Changing Incentives for Knowledge Workers in the Social Enterprise

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Keynote presentation at the APQC Process Conference, Houston, October 2013

Published in: Business, Technology

Changing Incentives for Knowledge Workers in the Social Enterprise

  1. 1. Changing Incentives For Knowledge Workers In The Social Enterprise APQC Process Conference Houston 2013 Sandy Kemsley l www.column2.com l @skemsley
  2. 2. Agenda l How the enterprise became social l The disconnect in adoption of new methods and tools l The culture and management mandates l The technology mandate Copyright Kemsley Design Ltd., 2013 2
  3. 3. The shift in enterprise processes, attitudes and goals How The Enterprise Became Social Copyright Kemsley Design Ltd., 2013 3
  4. 4. Factor #1: The Nature of Work Changed Routine Work Knowledge Work Execute transactions Solve problems Efficiency Collaboration Compliance/standardization User-created processes Process improvement Assist human decisions Automation Collect supporting artifacts Copyright Kemsley Design Ltd., 2013 4
  5. 5. Collaboration In The White Space Of The Organization Chart Copyright Kemsley Design Ltd., 2013 5 Source: Luc Galoppin, “Social Architecture: Raising the Bar for our Profession”
  6. 6. Balancing Hierarchy And Community To Get Things Done Copyright Kemsley Design Ltd., 2013 6 Source: Luc Galoppin, “Social Architecture: Raising the Bar for our Profession”
  7. 7. Factor #2: Tool Capabilities and Expectations Changed l Consumption l Participation l Creation l User experience l Access anywhere Copyright Kemsley Design Ltd., 2013 7
  8. 8. Factor #3: Information Everywhere l No longer an age of information scarcity: l l l l Businesses have rich customer context through analytics and integration Customers have competitive business information Wide range of public information Productivity is in analysis and connectivity Copyright Kemsley Design Ltd., 2013 8
  9. 9. External Social Presence Linked To Core Business Processes l Changes the customer relationship l Extends the ends of the process l Increases external collaboration l Forces operational transparency Copyright Kemsley Design Ltd., 2012 9
  10. 10. Result: The Social Enterprise Social Feature Enterprise Benefits Collaboration Exploit weak ties for knowledge sharing and social feedback = Improved decision-making User-created content Transparency Use and capture tacit knowledge = Improved processes Provide context for work = Improved problem-solving Copyright Kemsley Design Ltd., 2013 10
  11. 11. Copyright Kemsley Design Ltd., 2013 11
  12. 12. Real-life benefits of collaboration and user-created content What Do Social Enterprise Processes Look Like? Copyright Kemsley Design Ltd., 2013 12
  13. 13. Social In The Flow Of Work l Social features built into enterprise business processes l l l l Collaboration on demand Zero-training UI for occasional collaborators Informational visibility and sharing Situational applications based on enterprise APIs l User-generated processes and content Copyright Kemsley Design Ltd., 2013 13
  14. 14. Collaborative Process Modeling l Multiple people participate in process discovery, modeling and documentation l l Internal and external participants Technical and non-technical participants l Preserves institutional memory l Facilitates cross-silo collaboration and innovation Copyright Kemsley Design Ltd., 2013 14
  15. 15. Collaborative Process Modeling Copyright Kemsley Design Ltd., 2013 15
  16. 16. Dynamic Process Runtime l User can add participants from own network or recommended expert l Non-participant can opt-in to process l Audit trail captured within BPMS l Eliminates uncontrolled email processes l Captures patterns for process improvement Copyright Kemsley Design Ltd., 2013 16
  17. 17. Copyright Kemsley Design Ltd., 2013 17
  18. 18. Process Activity Streams l Timeline of activity for social monitoring l l l Process models during creation Process instances during execution Publish/subscribe model to “watch” certain processes or event types l Direct link to underlying process model or instance for unsolicited participation l Usually mobile-enabled Copyright Kemsley Design Ltd., 2013 18
  19. 19. Process Event Streams Copyright Kemsley Design Ltd., 2013 19
  20. 20. Collaboration at Bank Of Tennessee l Service-focused regional bank l Mortgage process before BPM: l l l l l Manual, paper-based Long process with bottlenecks and errors Many exceptions, constantly changing Limited visibility and audit trail Search for social collaboration and BPM platforms merged Copyright Kemsley Design Ltd., 2013 20 Source: Will Barrett, Bank of Tennessee, “Worksocial Pays Dividends”
  21. 21. A Social Mortgage Process Copyright Kemsley Design Ltd., 2013 21
  22. 22. Bank Of Tennessee: Benefits l ROI based on social and BPM l l l Process activity stream user interface l l l l 30% faster to complete process Reduced errors Unified communication channel Faster, more efficient actions in place Increased adoption/decreased training Improved visibility and audit trail l l Critical SLAs visible for action Entire process within BPM Copyright Kemsley Design Ltd., 2013 22
