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The Socially Integrated Enterprise: Organisations or Communities? The new Collaboration Ecology - Luis Suarez

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  • Hi Michael! Thanks ever so much for dropping by and for the kind feedback comments! Glad you enjoyed the deck and surely agree with you on 'living social' along those terms; it's a continuous learning experience of moving along with those nurturing relationships to help folks do plenty more smart work and become more effective and efficient at what they already do, which is delighting their clients. Yes, it's a bumpy road sometimes, specially, the larger the enterprise, but the payoff is just *huge*! Glad you are also on that boat! Looking forward to further interactions and thanks again for the feedback! :)
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  • Any organization considering a transformation in order to make the most of social inside and outside of their business would do well to take on board: ’A Social Business cultivates trusted relationships, and capitalizes on them when and where needed in order to grow, innovate and make people more effective.’ (slide 8 of 33) This presentation is an informative and intelligent overview of Social Business. Superbly done. Luis.
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The Socially Integrated Enterprise: Organisations or Communities? The new Collaboration Ecology - Luis Suarez The Socially Integrated Enterprise: Organisations or Communities? The new Collaboration Ecology - Luis Suarez Presentation Transcript

  • The Socially Integrated Enterprise Organisations or Communities? The new Collaboration Ecology Luis Suarez - Social Computing Evangelist at IBM @elsua http://elsua.netMonday, June 6, 2011 1
  • Acknowledgements New kind of collaboration across teams ... @jenokimoto Tara Matthews @lbenitez @falabares @nhsocial @inter_vivosMonday, June 6, 2011 2
  • Collaboration as an IBM wide priority “We know that our integrated business model – from the way we design and deliver our systems and solutions to how we transform our end-to-end business processes – demands that we work together collaboratively. Every time we work as a team, execution improves.... making our culture even more collaborative, in support of delivering client value as we strive to build a Smarter Planet.” Sam Palmisano, IBM Chairman, President and Chief Executive Officer 19 July 2010 Second-Quarter 2010 ResultsMonday, June 6, 2011 3
  • Changing landscape in workplace collaboration  Collaboration is changing from stable teams to groups where membership is dynamic. [Mortensen & Hinds]  Workers are often members of multiple groups – a.k.a. multi-teaming. [Chudoba et al, O’Leary, et al., Zika-Viktorsson et al.]  New forms of collaboration have been identified that leverage the internet or social software, such as “collective intelligence.” [Kittur & Kraut, Shirky, Moon & Sproull]Monday, June 6, 2011 4
  • IBM - A Socially Integrated Enterprise Coming from a Globally Integrated Enterprise... In 170 countries, with 400K employees Products and services built and sold in worldwide markets More than 50% work away from traditional IBM offices 73% of managers have remote employees 60+ software acquisitions in 10 years Half of employees have less than 5 years with IBMMonday, June 6, 2011 5
  • On a Smarter Planet, people are transforming the way they interact ... A social transformation is taking place in how people interact and how relationships form and develop, and this is changing the way we work and the way we engage with our customers. Customers Employees are leading the are using social media conversations that Competitors in all facets of their are crowd-sourcing define your brand lives, including work ideas to bring new solutions to marketMonday, June 6, 2011 6
  • ... and this transformation presents new challenges to organisations Marketers have less control over their brands as customer comments and feedback are becoming more influential to brand perception than advertising or PR Product development is challenged to deliver new products and services quickly and at lower cost to keep up with fast moving, new sources of competition Human resources faces difficulty increasing worker effectiveness as work becomes more mobile and global, and as a new generation joins the workforce Organizations are paralyzed by security and governance concerns as employees increasingly use public facing social media tools in the workplaceMonday, June 6, 2011 7
  • Becoming Social Businesses is all about embracing this transformation A Social Business cultivates trusted relationships and capitalizes on Social them when and where needed in Social Transformation Business order to grow, innovate and make people more effective A Social Business is:  Creative – allows the right mix of talent and information to come together to deliver new insight  Consistent – aligns business goals and delivers a consistent brand experience  Empowering – gives each individual the opportunity to participate meaningfully and improve the business  Everywhere – enables the work and web experience to happen where, when, and how it is most effectiveMonday, June 6, 2011 8
