Intelligent Swarming ���Insights Workshop

Greg Oxton www.serviceinnovation.org

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Workshop Agenda

Intelligent Swarming Insights •  Welcome and objectives

•  Intelligent Swarming Overview

•  Who is doing Intelligent Swarming? Case Studies •  Is it right for your organization?

•  Critical enablers

•  Adoption considerations

•  Indicators of success and baseline measures

•  Summary and close

Buddy Valastro, President & CEO, Carlo’s Bakery

•  Non profit industry association

•  Pursuing innovative ways improve the customer experience

•  Our work: KCSsm, Intelligent Swarming, Predictive Customer Engagement

Creating Space to Think

Consortium Members

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Consortium’s Work ���The Five Initiatives

Consortium’s Work

KCS v6

Intelligent Swarming

Social Networks, Communities, and Support

Leadership Framework for

Service Excellence

Customer Success Initiative

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Introductions

•  Name

•  Company

•  Responsibilities

•  What are your experience/observations about collaboration?

•  What questions do you have about Intelligent Swarming?

Intelligent Swarming ���Overview

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“Most people work just hard enough not to get fired…

and are paid just enough money to not quit.”

- George Carlin

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The Problem/Opportunity:

• Skills development is a key challenge for organizations • Companies use less than 40% of the skills they employ

(Gallop, StrengthsFinder research) • 70% of the workforce is “dis-engaged” with the

purpose, intent of the businesses they work for. (Zuboff, Forbes)

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Intelligent Swarming: Objectives §  Skills utilization and development

§  Dynamically create capability and capacity

§  Optimize people’s ability to contribute (create value) §  Increase engagement and loyalty

§  For customers and employees!

§  Improve customer success and realized value through improved problem solving, by increasing: §  Reach (an unbounded network) §  Relevance (based on profiles and reputation) §  Diversity (to increase creativity and innovation)

Every interaction is an opportunity to improve the relevance of the next interaction!

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•  People naturally collaborate, especially on new issues (swarm)…

•  …often in spite of the support processes and structure.

•  Can we optimize collaboration?

Realization

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The Shift…. The Current Model Streaming

–  Silos and hierarchies –  Directed –  Predefined, linear process –  Escalation based –  Measure activity

The Emerging Model Intelligent Swarming

–  Network –  Opt-in –  Emergent, loopy processes –  Collaboration based –  Measure value creation

Level 1

Level 2

Level 3

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What’s Different About Swarming?

•  Support organization functions as a single team of people with various skills who collaborate on resolving requests

–  No level 1/2/3 –  No escalations within support

•  The first person to take the request is the person most likely to be able to resolve it (intelligent matching)

•  The person who takes the request owns it until it is resolved –  Eliminate queue bouncing –  Improve learning and skills transfer

•  People can find the best available person to help •  People can see all the work that is relevant to them •  Measuring the creation of value (not activity) by individuals and teams •  Managers as facilitators and coaches – not judges and not “owners” of the teams

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How Does it Work?

•  Variety of ways to facilitate collaboration •  Some common themes:

•  Requires engaged and aligned people •  Incident/case/request ownership is clear •  Best if designed by the people using the process •  Iterate on the process (continuous improvement) •  People profiles and reputations are a key enabler •  Same classification model for work, people, content •  Exception detection and management •  Performance assessment: from activity to value

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Definition of Collaboration

Collaboration is a process defined by: •  the recursive interaction of knowledge and •  mutual learning between two or more people, •  who are working together in an intellectual endeavor, •  toward a common goal, •  which is typically creative in nature. Collaboration does not necessarily require leadership and can even bring better results through decentralization and egalitarianism (from Wikipedia)

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A Few Definitions

• The group of people who could benefit from interaction

A Collaboration Group

• Two or more people working to resolve a request

A Swarm

• “Work is work”, efficiently resolving requests and increasing organization learning and capability is the goal

Work

•  Facilitating the connections between people with increasing relevance over time

Intelligent Swarming

Who is Doing Intelligent Swarming?

