Wednesday, February 12, 2014

Framework of the Social Enterprise & the Future of Work #e20s

The Enterprise 2.0 is slowly coming to an end. We're at the final keynote round about 'Framework of the Social Enterprise & the Future of Work'.

First up Marie Taillard. Marie challenges us to look beyond the enterprise to the ecosystem. Where is the value in the ecosystem? Where is your customer at? Are we - at the summit - focusing enough on the customer? Internal and external can and should help each other.

Then Peter Vander Auwera about 'Corporate Rebels United, the start of a corporate spring?'. Our orgs no longer serve our needs. They cannot keep pace with the current world. Corporate rebels wants to address this. They love the organizations they work for and address the issues in the organization from a deep personal conviction.
21st century practices of new orgs according to corporate rebels:
  • organizational structure
  • leadingship
  • strategic options portfolio
  • decision making
  • lean execution
  • system innovation
  • self-expression
And Dion Hinchclliffe has the honor to close the conference. His talk is about 'Frameworks for Next-Gen Organizational Structure'.

Dion points to the large study done by McKinsey for proof that enterprise 2.0/social business is real. But most organizations (96%) are doing internal and external social business efforts distinct from each other. This is strange between internal and external are so connected.

Dion warns us to be careful with blueprints. People and organizations are unique, the way social business will work for them will be different as well.

Your social business team will never be big enough. Organize internal and external transformation, like advocate program. Because the network will always be bigger.

Dion shares his framework for social business, the importance of community management (relating to Rachel Happe's model), and (technical) standards. (I'll insert links later.)

There's a broad pattern in frameworks for next-gen orgs emerging:
  • decentralization
  • user-control
  • need to cope with constant change
  • adaptive processes
  • local autonomy
And that wraps up another great Enterprise 2.0 Summit! I'll write an overview blogpost in a couple of days, sharing my highlights and insights from the conference. Now, off to drinks! :-)

LEGO SERIOUS PLAY on Building the Lessons-Learned Landscape #e20s

Enjoyed participating in the Lego serious play session. Some pics...
The Lego pieces we got to use
Working hard on the assignment
My tower...
Add caption



Social as Enabler for Corporate Behavior Change #e20s

Now a practice panel about 'Social as Enabler for Corporate Behavior Change'. First up Celine Schillinger who has been addicted to social collaboration by accident.

Celine shares 3 cases in which she has experienced and facilitated change within the company she works for (large pharma company):
  1. It all started with an email from her to the CEO, that received no answer. She forwarded it to a small group of friend-colleagues and it became viral. This multi-disciplinary/multi-divisional group of employees decided to meet over lunch and try to address this in a good way. They continued to meet in real-life and support the community with Yammer (called WoMen - capitals are deliberate). They created 62 crowdsources solutions (related to gender-balance. Then the CEO said: Let's meet over lunch. The CEO proposed to do a workshop with the whole leadership team about this topic. From then on this topic was on the agenda and is 'implemented' in the performance metrics. After this success, Celine wondered if this could be applied to other topics as well.
  2. So, she proposed to create and take on a whole called 'Strategic stakeholder engagement' and focus this on the work that the company is doing around Dengue fever. This was a first cross-functional, cross-divisional role. So, she has stakeholder in several divisions/departments, which some find difficult in the company. For this she used SharePoint. She created a collaborative newsletter to help people work out loud. Slowly but steadily colleagues are sharing more about there work. It started with 10 articles on average, now she's at 24 per weekly edition.
  3. The 3rd example focuses on the external stakeholders. She listened to the external conversations about the Dengue fever using social network analysis (mostly Twitter). They found the convo's were very scattered. People didn't know where to go and who to speak to. They found people were expecting to be able to find more information about this disease. They thought they could help here. They decided to create the conditions(!) to create a community. They were part of the convo, not shape the convo. So this community is run by an alliance of partners (even with competitors!). It's issue-centric, not product-centric. They use a Facebook page to support this. 160.000 followers in 6 months...
Celine also shared some of her learnings (in short):
  1. identify a common purpose
  2. connect with the people
  3. connect people
Celine finally shares her culture change framework consisting of the following, called the VOICES framework:
  • Vision - develop & explain the vision
  • Openness - encourage external connections
  • Information - inform and educate about social
  • Culture - impact on leadership culture
  • Enterprise 2.0 - develop collaboration networks
  • Success metrics - monitor defined kpi's
Next speaker is Remo Ponti. Remo started his talk by sharing all kinds of research facts about enterprise 2.0 and social (mis-/non-/)use. Like: knowledge is power, HR sees employees as slave, struggle between communications and IT, etc.

