Post on 29-Nov-2014
description
High performance through relationships
Using analytics to rethink knowledge work
Image: djwtwo (Creative Commons)
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The rise of knowledge work
1970 1973 1976 1979 1982 1985 1988 1991 1994 1997 2000 2003
50%
45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
Source: The Work Foundation UK estimates from EU KLEMS database
Knowledge economy
Total manufacturing
Other services
Growth of knowledge based service industries (1970-2005)
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Knowledge work is fundamentally different
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“In terms of actual work on knowledge-worker productivity, we
will be in the year 2000 roughly where we were in the year 1900 in
terms of the productivity of the manual worker”
- Peter F. Drucker
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12X
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Communication is knowledge work
28%
19% 14%
39%
0%
10%
20%
30%
40%
50%
Reading and answering email
Searching and gathering
information
Communicating and
collaborating internally
Role specific tasks
Source: McKinsey Global Institute, The Social Economy
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We’re
Social
Animals
Image: Joao_Trindade (Creative Commons)
Our relationships shape how we see the world
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Our work at intrascope identifies dysfunctional teams and key person sensitivity using email data
To spread a virus, who do you infect?
To spread an idea, who do you infect?
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Think kinder (not Battalion)
Image: D Sharon Pruitt (Creative Commons)
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0%
10%
20%
30%
40%
50%
Formal posi5on Centrality in network Accurate percep5on of network
Explained variance in organisational power
Source: Kilduff & Krackhardt, Interpersonal Networks in Organisations
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THE ACTIONABLE TAKEAWAYS
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Knowledge work has huge leverage to high performers
You need to work out what the
multiple is in your organisation
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Knowledge work is communication
Focus on communication skills for largest leverage to improved
performance
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You’re dealing with a kindergarden, not a battalion
Rely on peer group dynamics,
not logic
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The formal organisation has less power to get things done than you think
Work out who’s really
influential
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“You are the average of the five people you spend the most
time with.” ― Jim rohn
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