  23. 23. User-Created Content at Norwegian Food Safety Authority l Ensuring food safety, animal/plant welfare: l l l l l Scheduled inspections and events Emergency response Maintain food safety history Apply complex regulations Case folder with dynamic worklist l l Case = person/establishment, e.g., farm Tasks created dynamically as required, manually or triggered by events Copyright Kemsley Design Ltd., 2013 23 Source: Computas
  24. 24. Copyright Kemsley Design Ltd., 2013 24
  25. 25. NFSA: Dynamic Task Selection Copyright Kemsley Design Ltd., 2013 25
  26. 26. NFSA: Benefits l Entire food safety history for each establishment l Two dynamic case management modes l l Control activity module for regular activities with full domain data Emergency response module with alerts and follow-up tasks Copyright Kemsley Design Ltd., 2013 26
  27. 27. What is limiting the adoption of social enterprise processes? The Social Dilemma Copyright Kemsley Design Ltd., 2013 27
  28. 28. Fear Of... l ...assuming responsibility for collaboration l ...having to share credit for work l ...appearing weak for requiring collaborators l ...not getting credit for time spent collaborating l ...helping the competition l ...losing control over a process l ...opening access to information l ...fluid, non-hierarchical roles Copyright Kemsley Design Ltd., 2013 28
  29. 29. Misaligned Business Goals And Metrics l Executives want collaboration across silos; management required to get work done on time l Process performance indicators measure efficiency, not service levels Copyright Kemsley Design Ltd., 2013 29
  30. 30. The Employee Incentives Conflict “When an organization doles out bonuses, raises, awards and promotions based on individual contributions, what’s the carrot for social participation?” -- Gia Lyons, Jive Software Do the right thing What’s in it for me? Copyright Kemsley Design Ltd., 2013 30
  31. 31. Misaligned Employee Incentives l Incentives based on job description, not value of contribution l Incentives reward individual efforts, not collaboration Copyright Kemsley Design Ltd., 2013 31
  32. 32. Mandates for organizational culture, management and technology Creating A Culture That Rewards Knowledge Work Copyright Kemsley Design Ltd., 2013 32
  33. 33. Participatory Culture l Time and resources explicitly allocated l l For collaboration and co-creation All stakeholders expected to participate l Appropriate tools provided l Input considered regardless of level and technical skills of participant Copyright Kemsley Design Ltd., 2013 33
  34. 34. Transparency And Openness l Allow internal users to see all information l l Set open as default, override for specific exceptions Allow access to external stakeholders l Customers, business partners should see their own information l Enables easier knowledge dissemination l Provides context for problem-solving and collaboration Copyright Kemsley Design Ltd., 2013 34
  35. 35. Management Style Of Trust l Allow workers to deviate from pre-defined workflow when appropriate l l l Management must allow sufficient autonomy Workers must feel comfortable creating/modifying processes Allow workers to collaborate with resources of their choice l l Assign work or ask assistance Internal and external Copyright Kemsley Design Ltd., 2013 35
  36. 36. Rewards And Incentives l Set expectations for participation l Reward for collaboration and process improvement l Reward for customer service over efficiency l Reward teamwork over individual effort Copyright Kemsley Design Ltd., 2013 36
  37. 37. The technology mandate The Future Of Social Enterprise Incentives Copyright Kemsley Design Ltd., 2013 37
  38. 38. Enterprise Social Scoring l Peer recognition l Gamification l Social graph connectivity/strength Copyright Kemsley Design Ltd., 2013 38
  39. 39. Using Collaboration Metrics l Detect and analyze social graph l l Measure contributions to community l l l Boost signal of weak ties Social score Successful performance of task Recommend collaborators based on reputation Copyright Kemsley Design Ltd., 2013 39
  40. 40. Problem-Solving Metrics l Customer satisfaction l Time to resolution l Correlate quality of decision with degree of collaboration involved Copyright Kemsley Design Ltd., 2013 40
  41. 41. Next-Generation Social Analytics l Evaluate (and reward) collaborative behaviors that: l l l l Are aligned with organizational culture Get work done Assist others to achieve shared goals Resistant to “gaming” by workers Copyright Kemsley Design Ltd., 2013 41
  42. 42. Summary Copyright Kemsley Design Ltd., 2013 42
  43. 43. Summary l Enterprise processes are social, whether you admit it or not l Misaligned goals and incentives will reduce success of outcomes l Organizational culture and management style may need to shift l Core social process technology is in place, but metrics are still catching up Copyright Kemsley Design Ltd., 2013 43
  44. 44. Slides at www.slideshare.net/skemsley Sandy Kemsley Kemsley Design Ltd. email: sandy@kemsleydesign.com blog: www.column2.com twitter: @skemsley Copyright Kemsley Design Ltd., 2013 44

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