To improve the way they work and the systems they work with they asked the users to come with ideas for improvement. What are they doing now?
  • communicate complex things and management vision via video (videoblogging, webinars with microblogging)
  • communication is becoming more personal (microblogging)
  • use virtual worlds to teach employees complex thing
  • make it easier to find out who does what, what department does what by creating a dynamic org chart. You can click in the org chart on text describing what the department does in an informal way
  • saved 1,5 million euro for IT department saving (crowdsourced)
  • 3000 ideas to hack the back office
  • they integrated instant messaging and collaboration in their traditional intranet

Defining the Leadership Model and Design of the 21st Century Organisation #e20s

First up, Lee Bryant about leading 21st century firms. This talks is part of an expert panel about Defining the leadership model and design of the 21st century organization. Here are my notes.

So, what comes first social tech or new organizational structures, Lee asks.

Step 1 is deal with your org chart, your organizational structure. The culture of work is changing. We are talking about human resources instead of resourceful humans. Productivity has gone quantum. 12 people is the new army.

Hierarchy is one dimension of the organization. It exists and will continue to exist, but it is very expensive to get things done. We will move to small, coordinate agile teams. The general manager that has no specific skills is not something of the future and are generic best-practices.
Communities and networks are the new structure (or actually the old structure of the org). Podular working (Dave Gray) needs an underpinning service platform.
There are companies doing this, like Kyocera (amoeba management), Morningstar (self-management), and Valve (no management, you're desk is on wheels). Valve has a great handbook for new employees.
Now we're talking about Holocracy (which builds on sociocracy - Gerard Endenburg), which relates to the same.

Dunbar number is the ideal number for the size of a division. That's a 12 teams of 12.

A good question to ask is: how would we do this if we were a startup?

Common features of new organizational thinking:

  • small teams
  • networked operations
  • not over-optimized
  • emphasis on autonomy
  • emphasis on agility

Leadership is needed more than ever.

Next up, Bernard Marie Chiquet about 'Holacracy, A social technology for purposeful organizations'.
Key elements:

  • constitional power - rule of law and property rights, no more rulers
  • purpose - purpose driven organization
  • organizational structure - organizing the work, not the people
  • dynamic steering - includes a governance process, operations, etc.
Some recent links I collected about 'holocracy'.

Tuesday, February 11, 2014

Digital Workplace Concepts and Trends #e20s #intra14

Jane McConnell shares the results of her yearly - and great! - Digital Workplace survey. This is part of the expertise panel about digital workplace concepts and trends.

Jane defines the digital workplace as the intersection of people, tools and organization.

The two main drivers for the digital workplace are:
  • increasing organizational intelligence;
  • gaining efficiency & cost savings
Key to transformation Jane found in her latest research is that the top management and operational management are twice as involved in strategic decision-making with respect to the digital workplace.

Much more was shared in her slides. Too much, too fast to keep up. I focused on studying her slides instead of blogging... Sorry.

Next up Michel Ezran about the research Lecko does on the adoption of enterprise social networks. They try to measure the level of engagement in 15 organizations.

Some findings:
  • a few transversal communities generate most of the ESN value
  • deploying and using a tool does not guarantee cultural and behavioral shift
  • but it's an enabler: culture change occurs through action
  • most communities don't take off
  • but engagement is increasing, 18% per year
The research shows the investment in saas e2.0 platforms almost doubled. 

Social business adoption best practices #e20s #socbiz

Back after a nice French lunch, Claire Flanagan and Rachel Happe talk about adoption/change and community management.

Claire simply had too much slides and information to give you a good summary. Which is great (to be clear)! I'll share a couple of notes from the talk below.

A nice overview of research Jive did on the value companies are getting was shared by Claire (and is inserted in this blogpost).

Business value of internal social was only realized when organizations did the following:

  • senior leaders role-modelling
  • integrate social into day-to-day activities
  • removal of other tools

So, how to change your organization and get them ready for internal social? Claire shares the following steps:

  • process (define what the new way of working looks like, definitely for executives - use cases, which is not persona-focused, focus on processes)
  • incentives (reward open leadership, bonus tied to 'open' objectives)
  • comms/marketing (executive 'launch' message, success stories)
  • training/support (executive training, reverse mentoring)
  • role models (recruit execs as 'advocates', use 'external' benchmarks)
Next up, Rachel Happe about driving engagement in (online) communities. Community management is the new management, according to Rachel.
Rachel starts by relating to the different communities out there: drama central, ghost town, a clique, etc.

Recommendations for engagement:
  1. define the engagement you need
  2. build effective engagement recipes
  3. community management (I think...)
So, what is engagement? Valuable engagement advances something, like ideas, relationships, solutions, trust & reputation, and expertise or skill.

Engagement can look very different depending on the goal you have. It also depends are where you are in the relationship with the people you engage with. When you first run into someone, you engage differently than when it's your family.

