Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

of

PEHRS Presentation on ACM Slide 1 PEHRS Presentation on ACM Slide 2 PEHRS Presentation on ACM Slide 3 PEHRS Presentation on ACM Slide 4 PEHRS Presentation on ACM Slide 5 PEHRS Presentation on ACM Slide 6 PEHRS Presentation on ACM Slide 7 PEHRS Presentation on ACM Slide 8 PEHRS Presentation on ACM Slide 9 PEHRS Presentation on ACM Slide 10 PEHRS Presentation on ACM Slide 11 PEHRS Presentation on ACM Slide 12 PEHRS Presentation on ACM Slide 13 PEHRS Presentation on ACM Slide 14 PEHRS Presentation on ACM Slide 15 PEHRS Presentation on ACM Slide 16 PEHRS Presentation on ACM Slide 17 PEHRS Presentation on ACM Slide 18 PEHRS Presentation on ACM Slide 19 PEHRS Presentation on ACM Slide 20 PEHRS Presentation on ACM Slide 21 PEHRS Presentation on ACM Slide 22 PEHRS Presentation on ACM Slide 23 PEHRS Presentation on ACM Slide 24 PEHRS Presentation on ACM Slide 25 PEHRS Presentation on ACM Slide 26 PEHRS Presentation on ACM Slide 27 PEHRS Presentation on ACM Slide 28 PEHRS Presentation on ACM Slide 29 PEHRS Presentation on ACM Slide 30 PEHRS Presentation on ACM Slide 31 PEHRS Presentation on ACM Slide 32 PEHRS Presentation on ACM Slide 33 PEHRS Presentation on ACM Slide 34 PEHRS Presentation on ACM Slide 35 PEHRS Presentation on ACM Slide 36 PEHRS Presentation on ACM Slide 37
Upcoming SlideShare
OpenID Protocol Explained
Next
Download to read offline and view in fullscreen.

2 Likes

Share

Download to read offline

PEHRS Presentation on ACM

Download to read offline

This presentation given to the Professional Exchange of HR Solutions in September 2012 covers the basics of ACM and the management shift we are seeing around us today.

