Cm31 melchionne

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  • Intros
  • Trends in the marketplace and work environment
    Our own experience, IWE
    Gov and Change Management to help shape experience
  • Main point: business and society are changing.
    The Internet we helped create is changing the world. It started with technology in this distributed environment where information and services could be distributed literally around the world. On this slide, you’ll see some of the high profile books and articles that address this phenomenon.
    In Thomas Friedman’s book, The World is Flat, he talks about how the exponential technical advances of the digital revolution have flattened the world – and by “flat” he means “connected.” Today it’s possible to do business with, or in other ways to communicate with or touch, millions of people around the world almost instantaneously. And this has been driven not by huge corporations or governmental bodies but by individuals.
    Another best seller, Wikinomics, is subtitled “How Mass Collaboration Changes Everything” and describes the way multiple people can be working on a common product at the same time. This is the way that Wikipedia, the online encyclopedia that has grown larger than the Encyclopedia Britannica, is edited by self-selected users.
    When information and services become democratized on a worldwide basis as they have, it fundamentally changes social structures. So it goes way beyond our industry. If you think of the way that organizations now can be created without people ever having to meet one another, or about how entire non-hierarchical, non-governmental, non-corporate societies, such as political organizations, can arise and become very powerful, then you understand just how big these changes are.
  • Communications is key to decentralization and distributed decision making
    ---------------------------------------------------------------------------------------------------------------
    In Thomas Malone’s optimistic view of the future, the human values of creativity and freedom ultimately triumph, and business leads the way. This explosion of possibilities in work, and everyday life, will flow from the increasing ease and decreasing expense of communicating. Malone sees parallels between the emergence of democracies in political and business worlds, and technological advances in communications. He notes that in the age of the Internet, businesses are growing decentralized, markedly departing from “command and control” organizational models to newer environments where “workers seek advice instead of approval.” Empowered by new technologies, workers will exercise ever greater strength in important decisions -- even while corporations expand and sprawl across borders. Just as the printing press enabled large numbers of people to participate in the politics of their times, so will the Internet and evolving communications technologies enable workers to perform their jobs as more active decision-makers, across greater distances. For evidence of this massive shift, Malone explores the “e-lance” economy, as well as the success of eBay, a company with 130,000-plus off site “sellers” making up a global network of “small store owners.”
  • Finding the right person at the right time
    Finding the right information at the right time
    What to do next?
    Other working on the same strategic initiative
  • Dynamic, changing environment
    Collaborative
    Platform for innovation
    Agility of a small business
  • Learnings from deployment of grass roots technology along with the councils, boards, and working groups.
  • Technology is just one leg of the three-legged stool.
    As we’re talking about fundamentally changing the way people work, we need to think about how to evolve our processes and culture to accommodate for it.
    How do we change business processes to let the technology do what it does best?
    What new processes can we build around this new technology that we couldn’t build before?
    If we build it, how do we know if they’ll come? How do I drive adoption around this new work paradigm? Moreover, how do we do change management?
    What kinds of changes do we need to make in the way we lead and manage people?
    How do we incent participation?
    Transition: These are the kinds of questions CIO’s need to answer as they continue to move the needle from being what the industry refers to as an “Enterprise 1.0” to an “Enterprise 2.0” organization.
  • Org structure changes
    A model is needed for cross-functional decision-making and alignment
  • Culture of Competition – 3 mid-range router story
    Decision Making – Transparent to who made the decision, who is accountable to the decision and does the decision have teeth.
    Leadership – 20% might not be able to make the transition
    Resources – CEO Conundrum
    Accountability – VOIP Shared accountability story… Talk about accountability as a behavior, not a result.
  • Culture of Competition – 3 mid-range router story
    Decision Making – Transparent to who made the decision, who is accountable to the decision and does the decision have teeth.
    Leadership – 20% might not be able to make the transition
    Resources – CEO Conundrum
    Accountability – VOIP Shared accountability story… Talk about accountability as a behavior, not a result.
  • Protection:
    You are responsible: Using social media is personal interaction, not corporate communications. You are personally responsible for the content you provide.
    Abide by the rules: Respect copyrights, don’t share confidential or proprietary information, comply with our code of business conduct!
    Encouraging participation:
    Be Mindful. Your contributions to community discussions are public and will be public and searchable for a long time. Be mindful of the consequences.
    Be Respectful: Show that you have listened and be responsive. If you disagree, do it respectfully. Don't use slurs, personal insults or obscenity, and always respect privacy concerns and other issues that may be considered objectionable or inflammatory.
    Be yourself: Use your real identity and your real voice. State that you are with Cisco, but don’t use impersonal corporate speak.
    Be Honest: Correct any mistakes you make as quickly as possible. Don’t alter older posts without indicating that you have done so. Tell the truth!