Case Studies:���Early Adopter Experience

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Early Adopters Implementation Spectrum of Automation

Mostly Manual

Highly Automated

BMC Red Hat Microsoft

and

Cisco PTC

For case studies, visit www.serviceinnovation.org/intelligent-swarming

Sage

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Early Adopters: Results

•  Improved Resolution –  Reduction in call backs –  Reduction in time to resolve, increase in capacity –  Resolve complex and multi-technology issues more quickly

•  Support Analysts Love It –  Increased employee satisfaction/loyalty/engagement –  Skills growth, accelerated learning –  Backlog down dramatically –  Reduced new hire training time by up to 50%

•  Customers Love It –  Better customer experience, focused on customer success and value realization –  Dramatically increased customer satisfaction/loyalty –  A better way to deliver on company’s brand promise

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•  BMC •  Red Hat •  Microsoft •  Cisco

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BMC

•  One product group – 60 support agents, across multiple locations •  People assigned to “swarm team” for one week •  Five years of experience and many, many iterations on the process •  Two swarm teams, three people each

–  New case assessment –  Severity 1s (critical situations)

•  Goal of the “swarm” –  Can we solve it quickly – Is it a known issue? –  What additional information is needed? –  Who is the best person to take the lead?

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BMC Results

•  Support engineers love it –  “I don’t feel alone anymore!” –  “I am not constantly interrupted with sev 1s!” –  “I have learned more in the past year by swarming than in my

five years prior.” (Level 3 engineer)

•  Backlog down dramatically •  Reduced new hire training time by 50% •  Customers love it

–  Customer sat for this team went from the lowest at BMC to the highest!

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Red Hat

•  S&P 500 Enterprise software company •  Platform, middleware, and cloud product lines

•  Open software support: Linux, Apache….

•  Global Support Service operates 24/7 in 16 countries and 9 languages

•  Complex technical questions, often consultative in nature

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Red Hat - Swarming Goal: Get the right resources on cases as quickly as possible with as few touches as possible. •  Solve issues faster •  Remove the overhead of ticket escalation •  Make it easier for engineers to

collaborate •  Allow people to focus on their areas of

interest and expertise

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Red Hat���Old Process: an Escalation Model

Cases

Cases

Cases

•  People could only see cases in the queue(s) they were assigned to

•  Once someone took a case it was not visible to others

•  If Level 1 could not solve the issue, they escalate the case to level 2

•  People worked independently

Level 1

Level 2

Level 3

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Red Hat���Old Process

Cases Cases Cases

Cases Cases

Cases

Cases

Cases

And, cases managed in product silos.

Product Silos

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Red Hat Vision

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Red Hat���New Process: a Collaboration Model

Case

Case Case

Case

•  People can see all the cases relevant to their skills and interests

Owner Assist

•  People take ownership for cases

•  Others can contribute (opt-in) to the resolution of any open case

•  People can request help from others in developing resolutions

•  Exception management

•  People collaborate on solving customer issues

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Red Hat Implementation

Critical functions

•  Views: Knowing what to work on

•  Tags: Enable unique views

•  Notifications: Workflow management

•  Service Entitlement: Prioritize work

•  Reports: Is the ship on course?

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•  Increase Visibility •  Increased Relevance of Collaboration •  Nurturing the Technical

Communities •  Outcome: •  Faster resolution, which drives CSAT

and loyalty •  Skills transfer and continuous

learning

Red Hat���Benefits

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Microsoft

•  10,000+ support agents worldwide •  Instant messaging system helps agents find known issues and/or

others who can help –  Integrated KB search into IM

•  People profiles: experience, reputation, availability, interests –  Rich and automated, based on the content the individuals has worked on/

used recently (60-90 days) –  Integrated with messaging system and case management

•  System collects feedback from those who receive assistance which updates providers profile

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Cisco – TechZone���“Play Catch, Not Ping Pong”

•  3500 Support Engineers (globally) •  1500 Partner Support Engineers (outsourced) •  Problem solving and collaboration system is designed by support engineers, for

support engineers •  5 years of experience •  Engineer skills development is top priority •  “The first person to work on the issue is the person most likely to resolve it.” •  Robust business rules and people profiles to prioritize and match work to people

–  Match case to best available resource to resolve –  Raise my hand: I need help

–  Offer help: visibility to cases relevant to me and offer help

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Cisco – Play Catch Not Ping Pong���

•  Skills growth, accelerate learning •  Customer success and value realization

•  Better customer experience = 7%+ in customer sat •  A better way to deliver on our brand promise

•  Improved resolution •  27% reduction in call backs •  40% reduction in time to resolve •  Handled 300K more case fewer headcount (attrition)

