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Unleashing Digital Workforce Potential

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Digital Workplace Congres
Sessie: The organizations of the future will unleash their stakeholders' potential through digital networks - Dion Hinchcliffe

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Unleashing Digital Workforce Potential

  1. 1. Unleashing Digital Workforce Potential
  2. 2. ® 2015 7Summits 2 Introductions Dion Hinchcliffe • ZDNet’s Enterprise Web 2.0 • http://blogs.zdnet.com/Hinchcliffe • ebizQ’s Next-Generation Enterprises • http://www.ebizq.net/blogs/enterprise • 7Summits Chief Strategy Officer • http://7summits.com • dion.hinchcliffe@7summitsinc.com • : @dhinchcliffe
 Judge
  3. 3. (cc) 2014 Adjuvi 3 What does today’s digital workplace look like in the wild? What value can it create for us? How can we enable it?
  4. 4. AdjuviSOCIAL COLLABORATION THE STATE OF THE ART: SOCIAL COLLABORATION The employee collaboration industry has moved to a new phase that uses the proven techniques of social media to capture and share knowledge more powerfully than ever before. The combined data of many studies in virtually every industry has shown that social collaboration is the most effective way known to: 1) Deeply engage employees; 2) Capture their knowledge, and; 3) Leverage it strategically. 4) Take us to the Future of Work 25% average productivity gain once widely used Source: MIT SMR social tools IBM Connections
  5. 5. AdjuviMOTIVATION GOAL: CREATING A BETTER WORKPLACE | HIGH PERFORMANCE • New modes of work & management: Work pods, open business processes, networked team structures, digital communities, purpose-driven collaboration • New digital tools: Enterprise social networks, ideation systems, enterprise app stores, social CRM, lightweight collaboration tools, unified communications, next-gen CMS/DMS • Supporting capabilities: Community management, automated compliance safety nets, social media/collaboration center of excellence, collaborative literacy programs, enterprise architecture, a great user experience • Goals and roadmap: Leadership guidance and guardrails, yearly business objectives • Change management: Business process redesign, stepped transformation of the business, managed impact
  6. 6. AdjuviDIGITAL TECHNOLOGIES WHAT THE DIGITAL WORKPLACE LOOKS LIKE TODAY
  7. 7. AdjuviPRIORITIZATION CONNECTING A DIGITAL WORKPLACE TO VALUE The Platform Doesn’t Matter That Much (They will come and go, and your intranet must still be there.) Even Adoption Doesn’t Matter That Much Just get the right 10-20% involved, especially key executives It is Who You Have Involved and What They Do That Actually Matters
  8. 8. AdjuviTHE WHY THE BUSINESS IMPERATIVE OF BETTER WORKPLACES By 2015 $1.4 Trillion Source: McKinsey In untapped economic value as the digital workplace continues to grow through 2019
  9. 9. AdjuviMINDSET THE CORE DIFFERENCE BETWEEN EARLIER GENERATIONS OF COMMS IT We’ve Learned to Let The Network Do The Work....
  10. 10. (cc) 2015 Adjuvi, LLC | Creative Commons. Some Rights Reserved. | @dhinchcliffe Adjuvi LLC The end game: Examples of new types of work 10 • Story of Valve: A major company that is entirely non-hierarchical and self-organized • Story of Intuit: A company that used mass peer production with its customers to create breakthrough customer care 

