Living Companies Working in Hyper connected Teams...The IT-Dilemma Decreasing … 0% 10% 20% 30% 40%...
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Living Companies Working in Hyper connected Teams Elabs AG © 2015
Transcript of Living Companies Working in Hyper connected Teams...The IT-Dilemma Decreasing … 0% 10% 20% 30% 40%...
Living CompaniesWorking in Hyper connected Teams
Elabs AG © 2015
‣ Founder and CEO of Elabs AG – the German IT service pioneer (since 2001)
‣ IT Business Engineer, IT-Innovator and consultant for strategic corporate development
‣ Humanist and wholehearted family man
‣ Motto in life: „Think outside the box!“
Speaker: Thomas Keck
Elabs AG © 2015
Agenda
‣ Prologue: What “turns” us on?
‣ The Elabs-Principle
‣ Transformation instead of change
‣ Effects: Dynamically in balance
Elabs AG © 2015
Prologue: What “turns” us on?
Elabs AG © 2015
Prologue: What “turns” humans on?
What motivates humans? Self-efficacy!
* Contingency (lat. contingere: to happen at the same time) = to (be able to) affect something
Action ResultFeeling of efficacy
Contingency*-”Drive”: From the 8th week of life humans want to control their environment.
Elabs AG © 2015
Prologue: What “turns” humans on?
Intrinsic Motivation
Job-Characteristics-Modell by Hackman & Oldham (1980)
Characteristics of Work States of Experience Consequences
Diversity of requirements Wholeness Meaning
Experienced Meaningfulness
Experienced ResponsibilityAutonomy
FeedbackKnowledge of the results
of their own work
High Intrinsic Motivation High Output High Job Satisfaction High Reliability Low Turnover
Motivation Potential = x Autonomy x FeedbackDiversity of requirements + Wholeness + Meaning
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„Flow“: Flowing development of competencies
Action
Ability Behavior
Experience of Success
Abilities
RequirementsStress Flow
Boredom
Learning
Self-Efficacy
Prologue: What “turns” humans on?
Interest
Mo
tivation
Elabs AG © 2015
The Elabs-Principle
Elabs AG © 2015
The IT-Dilemma
Decreasing …
0%
10%
20%
30%
40%
50%
60%
70%
1980 1990 2007
Server-Utilization*
Efficiency
Increasing …
1990 1997 2007
Co
mp
one
nts
Number of components that must be purchased, installed, managed and secured *.
Complexity
Dilemma
More responsibilities
with fewer resources
Compliance with security and
industry standards
* Source: IBM Scorpion
Resources
low IT-quality and new functions
The Elabs-Principle
Elabs AG © 2015
Our Solution Principle
IT-Automatization in All-Inclusive Packages
Application HostingIT Consulting Managed Services
Cloud Computing
Premium Hosting
SaaS Enablement
Mobile Computing
Datacenter
High Security Backup
Virtualization
Service Level Agreements
High Availability
IT OutsourcingUser Support
PaaS
IaaS SaaS as a Service
On Premise
The Elabs-Principle
Elabs AG © 2015
Our Biggest Customer Benefit
The Elabs-Principle
High Output* –––––––––––––– = Effortlessness**
Maximum Efficiency
* Maximum reliability and personal satisfaction** Minimal use of employees and their time
Efficiency defined humanely
Elabs AG © 2015
Our market targets
Values
Demanding Business Customers
100 % Market-Coverage High Degree of
Automatization
Flexible Cooperation
Safe QualityEfficient
Processes
Strategy
Just-in-Time-Growth through solution and
distribution partnerships
The Elabs-Principle
Elabs AG © 2015
Transformation instead of change
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How the nature of work changes
Transformation instead of change
1. Pressure for innovation:less routine work
2. „Work-Swarm“ (ad hoc network teams)
3. Fast and loose networking
4. Collective manage the voiceof the individual
5. Individual „Work-Sketch-ups“
6. Spontaneously use chances and master challenges
7. Simulate and experiment
8. Evaluate and provide work patterns
