Three complementary approaches to boost enterprise knowledge work developmentPresentation Transcript
Three Complementary Approaches toBoost Enterprise Knowledge WorkDevelopmentNord I&D, June 11, 2013Antti Martikainen,Senior Consultant at Sininen Meteoriitti
Who am I?• Name: Antti Martikainen• Sininen Meteoriitti (Blue Meteorite)‒ Provides web projects and informationworker solutions‒ Key technologies: SharePoint andEpiServer• Personally striving for betterworking practices with better tools• Other stuff: Making myself heardwith drums!
Agenda• Should we be developing intranets, digital workdesks, or knowledge work practices?‒ What’s the difference? Where do these terms meet?• Three ways to boost and give direction toknowledge work development‒ Scripted Demos‒ Creating a knowledge work vision‒ Knowledge work roadmap
Level 0 : Email-based messagingLevel 1 : ”Traditional” IntranetLevel 2 : Team sites + intranetLevel 3 : Social intranetLevel 4 : Process desktopLevel 5 : Personal digital desktopProductivityandsatisfactionSeveral sources, including: Razorfish intranet maturitymodel & Peltola, T.: Tiedonhallinta – avain tietotyöntuottavuuteen. Book 2009.Intranet DevelopmentHR policiesInformation creation and sharingNetworkingIndividual working habitsTeam workContinuous developmentLeading by exampleMeeting practicesKnowledge Work Development
Is it worth investing in knowledgework?Example: MGI’s estimates suggest that by fully implementing social technologies,companies have an opportunity to raise the productivity of interaction workers—high-skill knowledge workers, including managers and professionals—by 20 to25 percent. *)And knowledge work is not only about getting social…*) http://www.mckinsey.com/insights/high_tech_telecoms_internet/the_social_economy
Top management must stop treatingintranet as a necessary evilBut they must first see the opportunity and expand the discussion horizon
The owner of the intranet platformcannot change an organization’spractices (alone)Knowledge work development is a joint effort
Key Questions for Knowledge Work”Business case”• How to create a common understanding ofpossibilities?• How to create a shared vision?• How to get there?
Approach 1: Scripted Demos• Participants: ”Developmentmanagement” (4-6 people)• What: Participate realistic workingscenarios, using new tools with newopportunities• Purpose: A shared understanding ofpossibilities, to help develop a betterworking environment• Sininen Meteoriitti works withMicrosoft Technologies, and ourdemonstration workshops are basedon Microsoft’s Customer ImmersionExperience (CIE)
Approach 2: Use Scenarios to HelpCreate a Knowledge Work VisionBusiness driversKnowledge Work TechnologyIntroductionto trendsStartup organizationControl-driven organizationCompanyculture andtrendacceptanceFuture 5Future 3Future 1Future 6Future 4Future 2Alternativescenarios
So, let’s assume you have sold your vision toorganization management – What next?This is no one single intranet project – this is continuous development
Approach 3: Knowledge WorkRoadmap‒ Roadmap provides a high-level view to steer continuous learning andto control individual projects• Roadmap elements: pilots across functions, IT and HR activities,business objectives..• Near future vs. long term objectives• Roadmap is a tool for continuous planning• Involve the right people from different functions and businesses tosteer roadmap activities• This is not an IT or Communications project only..• POCs and pilots are essential for driving change and to plan priorities• Use ready-made tools to test ideas and find out hiddenrequirements• Quickly see what works and what doesn’t
2013 2014 2015 2016 2017 2018Knowledge Work Vision- Where are we headed?x xSocial pilot Process desktopxCRM pilotScripted demos- What’s possible?Knowledge Work Roadmap- How do we get there?xxMobile pilotx…Summary: Three ComplementaryApproaches to Boost Knowledge Work…Knowledge Work RoadmapTeam workMeeting practices Individual working habitsPhasePhasePilot 1 Pilot 2Personal taskmanagementNew smartphonesLaunch Ways ofworkingPilot 1 Pilot 2Launch Ways ofworkingHR - targetrethinkingReward policiesHR policy change