•  Resolve multi-technology issues more quickly •  Improve employee satisfaction/loyalty/engagement

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Sage

•  Starting with 2 pilot groups who where already had a culture of collaboration

•  Enabled collaboration through a status change in workforce management tool and existing Jabber tool

•  Preliminary results, show analysts like it •  Lesson learned: Communicate pilot to those not

involved, especially middle management

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Early Adopters:���Lessons Learned

•  Don’t over engineer the process or the tool –  The people doing collaboration should be the ones to design and own

the process

•  Culture change –  It’s ok to ask for help (Support Analysts, managers) –  Balance of individual outcomes and team outcomes –  1st and 2nd line managers must shift mindset

•  Consistency and communication –  Hearing vs experiencing (internalizing) –  Rate of change made it hard to keep everyone informed

•  Collaboration –  Not all issues are worthy of collaboration: 60-70% issues solved with

initial swarm (the customer and a Support Analyst)

Is Swarming Right ���for Your Organization?

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Is Intelligent Swarming ���Right for Your Organization?

Some things to consider: •  Identify a collaboration group (people who would benefit from

shared experiences) •  Size of the collaboration group •  Location of the group members •  Group’s average work minutes to resolve (complexity) •  New vs. Known ratio •  % resolved at each level of support •  % of severity 1 and 2 issues •  Maturity and culture of the group

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Collaboration Health Spectrum���

Transactions Interactions Collaboration Teamwork

Distinguishing Characteristics

Engagement Weak Strong

Learning None Rich

Trust Low High

Structure/Roles Simplistic Dynamic

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Tools for Assessing the ���Health of the Network

•  Collaboration Health Survey –  Structure

–  Trust

–  Conflict

–  Commitment

–  Accountability

–  Results

•  ONA (Organizational Network Analysis) –  Network map of who goes to who to solve issues

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ONA Survey Questions

1. Please indicate the frequency each person below provides you with information you use to get work done.

Never Seldom Sometimes Often Very often (1-5) 2. I understand this person's skills and areas of expertise.

Strongly disagree Disagree Neutral Agree Strongly agree (1-5) 3. I would be more effective in my work if I were able to communicate with this person more.

Strongly disagree Disagree Neutral Agree Strongly agree (1-5) 4. What is each person's primary physical location in proximity to yours? Online Different country Different city Different building Different floor Same floor (1-6)

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Information Network… To Get Work Done.���

Critical Enablers

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Critical Enablers

Encouraging the Desired Behavior

Process and Policy Changes

Management Mindset

People Profiles: Skills and Reputation

Tools and Integration

Can Gamification Encourage ���the Desired Behaviors?

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What is Gamification?���

Gamification is the use of game attributes to drive game-like player behavior in a non-game context with predictability

- Dr. Michael Wu, Lithium

Possible behaviors •  Engagement •  Learning •  Competition •  Awareness •  Obsession •  Interaction Be thoughtful about what behaviors you want!

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Game Dynamics

•  Patterns of both the game and the players that make the game more enjoyable

•  Effectiveness depends on

the Bartle type: –  Killer –  Socializer –  Explorer –  Achiever

•  Examples of Game Dynamics: –  Progression

•  Leveling up/Unlocks

–  Reinforcement schedule •  Variable interval

–  Appointments and Countdowns –  Community rediscovery

•  Likes, Diggs, Mentions

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Gaming is Psychology,���Not Technology

•  Fogg’s Behavior Model (FBM) –  BJ Fogg - Persuasive Technology: Using Computers to Change

What We Think and Do.

•  Three elements must converge at the same moment for a behavior to occur –  Motivation –  Ability –  Trigger

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High Motivation

Ability Hard to do Easy to do

Mot

ivat

ion

BJ Fogg – Persuasive Technology: Using Computers to Change What We Think and Do www.behaviorModel.org

Fogg Behavioral Model: Convergence of Motivation, Ability, and Trigger

Low Motivation

Triggers fail here

Triggers succeed here

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Three Elements Happening��� Simultaneously to Drive Behavior

Motivation: •  Positive feedback, I want to do this, I understand the value •  Move from extrinsic to intrinsic, from Drive by Daniel Pink

–  Autonomy (Ownership and Productivity) –  Mastery (Set Completion, Leveling Up) –  Purpose (Quest, Meaning, Discovery)

