![Level 3: Document Content −The Directive Format
Patterns
today
Levels
1. Subject
Gap
exists?
Quick
hits
Start
2. Introduction:
3.Directive Table:
The
Directive(s)
1
4
Strategy [Policy | Direction | Standard | Guideline | ... ]
Element
Answers to
fundamental
questions
Area
Current
Status
Exceptions (Optional)
#
Description
Avoid
Use
Emerging
2
1
2
4. Background
Information:
3
Highly concentrated background information for readers
familiar with the subject
Why it makes sense to follow the directives
3
4
The Directives /
fundamental questions
The instructions
Background information /
reasoning
Importance
Additional information for those less familiar with the
subject.
25](https://image.slidesharecdn.com/organisationalintelligence-introslidecast-130920051442-phpapp02/85/Organisational-Intelligence-Introduction-25-320.jpg)
Uploaded byEugen Oetringer
Organisational Intelligence -Introduction
The webinar discusses challenges in sharing knowledge within organizations, highlighting issues such as outdated information, silo behavior, and communication gaps. A case study of EDS exemplifies how effective knowledge management can drive business success, but as the organization expanded, crucial information got lost, impacting decision-making and project success. The presentation advocates for guided self-organization and the implementation of community practices to bridge these knowledge gaps and enhance organizational intelligence.
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Organisational Intelligence -Introduction
- 1. Organisational Intelligence Introduction Webinar Eugen Oetringer eugen@comdys.com www.comdys.com October-2013 ©Copyright 2013 by ComDyS, all rights reserved
- 2. What is PreventingKnowledge From Being Shared and Used? • • • • • • • • • • • Outdated information Too many WebPages to use Difficulty to find information when needed Can I trust the information? Silo behaviour Different cultures Lost lessons learned 2
- 3. Case Study: EDS EDShad a superior business model Founded in 1962 by Ross Perot, EDS grew to a global IT services provider of 139,000 employees by 2008, when it was taken over by Hewlett Packard. Management was able to direct the company with a handful of documents Human tasks were transferred into software tools and processes Page 3
- 4. Management Was Ableto Direct the Company With a Handful of Documents These policy and standards documents contained the concentrated knowledge of the top experts of EDS • “Use”, “Avoid”, “Emerging” and why it made sense • Process descriptions of half a page Page 4
- 5. Human Tasks WereTransferred into Software Tools and Processes As IT advanced human tasks were automated through software tools • Email, workflow, intranet • Governance, service management (ITIL), project management The rate of speed at which business was done increased to unprecedented levels Page 5
- 6. Improvement Needs fromthe Field, as well as Offerings, Directives and Guidelines from Central Organisations, Did Not Arrive at their Destinations Page 6
- 7. While Growing Rapidly,the Information Traffic Exploded • The handful of mainframes that filled data centres were replaced by thousands of servers. 1,000s • The handful of policy and standards documents became thousands of documents. • Half a page process descriptions became documents of many pages. 5 1990 1995 2000 2005 Page 7
- 8. Critical Information GotLost Central organisations Vision, strategy, innovation Policies, standards, instructions Service offerings Client needs Lessons learned Innovation Local organisations Page 8
- 9. Critical Information GotLost Vision, strategy, innovation Central organisations Policies, standards, instructions Service offerings Experience Importance Smart knowledge 42 issues Meaning Importance High-impact knowledge Client needs Lessons learned Innovation Local organisations Page 9
- 10. Critical Information GotLost – Implications Most of the information was available, but could not be found when needed. • Decisions made without access to quality information • Best practices missing critical inputs to their processes • Decreased project success rates Weakening Competitive Position Page 10
- 11. A Widening CommunicationGap Between central organisations and the field 11
- 12. Exceptional Opportunity isWaiting to be Unlocked You can be the one igniting it or making it happen Unlocking Enterprise Knowledge Creating Organisational Intelligence 12
- 13. Exceptional Opportunity isWaiting to be Unlocked You can be the one igniting it or making it happen Implementation levels per case study Patterns seen in organisations today Does the gap exist in your organisation? Quick Hits Getting Started 13
- 14. Guided Self-OrganisationTM Bridgedthe Gap Between Central Organisations and the Field, Preventing Costly Mistakes and Freeing Agendas from Troubleshooting 14
