Enterprise 2.0 and the Future of Work


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A lecture at Carnegie Mellon University Tepper School on what Enterprise 2.0 and social processes add value. It follows with a look at Commitments as the atomic units of colalboration that lead to evidence-based trust networks, and more meaningful social graphs.

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  • Don’t want to:expect things to change, want to maintain flexibility, want to maintain controlCan’t keep:Don’t intend to, don’t know how, over committed, etc.,
  • Enterprise 2.0 and the Future of Work

    1. 1. Enterprise 2.0 and the Future of Work Rawn Shah, Chief Strategy Officer, Alynd @rawn 11 Apr 2014
    2. 2. Rawn Shah  Chief Strategy Officer, Alynd, Inc (@getalynd)  http://Blogs.Forbes.com/rawn shah  Social Networking for Business, (Pearson/Wharton School Press 2010) http://t.co/4UpUVsg  http://about.me/rawn @rawn -- ©2014 Rawn Shah
    3. 3. Years of encouraging knowledge sharing and collaboration… …has allowed more open dialogue & conversations across roles and departments @rawn -- ©2014 Rawn Shah
    4. 4. Enterprise 2.0 reconcieves processes using tacit knowledge, expertise and relationships across a broad network @rawn -- ©2014 Rawn Shah
    5. 5. Increase return on company assets Enhance employee / leader interactions Acquire new customers Improve effectiveness of sales channels Enable employees to represent the company Improve product differentiation Provide employees with better information Capitalize on innovative approaches Improve employee climate Improve customer service Find unmet customer needs Shorten time to market Retain best customers Improve sales effectiveness Leverage loyalist customers Get current customers to buy more Deal better with blows to reputation Develop employee competencies Engage in the community Share best practices Recruit stellar employees Strengthen culture Improve employee performance Deal with reputational risks Generate income on intellectual capital Encourage endorsements of products by loyalists Reduce labor time on processes Improve company processes Improve company processes Improve shared services Drive effectiveness of supply chain Develop new businesses Eliminate waste across the enterprise Improve brand awareness Improve demand generation activities Broad Conversations ≈ Diverse, overlapping, conflicting Interests Are we setting up for chaos? @rawn -- ©2014 Rawn Shah
    6. 6. …? How do we focus diverse interests on business goals & processes? @rawn -- ©2014 Rawn Shah
    7. 7. Value-creation driven Social Processes + Business Value Creation Identify goals, challenges & processes Map Goals to Strategy & Data = Execute with Structured Social Experiences + @rawn -- ©2014 Rawn Shah
    8. 8. Departments have different goals & priorities VP Product Development, Chief Design Officer, VP Research VP HR, CIO, GM CMO, VP Sales, VP Customer Service @rawn -- ©2014 Rawn Shah
    9. 9. Enhance Customer Relationships Integrate Insight Accelerate Customer Responsiveness Improve Brand Loyalty Goals CMO, VP Sales, VP Customer Service Example: Customer Relationships @rawn -- ©2014 Rawn Shah
    10. 10. 1. Participate in your communities and beyond your company 2. Identify supporters & detractors 3. Define what risk factors to listen for, how and where to listen 4, Create processes to mitigate risks to brand from social media activities Mapping Value goals to Customer Relationship initiatives Deliverincreasingvalue Capture Tacit Knowledge Collaborate & Discover Gain Insight Transform 1. Use communities to draw customer conversations 2. Identify experts from the conversations 3. Analyze customer conversations to detect risks to brand 4. Create real-time response process to mitigate risks ExecuteIdentify Goals & Challenges Levels of Strategy @rawn -- ©2014 Rawn Shah
    11. 11. copyright: Rawn Shah Social Networking for Business (Wharton School Press,2010) [Figure Not published] Places PeoplePurpose Interpersonal Actions Relationships & Roles Trust & Reputation Online Environment Actions Social Tasks Culture Social Experience Content Actions Domain Community ManagementLeadership Execute within Structured Social Experiences @rawn -- ©2014 Rawn Shah
    12. 12. Feedback from targeted processes as it matures with the social experiences + Business Value Creation Identify goals, challenges & processes Map Goals to Strategy & Data = Execute with Structured Social Experiences + @rawn -- ©2014 Rawn Shah
    13. 13. But, while we were busy reshaping Processes… …the World of Work shifte @rawn -- ©2014 Rawn Shah
    14. 14. 20101800 1900 1960 2010 (Top 5: USA, Japan, Germany, Russia, Brazil) Employment Globally has been Shifting Data:CIAHandbook+InternationalLaborOrganization Countries:China,India,USA,Indonesia,Brazil,Russia,Japan,Nigeria, Bangladesh,Germany Image:RawnShah Production (Agriculture, Goods) Services orientation @rawn -- ©2014 Rawn Shah
    15. 15. Work Today Needs More Creativity -10 -5 0 5 10 15 1969 1974 1979 1984 1989 1994 1999 Levy, F, & Murnane, R. J. (2004). The New Division of Labor: How Computers Are Creating the Next Job Market. Princeton University Press. Expertise Complex Communication Routine Manual Non-routine Manual Routine Cognitive Technology is replacing routine & manual work Modern work is increasingly social, Interactive & expertise-based @rawn -- ©2014 Rawn Shah
    16. 16. Routine Manual Non-routine Manual Routine Cognitive Algorithmic Thinking We need less… @rawn -- ©2014 Rawn Shah
    17. 17. Expertise Complex Communication Routine Manual Non-routine Manual Routine Cognitive Algorithmic ThinkingHeuristic Thinking …and More... @rawn -- ©2014 Rawn Shah
    18. 18. @rawn -- ©2014 Rawn Shah
    19. 19. Today‟s fixed structured Management clashes with flexible adaptive Work  Forced Commitments without real consent  Work overload  Limited processes  Silo-thinking  “Hands off my people”  Lack of accountability @rawn -- ©2014 Rawn Shah
    20. 20. The Result People don’t do what they say they will do Don’t want to make them in the first place Can’t keep them after they are made “The largest single line item not recognized on any company‟s books is the Emotional cost of unmet commitments and the toll it takes on the humans in the „Human Resources‟ of your organization” @rawn -- ©2014 Rawn Shah
    21. 21. Time to Reorient our view of Work  Rethink How we Manage  Refactor Processes & Collaboration  Reorient to Relationships & Boundaries @rawn -- ©2014 Rawn Shah
    22. 22. Commitments: the atomic units of Collaboration  Delivering on commitments builds Trust  Trust amplifies productivity  Long-term trust shapes your relationship network, resources, and value @rawn -- ©2014 Rawn Shah
    23. 23. Managing Commitments = Managing Yourself  A Work Culture where people want/ask to do the work  Reorient Managers from Assigning Work to Asking & Keeping Commitments  From Managing Others to Each managing themselves @rawn -- ©2014 Rawn Shah
    24. 24. Resources  Work is Broken; Let’s Hack It http://onforb.es/15vJrCh  Hack Work to Combine Peak Performance and Personal Purpose http://onforb.es/1csoypk  Simplifying Future Work  Part 1 - http://j.mp/1aVxwh3  Part 2 - http://j.mp/1aVBRAJ  Modeling Enterprise Social Processes http://onforb.es/1fH97wv  More presentations – http://slideshare.net/rawnshah  http://about.me/rawn @rawn -- ©2014 Rawn Shah