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Unleashing Digital Workforce Potential
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Transcript of Unleashing Digital Workforce Potential
® 2015 7Summits 2
IntroductionsDion Hinchcliffe
• ZDNet’s Enterprise Web 2.0
• http://blogs.zdnet.com/Hinchcliffe
• ebizQ’s Next-Generation Enterprises
• http://www.ebizq.net/blogs/enterprise
• 7Summits Chief Strategy Officer
• http://7summits.com
• : @dhinchcliffe
Judge
(cc) 2014 Adjuvi 3
What does today’s digital workplace look like in the wild?
What value can it create for
us?
How can we enable it?
AdjuviSOCIAL COLLABORATION
THE STATE OF THE ART: SOCIAL COLLABORATIONThe employee collaboration industry has moved to a new phase that uses the proven techniques of social media to capture and share knowledge more powerfully than ever before.
The combined data of many studies in virtually every industry has shown that social collaboration is the most effective way known to:
1) Deeply engage employees;
2) Capture their knowledge, and;
3) Leverage it strategically.
4) Take us to the Future of Work
25% average productivity gain once widely used Source: MIT SMR
social tools
IBM Connections
AdjuviMOTIVATION
GOAL: CREATING A BETTER WORKPLACE | HIGH PERFORMANCE
• New modes of work & management: Work pods, open business processes, networked team structures, digital communities, purpose-driven collaboration
• New digital tools: Enterprise social networks, ideation systems, enterprise app stores, social CRM, lightweight collaboration tools, unified communications, next-gen CMS/DMS
• Supporting capabilities: Community management, automated compliance safety nets, social media/collaboration center of excellence, collaborative literacy programs, enterprise architecture, a great user experience
• Goals and roadmap: Leadership guidance and guardrails, yearly business objectives
• Change management: Business process redesign, stepped transformation of the business, managed impact
AdjuviPRIORITIZATION
CONNECTING A DIGITAL WORKPLACE TO VALUE
The Platform Doesn’t Matter That Much (They will come and go, and your intranet must still be there.)
Even Adoption Doesn’t Matter That Much Just get the right 10-20% involved, especially key executives
It is Who You Have Involved and What They Do That Actually Matters
AdjuviTHE WHY
THE BUSINESS IMPERATIVE OF BETTER WORKPLACES
By 2015
$1.4 Trillion
Source: McKinsey
In untapped economic value
as the digital workplace continues to grow through 2019
AdjuviMINDSET
THE CORE DIFFERENCE BETWEEN EARLIER GENERATIONS OF COMMS IT
We’ve Learned to Let The Network Do The Work....
(cc) 2015 Adjuvi, LLC | Creative Commons. Some Rights Reserved. | @dhinchcliffe
Adjuvi LLC
The end game: Examples of new types of work
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• Story of Valve: A major company that is entirely non-hierarchical and self-organized
• Story of Intuit: A company that used mass peer production with its customers to create breakthrough customer care See case study in Social Business By Design
• Story of Fold.It: An online community that solves some of the scientific world’s largest problems using outsiders
And open source
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Adjuvi LLC
A groundbreaking strategic knowledge story: Fold.It
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(cc) 2015 Adjuvi, LLC | Creative Commons. Some Rights Reserved. | @dhinchcliffe
Adjuvi LLC
A Class-Leading Example
12
“A Team-Based, Flat Lattice Organization”“How we work at Gore sets us apart. Since Bill Gore founded the company in 1958, Gore has been a team-based, flat lattice organization that fosters personal initiative. There are no traditional organizational charts, no chains of command, nor predetermined channels of communication.
Instead, we communicate directly with each other and are accountable to fellow members of our multi-disciplined teams. We encourage hands-on innovation, involving those closest to a project in decision making. Teams organize around opportunities and leaders emerge. This unique kind of corporate structure has proven to be a significant contributor to associate satisfaction and retention.”
Key stats for W.L Gore:
10,197 employees$3.2B revenue (2013)
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Workforce engagement is the real challenge
13
Most of your intranet efforts are wasted unless you address
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Yet the benefits of better engagement could not be more clear...
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Can technology really improve employee engagement?
