Your SlideShare is downloading. ×
Enabling Quantum Organizations as a new level of effectiveness - Keith D. Swenson
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Enabling Quantum Organizations as a new level of effectiveness - Keith D. Swenson

22,274
views

Published on

Published in: Business

2 Comments
4 Likes
Statistics
Notes
No Downloads
Views
Total Views
22,274
On Slideshare
0
From Embeds
0
Number of Embeds
11
Actions
Shares
0
Downloads
151
Comments
2
Likes
4
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. Enabling Quantum Organizationsas a new level of effectiveness Keith D. Swenson Vice President of R&D Fujitsu America 1
  • 2. New Social BPM book Official Launch June 8, 2011 Social Business Forum Milan, Italy Keith D. Swenson, Nathaniel Palmer, Sandy Kemsley, Keith Harrison-Broninski, Max Pucher, Manoj Das, et al.
  • 3. We are standing on the crux of a change thatwill affect every aspect of our working lives. 1990 2000 2010 2020 Mass p2p & tribe oriented communications
  • 4. How will you take your organization throughthis substantial change and benefit from it?1990 2000 2010 2020 Dominated by << Push >> Organizations Dominated by >> Pull << Organizations
  • 5. Our own conceptual limitations stand in the way of capturing the full benefit of social business 1990 2000 2010 2020 Remain << Push Change to >> Pull >> <<
  • 6. The Root of the Conceptual Problem 6
  • 7. Isaac NewtonF = maEverything, it wasthought, could bepredicted if youmeasure the initialconditionscarefully enough.
  • 8. We assume the system runs on simplerules.
  • 9. Chaos was believed to simply be complexity so greatthat in practice scientists couldn’t track it, but theywere sure that in principle they might one day be ableto do so.- Briggs & Peat (1989)
  • 10. The Heisenberg UncertaintyPrinciple:Chaos can not banished throughperfectly precise measurement.
  • 11. At subatomic level, particles are constantly forming and disappearing. And yet…. structures at our level remain remarkably stable. 12
  • 12. Newtonian vs. Quantum externally limited precision observable smoothness turbulencebased on simple relationship based rules predictability unpredictability
  • 13. It was as if the ground had been pulled out from under one, with no firmfoundation to be seen anywhere, upon which one could have built. - Einstein
  • 14. The Industrial Revolution:… the Newtonian view in business. 15
  • 15. The AssemblyLine Henry Ford 16
  • 16. Frederick Winslow Taylor•  Time and Motion Studies•  Mass production techniques to office work 17
  • 17. Routine work is already to a large extent, being automated 18
  • 18. What does aknowledge workerlook like? 19
  • 19. Maybe… 20
  • 20. People who “figure out”what they need to do.(Few expect KnowledgeWorkers to look like this) 21
  • 21. People who weighmanyfactors and determinecourses of action 22
  • 22. People whose actionsare based on manysources of information 23
  • 23. People who gather cluesfollow up, and discover things. 24
  • 24. People who set the rulesor think outside the box 25
  • 25. People who face uncertainsituationsand courses that are not fixed 26
  • 26. For KnowledgeWorkers, think not of amachine, but an ecosystem 27
  • 27. Newtonian vs. Quantum externally limited precision observable smoothness turbulencebased on simple relationship based rules predictability unpredictability
  • 28. The Power Of Pull “Pull platforms are emerging as a response to growing uncertainty.” “They seek to expand the opportunity for creativity by local participants dealing with immediate needs.”
  • 29. << Push >> Modelstreat public as passive consumersmake centralized decisionstop-down approach to planningworkers perform dictated activities
  • 30. “The tight coupling of theprocedures in these programstends to make companies rigid andinflexible.” -Hagel et al.
  • 31. >> Pull << Modelsloosely coupled and modularembrace exceptions not eliminate themenhance the potential for productivefrictioncontinually expand choices availablehelp find the most relevant resourcesallow initiative and creative opportunities
  • 32. •  Adaptive Case Management•  Knowledge Workers•  Pull Model•  Get Things Done
  • 33. Returning to“Human 1.0” 34
  • 34. Forget market •  engage tribes segmentsForget company •  think human centricity centricityForget information •  think knowledge networks channelsForget processes •  embrace social messiness and hierarchies 35
  • 35. Roles mean nothing withoutunderstanding the network ofrelationships and the resourcesthat are required to support thework of that person. – MargaretWheatley 36
  • 36. Important workerqualities will be:• HighConcept• High Touch-Daniel H. Pink
  • 37. •  Understand the limits of Newtonian view –  and Scientific Management•  Beware of over-simplifying the job –  Don’t just “pick a process”•  Focus on providing the right information –  Promote a culture of sharing•  Embrace complexity –  Don’t de-skill the workplace•  Empower people to respond to customers –  Decentralize, but monitor•  Hire/promote right-brained people 38
  • 38. Crossing the gap will require a new mindset at all levels of your organization.1990 2000 2010 2020 Dominated by << Push >> Organizations Dominated by >> Pull << Organizations 39