  • A Social Business embraces networks of people to create business value? At its core, a Social Business is: Engaged Transparent NimbleMonday, June 6, 2011 9
  • A social business seeks to deepen ...faster ... and enable an effective and virtual workforce client relationships, generate ideas ... A Social Business  Builds trusted relationships and increases sales through relevant messages across all channels Traditional Business  Drives brand advocacy through Deepen communities and dialog  Push marketing via client traditional channels relationshipsMarketing  Control over brand image  Shares insights to generate break- and brand through ideas and speeds time to communication market, gaining market insight and Drive readiness operational  Invest in R&D effectivenessProduct  Generate new ideasDevelopment internally  Reaches out to professional networks  Test ideas in market to respond faster with business decisions to new opportunities, saving Workforce money  Email and phone based optimizationOperations, communicationHuman  Knowledge kept in silosResourcesMonday, June 6, 2011 10
  • How are organisations changing?  GIEs changed the internal structure of the traditional MNC Resource Utilization: focus on client relationships and employee skills Benefits: cut expenses, improve service and agility, reduce risk, address new markets  How companies innovate is changing; the nature of the core mission and goals are changing Single Value Multiple Values Classic “multinational,” GIEs distributed processes SIEs manage a “birds nest” replicated smaller versions across a skilled global of values of external of the parent company in workforce or partners; with stakeholders; building trust countries around the a common set of values; and are socially adaptive. world; clone Multinational Globally Integrated Socially Corporation (MNC) Enterprise (GIE) Integrated Enterprise (SIE) Source: IBM Annual Report 2009 (MNC, GIE) SIE is a proposed ICS concept, diagram Charles Leadbeater “We Think”Monday, June 6, 2011 11
  • Understanding collaborative work We found distinct types patterns (patterns) of collaboration: stable project team client-supplier relationship group dynamic project team community professional relationships … committeeMonday, June 6, 2011 12
  • Dynamic project team [Customer] XBRL Tools RFP Demo. A team pulled together to create a demo that addresses a customer need in order to win a sale. Definition: A continuously changing group of  SMEs on XBRL tools and other customer needs that arise are recruited people working together toward a from the group’s professional network. common goal that is a job-related focus for its members. Arise to enable flexible formation of teams to meet emerging needs, while highly utilizing subject-matter expertise. Sub-types based on subject-matter expert Engineering Efficiency Pilot. Develop a method to identify and (SME) recruitment: eliminate waste in the daily engineering  SMEs are recruited informally via workload at a manufacturing plant. professional relationships & communities.  Various engineers doing the work being evaluated are brought on the team  SMEs are identified through organizational to help identify waste and later to connections. evaluate the method.Monday, June 6, 2011 13
  • Client-supplier relationship group [Customer name] Client Relationship. Coverage sales rep working with various brand specialists to maintain an ongoing relationship with [customer name]. Definition: A stable group including people from both client and supplier who work together in an ongoing basis to make sure the needs of the client are being met over time. NV RAM Customer Facing. Arise to provide a consistent, known A manufacturing engineering team interaction to make customers feel interfaces with customers to ensure comfortable and know who to go to. that the hardware product meets their needs before fabrication.Monday, June 6, 2011 14
  • Professional relationships Rolodex. People I’ve met who I contact for resource allocation (staffing) and quality assurance … on solutions we’re proposing. Definition: A professional relationship between two parties, typically with minimal structure. Arise to provide individuals with career . Internal Microblogging enhancement opportunities (e.g., Collaboration. mentoring) are leveraged for the expertise I use this for career enhancement (to each side provides the other (e.g., to find start up new collaborations, to experts to staff a dynamic project team). volunteer and build my exposure in the company, for reputation building), and to get feedback and support from colleagues.Monday, June 6, 2011 15
