilitate the adoption of DiDIY practices into organizational contexts; creation of specific roadmaps for developing competences enriched by the adoption of digital technologies; definition and setup of training programs aiming at fostering the growth of digital skills.

Other information


DiDIY into organizational contexts has the potential to augment the level of information shared; a strong focus must be put on how to set up efficient and effective mechanisms of information sharing that would provide organization with superior alternative benefits with respect to those achievable through the mere job automation.

Significant influencing factors

Lack of knowledge on how to generate DiDIY-based actions within the organizations. Another influencing factor is the level of knowledge on digital technologies that employees have; eventually the degree of innovation and the orientation towards introducing new technologies.


The following examples coming from DiDIY in a mechanical firm (extracts from WP3): - Automatic machine testing: in a company that produces mechanical machines, at the end of the assembling line, workers needed to test one machine at a time. Now, thanks to an automatic system, they can test more machines at the same time. The related time savings are used to increase workers’ autonomy. The worker gains freedom from the process and becomes a little bit less worker and a little more manager, such as a supervisor of the whole process. The new solution increases the speed of the process, because it is now possible to work in parallel on more machines, but it also changes significantly the way employees work, increasing their autonomy and their decisional power. - Implementation of electronic document: the use of electronic documents allows to sales men (DiDIY-ers) a real-time access to the information needed. In this way sales men, did not need any more to ask to production manager what machines are ready or not to answer to customers’ needs but they can do it by themselves using their own personal devices. Due to that new technology, they not only change how they worked before but they also acquire a new level of autonomy because they do not depend any more from production manager but they can develop activities without any experts’ support.

Related Patterns

enabling and promoting "makers in the plant"

Links to further resources

Read the D3.5 Report from the DiDIY project

Authors and Credits

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