- 15. Implementation Levels Levels Patterns today Gap exists? Quick hits Starting Level 3− Guided Self-Organisation: Integrate CoPs1 into Governance Level 2: Improve the knowledge, with the help of CoPs1 Level 1: Provide quick access to relevant information 1 Communities of Practice 15
- 16. Level 1: QuickAccess to Relevant Information Levels • One user-friendly layout Patterns today Gap exists? Quick hits Start 16
- 17. Level 1: Results Levels Patterns today Gap exists? Quick hits Start •Finding a document was a matter of a few mouse clicks. • Colleagues didn't waste time reading old documents. • The excuse “We could not find document ABC,” did not work anymore. 17
- 18. Level 2: Improvethe Relevant Information with the Help of CoPs Levels Patterns today Gap exists? Quick hits Start Community tools connected the colleagues • A central directory • Online discussion groups • Open distribution lists • A by-invitation-only email distribution list for technical leaders 18
- 19. Level 2: Improvethe Relevant Information with the Help of CoPs CoP’s contributed to offerings, directives, and guidelines, and published improvement needs. Levels Patterns today Gap exists? Quick hits Start 19
- 20. Level 2: Results Levels Patterns today Gap exists? Quick hits Start •Experts found each other • It became easier to get local needs accepted by central organisations • Colleagues liked to contribute and use the information. 20
- 21. Level 3: GuidedSelf-Organisation – Integration into Governance Levels Patterns today Gap exists? Quick hits Start “How can we see that the new directives are executable in Europe?” For 30,000 European Colleagues Company Council CoPs Global Technical Forum Central Organizations European Applications Council Application Dev.Forum Testing Forum Forum Etc. European Infrastructure Council European Security Council UNIX Forum Storage Forum Network Forum Etc. Data Security Forum Audit Forum Etc. 21
- 22. Level 3: GuidedSelf-Organisation – Integration into Governance Levels Patterns today Gap exists? Quick hits Start CoP’s approved flags 22
- 23. Level 3: DocumentContent −Common Questions Levels Patterns today Gap exists? Quick hits Start For optimum effect, how do the instructions have to look like? Document Owner Perspective 1 Target Audience Perspective What are the fundamental questions that exist in the field? 2 What exactly is it I’m expected to be compliant with? 3 What is the reasoning behind it so I can explain to my management and to my customers? 4 How important is the instruction? Who can approve deviation? Traditional Approach: • Define the strategy, standard and so forth • Communicate the definitions • A most boring subject… 23
- 24. Level 3: DocumentContent −The Directive Format Patterns today Levels 1. Subject Gap exists? Quick hits Start 2. Introduction: 3.Directive Table: The Directive(s) 1 Element Answers to fundamental questions Area Current Status Exceptions (Optional) # Description Avoid Use 2 Emerging 1 2 The Directives / fundamental questions The instructions 4. Background Information: 24
- 25. Level 3: DocumentContent −The Directive Format Patterns today Levels 1. Subject Gap exists? Quick hits Start 2. Introduction: 3.Directive Table: The Directive(s) 1 4 Strategy [Policy | Direction | Standard | Guideline | ... ] Element Answers to fundamental questions Area Current Status Exceptions (Optional) # Description Avoid Use Emerging 2 1 2 4. Background Information: 3 Highly concentrated background information for readers familiar with the subject Why it makes sense to follow the directives 3 4 The Directives / fundamental questions The instructions Background information / reasoning Importance Additional information for those less familiar with the subject. 25
- 26. Level 3: Importanceof Instructions / Governance 4 Deviation Approval Levels (Example: Enterprise Level Applicability) Patterns today Gap exists? Quick hits Directive Minimum Maximum Policy Company Technical Authority + Global Executive Company Body Strategy Company Technical Authority + Global Senior Manager Company Technical Body Direction Technical Authority + Senior Manager Geography Oversight Body or Subject Matter Expert Body Standard and Rule Technical Leader + Manager Subject Matter Expert Body Employee Start Employee Guideline Case study: Wanted governance; in production for a number of documents 26
- 27. Level 3: Importanceof Instructions and Delegation 4 Deviation Approval Levels (Example: Enterprise Level Applicability) Patterns today Gap exists? Quick hits Directive Minimum Maximum Policy Company Technical Authority + Global Executive Company Body Strategy Company Technical Authority + Global Senior Manager Company Technical Body Direction Technical Authority + Senior Manager Geography Oversight Body or Subject Matter Expert Body Standard and Rule Technical Leader + Manager Subject Matter Expert Body Employee Start Employee Guideline Wanted governance; in production for a number of documents 27