  • Community Rational Change & Release Management Community (CoP). Community of people specializing in this particular type of Rational software. Used to gather knowledge about this technology, in service of customer needs. Definition: A group of people with similar job functions or a shared interest, who come together to share (knowledge, information, best practices, Q&A) and possibly to spark Firefox Champion Team (CoI). A community of 4250 SMEs who offer new collaborations. knowledge and services to facilitate others Arise to provide support for dynamic project using Firefox within [the company]. teams (group maintenance, SME recruitment) and individuals with career enhancement opportunities. Coverage Software Architects in Federal Sales Sub-types: (Bounded CoP).  Community of practice. Direct reports of a single manager who all have the same job role. These people do not work closely  Community of interest. together; they are SMEs who participate primarily  Bounded community of practice. in dynamic teams and client-supplier groups. But they provide each other with peer group support.Monday, June 6, 2011 16
  • Stable project team Quad2 Review. Create and review the plan for that week’s manufacturing load and verify that it will meet any customer needs.  Repeated every week, long term. Definition: A fairly stable group of people working closely together toward a common goal that is a job-related focus for its members. Health Services Team. Current project: Redesign Arise because of a need for sustained employee health services case contribution from a specific group of management for IBM to meet people. budget requirements and delivery needs in growth markets. Sub-types based on duration:  Recurring organizational processes  A particular combination of expertise Biztech Redesign Work / Life Zone. invoked across multiple contexts Software redesign of an intranet site focused on work-life balance issues.  A single long term complex deliverable.  Bounded, 6 month project.Monday, June 6, 2011 17
  • Committee World-Wide GBS Distinguished Engineer Board Forms yearly to select Distinguished Engineers for the Global Business Definition: A group formed to handle a goal Services division. Half the members return, half are new each year. Involves that is secondary to most members’ main splitting up the candidates and coming job focus. Though there is often a “lead together to make a decision. cat herder,” these collaborations tend to be consensus run. Arise to handle various organizational needs. Women in Technology Leadership Task Force. A group of SMEs are formed to tackle the organizational issue of increasing women in their technical areas.Monday, June 6, 2011 18
  • Distinguishing attributes Collaboration type Goal & Duration Personnel Work focus Work style Pooled & Co- Stable project team Deliverable Stable Core work focus creation Pooled & Co- Dynamic project team Deliverable Dynamic Core work focus creation Peripheral for most Pooled & Co- Committee Deliverable Stable participants creation Independent with Client-supplier relationship Relationship, ongoing Stable Core work focus bursts of group communication Exchange expertise Stable &/or Peripheral for most Community and best practice, Independent Dynamic participants ongoing Professional relationships Relationship, ongoing Dynamic Peripheral IndependentMonday, June 6, 2011 19
  • How do workers handle new demands of dynamic teams and multi-teaming? There are predictable patterns of interrelationships among a person’s collaborationsMonday, June 6, 2011 20
  • Collaborations are Interrelated in a Collaboration Ecology Ecology (in biology) – the interrelationship of organisms and their environments. Collaboration ecology – the interrelationships between people’s collaborations in business contexts.Monday, June 6, 2011 21
  • Collaborations are Interrelated in a Collaboration Ecology Stable Groups (e.g., client supplier, stable project…) set goals Dynamic Groups (e.g., dynamic teams…) recruit SMEs & provide group maintenance Professional Community RelationshipsMonday, June 6, 2011 22
  • Collaborations are Interrelated in a Collaboration Ecology Stable Groups (e.g., client supplier, stable project…) set goals Dynamic Groups (e.g., dynamic teams…) The responsibility of the Technical Affinity Group is… to extract discrete data points from our sales and customer facing staff so we can figure out strategically where our architecture work and solution design stuff should be headed… Our goal is to always be strategic in building out the toolkit of piece parts that solve patterns and generic customer needs.Monday, June 6, 2011 23
  • Collaborations are Interrelated in a Collaboration Ecology Dynamic Groups (e.g., dynamic teams…) recruit SMEs & provide group maintenance Professional Community Relationships My linkedin is 500, plus [company] internal, there’s 60 people I can approach right there… So if I need to get a number of people on board, I need to know if are they available, and when can they start? If I need project management, I think whos best suited to manage the project as it goes into delivery, then if I need contract management, and technical advisors, people who are really good at doing dial plans for instance, or people who are good at creating scripts… If I need a resource, then I identify a resource and then bill it to the account, they can bill hours. I get pinged all the time with the same requests.Monday, June 6, 2011 24