    Add value: Be well informed, provide worthwhile information and perspective.
  • Technology is just one leg of the three-legged stool.
    As we’re talking about fundamentally changing the way people work, we need to think about how to evolve our processes and culture to accommodate for it.
    How do we change business processes to let the technology do what it does best?
    What new processes can we build around this new technology that we couldn’t build before?
    If we build it, how do we know if they’ll come? How do I drive adoption around this new work paradigm? Moreover, how do we do change management?
    What kinds of changes do we need to make in the way we lead and manage people?
    How do we incent participation?
    Transition: These are the kinds of questions CIO’s need to answer as they continue to move the needle from being what the industry refers to as an “Enterprise 1.0” to an “Enterprise 2.0” organization.
  • Our platform was created around driving business impact
    Tools and processes won’t be adopted and/or deliver quantifiable business value w/o CM and Gov
  • First look at how to prepare your organization for the upcoming change…
  • Unmanaged Systems and overlapping technologies have left a Legacy
    Lack of instrumentation to report & delete unused spaces
    Poor findability results in productivity losses
    Inconsistent interfaces impacting User Experience
    Ungoverned community creation results in dilution of ‘Single Source of Truth’
  • Taking a closer look at different Gov models, most companies use a Centralized approach, which is very hierarchical.
    On the flipside, there is a Decentralized model, which is a “bottom-up” approach. This model encourages lack of control.
    The model that Cisco is leveraging is a Federated approach. Distributed control allows for balance and optimization.
    For example, IWE at Cisco has a core workgroup….
  • For the IWE program we have leveraged the same management structure that Harbrinder referenced earlier – Boards, Councils, and Working Groups.
    Now we can see the Federated model in action by referencing how we’ve done things at Cisco…
  • Important for all guiding principles are balanced, to help drive adoption
    Empowerment – the Federated model we saw in the previous slide, enables empowerment. Empowerment is about letting the people take some accountability.
    Automation – enablement, efficiency, consistency and scalability
    Transformation - cannot do too much at once otherwise Governance model won’t work.
    Flexibility – for each organization, to meet their individual needs.
    Automation example: Dup and activity checks, renewals
  • Flexibility and Automation…
    Current Volume –
    We are currently very limited in regards to how many communities we can launch each quarter, because all requests are high touch and funnel through their organizational representatives.
    Future Volume –
    There will be an automated approval process for many of the community requests which would be basic - project and program level communities.
    Cross-functional communities will still require some level of high-touch but not as intensive as our existing model.
  • Community Taxonomy and Categories need to exist for the enterprise to build communities.
    We have created community categories to help provide structure for community types, filter by them (search), brand categories by using templates to legitimize the content in those communities.
    Approval for new communities can be routed to the appropriate approving bodies for each category (i.e. job role, organization/department, customer / partner / account, etc.)
  • IWE has been a three year journey, and we’ve learned a lot.
    Remediation
    Centrally decide what’s best for the Company
    Balance what we have with what is to come
    Create a structure to agree on cross-functional issues and compliance
    Governance is a journey
    Focus on Change Management and Communicate early and often
  • Sumer, Mesopotamia – 1st Civilization
    True business transformation is accomplished when there is well though out governance and change management strategy. Balance is key.
    Created government: made plans and decisions for the common good of people
    Paleoanthropologists now date the emergence of anatomically modern humans to ca.150,000 years ago, 143,000 of those years were “wheel-less”. Prior to Sumer, people lived in small tribes scattered about, living in fear of conquest. They were transient.
    Sumerians invented the wheel in the 5th Century in Mesopotamia, they also invented the sailboat, first written language, and the measurement of time – 60 minutes, 60 seconds
    The Sumerians were the first group of people to document laws. They created ‘city governments’ to develop laws for the greater good of masses.
  • Cm31 melchionne

    1. 1. Governing an Integrated Workforce Experience: A Delicate Balance Harbrinder S. Kang Laura Melchionne Cisco Systems, Inc.
    2. 2. Agenda Emerging Trends Cisco’s Integrated Workforce Experience The Changing Nature of Work Governance and Change Management Strategies Lessons Learned A Working Model
    3. 3. Information and Services Social Structure Technology Three Emerging Trends: Work, Overload, and Agility
    4. 4. Work • Society: • Tribes > Kingdoms > Democracy • Communications is Key • Spoken Word > Written Word > Printing Press • Work Being Democratized
    5. 5. Overload
    6. 6. Collaboration = Speed, Scale, Flexibility, Replicability Agility Economic benefits of a large enterprise Agility of a very small organization
    7. 7. Councils Councils / Boards Councils/Boards/Working Groups Video SharingWikis Discussion Forums CiscopediaCisco IntranetYammer Blogs Technology Architecture Business Architecture
    8. 8. Technology, Process, and Culture
    9. 9. © 2006 Cisco Systems, Inc. All rights reserved. Cisco Confidential Evolution of Councils/Boards Speed, Scale, Flexibility, Replicability 2001–2005 Councils 1 Per Year Enterprise Service Provider Commercial BPOC (Business Process Operations Council) 2006-2008 Councils / Boards 2 Per Year Emerging Markets Services Model 2008-10+ Councils/Boards/Working Groups 30+ … Dynamic portfolio evolves as market transitions affect our customers; no longer tied to the fiscal year.