9. IT-„Hyper-connectivity“
10. „My Place“: Work-/Life-Balance
10 Trends till 2020
Source: „Watchlist: Continuing Changes in the Nature of Work, 2010-2020.”, Gartner 2010
Elabs AG © 2015
Transformation instead of change
‣ Demand-oriented teamwork
‣ Variable engagement- and time requirement
‣ Functions and roles temporary or permanent
‣ Constant integration and adaption of external know-how and technologies
‣ Resource-efficient growth
Mashup-Enterprise
ElabsNET: Flexible cooperation without borders
Free work culture as a company’s goal
Elabs AG © 2015
Lean Leadership-Teamwork
Evolution of working groups
‣ Cultural change of authoritarian leadership structures to dynamic micro-hierarchies (humane superNETWORKED: Responsible Team-Managers instead of supervisors) Mistake and learning culture for holistic competence development
‣ Mistake and learning culture for holistic competence development
‣ Measurement of employee satisfaction with the company structure
Transformation instead of change
Elabs AG © 2015
3600-Company Development
Vision + Mission
Strategies
MethodsTechnologies
Culture Organization+ Processes
Core-Competencies
‣ Elabs.MbO – individual goal agreements • Phase 1 ="pilot projects" with leaders • Phase 2 = Expanding to all employees down to the
trainees (including agreements for education and/or training)
‣ Elabs.Projectplace – a pool system for all projects: Step by step introduction in all business areas
‣ Elabs.Telework – free selection of the workplace:Generally possible after agreement from the supervisor
‣ Elabs.Academy (Version 1.0):Department specific learning programs and/or individual training according to current need, employee library, internal keynotes
‣ Elabs.Rules – binding code of conduct:CI-Booklet with ethical codex
Transformation instead of change
Elabs AG © 2015
The Elabs-Phases
Elabs 1.0 Elabs 2.0 Elabs 3.0 Elabs 4.0
AutomatizationQuality-
ManagementLean ProductionService-Orientation
Self-directed work4-Hour Workday
Employee-Participation
Performance agreements
Teleworking
“Free space"
Definition of responsible
Network-Organizations
Today
Transformation instead of change
Hyper connected Teams
Elabs AG © 2015
Effects: Dynamically in Balance
dynam
ics
b a l a n c e
Elabs AG © 2015
Effects: Dynamically in Balance
What makes systems stable? Networked Humans!
Balance in organizational structures
Stable system Meta-stable system
Unstable system Borderline stable system
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Effects: Dynamically in Balance
Effects: Dynamic Organizations
Task definitionsDepartments and areas
Processes
Outsourcing of tasks
ResponsibilitiesInformation flow
Rules for cooperationCompetencies and qualifications
Cost centers
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Effects: Dynamically in Balance
Effects: Dynamic Mindsets
New cognitive strategies
Goal- and process orientation
Enduring
Deliberateness
Listening emphatically
Receptiveness and openness for new things
Meta-cognition and reflection
Researchers attitude
Connected thinking
Clarity and precision in communication
Creativity
Wonder and curiosity
HumorWillingness to take risks
Elabs AG © 2015
Effects: Dynamically in Balance
Effects: Dynamic Team flow
Experience of meaningfulness
Experience of responsibility
Experience of self-efficacy
Balanced motivation
Feedback
Autonomy
Diversity of Demands
Wholeness
Meaning
Job Satisfaction
Elabs AG © 2015
What is in it for me as CEO? Relief!
Effects: Dynamically in Balance
Elabs AG © 2015
Special thanks to
Rene [email protected]
Detlef [email protected]
www.evolwe.de
C3: Connect—Collaborate—Commmit
No work, just IT.
Elabs AG © 2015
Elabs AG
Hanauer Landstraße 322 D-60314 Frankfurt am Main
+49 (0)69 941779-0 +49 (0)69 941779-79
[email protected] elabs.de
Elabs AG © 2015
