During the Agile Austria Conference 2017. Discover how to apply Enterprise Social Systems to find solutions for many of the challenges your company is facing. Speaker: Erich Bühler

1. • Tables
• Projector
• A minimum of 5 people per table and a
maximum of 6 people
• 10 post-it sheets per person
Requirements for the
workshop
Erich will provide pens and exercise
sheets during the workshop
Logistic
In the case that no tables are available,
chairs can be place in small circles as
shown
Chairs
Post-its
The presenter strongly recommends the use of small tables for this workshop
------Notes for the organiser------

2. BE AWARE THAT…
• THIS PRESENTATION REQUIRES THE FONT MECHANICAL PENCIL
INSTALLED
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3. BREAK THE MOLD AND
BOOST YOUR ORGANIZATION
WITH ENTERPRISE SOCIAL SYSTEMS!
Around here, however, we don’t look backwards for very long. We
keep moving forward, opening new doors and doing new things,
because we are curious….
And curiosity keeps leading us down new paths…
Walt Disney
Systems
Innova1st.com
Erich Bühler
CEO Innova1st
Erichbuhler@innova1st.com
Agile Austria 2017

4. • What if you…
• Were able create & customise innovative Agile solutions for any
of the problems
• Had a framework which help you adapt your current tactics
• Could transform and modernise any “old-fashion” plan
• Objectives
• Learn about Enterprise Social Systems (Theory, tools and change
framework)
• Practice the tools provided
• Know how to implement a change
Apply your current skills
to create a plan to solve
a problem you have in
your organisation
Be ready to learn about
Enterprise Social Systems,
Tools & change framework
Create a new plan based
on the plan you created in
part A but now using
Enterprise Social Systems
90 minutes
Lives closer
to this plac
Lives farther
from this place

5. Lets play a game
Each person on the Team should (1 minute)
1. Write in a post-it a problem your organisation is having
2. AND you don’t know how to solve it
3. Or don’t know if it was solved in the best possible way
Plan
Empower
Product Owners
Scale a
department
Test a new
product in the
market
Use Scrum in
business Teams
1
4
3
2
Use DOTvoting (1 minute)
2 dots per person (you can’t vote for your own
post-it!)
Vote for the ones you have some idea of how to
solve themPrioritise them based on the votes (1
minute)
Take the first post-it
Your team will have 10 minutes to
create a detailed
step by step plan to help solve that

6. Organisation
Create a plan & role it out
Systems
1. Social Systems layer
 How people communicate &
behaviours get contagious inside the
company
 How things are made visible
 Some organizational patterns that we will
learn today
3. Formal organisation
 Structures & control artifacts
 How information is shaped to
sense to the company
4. Value creation layer
● Structures that create value
● Customer/results oriented
2. Company mindset
 High level foundation of abstract
ideas & beliefs
 Learnt, inherited or evolutive
 Theory that sees the organization
in a consolidated way +
+
+
Your Plan
 Offers tools to modernise
almost everything in the
company
 Teaches a powerful way
to
roll out a change
Enterprise Social System

7.  People can clearly identify the
value network
 Face to face communication
 People have direct access to other
people
 Eliminate asynchronous communicat
as much as possible
 People trust each other & feel saf
 Company has the right structures
support all the informal conversat
 Positive attitude towards change
1. Adjust people management
structures to the value network
2. Increase Social Density on the
value network
Enterprise social density (ESD)
“Flow of relevant, honest, informal, and effective information between people
in an organization in an environment where they feel safe.”
Erich Bühler, 2014
Reality
Belief

8. Enterprise blocking collaboration (EBC)
“High level collaboration between people based on behaviours that bring a
negative effect on the organisation”
Erich Bühler, 2014
 Never hand over work to
someone who is at over 80%
capacity
 Don’t perform collaborative tasks
with another person if you are at
over 80% of your personal capacity
 Have an environment where
bureaucracy, complexity or processes
are actively reduced
 Don’t produce low quality
outputs or reduce quality to meet a
deadline
 Have a full-time person or team
exclusively in charge of removing
obstacles
Hand over work to
someone who is at over
80% capacity
Perform collaborative
tasks when you are at
over 70% of personal
capacity
Cooperate with the development
of a product between parties that
do not communicate with each
other or do so by exchanging
documents/emails
Support a way of
thinking that, compared
to another, is shown to
produce no value or
generate less value than
the first.
Cooperate intensely to
create reports that provide
no value to the customer