I liked how Rachel recommended us to use different audiences and platforms to build community and engage with them. Different phases in work ask for different audiences and tools/platforms.

Key Factors for Strategic Enablement #e20s #socbiz

A panel discussion about 'Key factors for strategic enablement' is kicked off by Emanuele Quintarelli. He shares his research on the state of affairs of Enterprise 2.0 projects in Italy. Not a pretty sight: no goals, leaders don't understand, no metrics, but also... social business is here already. Companies are just doing it.

So, how do we move forward? Some remarks by the panel:

  • Luis Suarez says we are confronted today with the fact we should manage for the longhaul. Employee disengagement is the big issue we should address. Management is the barrier, so we should address that.
  • David Terrar says we should bring internal social back to hard business facts
  • Chee Chin Lie: talk less about strategy, but do it. It talks time. BASF is only two year into internal social and he sees lots more potential for his company (and other companies). At BASF recognizes this takes time, but they found it of strategic important.

Social as Enabler for Strategic Business Excellence #e20s #socbiz

The first practice panel about 'Social as Enabler for Strategic Business Excellence' by Joachim Heinz and Martial Tardy.
First Tardy of Solvay about the Solvay and Rhodia merger facilitated by means of an Enterprise Social Network. Learnings:
  • don't fear misconduct, fear a ghost town
  • reverse the communication streams
  • get in gear with a new editorial tempo
  • get on top of social technologies
Next Heinz about Bosch's social business initiatives. Bosch has 300.000 employees. Why social business at Bosch? Because of the network society and to tap into the potential of the huge number of employees. They want to develop to an agile, open and transparent business system in a highly connected environment. Steps they distinguish are ( top-down approach):
  1. guidelines and principle (e.g. only 20% closed communities, open/transparent by default)
  2. technology and processes (developed an entirely new onboarding wizard developed jointly by Bosch and IBM - helps newcomers understand why, their platform is IBM Connections; built small use cases for daily work... also relating to core business processes)
  3. leadership and enabling (reverse mentoring, community manager development program; they developed a kpi model for social business. The idea is: capability lead to a result, results depend on maturity)
  4. organization (from hierarchy to network)
Very interesting talks. If you're not hear, I recommend you to check the slidedecks!

Heading from Engagement to Passion in Future Work Performance #e20s #socbiz

I'll liveblog large parts of the Enterprise 2.0 Summit. I'll try to publish my notes as soon as the talk is over.

First talks at the Enterprise 2.0 Summit are by Jon Mell and Dan Pontefract about 'Heading from Engagement to Passion in Future Work Performance'.

Flat army
First, Dan Pontefract about 'Flat army'. Pontefract starts with some stories about his experience in corporate life. Why do organizations feel like jails? Research (Gallup a.o.) shows employee engagement is horrible in most large organizations? In the US research shows this leads to huge losses in productivity. Disengagement is a huge issue in organizations.
How do we avoid disengagement in organizations? Most people want to find purpose at work. At Telus, the company Dan works for with 40.000 employees, they use several different models to encourage engagement in leadership, collaborative tools, etc.
Telus had engagement issues. Half of the employees were not engagement. They decided to address this in 3 areas: learning, leadership and collaborative technology. They integrated it into the way they work and evaluate it. Engagement scores improved year over year.
Dan shares some of the things they did with collaborative tools: share insights and thought leadership via Telus, gamification to help build better teams and wiki's for learning.

Wondering about the flat army
After Dan's talk I'm left wondering how much country culture and the size of the organization influences employee (dis)engagement. I worked for a large corporate for 10 years. I did see disengagement, but I never felt disengaged. So, is disengagement also a personal trait, something you personally decide to be or not to be?

Smarter Workforce
Then, Jon Mell about 'Smarter Workforce'. His talk with focus on the HR function. IBM does yearly studies on this. An interesting quote from the last study is: "Companies will evolve through globalization ant IT adoption, but always - at the center - are people. People are the foundation." (IBM Survey) HR is evolving into something strategic, less administration, more human capital management.
Key trends in the 'world of work':
  1. the rise or social in the workplace
  2. the rise of big data and analytics
  3. the rise of cloud and mobile technology
  4. the rise of the independent worker
New HR think:
  • people leave that I would rather stay
  • people stay that I would rather leave
  • people come to work to work and don't give their best
  • etc.
Jon is focusing on replacing guesswork in talent management in social with precision. Really trying to measure what social does for the company (from a HR perspective). E.g. increasing quality of hire with simulations and by have potentials join a community before they join the company.

Wondering about the Smarter Workforce
I really like the fact that IBM is looking at the data and metrics behind social in HR processes. Much more of this should be done. On the other hand, a balance has to be struck so we don't fall back into the pitfall of trying to measure everything. Wondering what the right balance is. Any thoughts?