Strategy Manufacturing & Quality Project Management Sales & Marketing Operation & OrganizationSupply Chain
Leveraging Soci...
Tefen © 2014 All rights reserved
MARKET DYNAMICS
 Dynamic markets push Business organizations to shift from “rigid, verti...
Tefen © 2014 All rights reserved
 Identification of
criticalities &
improvement areas
through:
• Internal initiatives
rev...
Tefen © 2014 All rights reserved
 Strong sponsorship from Top Management
 Bottom-up involvement as “Change engine”
 Ide...
Tefen © 2014 All rights reserved
 People’s involvement and tools to facilitate
interaction at distance
 Joint developmen...
Tefen © 2014 All rights reserved
Repositories
Forum / Blogs Communicator / chat
Social Business tools boost collaboration ...
Tefen © 2014 All rights reserved
A. Small / Medium Enterprises
B. Limited geographic scope
C. Pure functional / divisional...
Tefen © 2014 All rights reserved
A practical example – A sample Project Plan
1-2 weeks 1-2 months 3 - 6 months
Project Set...
Tefen © 2014 All rights reserved
Applying Social Business tools to Performance Improvement
Recommendations
 Assign clear ...
Tefen © 2014 All rights reserved
Benefits of a Social approach to Performance Improvement
 Greater amount of innovative i...
Tefen © 2014 All rights reserved
Improvement
Projects
Beyond Performance Improvement … a Social Organization
11
Performanc...
Tefen © 2014 All rights reserved
The Pillars of a Social Organization
12
 Distributed decision making
 Crowd-sourcing, b...
Strategy
Manufacturing &
Quality
PMO
Sales and
Marketing
Operation and
Organization
Supply Chain
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Leveraging Social Business Tools to better manage Performance Improvement projects

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We want to suggest a new approach to Performance Improvement projects, leveraging on Social Business Tools. The adoption of such tools (forums, repositories, wikis, etc.) enhances cooperation, integration and communication among individuals and groups, which are key for their success and sustainability.

A “Social” approach to Performance Improvement has already proven successful (e.g. pharmaceutical, financial services, manufacturing companies, etc.), thanks to:
o Greater amount of ideas and feedbacks exchanged by people at all levels, departments and sites;
o Joint development and implementation of improvement initiatives;
o Establishment of a Continuous Improvement culture - which led people to actually “own” the process of interactively generating, implementing and sustaining the improvement.

Key success factors were the strong sponsorship from Top Management, the bottom-up & involvement-based “Change engine” and the presence of clear responsibilities & accountabilities.

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Leveraging Social Business Tools to better manage Performance Improvement projects