Related Books

Free with a 30 day trial from Scribd

See all

Related Audiobooks

Free with a 30 day trial from Scribd

See all

PEHRS Presentation on ACM

  1. 1. Enhancing the Productivity of an Evolving Workforce Keith D Swenson Vice President of R&D Chairman of the Workflow Management Coalition September 13, 2012 All Rights Reserved, Copyright © Fujitsu Limited 2012
  2. 2. Table of Contents Knowledge Work Unpredictable Processes System Technology Key Capabilities Management Shift Summary See Related Blog Post at: http://social-biz.org/2012/08/20/enhancing-the-productivity-of-an-evolving-workforce/ 2 All Rights Reserved, Copyright © Fujitsu Limited 2012
  3. 3. People who weigh many factors and determine courses of action 3 All Rights Reserved, Copyright © Fujitsu Limited 2012
  4. 4. People whose actions are based on many sources of information 4 All Rights Reserved, Copyright © Fujitsu Limited 2012
  5. 5. People who gather clues follow up, and discover things. 5 All Rights Reserved, Copyright © Fujitsu Limited 2012
  6. 6. People who set the rules or think outside the box 6 All Rights Reserved, Copyright © Fujitsu Limited 2012
  7. 7. People who face uncertain situations and courses that are not fixed 7 All Rights Reserved, Copyright © Fujitsu Limited 2012
  8. 8. Knowledge Work is Everywhere Benefits Negotiation Mergers & Acquisitions Employee Performance Coordinating a meeting Mitigation Exceptions, such as a Billing Dispute Hiring Talent Rescue work, Fire Fighting Medical Treatment, Health Care Financial Audit Executive Management Help desk 8 All Rights Reserved, Copyright © Fujitsu Limited 2012
  9. 9. Unpredictable Processes All Rights Reserved, Copyright © Fujitsu Limited 2012
  10. 10. What does it mean to be Unpredictable? Unpredictable Does Not Mean  Chaotic – completely without form  Random – direction can completely reverse at any time  Completely Unknown – like a completely dark, but dangerous, room  Planning is Impossible and Pointless It simply means:  The known initial conditions are not enough to determine the one single best path.  You can’t wait until enough is known to make a complete process  Planning is an ongoing activity as you do the work. Examples:  an Emergency Room Patient http://social-biz.org/2010/03/29/does-unpredictable-work-exist/ 10 All Rights Reserved, Copyright © Fujitsu Limited 2012
  11. 11. Fooled by Randomness Unpredictable Processes don’t always FEEL unpredictable. 20/20 Mental Hindsight “Interpreter” We forget how it We fill in missing really happened. details with narrative. 11 All Rights Reserved, Copyright © Fujitsu Limited 2012
  12. 12. Spectrum of Predictability Routine Routine with ad Unpredictable with Completely Predictable hoc exceptions structured snippets Improvised  There is a spectrum of situations  Everyone does:  some routine work, and  some unpredictable work. 12 All Rights Reserved, Copyright © Fujitsu Limited 2012
  13. 13. System Support Key Capabilities What you are going to need to get there. All Rights Reserved, Copyright © Fujitsu Limited 2012
  14. 14. The Industrial Revolution: … the Newtonian view in business. Henry Ford’s Assembly Line Frederick Winslow Taylor • Time and Motion Studies • Mass production office work 14 All Rights Reserved, Copyright © Fujitsu Limited 2012
  15. 15. Business Process Management / Workflow BPM: Make a precise definition of the work to be done Invest a lot in set up Recoup investment by running process thousands of times.  Effective for Routine Work 15 All Rights Reserved, Copyright © Fujitsu Limited 2012
  16. 16. Definition of Case Management Case Management is  the management of long-lived collaborative processes that coordinate • knowledge, • content, • correspondence and • resources  to progress a case to achieve a particular goal;  where the path of execution cannot be predetermined in advance of execution;  where human judgment is required to determine how the end goal be achieved; and  where the state of a case can be altered by external out-of-band events. Attributed to Michael White, 2009 16 All Rights Reserved, Copyright © Fujitsu Limited 2012
  17. 17. Tasks  Goals; what is the difference? TASK Difference? GOAL (Something you do) (Something you do) Smaller in Scope Larger in Scope Procedural, linear Collective, parallel  often one at a time  Sometimes overlapping Thinking is Removed You must “figure it out” Focus on action to Focus on end result transform something produced Micro-managers give "tasks"; Good managers give "goals". 17 All Rights Reserved, Copyright © Fujitsu Limited 2012
  18. 18. Enforcement  Guidance Enforcement: Guardrails (on a road) prevent deviation, but also prevent anything not predicted. Guidance: Guidelines (on a road) show people where to go, but do not prevent deviations if they are necessary. 18 All Rights Reserved, Copyright © Fujitsu Limited 2012
  19. 19. Diagrams  Checklists For Routine Work For Knowledge Work Created ahead of time Created when needed, by specialist crafted to by the person doing the work. automatically respond Manually adjusted for to many situations. changing situations. http://social-biz.org/2010/03/08/is-the-checklist-mightier-than-the-model/ 19 All Rights Reserved, Copyright © Fujitsu Limited 2012
  20. 20. Prescribed  Adaptible When you hear about an adaptive system, think about muscles.  To increase the size or strength of a muscle, you exercise it.  Conversely, lack of use causes muscle atrophy. Adaptiveness is not simply the capability to increase or decrease muscle size. Instead it is more about the ability of the muscle to self-modify to fit the situation; the ability to sense a need, & to respond to it in a kind of feedback loop. http://social-biz.org/2011/11/13/understanding-what-adaptive-means/ 20 All Rights Reserved, Copyright © Fujitsu Limited 2012