•  Finding Flow by Mihaly Csikszentmihalyi –  Balance of challenge and skill = Flow

Ability: •  I can do this, I have access to the resources at the right time

Trigger: •  Call to action, told to, reminder

–  Good triggers are carefully timed to activate when the users have the motivation and ability

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High

Skill Low High

Cha

lleng

e

From “Finding Flow” By Csikszentmihalyi

Flow: Balance ���of Challenge and Skill

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Apathy

Arousal

Confidence

Anxiety

Relaxation Boredom

Worry

High

Skill Low High

Cha

lleng

e

From “Finding Flow” By Csikszentmihalyi

Flow

Flow . . .���Emotions

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Example of Gamification ���to Influence Behaviors

•  Influence behavior towards a common purpose –  Stack Overflow Example

• Pro-Social behaviors –  Badges earned from things that are for the good of others

»  It is in everyone’s best interest to have quality knowledge content

–  Recognize achievements –  No limit to the types and number of badges

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Other Ideas…

•  Create autonomy by giving choices –  Create their own badges and achievements

•  Create social dynamics by giving visibility to all contributors of the content –  Ask for likes –  Ask for mentions

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Gamification Design

•  The 6Ds (from For The Win by Werbach and Hunter )

–  Define Business Objectives

–  Delineate target behavior

–  Describe your players

–  Devise activity loops

–  Don’t forget the fun

–  Deploy appropriate tools

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Tenets of Gamification •  Gaming is psychology, not technology •  Game mechanics are used to drive behavior •  Actions happen when motivation, ability, triggers converge •  Motivate by moving from extrinsic to intrinsic value •  Value and recognition type vary by player •  Feedback is real-time and changes over time •  Gamification is more effective and sustainable if:

–  Built on the community values –  Designed by the community

•  Expect the game to change •  To promote collaboration… don’t do leaderboards!

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Do’s and Don’ts

Do •  Be very thoughtful about the

desired behaviors •  Leverage the intrinsic motivators •  Recognize all the critical skills

and competencies •  Make it outcome based •  Provide visibility to impact of

contribution •  Recognize teams and individuals

Don’t •  Make it activity based •  Make it competitive •  Use leader boards •  Aggregate independent, critical

indicators into a single index

Designing A ���Collaboration Process

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Key Questions for the ���Collaboration Process

•  How are we going to get the best person on the request, on the first touch? –  Providing visibility to relevant requests?

•  Request help – when someone needs help how do we find the best people to help them?

•  Offer help – how do we allow people who can and are willing to help, to help?

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The Process Design Template

Incident Ownership

Ask for Help Offer Help Exception Management

Trigger

Live call in queue

Ability

Available to take call

Motivation

Don’t want the caller to wait

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Seven Process Scenarios •  I need help (I have searched KB)

–  On a live call –  Specific question –  I know who could answer it

•  I need help –  On a live call –  Specific question –  I don’t know who could answer it

•  I need help –  On a live call –  I have no idea about how to

pursue resolution

•  I need help –  In research mode (off line) –  Don’t know who could help

•  I see a request for help –  How do I know someone is asking for help

in an area relevant to me –  How do I respond?

•  I see an incident/request (someone else has taken ownership for) that I know the answer to

–  How do I find the incident? –  How do I help?

•  How do I find or see open/available requests that are relevant to me?

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Promote or Inhibit Collaboration? Current Practice Impact: Promote or Inhibit

Process and Policy •  Escalation rules •  Workforce Mgt, time on queue •  Visibility to work

Structure •  Teams •  Tiers (L1, L2, L3) •  Geography

Measures •  Performance Measures •  Organizational Health •  Customer Focus

Tools •  Peer availability •  Interaction •  Queues •  Session History

Designing ���People Profiles

People Profiles

Thoughts and Concepts

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Degree of understanding about the problem impacts the size of the potential audience needed to fix it…

Understanding of the problem

Potential audience of relevant content or people

Small, little context about the issue and requestor

Large number of potential responders

Potential audience

Understanding of the problem

Small number of potential responders Large, a lot of context

about the issue and requestor

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Thoughts on Design Criteria

•  Support/encourage desirable behaviors and the success of the people doing the work

•  Alignment to the organization's purpose, mission, goals and values

–  Purpose, mission, and goals describe what we are trying to accomplish

–  Values describe the boundaries of acceptable behavior in how we accomplish it

•  For individuals and teams –  Teams should not be limited to the reporting structure:

some teams will be cross-functional and cross-geographical

My Skills & Interests

Company Goals

Magic happens here!