    10. 10. Culture of Competition Culture of Shared Goals 01 02 03 04 05 06FY00 07 08 09 FY10 Lines Of Business CEOCEO EnterpriseSP Commercial Small Dynamic Networked Organization Culture
    11. 11. Decision Making Opaque Transparent Leadership Passive- Aggressive Authentic AccountabilitySiloed Shared Culture of Competition Culture of Shared Goals From… …To Resources Vertical Alignment Portfolio Management “Resources are not possessions; they are instruments of action.” 4 Levels of Cultural Change
    12. 12. Your Personal Social Media Compass Has Not Changed You areYou are responsibleresponsible You areYou are responsibleresponsible Abide byAbide by the rulesthe rules Abide byAbide by the rulesthe rules Add valueAdd valueAdd valueAdd value Be honestBe honestBe honestBe honestBe yourselfBe yourselfBe yourselfBe yourself Be mindfulBe mindfulBe mindfulBe mindful Be respectfulBe respectfulBe respectfulBe respectful
    13. 13. Technology, Process, and Culture Technology How we enable it Culture How we live it Process How we do it
    14. 14. My View People InformationCommunities The Enterprise Meets Social Networking
    15. 15. Integrated Workforce Experience People: Connect and Find the Known and Unknown Rich Presence Information Click to call, chat or meet Integration to Blog Platform Videos and content authored or Interests a communities easily access People
    16. 16. 1 2 5 4 Key Tenets 1. Headline News Tab 2. Architectural Plays 3. Sales “Care Abouts”: - My Bookings - My Pipeline - My Notifications - My Commissions - My Opportunities Sales Network Collaboration Panel 1 2 3 3 Integrated Workforce Experience - Sales Communities: Access Relevant Information and Applications Communities 4 5
    17. 17. Integration with Show and Share Formally managed content Integration with Directory to show Experts Integration with related Communities Integrated Workforce Experience Information: Many Sources. One View. Information
    18. 18. Integrated with Exchange for mail, tasks and calendar Integrated with Exchange for mail, tasks and calendar Watch list to monitor contacts, posts and topics of interest Watch list to monitor contacts, posts and topics of interest Integrated Workforce Experience My View: Work Your Way. My View Integration of Functional Community News Integration of Functional Community News Integrated Access to IWE Demos, training and IWE Help Integrated Access to IWE Demos, training and IWE Help
    19. 19. Utilization to Business Impact © 2006 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID 3 Number of Members by Functional Unit 07-Nov- 09 14-Nov- 09 21-Nov- 09 28-Nov- 09 05-Dec- 09 12-Dec- 09 19-Dec- 09 26-Dec- 09 02-Jan- 10 09-Jan- 10 16-Jan- 10 23-Jan- 10 30-Jan- 10 06-Feb- 10 13-Feb- 10 21-Feb- 10 28-Feb- 10 Others 626 647 659 663 676 693 718 725 726 760 870 914 962 1,048 1,099 1,142 1,183 WW Sales 16,248 16,290 16,320 16,336 16,350 16,381 16,408 16,416 16,420 16,435 16,528 16,564 16,605 16,654 16,748 16,776 16,814 WPR 1 1 1 1 1 1 2 2 2 4 15 21 27 32 37 38 44 Manufacturing 9 9 14 14 15 15 22 31 31 45 108 123 305 395 478 526 617 IT 234 236 242 246 252 268 287 306 307 337 466 551 638 861 968 1,014 1,079 Human Resources 59 59 63 64 69 69 81 93 94 105 210 256 281 324 364 402 438 Finance 313 314 320 325 334 344 357 366 366 387 518 546 575 627 696 726 772 Customer Advocacy 1,649 1,674 1,690 1,702 1,713 1,741 1,785 1,834 1,845 1,903 2,192 2,291 2,465 2,694 2,827 2,934 3,072 Cust Svc & Operational Systems 46 46 46 46 47 50 53 54 55 57 92 101 136 161 188 190 213 CDO 1,123 1,141 1,176 1,184 1,203 1,217 1,269 1,310 1,317 1,394 1,795 1,982 2,190 3,204 3,469 3,801 4,104 TOTAL 20,308 20,417 20,531 20,581 20,660 20,779 20,982 21,137 21,163 21,427 22,794 23,349 24,184 26,000 26,874 27,549 28,336 0 5,000 10,000 15,000 20,000 25,000 30,000 No.ofusersloggedin(Cumulative) © 2006 Cisco Systems, Inc. All rights reserved. Cisco ConfidentialPresentation_ID 5 Number of Visitors, Visits & Hits per Week 07- Nov-09 14- Nov-09 21- Nov-09 28- Nov-09 05-Dec- 09 12-Dec- 09 19-Dec- 09 26-Dec- 09 02-Jan- 10 09-Jan- 10 16-Jan- 10 23-Jan- 10 30-Jan- 10 06-Feb- 10 13-Feb- 10 20-Feb- 10 27-Feb- 10 Visits 19,441 16,800 16,394 12,078 14,766 16,095 15,748 8,509 3,792 14,112 16,463 14,627 16,007 17,661 20,024 15,459 15,216 Views 43,798 37,232 39,611 26,887 34,720 45,051 52,901 29,344 11,221 53,445 65,362 61,732 69,117 86,371 82,672 72,957 73,383 Unique Visitors 5,386 4,559 4,211 3,187 3,534 4,187 4,228 2,661 1,290 3,653 5,388 4,247 4,809 5,889 7,795 5,028 4,965 - 10,000 20,000 30,000 40,000 50,000 60,000 70,000 80,000 90,000 100,000 NumberofVisits/Hits-PerWeek(Non-Cumulative) Visits Views Unique Visitors Tool & Process Utilization Utilization Quantifiable Business Value Impact to Business Change Management & Governance
    20. 20. Work together How to Prepare for the Change Drive behavior Manage expectations
    21. 21. Goal: • Drive Business Impact Challenges: • Legacy • Lack of instrumentation • Poor findability • Inconsistent interfaces • Ungoverned community creation Why Governance Mailer 216K Unbridled Growth SystemUtilization Livelink 846K WebEx Collab 32K Wikis 3K Blogs 2.7K
    22. 22. CHARACTERISTICS ADVANTAGES DISADVANTAGES •Ease of communication •Concentration of skill sets FEDERATED MODEL •Mixed •Distributed control •Balance •Wide input •Optimizable •High degree of coordination required DECENTRALIZED MODEL •Bottom-up •Control in business •Strong link to business need •Leverages diverse teams •Lack of control over growth •Point-to-point communication challenges CENTRALIZED MODEL •Top-down •Central authority makes decisions for all •Possible bottleneck •Further from business Governance Models
    23. 23. Vehicles for Governance Use Existing Committees, Expand where necessary IWEIWE WorkGroupWorkGroup IWEIWE WorkGroupWorkGroup • Enacts • Reviews • Manages Escalations • Provides Executive Sponsorship and Strategic Direction • Determines Funding C&CC&C BoardBoard (Leadership(Leadership SteeringSteering Committee)Committee) C&CC&C BoardBoard (Leadership(Leadership SteeringSteering Committee)Committee) • Develops Governance • Drives Alignment • Defines Policies and Processes ExecutionExecution Teams forTeams for WorkGroupWorkGroup ExecutionExecution Teams forTeams for WorkGroupWorkGroup
    24. 24. Guiding Principles
    25. 25. Cross-Functional Communities Functional Approval BAT/HUB Member Request Pool Approval Decline Process No Approval Community is Auto-Created HIGH Touch, Expensive Current Volume Future Volume Strategy: Tiered Approval Model
    26. 26. Community Taxonomy Life Interest • Social• Job Role • Organization / Depart • Customer / Partner / Account People • Job Role • Organization / Depart • Customer / Partner / Account • Job Role • Organization / Depart • Customer / Partner / Account • Business Work Groups • Enterprise Council • Product/Service • Project/Program • Support • Executive Metrics Work • Business Work Groups • Enterprise Council • Product/Service • Project/Program • Support • Executive Metrics • Business Work Groups • Enterprise Council • Product/Service • Project/Program • Support • Executive Metrics • Business Work Groups • Enterprise Council • Product/Service • Project/Program • Support • Executive Metrics
    27. 27. Obstacles Remediation Urgency to Deliver Balance Accountability Create a structure Centrally decide what’s best for the CompanyConflicting Organizational View Lessons Learned Are we there yet? Adoption Journey Focus on Change Management and Comms
    28. 28. In Closing
    29. 29. Conference Evaluations Please take a moment to complete our online conference evaluation: www.e2conf.com/evals Your feedback helps us to continue to improve the quality of our educational programs. For each evaluation, Enterprise 2.0 will make a donation to Silicon Valley Education Foundation.

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