Right now, your company has 21st-century Internet-enabled business processes mid-20th-century management processes, all built atop 19 th century management principles.
The Global Social Infrastructure is the cornerstone of the TW operating model
We believe culture is the long term advantage – business models and business cycles are getting compressed in today’s world Central to our collaborative culture are the values we hire for – directly and indirectly these help us lay the foundation for what we call the “global social infrastructure” that is at the heart of building a long term company.
Dunbar's number is a value significant in sociology and anthropology. Proposed by British anthropologist Robin Dunbar, it measures the &quot;cognitive limit to the number of individuals with whom any one person can maintain stable relationships&quot;. Dunbar theorizes that &quot;this limit is a direct function of relative neocortex size, and that this in turn limits group size ... the limit imposed by neocortical processing capacity is simply on the number of individuals with whom a stable inter-personal relationship can be maintained.&quot;
No cubicles - open office layouts Important to understand the relationship between physical environment & knowledge work Physical work environments reflect the “personality” of the organization Buildings are becoming less about individual work and more about multiperson activities Increasingly Open, configurable spaces Physical Environment is becoming a key piece in the Information Workplace Strategy
The shift from “command-and-control” management to “coordinate-and-cultivate,” – “Loose hierarchies” and “External & Internal Marketplaces” Sequencing does not matter when it comes to new ideas Light weight processes - Give people on the ground access to people and information they need and let them make decisions Leaders don’t have cabins - symbolic but important No senior/junior thing No hierarchy/ anyone can reach anyone else..Sets the stage for informal knowledge sharing
Daily Stand-ups Retrospectives - Reflection Pair programming Rotate people across functions and regions Scale these practices to distributed teams using technology
Consciously embrace the opportunities that porous enterprise boundaries can bring
Thriving communities & fantastic conversations None of them are “official” but all of them receive some sort of formal support Side effect of the kind of people who hire and the traits we look for Every region has its own style and Rhythm – Friday Pubs, Lunch and Learn sessions
As much transparency as people can tolerate – dashboards - assess the health of our business across a wide enough set of parameters Greater alignment to the vision and hence better knowledge sharing Benevolence and competence based trust is high - low tech works pretty well Clients (Retention, Revenue Growth, Quality of Work, Relationship level, etc) People (Morale, Retention, Recruiting, Capability gaps, Diversity, etc) Financial and Operational (Revenue, Gross Margin, Client Margin, NOI, Cash, etc) Delivery (Delivery health, etc) Initiative Status (Empowering ThoughtWorkers, CRI, etc) Marketing and Business Development (Branding, New Offerings, Lead Generation, etc) Thought Leadership and Innovation (Publications, conference speaking, bleeding edge work, etc) Leadership (Leadership Development, Leadership depth, etc)
Why Is KM/E2.0 Important To Us? Amongst Other Things Our Purpose… “ to be a home for the best knowledge workers in the world ” is one of the key drivers
Collaboration In The Next Decade <ul><li>Self-organizing and self-directed </li></ul><ul><li>Ad hoc & Decentralized </li></ul><ul><li>Non-authoritative </li></ul>Enterprise 2.0 can definitely help but...
E2.0 Is Not Sufficient <ul><li>“ Management and organizational innovation often lags far </li></ul><ul><li>behind technological innovation.” - Gary Hamel </li></ul>
10 Aspects Of The TW Global Social Infrastructure <ul><li>Culture is the long term advantage not business models </li></ul><ul><li>Small Offices - Lessons from anthropology </li></ul><ul><li>Open work spaces act as change agents </li></ul><ul><li>Loose Hierarchy </li></ul><ul><li>Collaborative work practices </li></ul><ul><li>Porous enterprise boundaries </li></ul><ul><li>Smart Incentives – Lessons From The Science Of Motivation </li></ul><ul><li>Informal Communities </li></ul><ul><li>Transparency and trust </li></ul><ul><li>Social Software </li></ul>
Culture & Long Term Companies <ul><li>Culture versus business models for building a long term company </li></ul><ul><li>Key behavioral traits that we look for directly impacts the culture </li></ul>
The Anthropology Behind Small Offices <ul><li>We limit the number of people in each office in the 150-200 range </li></ul><ul><li>Our experience has been in line with Robin Dunbar’s theory </li></ul><ul><li>People get to know each other better, there is better trust and deeper knowledge sharing </li></ul><ul><li>The challenge that we face, is to scale at a pace that does not dilute the culture that drives innovation and collaboration </li></ul>Enterprise 2.0 holds the potential to help us do just that
Space As A Change Agent Cubicle-less Workplace Important to understand the relationship between physical work environment and knowledge work
Loose Hierarchy Leaders don’t have cabins - symbolic but important “ Sequencing” of ideas/opinions does not really matter
Collaborative People Practices Retrospectives Daily Stand-ups Pair Programming
Porous Enterprise Boundaries <ul><li>Inter-firm and community based knowledge flows are key to refresh what we know </li></ul><ul><li>Dovetails into the “marketplace” view of the enterprise </li></ul><ul><li>The openness to leverage resources internal and external as need be </li></ul><ul><ul><ul><ul><li>TW contributions to open source </li></ul></ul></ul></ul><ul><ul><ul><ul><li>A public blogs.thoughtworks.com </li></ul></ul></ul></ul><ul><ul><ul><ul><li>A large number of employees on Twitter </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Thoughtworkers encouraged to speak in conferences </li></ul></ul></ul></ul>
Incentives - Lessons From The Science Of Motivation <ul><li>Big gap between “what science knows and what business does” - Dan Pink </li></ul><ul><li>"We find that financial incentives may indeed reduce intrinsic motivation and diminish ethical or other reasons for complying with workplace social norms such as fairness." - LSE Study On pay-for-performance in 51 companies </li></ul><ul><li>Peer recognition and intrinsic motivation drive collaborative behavior – key driver behind the enterprise wide reputation system we are working on </li></ul>
Communities Thriving communities & fantastic conversations Side Effect Of The Kind Of People We Hire Every Region Has It’s Own Style & Rhythm
Transparency & Trust As Much Transparency As People Can Tolerate Give people on the ground access to resources they need and let them make decisions
Invest In Social Software <ul><li>Helps manage exceptions that happen in processes </li></ul><ul><li>Allows leaders to emerge bottom-up </li></ul><ul><li>Helps create a marketplace of answers, ideas and innovation </li></ul><ul><li>Makes individuals and teams more productive - Enterprise KM becomes a side effect </li></ul>Mailing Lists Wikis Blogs Microblogging Unified Search Collaborative SW Development
The E2.0 Bottom Line For Us <ul><li>“… to have the best of both worlds—the economic and scale efficiencies of a large organization, and the human benefits of small ones: freedom, motivation, and flexibility.” - Thomas Malone </li></ul>Image Credit: http://www.flickr.com/photos/cguille/2556176764/sizes/o/
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