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Queues and Tiers

Level 1

Level 3

Level 2

Development Engineering

Support Center

Compartmentalized roles and responsibilities limit people’s ability to contribute.

Tiers

Job

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The Crying Shame ���of Queues and Tiers

Job

A job description: skills and responsibilities. What people are expected and allowed to do.

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The Crying Shame ���of Queues and Tiers

Job

A job description: skills and responsibilities. What people are expected and allowed to do.

The scope of skills possessed by multi-talented human beings.

Assertion: standardized job descriptions utilize less than 50% of the talent and skill we employ.

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The Crying Shame ���of Queues and Tiers

Scope of skills possessed by multi-talented human beings is seldom a perfect fit.

Crazy assertion: standardized job descriptions force people into roles they aren’t good at.

Job

A job description: skills and responsibilities. What people are expected and allowed to do.

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Unbounded Contribution

Old contribution

Assertion: collaboration with unbounded contribution will yield faster, more creative resolutions for new

issues, and happier employees.

Job New contribution

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What’s Different?

Level 1

Level 3

Level 2

Development Engineering

Support Center

Intelligent Swarming

Development Engineering

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Vendor Offerings

People Profiles

Knowledge Articles Work or

Tasks Customer

Entity

Knowledge Assets

© 2015 Consortium for Service Innovation

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Common Classification Model to Make Connections?

Work

Knowledge

People Offering

Customer Entity

Ability to relate Many to many

Or can technology make the associations for us?

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Example of a Classification Model Market  Segments   Customer  Roles   Business  Types   Products  SSB   Owner/CEO/GM/President   Construc4on  &  Real  Estate     Sage  Fixed  Assets  

SMB   Accountant   Farming,  Natural  Resource  Mgmt  &  Xport   Sage  HRMS  

MMB   Office  Management   Government  /  Educa4on  /  Members-­‐Community   Sage  500  ERP       Controller   Hospitality,  Food  and  Beverage   Sage  ERP  X3  

    CFO/Finance   Legal/Insurance/Financial  Ins4tu4on  &  Services   Analy4cs  

    Other   Manufacturing  Sage  300  Construc4on  and  Real  Estate  

    Management   Other   Sage  100  ERP       Payroll   Services   Sage  100  Contractor  

    IT   Transporta4on  /  Distribu4on   Sage  BusinessWorks  Accoun4ng       Opera4ons   Wholesale  /  Retail   Sage  300  ERP  

    Human  Resources       Sage  BusinessVision  Accoun4ng       Sales         Sage  PFW  ERP       Others       Sage  CRM               Sage  300  Trade  Specialty  

            Sage  Construc4on  Anywhere               Sage  Pro  ERP               Sage  50  U.S.  EdiGon               Sage  50  Canadian  Edi4on               Sage  Timeslips                                                                              

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Intelligence?

Vendor Offerings

People Profiles

Knowledge Articles

Work or Tasks

Customer Entity

Our “intelligence” is dependent on:

•  Our ability associate data elements

•  Infer recommendations and actions

•  That are valued by the people involved

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An Architecture for Reporting

Presentation

Analysis

Associations

Data

Support Analysts Executives

Coaches

Managers

Four Layers

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Key Questions:��� Implementing People Profiles

•  What would we like to know about others that would help us collaborate more effectively?

•  Ultimately … automation is required –  Level of detail required, tedious to maintain manually –  Self-declaration of skills is suspect

•  How do we capture “implicit” information about people’s skills and competencies? –  Recognize people for all the key competencies that they are good at –  Transferable skills and non-transferable skills

•  How do we capture feedback on the value created?

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Elements of People Profiles ���

•  My Identity (static, explicit) –  Name, contact info, language(s), location

•  Interests (static, explicit/declared) •  Preferences (dynamic, explicit, & implicit)

–  Modes of interaction (phone, email, chat) –  Roles (maven, connector, evangelist (from The Tipping Point) or Support Analyst, Consultant….) –  Relationship – existing and positive, based on past interaction

•  About my competencies/skills (dynamic, explicit, & implicit) –  Subject mater domain expertise –  Soft/transferable skills, KM, CRM, customer interaction

•  Reputation (dynamic, explicit, & implicit) –  History of value created

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Managing Identity and Privacy���The Layers of the Profile

ME

My Identity

Reputation

Skills & Competencies

Interests

Preferences

Explicit Implicit

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Feedback?

