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

Enabling Quantum Organizationsas a new level of effectiveness Keith D. Swenson Vice President of R&D Fujitsu America 1

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.

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

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

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 >> <<

The Root of the Conceptual Problem 6

Isaac NewtonF = maEverything, it wasthought, could bepredicted if youmeasure the initialconditionscarefully enough.

We assume the system runs on simplerules.

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)

The Heisenberg UncertaintyPrinciple:Chaos can not banished throughperfectly precise measurement.

At subatomic level, particles are constantly forming and disappearing. And yet…. structures at our level remain remarkably stable. 12

Newtonian vs. Quantum externally limited precision observable smoothness turbulencebased on simple relationship based rules predictability unpredictability

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

The Industrial Revolution:… the Newtonian view in business. 15

The AssemblyLine Henry Ford 16

Frederick Winslow Taylor•  Time and Motion Studies•  Mass production techniques to office work 17

Routine work is already to a large extent, being automated 18

What does aknowledge workerlook like? 19

Maybe… 20

People who “figure out”what they need to do.(Few expect KnowledgeWorkers to look like this) 21

People who weighmanyfactors and determinecourses of action 22

People whose actionsare based on manysources of information 23

People who gather cluesfollow up, and discover things. 24

People who set the rulesor think outside the box 25

People who face uncertainsituationsand courses that are not fixed 26

For KnowledgeWorkers, think not of amachine, but an ecosystem 27

Newtonian vs. Quantum externally limited precision observable smoothness turbulencebased on simple relationship based rules predictability unpredictability

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.”

<< Push >> Modelstreat public as passive consumersmake centralized decisionstop-down approach to planningworkers perform dictated activities

“The tight coupling of theprocedures in these programstends to make companies rigid andinflexible.” -Hagel et al.

>> 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

•  Adaptive Case Management•  Knowledge Workers•  Pull Model•  Get Things Done

Returning to“Human 1.0” 34

Forget market •  engage tribes segmentsForget company •  think human centricity centricityForget information •  think knowledge networks channelsForget processes •  embrace social messiness and hierarchies 35

Roles mean nothing withoutunderstanding the network ofrelationships and the resourcesthat are required to support thework of that person. – MargaretWheatley 36

Important workerqualities will be:• HighConcept• High Touch-Daniel H. Pink

•  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

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

http://www.modeldrivenstar.org	290
http://paper.li	87
http://www.elsua.net	61
http://www.linkedin.com	36
http://www.linkedin.com	36
http://www.bpm4people.org	10
http://feeds.feedburner.com	9
http://www.ronalddelange.nl	7
http://project2cloud.org	7
url_unknown	2
http://127.0.0.1:8888	2
http://www.knowledgemanagementnews.com	2
http://a0.twimg.com	1
http://translate.googleusercontent.com	1
http://localhost:8080	1
https://www.businessprocessincubator.com	1

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

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