  1. 1. Strategy Manufacturing & Quality Project Management Sales & Marketing Operation & OrganizationSupply Chain Leveraging Social Business tools to better manage Performance Improvement projects
  2. 2. Tefen © 2014 All rights reserved MARKET DYNAMICS  Dynamic markets push Business organizations to shift from “rigid, vertical structures” towards more flexible “collaboration frameworks”  “Web 2.0”: A booming IT market is developing an increasing amount of web based solutions and social technologies to meet the collaboration need EMERGING TREND  “Social Business” recently emerged in order to improve products, services and internal processes / organizations via widespread people involvement  Communication & knowledge sharing between people across geographies and different organizations (internal or external, e.g. clients, suppliers)  Coordination & integration in idea generation / creation as well as during the implementation  Participation, collaborative work and co-creation (instead of mere “consumption”) Background Social business as the new way for sustainable performance improvement 2
  3. 3. Tefen © 2014 All rights reserved  Identification of criticalities & improvement areas through: • Internal initiatives review • Interviews • Surveys • Desk research • Observations  As-Is detailed analysis  Identification of improvement solutions  To-Be design  Definition of performance targets & metrics (KPIs)  Planning of required activities & resources  Implementation of the improvement actions  Change management, communication & people mobilization  Performance (KPIs) / progress monitoring and benefit tracking  Trouble-shooting  Issues / Criticalities  Areas with improvement potential  Initiatives development  Financial impact assessment  Work plans design  Financial benefits  Sustainability / Continuous improvement (CI) ISSUES IDENTIFICATION OPPORTUNITIES ANALYSIS IMPLEMENTATION Continual cycle of driving success Pilots & Rollouts Pilots and early implementation to generate immediate benefits and momentum Standard approach to Performance Improvement projects 3
  4. 4. Tefen © 2014 All rights reserved  Strong sponsorship from Top Management  Bottom-up involvement as “Change engine”  Ideas generation & improvements to performance are driven by employees through brainstorming, co-creation and actual implementation of initiatives  High organizational mobilization  Simple, challenging and measurable targets  Clear responsibilities & accountabilities  Targets cascading and empowerment of resources ensures implementation and sustainability  Detailed action plan; hands-on implementation approach  Strict adherence to work plans, strong PMO and transparency in project progress reporting  Pilots and subsequent roll-outs to generate immediate benefits Key Success Factors of Performance Improvement projects 4
  5. 5. Tefen © 2014 All rights reserved  People’s involvement and tools to facilitate interaction at distance  Joint development & implementation of project work streams (often within sub-communities)  Crowd-sourcing and collective intelligence  e.g. among Divisions / Functions, different Technical Experts, etc.  Sustainability through Continuous Improvement culture development  Transfer of best practices & ideas across Sites / Depts.  Stakeholders’ involvement in the development process  e.g. Efficiency plans with clients / suppliers  Inputs, challenge, open brainstorming and feedbacks (discussions / core competences groups) A Social approach strongly enhances bottom-up involvement and organizational mobilization  Removal of political / hierarchical hurdles …and facilitates interaction within the entire business ecosystem (clients, employees, partners, etc.)
  6. 6. Tefen © 2014 All rights reserved Repositories Forum / Blogs Communicator / chat Social Business tools boost collaboration and communication Editable files / Wikis 6 Collaboration tools facilitate file sharing and working contemporarily on same documents Enables instant messaging among team members Boosts experience sharing and brainstorming under organized titles Facilitates file sharing among the members of the community Enables working on same documents contemporarily Communication tools enhance interaction within teams / communities Customization & users / customers experience is fundamental to facilitate adoption & effectiveness of social tools
  7. 7. Tefen © 2014 All rights reserved A. Small / Medium Enterprises B. Limited geographic scope C. Pure functional / divisional organizational structure D. Organic growth context E. Companies with strong informal integration A. Medium / Large Enterprises B. Widespread geographical presence C. Complex (e.g. matrix or hybrid) organizations D. Non-organic growth context (e.g. M&A) E. Companies with strong integration needs INTEGRATION NEED Complex organization Stable environment Simple organizational structure Dynamic environment Social performance improvement  Bottom-up and widespread opportunities identification and implementation  Cooperative definition and development of improvement actions  Fully integrated and facilitating interactions, for cross-divisional / country implementation  Ongoing, fast communication on projects progress within the organization Traditional Performance Improvement Fine-tuning and continuous Improvement When to apply Social Business tools to reinforce Performance Improvement projects 7