 See case study in Social Business By Design • Story of Fold.It: An online community that solves some of the scientific world’s largest problems using outsiders And open source
  11. 11. (cc) 2015 Adjuvi, LLC | Creative Commons. Some Rights Reserved. | @dhinchcliffe Adjuvi LLC A groundbreaking strategic knowledge story: Fold.It 11
  12. 12. (cc) 2015 Adjuvi, LLC | Creative Commons. Some Rights Reserved. | @dhinchcliffe Adjuvi LLC A Class-Leading Example 12 “A Team-Based, Flat Lattice Organization” “How we work at Gore sets us apart. Since Bill Gore founded the company in 1958, Gore has been a team- based, flat lattice organization that fosters personal initiative. There are no traditional organizational charts, no chains of command, nor predetermined channels of communication. Instead, we communicate directly with each other and are accountable to fellow members of our multi- disciplined teams. We encourage hands-on innovation, involving those closest to a project in decision making. Teams organize around opportunities and leaders emerge. This unique kind of corporate structure has proven to be a significant contributor to associate satisfaction and retention.” Key stats for W.L Gore: 10,197 employees $3.2B revenue (2013)
  13. 13. (cc) 2015 Adjuvi. Creative Commons. Some Rights Reserved. Adjuvi Workforce engagement is the real challenge 13 Most of your intranet efforts are wasted unless you address
  14. 14. (cc) 2015 Adjuvi. Creative Commons. Some Rights Reserved. Adjuvi Yet the benefits of better engagement could not be more clear... 14
  15. 15. (cc) 2015 Adjuvi. Creative Commons. Some Rights Reserved. Adjuvi Can technology really improve employee engagement? 15
  16. 16. (cc) 2015 Adjuvi. Creative Commons. Some Rights Reserved. Adjuvi And we’re neglecting to build the requisite worker skills 16 ...to access the potential value we are enabling
  17. 17. AdjuviRETURN ON COLLABORATION THE PROOF THE INDUSTRY HAS BEEN SEEKING Fully connected organizations get outsized benefits Source: McKinsey Social Technologies Survey Data Breadth: Approximately 3,000 global enterprises participated in the survey
  18. 18. AdjuviSECTION_TITLE AND IT’S LEADING TO NEW WAYS TO MANAGE AND WORK Wirearchy Social Business Emergent Management Theories, Methods for Modern Leadership in the Digital Age blogs wikis enterprise social networks social CMS unified communications online communities IM/Chat e-mail groupware collaboration suites digital organization
 support tools chronologicalevolution Social Technology for Mass Collaboration and Self-Organization •Inspire•Enable•Empower crowdsourcing •Re-imagine •Transform •Improve Core Institutional Business Practices leadership management operations governance hiring budgeting resource allocation project management product development marketing and sales How Technology and Business Are Co-Evolving into the Future Organization
  19. 19. AdjuviCASE STUDY END RESULT: TOTAL OVERHAUL OF 25 CORE BUSINESS PRACTICES FOR SOCIAL NETWORKS
  20. 20. AdjuviSECTION_TITLE HOW ZAPPOS USED NETWORKS TO REIMAGINE THEIR WORKPLACE
  21. 21. AdjuviMOTIVATION THE INTRANET CAN BE THE STARTING POINT FOR THE FUTURE WORKPLACE ...AND SOMETHING DEFINITELY WILL BE
  22. 22. Essential: Cultivate Professional Community Management 22 Key Point: Mature social intranet initiatives have 3x the community managers of low maturity efforts
  23. 23. AdjuviOVERCOMING THE BARRIERS HOWEVER, AT FIRST.... YOU WON’T GET THESE OUTCOMES
  24. 24. AdjuviHOW TO BUILD COLLABORATION LESSON: DIGITAL WORKPLACE IS A PEOPLE-FIRST PROBLEM In the early years, new collaboration and KM tools would be deployed and they would often languish and be greatly underutilized. Why? The reasons gradually became apparent: 1) Many competing digital channels exist to work in. 2) Collaboration is an aspect of company culture. If the culture is not collaborative, the tools won’t be used. 3) Business processes that don’t have collaboration built into them won’t become collaborative by themselves.
  25. 25. (cc) 2015 Adjuvi. Creative Commons. Some Rights Reserved. Adjuvi • Non-interruptive and leveragable... Two key reasons new forms of digital work are different and more powerful