  21. 21. Individual  Social Technology self-forming relationships everything is relative bring your own identity http://social-biz.org/2011/09/03/self-organizing-business-networks/ 21 All Rights Reserved, Copyright © Fujitsu Limited 2012
  22. 22. Process Centric  Data Centric Data Process Process Data The process is the Data (a case folder) central focus for becomes the central focus organizing work. and permanent record. Data comes to and from Processes can cooperate. the process. 22 All Rights Reserved, Copyright © Fujitsu Limited 2012
  23. 23. BPM / Workflow ACM Factory, Mass Production Skill, Professional Small savings on each of a Custom work appropriate to large volume produced particular circumstances Highly Repeatable Unpredictable Routine Processes Unique Processes Efficiency and cutting costs Providing unique high value through automation service to customers 23 All Rights Reserved, Copyright © Fujitsu Limited 2012
  24. 24. Management Shift It’s not just technology that is changing All Rights Reserved, Copyright © Fujitsu Limited 2012
  25. 25. 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.” http://social-biz.org/2011/02/06/the-power-of-pull-just-win-baby/ 25 All Rights Reserved, Copyright © Fujitsu Limited 2012
  26. 26. <<Push>> vs. >>Pull<< treat public as passive loosely coupled and modular consumers embrace exceptions not make centralized decisions eliminate them top-down approach to enhance the potential for planning productive friction workers perform dictated continually expand choices activities available help find the most relevant resources allow initiative and creative opportunities 26 All Rights Reserved, Copyright © Fujitsu Limited 2012
  27. 27. Returning to “Human 1.0” http://social-biz.org/2011/01/22/hyper-social-organizations/ 27 All Rights Reserved, Copyright © Fujitsu Limited 2012
  28. 28. Forget market segments • engage tribes Forget company centricity • think human centricity Forget information channels • think knowledge networks Forget processes • embrace social and hierarchies messiness 28 All Rights Reserved, Copyright © Fujitsu Limited 2012
  29. 29. Roles mean nothing without understanding the network of relationships and the resources that are required to support the work of that person. – Margaret Wheatley 29 All Rights Reserved, Copyright © Fujitsu Limited 2012
  30. 30. Important worker qualities will be: • High Concept • High Touch -Daniel H. Pink 30 All Rights Reserved, Copyright © Fujitsu Limited 2012
  31. 31. Knowledge Worker Autonomy  SIX major factors determine knowledge-worker productivity  Knowledge worker productivity demands that we ask the question: "What is the task?“  It demands that we impose the responsibility for their productivity on the individual knowledge workers themselves. Knowledge workers have to manage themselves. They have to have autonomy.  Continuing innovation has to be part of the work, the task, and the responsibility of knowledge workers.  Knowledge work requires continuous learning on the part of the knowledge worker, but equally continuous teaching on the part of the knowledge worker.  Productivity of the knowledge worker is not -- at least not primarily -- a matter of the quantity of output. Quality is at least as important.  Finally, knowledge-worker productivity requires that the knowledge worker is both seen and treated as an "asset" rather than a "cost." It requires that knowledge workers want to work for the organization in preference to all other opportunities. -Peter Drucker, “Management Challenges for the 21st Century” (p142) 31 All Rights Reserved, Copyright © Fujitsu Limited 2012
  32. 32. Summary All Rights Reserved, Copyright © Fujitsu Limited 2012
  33. 33. In an unpredictable world, the best investments are those that minimize the importance of predictions. - Sargut & McGrath http://social-biz.org/2011/08/30/living-with-complexity/ 33 All Rights Reserved, Copyright © Fujitsu Limited 2012
  34. 34. Management Shift Summary 1. Understand the limits of Newtonian view – and Scientific Management 2. Beware of over-simplifying the job – Don’t just “pick a process” 3. Focus on providing the right information – Promote a culture of sharing 4. Embrace complexity – Don’t de-skill the workplace 5. Empower people to respond to customers – Decentralize, but monitor 6. Hire/promote right-brained people 34 All Rights Reserved, Copyright © Fujitsu Limited 2012
  35. 35. Summary Adaptive Case Management is for Knowledge Workers with Unpredictable Process to Adapt & Innovate with Teams of Experts to Accomplish Goals. 35 All Rights Reserved, Copyright © Fujitsu Limited 2012
  36. 36. Questions and Answers Slides: http://www.slideshare.net/kswenson/pehrs-presentation-on-acm Blog: http://social-biz.org/2012/08/20/enhancing-the-productivity-of-an-evolving-workforce/ 36 All Rights Reserved, Copyright © Fujitsu Limited 2012
  37. 37. 37 All Rights Reserved, Copyright © Fujitsu Limited 2012
  • jacisnerosm

    Nov. 24, 2012
  • Shvetsova

    Sep. 19, 2012

This presentation given to the Professional Exchange of HR Solutions in September 2012 covers the basics of ACM and the management shift we are seeing around us today.

Views

Total views

924

On Slideshare

0

From embeds

0

Number of embeds

32

Actions

Downloads

34

Shares

0

Comments

0

Likes

2

×