  8. 8. Tefen © 2014 All rights reserved A practical example – A sample Project Plan 1-2 weeks 1-2 months 3 - 6 months Project Set-Up Implementation Project Scope & target Community onboarding Social platform & tools set-up Project work Plan Community engagement and mobilization (general) Grouping of ideas in main areas of improvement Action plan (macro) Piloting & roll-out plan Best practice / experience sharing Change management Detailed work plan development Performance monitoring Idea Generation Idea Evaluation & roadmap Soft launch - Pilots Development & assessment of proposals by the community Kick-off Meeting (in person) Community efforts for opportunities identification (specific) Full initiatives rollout Tools and processes integration into managerial practices Interaction with content experts Work teams definition & assignment of members Opportunities Evaluation • Feasibility • Bus. Case Selection & prioritization (on the basis of targets) Prototyping Check Point Face-to-face / calls “Restricted” team meetings face- to-face / calls (offline) + online on the Community Mainly Online with intermediate checkpoints face-to-face with Team Leaders Online on the Community + “Restricted” team meetings face-to-face / calls Day-to-day coaching & fine-tuning 8 1-2 months
  9. 9. Tefen © 2014 All rights reserved Applying Social Business tools to Performance Improvement Recommendations  Assign clear objectives and scope (projects) to Social tools utilization  Balance both online and offline interaction with the whole Community & Sub- communities  Provide a strong on-going support to the Community (Coordination Team)  Provide guidance on new “social” tools / processes / routines  Leverage on graphic alerts and “visual engagements” for community engagement – e.g. use posts to remind upcoming meetings / milestones, etc.  Ask open questions and opinions, request / give tasks  Provide as well as stimulate feedbacks and comments on proposed ideas  Review contributions and provide direction (focus on “contents”)  Measure people contribution and performance (and state it clearly at the beginning)  Take into consideration the Corporate culture during Community management 9
  10. 10. Tefen © 2014 All rights reserved Benefits of a Social approach to Performance Improvement  Greater amount of innovative ideas  Quicker and more effective execution  “Change engine” (i.e. bottom of the organization) directly involved from ideas to implementation  Social tools enhance collaboration, communication and pro-activity by people (being a “showcase”)  Quicker decision making process vs. an offline-only initiative: – less hierarchical structure / processes – unique virtual workplace where all project-related activities are carried out  Enhanced tracking possibilities (of ideas, project status / progress, etc.)  Easier staffing  Possibility (for everybody) to work in every available time slot (between meetings, in “spare” time)  Both online and offline (physical presence not needed for projects staffing / execution / coordination)  Efficient, less travel “costs” (time and expenses)  Possibility to re-use, re-cycle and replicate processes, knowledge / documents, models, initiatives / projects (e.g. for rollout to other sites, countries) 10
  11. 11. Tefen © 2014 All rights reserved Improvement Projects Beyond Performance Improvement … a Social Organization 11 Performance improvement or similar initiatives can represent a pilot to adopt social tools… …a further step is to change the way the entire organization works (processes, activities etc.) • Social networks • Extranet • Relationship management • Digital workplaces • Intranet • Change management Development New Business Routines Clients Suppliers Commercial Partners Local Communities Others Stakeholders(Ecosystem) Text Text Changing modus operandi requires a more “social” organizational structure Innovation Projects Needs Feedback Higher Value Added STAKEHOLDERS INVOLVMENT EMPLOYEE ENGAGEMENT OUTPUT
  12. 12. Tefen © 2014 All rights reserved The Pillars of a Social Organization 12  Distributed decision making  Crowd-sourcing, broad idea generation process & involvement  Cross-functional / departmental / countries groups of experts  Experiences / best-practices sharing within communities  Collaborative implementation of innovation & improvements  Result oriented approach  based on skills and experience rather than functional role Employee Empowerment External Stakeholder Involvement Social Technologies  Reduced barriers between external stakeholders and internal organization  Active participation in products development, services supply and other processes (Co- creation)  Communication of feedbacks and support to insight development  e.g.. Customer services satisfaction  Participation to brand communities  e.g.. Ducati  Endorsement and advocacy mechanisms  Digital workplace (intranet, interest communities, forums, etc.) for  Top-down internal communications  Joint implementation of routine processes & ad-hoc initiatives  Knowledge sharing  Extranet for external stakeholders to interact (also among themselves)  Company apps / widgets to study mobile consumer behaviour and gather insights A new organizational structure focused on collaboration and networking (employees, suppliers, clients etc.) for business improvement & innovation
  13. 13. Strategy Manufacturing & Quality PMO Sales and Marketing Operation and Organization Supply Chain www.tefen.com www.e-2.it

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