9. Corporate behaviours can’t change without
changes in the working environment
Enterprise social visibility (ESV)
“Information that is passively captured by people from the environment through social
interactions, information radiators and behavioural recognition of facial expressions”
Erich Bühler, 2014
 Use information radiators
(Boards, Kanban, etc) on public
areas showing relevant information
that visually support your team/plan
 Adapt physically the office to the
new value network if it changes
 People from same Value Stream
sit together (or feel they are
together if they are remotely
located)
 Have an office which physically
supports the Teams Working
Agreements
 Make sure that key events are
run regularly -same days & times-
(i.e. meetings) as they increase
Public information radiators - panels (paper, boards, etc.) displayed publicly and
visibly with relevant information. When physically updated, people around
understand that something has happened.
Social interactions – Recognised “standard” social forms in which people around
interact (e.g. a handshake between two people, etc.), allowing knowledge to be
gained about a situation, even if they are not part of it.
Recognition of facial expressions –Observation of other individuals and make a
judge of their emotional state (e.g. a conversation that occurs in the distance
but within the physical space of the receiver)
Observation of actions and movements for recognition & prediction – Observations
about the way that a group of people performs specific tasks. That will create a
link in our brain between the group, way of work and the knowledge created as
“Rich" social cues are given constantly but passively
to employees through data and confirmations

10. Company tells employees what & when to
learn
The tools
Permission to learn (PTL)
“Behaviours which make people wait for the company to provide some specific
knowledge instead of them actively self-organising around the need”
Erich Bühler, 2014
 Employees are informally teaching
others, there are communities of
practices, etc
 Learning or discovery
activity/meeting is done in
collaborative ways where people can
regularly pair during the sessions or
daily duties
 After a big chunk of concepts,
quality time is allowed to reflect on
the learning provided
 The person/team feels safe if they
fail during some work (have a culture
that support that)
 Learn is supported by actively doing
the work
You need to change the way that work is
discovered and skills are acquired
• Good for companies where manual
& repetitive tasks are needed
• It doesn’t support good work flow
in creative environments (i.e.
Software
development)

11. Complexity
• Increase the number of
corporate
requirements
Complication
• Number of procedures, vertical
layers,
roles, relationships, power
chain, etc.
Systems and
structures created
to coordinate and
support the
organisational
requirement
Number of
requirements
the company
has to satisfy
Complexity & complication pattern (CCP)
“Behaviours that increase complication (number of procedures, rules, bureaucracy, vertical
layers, coordination bodies, decision approvals, etc.) to satisfy an organisational need
(quality, price, performance, time-to-market, etc.)”
 Try not to create new roles o
departments all the time, autom
the new organisational requiremen
and see if existing teams can look
after it.
 Consider using self-organised t
over control and coordination.
 Managers shouldn’t focus on
managing people but on removing
blockades from the system
 Support an environment where
people don’t need to do multitas
 Have in mind that low quality
outputs increase complication and
complexity.
The effects of Complexity
• Decreases social density &
increases
blocking collaboration
• Decreases business value
• Increases frustration & stress

12. Social Density
Blocking
Collaboration
Social Visibility
Permission
to Learn
Complexity
& complication
This side will be used during the workshop
1. Take one sheet each from the
envelope
2. Read only the 1st part and
understand your role
(1 minute)
Don’t read the 2nd part yet
Stand up, meet people with your same hat
and
read & answer the questions in the second
part
(4 minutes)
Take the
plan you created
before
1
8 minutes to review
and improve the plan
playing the hats

13. Event
Create the perfect day
Language
Change the language and start
talking of those things you want
to inspire
Structure
Create informal structures to
support talking about things that
matter to you and them
Agenc
y
Make explicit that people
have permission to take
ownership and
change/improve it
ELSA change model

14. Questions?
Follow our blog and get more
information about ESS
en.Innova1st.com
Erich Bühler
CEO Innova1st
Erichbuhler@innova1st.com
Agile Austria