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And we’re neglecting to build the requisite worker skills
16
...to access the potential value we are enabling
AdjuviRETURN ON COLLABORATION
THE PROOF THE INDUSTRY HAS BEEN SEEKING
Fully connected organizations get outsized benefits
Source: McKinsey Social Technologies Survey
Data Breadth: Approximately 3,000 global enterprises participated in the survey
AdjuviSECTION_TITLE
AND IT’S LEADING TO NEW WAYS TO MANAGE AND WORK
Wirearchy
Social Business
Emergent Management Theories, Methods for
Modern Leadership in the Digital Age
blogs
wikis
enterprise social networks
social CMS
unifiedcommunications
online communities
IM/Chat
e-mail groupware
collaboration suites
digital organization support tools
chronological evolution
Social Technology for Mass Collaboration and
Self-Organization
• Inspire •Enable •Empower
crowdsourcing
•Re-imagine
•Transform
•Improve
Core Institutional Business Practices
leadership
management operations governance
hiring budgeting resource allocation
project management
product development
marketing and sales
How Technology and Business Are Co-Evolving
into the Future Organization
AdjuviMOTIVATION
THE INTRANET CAN BE THE STARTING POINT FOR THE FUTURE WORKPLACE
...AND SOMETHING DEFINITELY WILL BE
Essential: Cultivate Professional Community Management
22
Key Point: Mature social intranet initiatives have 3x the community managers of low maturity efforts
AdjuviHOW TO BUILD COLLABORATION
LESSON: DIGITAL WORKPLACE IS A PEOPLE-FIRST PROBLEMIn the early years, new collaboration and KM tools would be deployed and they would often languish and be greatly underutilized.
Why?
The reasons gradually became apparent:
1) Many competing digital channels exist to work in.
2) Collaboration is an aspect of company culture. If the culture is not collaborative, the tools won’t be used.
3) Business processes that don’t have collaboration built into them won’t become collaborative by themselves.
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• Non-interruptive and leveragable...
Two key reasons new forms of digital work are different and more powerful
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Also, the “domino effect” of emergent systems of engagement
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Acquired Board Member
Sponsor
connect.BASFFirst Conceived by Internal Think Tank
Stand-Alone Solution Owners
Interdisciplinary Team
Involvement
Expert Communities &
Advocates
Go/No Go Decision for
Global Launch
Launch Communication
Concept Pilot Launch
2007 2008 2009 2010 2011
5K
10K
15K
20K
25K
30K
User Base
social intranet story
25% faster project management processes
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Burberry CEO Angela Ahrendts Explores Their Social Enterprise Vision With Salesforce CEO Marc Benioff at Dreamforce 2011
Stats: 6,600+ Workers | 10M+ Facebook Fans | 15,000 Partners
‘s End-to-End Social Business Effort
20% higher profit within a year
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Digital Skills: Working Out Loud
BeginOpen Work
RequestParticipation
Create InitialWork Seed
and/or
Open Work InitiatorLegend Community Participant
Make DirectContribution
Discuss OpenWork Effort
Co-Curate OpenWork Effort
CommunityManagement
Start
FinishEnd OpenWork Effort
Definitions
Open WorkA social business work process where anyone can contribute. You choose the boundaries of the community.
Co-CurationCommunity-based decisions on the best contributions to integrate into the ultimate open work effort.
Community ManagementThe process of 1) drawing in the participants, 2) managing their engagement, 3) enforcing standards, and 4) eliciting their participation.
Enablement is Critical at Three Strategic Levels
34
Between Companies
Between Workers
Between Companies and Their Customers & Suppliers
Some Rights Reserved. 2014. by Dion Hinchcliffe
• B2B Communities • Global Solutions Networks
Examples
• Customer Communities • Collaborative/Sharing Economy • Social Supply Chain • Social CRM
• Unified Communications • Social Collaboration • Unified Collaboration
strategic knowledge flow
AdjuviCULTURE CHANGE
THE PART IT DEPARTMENTS OFTEN DON’T LIKE TO TALK ABOUT
FAILURE TO ADDRESS RESULTS IN POOREST OUTCOMES
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Latest Best Practices and Lessons Learned in Digital Workplace• Changing behavior and building the right skills is
much more important (& harder) than selecting tools.• There is no one platform.• There shouldn’t be 100 either.• The more control you seek, the less you get. Design for
it (emergence.)• Collaboration needs a help desk (‘making sure people
share and collaborate with each other’)- Top performers have 3x the community managers
• Store communication and collaboration. Make it discoverable. Analyze it.
• Develop a social listening, analytics, and business intelligence capability
• Adoption by itself is not a goal (at all.) Tie workforce collaboration direction to highest value business practices. Use your analytics to prove it.
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Social Business by Design
• Published by Jossey-Bass, an imprint of Wiley
• The definitive management strategy guide and handbook on social business.
• The most complete and business-focused statement on what social business is and why it’s strategically vital to the future of our organizations.
• Companion Web site at
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http://socialbusinessbydesign.com