•  How do we give each other feedback in interpersonal (face to face) interactions?

•  80% is implicit –  Facial expression, tone of voice, body language…

•  20% is explicit –  Words, content of the message

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ME

My Identity

Reputation

Skills & Competencies

Interests

Preferences

Boundaries of Visibility Public

Company Team

Managing Privacy

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My Identity

• Name •  Email, instant messenger ID, twitter handle,

phone # •  Language(s) •  Location, time zone

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Skill or Competency Levels

•  What are the key skills/competencies for support that would facilitate collaboration?

•  How many levels for each skill? Three? Five? –  Gold, Silver, Bronze –  Master, Expert, Novice –  Black Belt, Green Belt, Yellow Belt

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Skills and Competencies

•  Transferable skills –  Soft skills –  Skills that are valuable independent of the product/

technology being supported

•  Non-transferable skills –  Product specific

•  How products work

–  Technology specific •  Languages or protocols

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For Customer Support: Transferable Skills

•  Customer interaction skills –  Verbal, Written –  Customer empathy

•  Problem solving –  Critical thinking –  Kepner-Tregoe problem solving technique

•  Process and procedures –  Case management –  Knowledge management (KCS Certified)

•  Time management •  Project management

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Skills and Competencies

•  Non-transferable skills (product specific) –  Programing languages, reading/writing code (Java, PHP, C) –  Platforms/OS (Linux, Windows, Mac) –  Protocols and architectures (TCP/IP, FTP, SQL, HADOOP) –  Product specific

•  Product components/functionality

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The Challenge Of How Much Detail?

•  How do we decide how much detail to put into profiles? –  Not enough detail won’t enable the necessary level

of relevance, but too much detail creates unnecessary noise and irrelevant data

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Skills/Competency Profile���Transferable Skills

Interest (limited experience)

Experienced Master

Customer Interaction

Problem Solving

Knowledge Management

Case Management

Social Networks

Community

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Skills/Competency Profile���Non-Transferable Skills

Interest (limited experience)

Experienced Master

Migration

Installation

Product A

Product B

Process 1

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Quests and Badges

•  Quests –  Aligns with an initiative –  Start and end date –  Specific outcomes –  Measures and accomplishment

•  Badges –  Aligns with skills –  Multi-level: novice – master –  Reflects credentials –  Decay, fade over time unless renewed

Indicators of Success Baseline Measures

Progress Value Creation

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Measures •  Benefits, expected outcomes (stakeholders)

–  Baseline Measures –  Progress

•  Individual contribution –  Value Creation, triangulation (value foot print) –  Reputation model, badges and quests –  Connectedness (ONA)

•  Leadership performance (management) –  Team value creation –  Connectedness in and beyond the team

•  Organizational health indicators –  Collaboration health –  ONA

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Benefits, Expected Outcomes���Example Baseline Measures

•  Increase/improve: –  Skills development – time to

expertise/proficiency –  First touch resolution –  Employee engagement, buy-

in, understanding –  Collaboration health: ONA

indicators, survey –  Knowledgebase maturity

•  Reduce: –  Number of handoffs, queue bouncing –  Call back rate, number of interactions/case –  “work in progress” –  Average time to resolve/relief (elapsed

time) –  Average handle time (work min) –  Average time to service restoration –  Backlog –  Customer escalations to executives

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Indicators of Value Creation ���for Individuals Who Are Swarming

•  Frequency of use of analyst’s expertise (how often do we go to an individual?)

•  How long to ask for help (case open to raise hand) –  Too long? Too quick? –  Manual process to track for a period of time?

