Enabling Quantum    Organizationsas a new level of effectiveness         Keith D. Swenson       Vice President of R&D     ...
New Social BPM book         Official Launch         June 8, 2011         Social Business Forum         Milan, Italy       ...
We are standing on the crux of a change thatwill affect every aspect of our working lives. 1990         2000         2010 ...
How will you take your organization throughthis substantial change and benefit from it?1990           2000    2010        ...
Our own conceptual limitations stand in the way of capturing the full benefit of social business  1990        2000       2...
The Root of the Conceptual Problem                                     6
Isaac NewtonF = maEverything, it wasthought, could bepredicted if youmeasure the initialconditionscarefully enough.
We assume the system runs on simplerules.
Chaos was believed to simply be complexity so greatthat in practice scientists couldn’t track it, but theywere sure that i...
The Heisenberg UncertaintyPrinciple:Chaos can not banished throughperfectly precise measurement.
At subatomic level,    particles are constantly forming    and disappearing.                   And yet….                  ...
Newtonian vs. Quantum   externally                   limited precision  observable smoothness          turbulencebased on ...
It was as if the ground had been pulled    out from under one, with no firmfoundation to be seen anywhere, upon which one ...
The Industrial Revolution:… the Newtonian view in business.                                    15
The AssemblyLine               Henry Ford                            16
Frederick Winslow Taylor•  Time and Motion Studies•  Mass production   techniques to office work                          ...
Routine work is already  to a large extent,     being automated                          18
What does aknowledge workerlook like?                   19
Maybe…         20
People who “figure out”what they need to do.(Few expect KnowledgeWorkers to look like this)                             21
People who weighmanyfactors and determinecourses of action                    22
People whose actionsare based on manysources of information                         23
People who gather cluesfollow up, and discover things.                                  24
People who set the rulesor think outside the box                           25
People who face uncertainsituationsand courses that are not fixed                                 26
For KnowledgeWorkers, think not of amachine,     but an ecosystem                        27
Newtonian vs. Quantum   externally                   limited precision  observable smoothness          turbulencebased on ...
The Power Of Pull        “Pull platforms are emerging        as a response to growing        uncertainty.”            “The...
<< Push >> Modelstreat public as passive consumersmake centralized decisionstop-down approach to planningworkers perform d...
“The tight coupling of theprocedures in these programstends to make companies rigid andinflexible.”    -Hagel et al.
>> Pull << Modelsloosely coupled and modularembrace exceptions not eliminate themenhance the potential for productivefrict...
•  Adaptive Case   Management•  Knowledge Workers•  Pull Model•  Get Things Done
Returning to“Human 1.0”               34
Forget market                   •  engage tribes    segmentsForget company                   •  think human centricity   c...
Roles mean nothing withoutunderstanding the network ofrelationships and the resourcesthat are required to support thework ...
Important workerqualities will be:• HighConcept• High Touch-Daniel H. Pink
•  Understand the limits of Newtonian view  –  and Scientific Management•  Beware of over-simplifying the job  –  Don’t ju...
Crossing the gap will require a new mindset     at all levels of your organization.1990           2000    2010         202...
Enabling Quantum Organizations as a new level of effectiveness - Keith D. Swenson
Upcoming SlideShare
Loading in …5
×

Enabling Quantum Organizations as a new level of effectiveness - Keith D. Swenson

25,657 views

Published on

Published in: Business
2 Comments
6 Likes
Statistics
Notes
No Downloads
Views
Total views
25,657
On SlideShare
0
From Embeds
0
Number of Embeds
6,073
Actions
Shares
0
Downloads
151
Comments
2
Likes
6
Embeds 0
No embeds

No notes for slide

Enabling Quantum Organizations as a new level of effectiveness - Keith D. Swenson