  26. 26. (cc) 2015 Adjuvi. Creative Commons. Some Rights Reserved. Adjuvi Also, the “domino effect” of emergent systems of engagement
  27. 27. ® 2015 Adjuvi Large-Scale Examples 27
  28. 28. (cc) 2015 Adjuvi Adjuvi
  29. 29. (cc) 2015 Adjuvi Adjuvi Acquired Board Member Sponsor connect.BASF First Conceived by Internal Think Tank Stand-Alone Solution Owners Interdisciplinary Team Involvement Expert Communities & Advocates Go/No Go Decision for Global Launch Launch Communication Concept Pilot Launch 2007 2008 2009 2010 2011 5K 10K 15K 20K 25K 30K User Base social intranet story 25% faster project management processes
  30. 30. (cc) 2015 Adjuvi Adjuvi Burberry CEO Angela Ahrendts ExploresTheir Social EnterpriseVisionWith 
 Salesforce CEO Marc Benioff at Dreamforce 2011 Stats: 6,600+Workers | 10M+ Facebook Fans | 15,000 Partners ‘s End-to-End Social Business Effort 20% higher profit within a year
  31. 31. (cc) 2015 Adjuvi. Creative Commons. Some Rights Reserved. Adjuvi Digital Skills: Working Out Loud Begin Open Work Request Participation Create Initial Work Seed and/or Open Work InitiatorLegend Community Participant Make Direct Contribution Discuss Open Work Effort Co-Curate Open Work Effort Community Management Start Finish End Open Work Effort Definitions Open Work A social business work process where anyone can contribute. You choose the boundaries of the community. Co-Curation Community-based decisions on the best contributions to integrate into the ultimate open work effort. Community Management The process of 1) drawing in the participants, 2) managing their engagement, 3) enforcing standards, and 4) eliciting their participation.
  32. 32. AdjuviRETURN ON INVESTMENT Leads to High Levels of Productivity, Efficiency, Innovation
  33. 33. ® 2015 Adjuvi Success Factors for Collaboration Initiatives
  34. 34. Enablement is Critical at Three Strategic Levels 34 Between Companies Between Workers Between Companies and Their Customers & Suppliers Some Rights Reserved. 2014. by Dion Hinchcliffe • B2B Communities • Global Solutions Networks Examples • Customer Communities • Collaborative/Sharing Economy • Social Supply Chain • Social CRM • Unified Communications • Social Collaboration • Unified Collaboration strategic knowledge flow
  35. 35. AdjuviSUCCESS FACTORS FOCUSING ON THE BUSINESS VALUE
  36. 36. AdjuviSUCCESS FACTORS MAINTAIN AN OPEN, INCLUSIVE VISION FOR FOR KNOWLEDGE WORK
  37. 37. AdjuviCROSS-CHECKING
  38. 38. AdjuviCULTURE CHANGE THE PART IT DEPARTMENTS OFTEN DON’T LIKE TO TALK ABOUT FAILURE TO ADDRESS RESULTS IN POOREST OUTCOMES
  39. 39. (cc) 2015 Creative Commons. Some Rights Reserved. What the entire modern model looks like 39
  40. 40. (cc) 2015 Adjuvi. Creative Commons. Some Rights Reserved. Adjuvi Latest Best Practices and Lessons Learned in Digital Workplace • Changing behavior and building the right skills is 
 much more important (& harder) than selecting tools. • There is no one platform. • There shouldn’t be 100 either. • The more control you seek, the less you get. Design for it (emergence.) • Collaboration needs a help desk (‘making sure people share and collaborate with each other’) - Top performers have 3x the community managers • Store communication and collaboration. Make it discoverable. Analyze it. • Develop a social listening, analytics, and business intelligence capability • Adoption by itself is not a goal (at all.) Tie workforce collaboration direction to highest value business practices. Use your analytics to prove it.
  41. 41. ® 2015 Adjuvi Questions Slides: dion.hinchcliffe@7summitsinc.com
  42. 42. (cc) 2015 Adjuvi. Creative Commons. Some Rights Reserved. Adjuvi Social Business by Design • Published by Jossey- Bass, an imprint of Wiley • The definitive management strategy guide and handbook on social business. • The most complete and business-focused statement on what social business is and why it’s strategically vital to the future of our organizations. • Companion Web site at 42 http://socialbusinessbydesign.com

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