  • Collaborations are Interrelated in a Collaboration Ecology Dynamic Groups (e.g., dynamic teams…) recruit SMEs & provide group maintenance Professional Community Relationships We do a monthly community call [for the whole community] where we tell stuff about what is happening with the community. Then we have the education sessions in the community. They are typically every two months where we provide education and various different community building techniques. And then we have the watercooler call every two weeks to provide like a virtual gathering for them to share.Monday, June 6, 2011 25
  • Collaborations are Interrelated in a Collaboration Ecology Stable Groups (e.g., client supplier, stable project…) set goals Dynamic Groups (e.g., dynamic teams…) recruit SMEs & provide group maintenance Professional Community RelationshipsMonday, June 6, 2011 26
  • Collaboration Ecology Challenges There used to be a team and it was their whole job to create these proof of technology materials, keep them  Communities sometimes were updated, add new scenarios to them, make them responsible for critical, time- better... Due to [our company’s] organizational reasons, that group is no longer and the responsibility of keeping consuming organizational functions, up those materials—think of them like training which did burden members. materials... fell to the community of practice, which is voluntary (laughs). But it is so important that we keep  Difficult keeping communities active maintaining those artifacts, but it became voluntary. But it is a challenge. There is a person that runs that enough to handle group community and needs us to be active... or else it wont maintenance tasks. Leadership be a good thing. teams helped.  Recruitment for dynamic teams is a At the beginning of last year I changed from process development to business optimization, it’s a completely challenge for workers not plugged different set of people and it’s amazing the lack of in to the right networks. knowledge that we in [this company] have between different divisions. At the beginning nobody knows me, and so no-one is aware that I am there. And then it started very slowly, and then after a while it’s like an avalanche of opportunities that come down because people start to know me and they recommend me to other folks. It’s the problem that we have in [this company] to find the right person.Monday, June 6, 2011 27
  • Collaboration ecology argues for a Implications suite of integrated tools Stable Groups (e.g., client supplier, stable project…) set goals Dynamic Groups (e.g., dynamic teams…) recruit SMEs & provide group maintenance Professional Community Relationships 28Monday, June 6, 2011 28
  • Collaboration ecology argues for Implications management support Management needs to directly encourage participation in peripheral collaborations as they can have strong implications for the success of core projects. Dynamic Groups (e.g., dynamic teams…) recruit SMEs & provide group maintenance Professional Community RelationshipsMonday, June 6, 2011 29
  • Different collaboration types have Implications distinct collaboration needs Dynamic personnel (dynamic project teams, communities)  Recruit subject-matter experts to participate  On-board dynamic members  Capture knowledge / outputs of dynamic members for use Deliverable-focused (stable & dynamic project teams, committees)  Co-creation for distributed teams  Closely coordinate activities around deliverables Communication-focused (professional relationships, client-supplier groups, communities)  Various communication channels (e.g., urgent requests, broadcasts, etc.)  Cross-organizational archives Democratic leadership (committees, communities)  Mitigate challenges caused by this not being a primary focus of member attention (e.g., participation incentives)  Efficient decision making in discussion-oriented, consensus-driven collaborations (e.g., voting)Monday, June 6, 2011 30
  • Conclusion - Living the New Collaboration Ecology  Workers participate in multiple different collaboration types with distinct tool needs.  We discovered a collaboration ecology where different types of collaboration interrelate and support each other  Membership in multiple symbiotic groups  Compensates for some of the challenges of dynamic groups, such as recruiting and group maintenance.  Helps workers deal with these challenges caused without perceiving them as a huge additional workload.Monday, June 6, 2011 31
  • thank you it’s been my pleasure Luis Suarez Social Computing Evangelist @ IBM http://www.elsua.net @elsua Ohhh, and one more thing ...Monday, June 6, 2011 32
  • Iscrivetevi subito !! 33 © 2011 IBM CorporationMonday, June 6, 2011 33