  1. 1. Enabling Quantum Organizationsas a new level of effectiveness Keith D. Swenson Vice President of R&D Fujitsu America 1
  2. 2. New Social BPM book Official Launch June 8, 2011 Social Business Forum Milan, Italy Keith D. Swenson, Nathaniel Palmer, Sandy Kemsley, Keith Harrison-Broninski, Max Pucher, Manoj Das, et al.
  3. 3. We are standing on the crux of a change thatwill affect every aspect of our working lives. 1990 2000 2010 2020 Mass p2p & tribe oriented communications
  4. 4. How will you take your organization throughthis substantial change and benefit from it?1990 2000 2010 2020 Dominated by << Push >> Organizations Dominated by >> Pull << Organizations
  5. 5. Our own conceptual limitations stand in the way of capturing the full benefit of social business 1990 2000 2010 2020 Remain << Push Change to >> Pull >> <<
  6. 6. The Root of the Conceptual Problem 6
  7. 7. Isaac NewtonF = maEverything, it wasthought, could bepredicted if youmeasure the initialconditionscarefully enough.
  8. 8. We assume the system runs on simplerules.
  9. 9. Chaos was believed to simply be complexity so greatthat in practice scientists couldn’t track it, but theywere sure that in principle they might one day be ableto do so.- Briggs & Peat (1989)
  10. 10. The Heisenberg UncertaintyPrinciple:Chaos can not banished throughperfectly precise measurement.
  11. 11. At subatomic level, particles are constantly forming and disappearing. And yet…. structures at our level remain remarkably stable. 12
  12. 12. Newtonian vs. Quantum externally limited precision observable smoothness turbulencebased on simple relationship based rules predictability unpredictability
  13. 13. It was as if the ground had been pulled out from under one, with no firmfoundation to be seen anywhere, upon which one could have built. - Einstein
  14. 14. The Industrial Revolution:… the Newtonian view in business. 15
  15. 15. The AssemblyLine Henry Ford 16
  16. 16. Frederick Winslow Taylor•  Time and Motion Studies•  Mass production techniques to office work 17
  17. 17. Routine work is already to a large extent, being automated 18
  18. 18. What does aknowledge workerlook like? 19
  19. 19. Maybe… 20
  20. 20. People who “figure out”what they need to do.(Few expect KnowledgeWorkers to look like this) 21
  21. 21. People who weighmanyfactors and determinecourses of action 22
  22. 22. People whose actionsare based on manysources of information 23
  23. 23. People who gather cluesfollow up, and discover things. 24
  24. 24. People who set the rulesor think outside the box 25
  25. 25. People who face uncertainsituationsand courses that are not fixed 26
  26. 26. For KnowledgeWorkers, think not of amachine, but an ecosystem 27
  27. 27. Newtonian vs. Quantum externally limited precision observable smoothness turbulencebased on simple relationship based rules predictability unpredictability
  28. 28. The Power Of Pull “Pull platforms are emerging as a response to growing uncertainty.” “They seek to expand the opportunity for creativity by local participants dealing with immediate needs.”
  29. 29. << Push >> Modelstreat public as passive consumersmake centralized decisionstop-down approach to planningworkers perform dictated activities
  30. 30. “The tight coupling of theprocedures in these programstends to make companies rigid andinflexible.” -Hagel et al.
  31. 31. >> Pull << Modelsloosely coupled and modularembrace exceptions not eliminate themenhance the potential for productivefrictioncontinually expand choices availablehelp find the most relevant resourcesallow initiative and creative opportunities
  32. 32. •  Adaptive Case Management•  Knowledge Workers•  Pull Model•  Get Things Done
  33. 33. Returning to“Human 1.0” 34
  34. 34. Forget market •  engage tribes segmentsForget company •  think human centricity centricityForget information •  think knowledge networks channelsForget processes •  embrace social messiness and hierarchies 35
  35. 35. Roles mean nothing withoutunderstanding the network ofrelationships and the resourcesthat are required to support thework of that person. – MargaretWheatley 36
  36. 36. Important workerqualities will be:• HighConcept• High Touch-Daniel H. Pink
  37. 37. •  Understand the limits of Newtonian view –  and Scientific Management•  Beware of over-simplifying the job –  Don’t just “pick a process”•  Focus on providing the right information –  Promote a culture of sharing•  Embrace complexity –  Don’t de-skill the workplace•  Empower people to respond to customers –  Decentralize, but monitor•  Hire/promote right-brained people 38
  38. 38. Crossing the gap will require a new mindset at all levels of your organization.1990 2000 2010 2020 Dominated by << Push >> Organizations Dominated by >> Pull << Organizations 39

×