Dialogic Design for the Intelligent Enterprise
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Dialogic Design for the Intelligent Enterprise

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Published article from this presentation is available from the author. designdialogues.net

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    Dialogic Design for the Intelligent Enterprise Dialogic Design for the Intelligent Enterprise Presentation Transcript

    • Dialogic Design for the Intelligent Enterprise Collaborative strategy, process, and action Peter H. Jones, PhD Dialogic Design International, LLC Institute for 21 st Century Agoras INCOSE 2007 Symposium
    • The Intelligent Enterprise
      • James Brian Quinn (1992, 2002):
      • “ The self-sufficient enterprise is becoming anachronistic. Each organization is part of a matrix of merging and evolving ideas and opportunities . … Leading companies focus less on positioning and more on patterns of people and institutions they work with - or against.”
    • Structured Dialogic Design
      • Evolution of Interactive Management
      • Purposes :
      • - Strategic Planning / Consensus Scenarios
      • - Managing Uncertainty
      • - Mapping Enterprise Transformation
      • - Democratic resolution of wicked problems
      • - Way of coordinating enterprise intelligence
      • Transformation = attaining goals of intelligent enterprise
      • Structured Dialogic Design = Way of transforming for collective intelligence
      • Proposition: Common methods of transformation ill-suited to the IE goal, instrumentalism does not lead to IE
      • Why? It doesn’t work for strategy …
      • “ Organizations have been optimized for mediocrity , or ruin .”
      • Michael Raynor, The Strategy Paradox
      • Enterprise transformation, as a long-term corporate strategy, is inherently uncertain .
      • Decision makers aiming for strategic certainty are betting the farm on One Plan.
      • Purpose of (any) strategy is to design options for unforeseeable uncertainties .
    • Strategic Paradox
      • Goal of strategy: “Competitive inimitability”
      • - Creating non-copyable processes for innovation
      • Org intelligence requires culture of:
        • Distributed knowledge & decisions
        • Self-organizing teams
        • Processes optimized by practitioners
      • Competitive strategy requires commitment
      • - How to resolve? What do you align to?
    • Transformation as Strategic Change to IE
      • Transformation = Organizational strategy
      • Two schools : Emergent and Designed
      • Drivers for Transformation:
        • Value deficiencies (Rouse)
        • Purpose / Strategic design
        • Profitability / survival
      • “ Self-organizing emergence” unsuitable for complex or large-scale enterprises
      • IE “by design” may be overdetermined
    • Requisite Uncertainty Strategic Vision (Collins “Good to Great”) Strategic Commitment (Porter: Cost leadership or product differentiation) Commitment Uncertainty 10 yrs: Strategic Transformation Board Corporate 5-10 yrs: Corporate Renewal Operating Division 5 yrs: Operational Effectiveness Function 1Q – 1 yr. Process Redesign
    • Levels of Transformation 10 yrs: Strategic Transformation Board Corporate 5-10 yrs: Corporate Renewal Operating Division 5 yrs: Operational Effectiveness Function 1Q – 1 yr. Process redesign Commitment Uncertainty Organizational Architecture Transformation Process Reengineering Socialization
    • Why Dialogic Design?
      • Transformation risks are profound
        • Resources, Processes, Values change (Christensen)
        • Failures of Communication & Collaboration (Kotter)
        • Most managers do not consider uncertainties
      • Top-down planning analytical & past-based
        • Collaboration exposes risks & generates options
        • Knowing risks & options = flexible strategy
      • A complex, interconnected problem, multi-dimensional
        • Traditional methods/practices insufficient
      • Dialogue is generative , progressive
        • Collaboration = resiliency & comprehensive design
    • Intelligent Enterprise Applications
      • SDD gives organizations tools for democratic consensus across (very) disparate stakeholders
      • In a collective planning situation, SDD:
        • Scales to large-group decision making
        • Progressive migration of decisions over time
        • Consensus among very disparate stakeholders
        • Elicits root causes AND interconnections
        • Radically democratic process – No one “advantaged”
    • Model of Structured Dialogue
      • Discovery: Scope inquiry, range of participation
      • Definition: Divergent Dialogue : Triggering Question Open-ended responses (NGT method) Clarification of factors
      • Convergent Dialogue : Clustering responses Voting paired relationships (ISM method)
      • Design Phase
      • Action Planning dialogue
      Definition Stakeholders first dialogue What we must consider in our strategic game plan. Discovery - Initial research into the factors of inquiry. Action Planning Consensus on near * mid-term actions for all stakeholders. Root cause map Consensus options Design Idealized array of design solutions in response to Definition issues. Strategic options that offer direction & reduce uncertainty.
    •  
    • Dialogic Design Co-Laboratory   Dialogue Co-Laboratory Largely co-located, onsite 15-30+ participants Mixed media & real-time display Cogniscope II ISM method software Facilitator-managed Webscope Usually mixed locations Online wiki + teleconference Mixed media & real-time display Screen share Teleconference Wiki support
      • Strategic Architecture Influence Map
      • 9 levels deep
      • 3 Cycles , No outliers, deeply interconnected
    •  
    • Layered Architecture Clarify / Build brand identity Prepare a simple value package Mount coordinated/ online marketing campaign Clear model of product funnel & staged offerings Introduce complementary services in marketing plan IV V VI VII
    • Purposes & Uses of Dialogic Design
      • Resolve issues among diverse stakeholders
      • Democratic large-group decision making
      • Policy design & decision making
      • Complex (wicked) problem solving
      • Strategic planning & effective priority setting
      • Portfolio & business asset allocation
      • Problem identification & root cause analysis
    • Exemplary SDD Applications
      • Peace dialogue between Greek and Turkish Cypriots (2006-2007)
      • National Leadership Agenda for pharmaceutical safety for the National Patient Safety Foundation (NPSF) and AMA. (1999).
      • Chronic Kidney Disease (CKD) Initiative: 48 stakeholders & 10 observers from 38 organizations defining 85 barriers to improving CKD outcomes, resulting in action plan. (2003).
      • Co-Laboratory of Democracy for transnational indigenous leaders dialogue in context of globalization: 40 Indigenous leaders from Americas and New Zealand & several experts. (2004).
      • Food and Drug Administration, Good Practices Review dialogues (1995-1999)
      • Schering-Plough Drug Development Action Planning (1992-1994).
      • Alternative Energy Future Planning for Northwest Energy Efficiency Alliance (2000-2001).
    • Conclusions
      • Enterprise transformation is both competitive & organizational strategy
          • Must resolve Strategy Paradox.
      • Intelligent enterprises require planning for transformation.
          • Must resolve the paradox of planning them.
      • Dialogic design has tested & offers method of collective planning & strategic design for uncertainty
    • References & Sites
      • Dialogic Design International: dialogicdesignllc.com
      • Institute for Global Agoras : globalagoras.org
      • Dialogue websites:
      • The Blogora: blogora.net Dialogue community support wiki
      • Webscope Wiki: Dialogic design templates
      • Some current projects:
      • Michigan Dept. of Education: Universal Design for Learning
      • Cyprus Reunification
      • National Invasive Species Council (USDA)
    • How People Harness their Collective Wisdom & Power to Construct the Future in Co-Laboratories of Democracy Alexander N. Christakis /  Information Age /  2006
      •  
      Harnessingcollectivewisdom.com