•  Frequency of requests for help from anyone •  Time to respond – how long for individual to respond •  Frequency of response by individual •  Un-answered requests •  Feedback from requestor of help •  Feedback from responder •  Ask for help from a specific person •  Unsolicited offers of help •  Articles created/improved as a result of collaboration

Adoption Considerations Assess

Design Pilot

Implement

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Intelligent Swarming��� Adoption

•  Initial Qualification –  Online questionnaire to assess relevance

•  Organizational Analysis –  Conference calls, ONA and collaboration health surveys, data

analysis, understanding the brand promise

•  Adoption Planning and Design –  3-5 day workshop and design session, onsite, heavy participation

by Support Analysts/engineers

•  Pilot – a team of 25-50 people –  Test and refine the design: processes, tools, measures

•  Organizational roll out

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Adoption

•  Start with a pilot (identify a collaboration group) –  Collaboration Health Survey –  ONA

•  Let the Support Analysts design the process –  Triggers, ability, motivation for seven scenarios

•  Iterate on the process •  Start with manual process and define technology requirements

based on that experience –  People profiles –  Measures –  Integration of collaboration tools

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Technology Considerations

•  Ability to see all incidents/cases/work that are relevant to me

–  From any queue

–  Owned or available

•  Ability to request help - raise my hand

•  Ability to ask a specific person or small group of people a question

•  Ability to join groups

•  Ability to see and respond to requests for help that are relevant to me

•  Ability to offer unsolicited help

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Technology Considerations (continued)

•  Ability to see others’ availability, status •  People profiles

–  Reflect my skills, interests, preferences, reputation

•  Ability to see open requests for help and aged requests for help –  Configurable by team

•  Options on how to connect •  Ability to create unique, separate “collaboration space” for two or

more people to work on an issue

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Technology Considerations���(continued)

•  To support measurements: –  Time: incident open to request help –  Frequency of requesting help –  Frequency of offering help: unsolicited and requested –  Frequency of being requested (by name) –  Unanswered requests –  Feedback from requestor about the help received –  Feedback from the provider about the requestor –  Who is interacting with who and how often (input to ONA)

Summary

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Emerging Principles •  Alignment with the needs of the people doing the work AND alignment with the purpose

and goals of the organization –  Sweet spot - Intersection of employee’s skills and interests with the company goals and

objectives •  Promotes collaboration (not competition - I can only win if you lose) •  Recognize diversity of skills/competencies (lots of them), all that are required to be

successful •  Leverage the principles of:

–  Motivation elements of: accomplishment, recognition, interesting work (Hertzberg), mastery, autonomy (“Drive” Pink)

–  Flow: balancing skill and challenge (“Finding Flow” Csikszentmihalyi) •  Develop reputation through implicit means (people's behavior) rather than by explicit means

(surveys and people's feedback) (Marc Smith) •  Based on abundance not scarcity

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Critical Success Factors

•  Culture of collaboration

•  Engagement in, alignment to the purpose/brand promise and the values of the company

•  New indicators of organization health and value creation

•  Transformation of Management’s role –  1st and 2nd line managers as coaches

–  Executive expectations (measures)

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A Good Outcome

•  An understanding of Intelligent Swarming concepts •  A summary of case studies

–  Benefits and lessons learned from the early adopters

•  Details on the qualification criteria –  Swarming is not for everybody

•  Insight to the critical key enablers –  Culture shift –  Seven scenarios to consider in designing the process

–  Tool functionality and integration requirements –  Change management (especially for 1st & 2nd line managers)

•  Understanding of the measures of success

For more information, please contact: Consortium for Service Innovation

Greg Oxton, Executive Director goxton@serviceinnovation.org

Melissa George, Program Director mgeorge@serviceinnovation.org

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•  Drive: The Surprising Truth About What Motivates Us by Daniel Pink

•  Transforming Performance Measurement by Dr. Dean Spitzer

•  The Five Dysfunctions of a Team: A Leadership Fable by Patrick Lencioni

•  The Wisdom of Crowds by James Surowiecki

•  The Medici Effect: What You Can Learn from Elephants and Epidemics by Frans Johansson

•  Group Genius: The Creative Power of Collaboration by Keith Sawyer

•  Wikinomics: How Mass Collaboration Changes Everything by Don Tapscott and Anthony Williams

•  The Only Sustainable Edge: Why Business Strategy Depends On Productive Friction And Dynamic Specialization by John Hagel III and John Seely Brown

•  The Support Economy: Why Corporations Are Failing Individuals and the Next Episode of Capitalism by Shoshana Zuboff and James Maxmin

•  The Future of Knowledge by Verna Allee

References

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Creative Commons Licenses

For commercial license contact the Consortium

Practices Guide v6 •  Right to use with attribution •  NonCommercial •  Derivative works allowed

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