BC HRMA Conference FINAL · Culture2.0! Common/SharedStrategic Informaon!! •Everyoneisunique!...
Transcript of BC HRMA Conference FINAL · Culture2.0! Common/SharedStrategic Informaon!! •Everyoneisunique!...
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ADAPTING HIERARCHIES For The NEW Workplace !
Jon Husband and Brad Palmer
© 2013 Jostle Corpora1on and Jon Husband. Patents Pending.
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Outline"1. Impact of a connected world on organiza1ons (Jon)
2. How this can help leaders (Brad)
3. Examples of soGware plaHorms helping (Brad
4. Closing reflec1ons (Jon)
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The 90s are gone – Get over it"• We cannot afford to keep thinking of technology as just a tool for us to use
• Each new medium has been addi1ve -‐ Print, electronic, mul1media -‐ Communica1on theories stayed the same
• Technology is not a new medium -‐ It’s a new age, a new paradigm -‐ Agrarian Industrial Informa1on -‐ Communica1on theories must change
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From Novelty to Fad to Essen1al Tool • Ten+ years of explosive growth & change • Just the beginning…. • Integra1on into every organiza1on & ac1vity • Not about “web-‐sites” (or the web) anymore
• Transforming en1re sectors
• Requires new thinking, new structures
The Web"
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The Web – A symbol of the age"• Interac1on among workers replaces command and control from managers
• Direc1on from the top gives way to collabora1ve teams for innova1on
• The “chain of command” will be a web of peers and customers
• Execu1ves and communicators will fail if they ignore what it means to live and work in a web environment ... life just not the same
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Hamel – Future of management"“No management innova6on for
at least 75 years ...
.. ac6vi6es will s6ll need to be coordinated, individual efforts aligned, objec6ves decided upon, knowledge disseminated, & resources allocated
but increasingly this work will be distributed
out to the periphery“.
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The changing nature of change "
“In the past, change was a periodic event in organiza6ons, and now…
organiza)on is a periodic event.” ~ Student in eMBA class
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5 key drivers of ongoing change"
1. Demographics
2. Service/Stakeholder Expecta1ons 3. Values 4. Technology 5. Pace of Change
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Change ain’t what it used to be"
Discrete events
Time to adjust & absorb
Rela1vely predictable outcomes
Sense of the future as a con1nua1on of the present (orderly)
Con1nuous process
Adjust “on the fly”
Almost impossible to predict outcomes
The future as highly complex and uncertain (chao1c)
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What the “near” future holds"
• More (many more) people on-‐line • Faster connec1ons • More convergence • More smart tools • More interwoven interconnectedness • More computer-‐savvy people • More compe11ve pressures
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A systems approach"
What I Think It Means – The Principles
1. Increasing Complexity & Uncertainty 2. Mass Customiza1on of Work 3. Wirearchy
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Increasing complexity & uncertainty"
Turbulent Environments
• Uncertainty • Complexity • Unintended consequences • Unexpected changes
Ac1ve Adapta1on Principles
• Flexibility • Innova1on/crea1vity • Social responsibility • Par1cipa1on and collabora1on
= Turbulence!
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Navigating through complexity"
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Mass customization of work"
• Mass Customiza1on – Adap6ng to custom specifica6ons for products, services or ac6vi6es that are used or carried out by large numbers of people
– A necessary response to environment & changing condi6ons (values, demographics, technology, expecta6ons)
• Concept popularized by Pine & Gilmour and Stan Davis
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The “Job”"
Informa1cs 20 yrs. of “diversity”
Educa1on
Lifestyles
Social Values
Demographics
Legisla1on
From the outside-‐in…
Mass customization of work"
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The Person"
The Job
The other things I want to do"
The choices available to me"
My rights"
The other things I need to do"
Who I really am"
My short-term goals"
Long-term goals"
From the inside-‐out…
Mass customization of work"
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Organizations in transition"
Hierarchy • Size • Stability • Func1onal specializa1on • Posi1on & role clarity • Status • Prescribed authority
Wirearchy • Speed • Flexibility • Innova1on • Integra1on • Exper1se & knowledge • Intui1ve authority
Power & Control based on…
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And…”So what…..?”"