- 28. Level 3: InstructionStyles 2 Levels Patterns today Gap exists? Quick hits Start For predictable situations “If situation = X, then do Y.” For difficult to predict/unpredictable situations “If situation ≈ X, this is the boundary within which to make decisions. Here is why we think it is beneficial for you, your team, and your clients.” 28
- 29. Level 3: GuidedSelf-Organisation Levels Patterns today Gap exists? Quick hits Start Employees can make decisions for the situation at hand. Yet sufficient direction to act as one organisation, heading one direction. Executives/senior management can concentrate on important matters 29
- 30. Level 3: Results Levels Patterns today Gap exists? Quick hits Start •A boost in value compared to Level 2 • Meaning, importance, and smart knowledge made it to the other side • Projects that became successful • Contribution to business growth Organisational Intelligence 30
- 31. Today: Some Branches/CompaniesHave Effective Solutions Levels Patterns today Gap exists? Quick hits Start Did you know? The United States military has replaced the old command and control by a new doctrine and support environment, enabling local commanders to make the decisions for the situation at hand. A form of guided self-organisation 31
- 32. Today: Common Patterns Levels Patterns today Gap exists? Quick hits Start Document Management System(DMS) Communities of Practice (CoPs) Wikis, community tools and so on 32
- 33. Today: Common Patterns Levels Patterns today Gap exists? Quick hits Start Initial enthusiasm gone Document Management System(DMS) 5, 10, or 30 search hits for the same or similar documents DMS has created an information overload! Communities of Practice (CoPs) Wikis, community tools and so on 33
- 34. Today: Common Patterns Levels Patterns today Gap exists? Quick hits Start Initial enthusiasm gone Document Management System(DMS) 5, 10, or 30 search hits for the same or similar documents DMS has created an information overload! Communities of Practice (CoPs) Most of the time wasted on ‘convincing’ efforts Insufficient output Wikis, community tools and so on Outdated information, What can I trust? Productivity down 42 common issues 34
- 35. Does a CommunicationGap Exist in Your Organisation? Levels Patterns today Gap exists? Quick hits Start Start at the coffee table • Collect patterns of cross-organisational communication issues − Check for the 42 common issues • Try to identify the real problems hiding behind – Complaints and finger pointing – Cultural matters • Try to get cost guesstimates • Don’t forget to collect what works! 35
- 36. Does a CommunicationGap Exist: Publications Levels White Paper: Bridging the Gap… Patterns today Gap exists? Quick hits Start Guided Self-Organisation 36
- 37. Quick Hit CostSavings Opportunity: Improvement Initiatives Levels Patterns today Gap exists? Quick hits Start Communication-related projects, initiatives, and operational tasks • • • • • Strategies – policies – standards – guidelines Intranet link-through portals Governance – compliance Quality management Control efforts Lack of attention to the issues fuelling the communication gap? Savings Opportunity 37
- 38. Quick Hit CostSavings Opportunity: Level 1−Quick Access Enterprise−level directives and guidelines Levels Patterns today Gap exists? Quick hits Start 38
- 39. Getting Started: CreatingPriority Levels Patterns today Gap exists? Quick hits Start Blog Post: Tired of all of These CostSaving Initiatives That Keep Hitting Us? See • Highest-impact problem 2 in part II • Healthcheck 39
- 40. Getting Started: Questions Levels Patterns today Gap exists? Quick hits Start Questions Initial enthusiasm gone •How pressing is the matter? • How can we move from today’s situation to the desired situation with the least amount of effort and cost? • What will be the situation in 1, 3 and 5 years if the gap still exists? Document Management System (DMS) 5, 10, or 30 search hits for the same or similar documents DMS has created an information overload! Communities of Practice (CoPs) Most of the time wasted on ‘convincing’ efforts Insufficient output Wikis, community tools and so on Outdated information, What can I trust? Productivity down 42 common issues 40
- 41. Getting Started: Options Levels Thanks,I know how to explore the opportunity. Patterns today Gap exists? Quick hits Start I want to move forward quickly. How can I learn more? I want to make cost savings and service improvement happen AS SOON AS POSSIBLE. Training Services Support Services Constructive Dialogue: Introduction Quick Start Course+ (in-house) Quick Start Course+ Constructive Dialogue: Introduction (in-house) Strategy Development More… More… 41
- 42. Summary Huge Opportunity isWaiting to be Unlocked You can be the one igniting it or making it happen Questions, Feedback & Suggestions: Leading in a Complex Environment eugen@comdys.com www.comdys.com