We are moving from organizing by Hierarchy... to organizing by Wirearchy
“A dynamic flow of power, authority and decision-‐making authority based on trust, credibility and a focus on results, enabled by interconnected people, informa6on and knowledge”
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Wirearchy"Now, It’s an Informa0on/Knowledge Age
• A new set of condi1ons • New (emerging) interac1onal dynamics between people and organiza1ons, based on interrela1onships in networks
• “If Knowledge is Power, then…” • Knowledge is distributed in both diffuse & precise ways, thus it requires context
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Wirearchy"• Business strategy is the core and the centrifugal (pulling intelligence inward) force
• Informa1on and knowledge are bundled and strung together in meaningful ways in order to synthesize / generate value…
• Decision-‐making & control, stretched out along the value-‐chain, creates centripetal (pushing responsiveness outward) forces
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Early work designs - Wirearchy"Many responses to the ways “work” has been structured and managed:
• Employee Portals • Team and Project-‐based work • Emo1onal Intelligence • Coaching • Integrated “Smartware” tools • And a return to Core Organiza1onal Development (OD) principles
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Outline"1. Impact of a connected world on organiza1ons (Jon)
2. How this can help leaders (Brad)
3. Examples of soGware plaHorms helping (Brad)
4. Closing reflec1ons (Jon)
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Leaders 1. Motivate employees!
• Helping each person understand they matter�
2. Align teams!• Bridging disciplines & silos�
3. Provide focus & vision!• Context that helps extended teams deliver great things
Leadership maners and is not going away!
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Don Bell
“Enable your people and the rest will be simple” ~ Don Bell, Jostle Chairman and WestJet co-founder!
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Delivering leadership
Walking around!!
Augment with tools:!
1st attempt: Intranets!
"2nd attempt: Enterprise social!
Now what?
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Walking around You can’t beat a live conversation to:!
Walking around works!
• Show you care!
• Tame complexity!
• Spot the disconnects!
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When walking around fails
• People are easily intimidated!
• Requires personal trust to work!
• Needs a healthy & transparent culture!
• Leaders are busy people!!
Walking around does not scale.
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The arrival of intranets An internal website that: !
Sounds wonderful!
1. Glues the organization together (culture)!• Creates sense of people accomplishing things together�
2. Delivers key info to employees (enablement)!• Uncovers documents and expertise�
3. Shows who is doing what and why (clarity)
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Why intranets fail
• Content cluttered!• Stale and unused!• Broken usability!• Expensive to implement & maintain!
“The place documents go to die.”
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The arrival of enterprise social
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“Facebook & Twitter are amazing – let’s do that in the Enterprise”
(Yammer, Jive, Moxie, SocialText, etc., etc.)
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The fear of social
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“I don’t want my people wasting time on non-work related things”
Social tools challenge management & decision making
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The reality of social and why it is not working
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Mass collaboration does not spontaneously break out:!
Collabora1on for collabora1on’s sake does not make sense.
• Requires a massive culture shift!• People are busy on their own tasks!• When it starts to happen, things get very noisy!!
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What now?
Q: What do people really need to engage?!
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What now?
A: What great leaders have always provided:!
• Motivation (you matter)!• Alignment (how we are working together)!• Focus & Vision (what matters)!
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What will next-generation intranets do? • Help leaders make great organizations!• Enable employees to excel at work!
Support, clarify & amplify, rather than impose change.
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What does this involve?
With simplicity, context & great usability.
• Facilitate teamwork across locations, generations & silos!• Bring your culture to life in real time!• Uncover key content & hidden expertise!• Clarify who is doing what!• Stimulate recognition and ideation!
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Outline"1. Impact of a connected world on organiza1ons (Jon)
2. How this can help leaders (Brad)
3. Examples of soGware plaHorms helping (Brad)
4. Closing reflec1ons (Jon)
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People vs. content
“When you are looking for help, you are looking for the person, not what they wrote two years ago.”
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Jostle PEOPLE view
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Incongruous discovery
People more than 50’ apart don’t collaborate!
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Jostle Profile
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Imposing social vs. bridging generations
hnp://nicolehagy.wordpress.com/2011/03/13/email-‐passe/
“There are 206 bones in the human body, and the smartphone!could plausibly be considered the 207th for Gen Y.”!~ Cisco! hnp://newsroom.cisco.com/release/1114955
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Jostle Profile
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Software silos
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Enterprises are becoming more app enabled
People are choosing their own tools!
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Dynamic vs static teams
Teams constantly form and reform !
“The ability to “swarm” or quickly assemble a cross-‐func6onal or cross-‐departmental team to problem solve… a key marker concerning an organiza6on’s ability to innovate.” ~ Dr. Marla Gonschalk
hnp://marlagonschalk.wordpress.com/2011/02/14/is-‐your-‐organiza1on-‐ready-‐to-‐swarm/
!
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Clarity of structure
Yammer Org Chart view
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Clarity of structure
Jostle TEAM view
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Team-focused discussions vs peer-peer overlay
“Following” is not a mechanism that can reliably !get the right information to right people in an organized workplace.! !There is no way to ensure the peer-peer group membership mirrors the real team membership.!
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Jostle DISCUSSIONS view
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Curation vs. clutter
Ownership must be clear. And local.! !
Curation tools must be embedded. !
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Jostle LIBRARY view
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Importance of REAL news
Real time vs. stale!Groomed vs. real and engaging!
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City of Veron’s Jostle NEWS view
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Importance of REAL recognition
HR-driven programs!
vs.!
Frequent & specific peer-peer recognition!
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Work.com
kudosnow.com 7geese.com
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1. Focus on people!
2. Live your culture!
3. Enable teamwork!
hnp://www.jostle.me/our-‐manifesto/
4. Provide context!
5. Constantly evolve!
6. Strive for simplicity!
~ The Jostle Manifesto
Manifesto
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Outline"1. Impact of a connected world on organiza1ons (Jon)
2. How this can help leaders (Brad)
3. Examples of soGware plaHorms helping (Brad)
4. Closing reflec1ons (Jon)
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It’s a “both/and” world
Sharp, clear direc1on – focus like a laser Command-‐and-‐control Being open to change and flexibility Champion-‐and-‐channel
As informa1on flows in all direc1ons, there’s now a need for both:
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Convergence and mass customiza1on Culture 2.0 Common/Shared Strategic Informa0on • Everyone is unique • Friends anywhere, can be contacted any1me
• Constantly changing cultural memes
• Online and offline life blur
• Local & global blur • Open lines of communica0on up & down
• Advance scou1ng • Supported by social media & collabora0ve plaDorms
Mgt. 2.0 Clear Vision, Mission and (flexible) Objectives • Champion new ideas / approaches • Scenarios to build response capability • Use social software • Facilitate & build consensus • Cross-functional • Honest & Open • Champion experimental spaces & pilot projects • Encourage glossaries & cross-referencing • Build responsive capacity • Market intelligence and awareness
HR 2.0 Business/Line Dept Partners (help design flexible/ responsive business processes) • Promoters of PKM work tools • Eliminate unnecessary bureaucracy re: hiring & work assignments • Simplify job design and job evaluation • Hire the person, then create the position • Build OD expertise and capabilities • Global and local • Facilitate cross-functional communications • Partner with IT
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Very hi-‐tech Very hi-‐touch
“Wirearchy” – interac)on supported by technology & based on trust, meaning and credibility -‐ rather than on tradi)onal methods of direc)on and control.
• Represents a significant change in human interac1ons • Mass customiza1on = human at the center of work • Observable emerging in new social dynamics of work -‐ otherwise called collabora1on
Polarity
Wirearchy & mass customiza1on
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ADAPTING HIERARCHIES For The NEW Workplace !
Jon Husband and Brad Palmer
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What are key insights derived from this session and how can you implement
them in your workplace?
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Enterprise 1.0 Enterprise 2.O!Organization is pyramid (Hierarchy) Bureaucracy & Inflexibility IT-driven technology structured Dictated / Lack of user control Top down & Centralized Teams in one building/ one time zone Silos and boundaries, Need to know Taxonomies Overly complex, Closed/ proprietary standards Scheduled Long time-to-market cycles
Flat Organization (Wirearchy) Ease of Organization Flow Agility & Flexibility Choice & Configuration User-driven technology, emergent IT Bottom up & top-down, decentralized Distributed Teams are global Fuzzy boundaries, open borders, transparency Folksonomies Simple, Open, On Demand Short time-to-market cycles
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Enterprise 2.0 -‐ The Implica1ons of Wirearchy Ent. 2.0 • Flat Organization • Flow • Agility & Flexibility • User-driven technology • Bottom up • Distributed Teams are global • Fuzzy boundaries, open borders • Intelligent transparency • Emergent Information systems (the Cloud) • Folksonomies • Simple / Open • On Demand • Short time-to-market cycles
Culture 2.0 • Common & shared strategic information • Everyone is unique
• Friends are anywhere and can be contacted anytime
• Constantly changing cultural memes • Fluid boundaries between online & offline life
• Local & global are blurring
• Open lines of communication up & down • Advance scouting • Enabled & supported by social media & collaborative platforms
Implies? Demands?