Monday, March 17, 2014

Setting up the digital workplace program #intra14

Next masterclass at the Congres Intranet is by Paul Miller and Elizabeth Marsh about setting up the digital workplace program. Here are my notes.

What is the 'digital workplace'? It's consists of 3 connecting circles: the employee's digital home life, employee's digital working life and the organization's digital workplace.

Only 36% of organizations have a formal digital workplace program or function.

The overview of the session relates closely to the digital workplace checklist they developed. The steps that are distinguished are:
  1. strategy and approach - 70% of the organizations say they have set up a collaborative platform, only 10% succeed... Do a review of systems and roadmaps and define the as-is landscape of the current digital workplace. Interestingly someone remark: don't focus only on the digital landscape but also how people do their work offline. 
  2. stakeholders and buy-in - Interesting remark: Digital workplace seems to be resonating more with stakeholders and senior management than "intranet" and "portal". 
  3. governance framework - their research shows governance continues to be poorly addressed. Governance should be ongoing, not only for the duration of the project
  4. implementation and measurement - cross-functional teams lead to more success here, take an iterative approach, define key success criteria, make sure you help people understand and use the new way of working


Tapping the mind of many by @rossdawson #intra14

This year's Congres Intranet starts with two masterclasses. The first masterclass is about the potential of internal crowdsourcing by Ross Dawson. Here are my notes.

Ross starts out by point to the Wikipedia definition of crowdsourcing, but disagree with the "open call" part. It's not limited to 'open calls'.
His definition of crowdsourcing: tapping the mind of many.
And there's a huge number of crowdsourcing initiatives and platforms.

There are two big constraints to external crowdsourcing. It's intellectual property and context.
There are different types of closed crowds, e.g.:
  • employees
  • customers
The big difference between open and closed crowds is it's important to have a good reason to have a closed crowd. People that you want you to join the closed community need good reasons to join as well.

What are the steps to succes w.r.t. internal crowdsourcing?

  • objectives - why? Access better ideas? Tap existing talent? Engage staff? ...
  • context - where is your organization now? What are the existing innovation structures? What is the culture of the organization? What are the stakeholders in the crowdsourcing project?
  • process - how to set up the project? Select and define the initial project, design incentives, invite participants, encourage contributions, etc.
  • platforms - what's the right platform? Social platforms, idea platforms, prediction markets, competition platforms, collaborative documents
  • adoption - what pilots can we create?
  • success factors - what are the factors that distinguish good from bad crowdsourcing projects? 1. strategic clarity, 2. define metrics, 3. rewards, 4. roles, 5. communication, 6. governance

Tuesday, March 4, 2014

Hope to meet you at #SocialNow 2014



The 3rd edition of the SocialNow conference is coming up quickly. This time it will be held in The Netherlands. The previous two editions were held in Portugal. The unique concept of the conference hasn’t changed. The conference is focused on helping you select the right internal social tool. Many people and organizations are struggling with this. There are loads of internal social tools out there and often social tools are already being used internally (e.g. Yammer…). But how do all these tools stack up? As always most internal social tools say they can do everything. But can they really? Even when they have to present their tool against real-life business situations? That’s what SocialNow is about. Many tools will present, but no marketing talk is allowed. The tool has to speak for itself by relating what the tool can do to specific organizational challenges. Such as international collaboration, dispersed knowledge sharing and expertise finding.

These presentations will be mixed with talks given by experts in the field, such as Euan Semple and Tim Walters.

I hope to meet you there! The previous editions were very insightful and inspiring. I’m sure this year will be even better. Although as a Dutchman, I liked the location of the last two editions better… ;-)

Oh, and if you have any questions about the conference, just let me know.

Wednesday, February 12, 2014

Framework of the Social Enterprise & the Future of Work #e20s

The Enterprise 2.0 is slowly coming to an end. We're at the final keynote round about 'Framework of the Social Enterprise & the Future of Work'.

First up Marie Taillard. Marie challenges us to look beyond the enterprise to the ecosystem. Where is the value in the ecosystem? Where is your customer at? Are we - at the summit - focusing enough on the customer? Internal and external can and should help each other.

Then Peter Vander Auwera about 'Corporate Rebels United, the start of a corporate spring?'. Our orgs no longer serve our needs. They cannot keep pace with the current world. Corporate rebels wants to address this. They love the organizations they work for and address the issues in the organization from a deep personal conviction.
21st century practices of new orgs according to corporate rebels:
  • organizational structure
  • leadingship
  • strategic options portfolio
  • decision making
  • lean execution
  • system innovation
  • self-expression
And Dion Hinchclliffe has the honor to close the conference. His talk is about 'Frameworks for Next-Gen Organizational Structure'.

Dion points to the large study done by McKinsey for proof that enterprise 2.0/social business is real. But most organizations (96%) are doing internal and external social business efforts distinct from each other. This is strange between internal and external are so connected.

Dion warns us to be careful with blueprints. People and organizations are unique, the way social business will work for them will be different as well.

Your social business team will never be big enough. Organize internal and external transformation, like advocate program. Because the network will always be bigger.

Dion shares his framework for social business, the importance of community management (relating to Rachel Happe's model), and (technical) standards. (I'll insert links later.)

There's a broad pattern in frameworks for next-gen orgs emerging:
  • decentralization
  • user-control
  • need to cope with constant change
  • adaptive processes
  • local autonomy
And that wraps up another great Enterprise 2.0 Summit! I'll write an overview blogpost in a couple of days, sharing my highlights and insights from the conference. Now, off to drinks! :-)

LEGO SERIOUS PLAY on Building the Lessons-Learned Landscape #e20s

Enjoyed participating in the Lego serious play session. Some pics...
The Lego pieces we got to use
Working hard on the assignment
My tower...
Add caption



Social as Enabler for Corporate Behavior Change #e20s

Now a practice panel about 'Social as Enabler for Corporate Behavior Change'. First up Celine Schillinger who has been addicted to social collaboration by accident.

Celine shares 3 cases in which she has experienced and facilitated change within the company she works for (large pharma company):
  1. It all started with an email from her to the CEO, that received no answer. She forwarded it to a small group of friend-colleagues and it became viral. This multi-disciplinary/multi-divisional group of employees decided to meet over lunch and try to address this in a good way. They continued to meet in real-life and support the community with Yammer (called WoMen - capitals are deliberate). They created 62 crowdsources solutions (related to gender-balance. Then the CEO said: Let's meet over lunch. The CEO proposed to do a workshop with the whole leadership team about this topic. From then on this topic was on the agenda and is 'implemented' in the performance metrics. After this success, Celine wondered if this could be applied to other topics as well.
  2. So, she proposed to create and take on a whole called 'Strategic stakeholder engagement' and focus this on the work that the company is doing around Dengue fever. This was a first cross-functional, cross-divisional role. So, she has stakeholder in several divisions/departments, which some find difficult in the company. For this she used SharePoint. She created a collaborative newsletter to help people work out loud. Slowly but steadily colleagues are sharing more about there work. It started with 10 articles on average, now she's at 24 per weekly edition.
  3. The 3rd example focuses on the external stakeholders. She listened to the external conversations about the Dengue fever using social network analysis (mostly Twitter). They found the convo's were very scattered. People didn't know where to go and who to speak to. They found people were expecting to be able to find more information about this disease. They thought they could help here. They decided to create the conditions(!) to create a community. They were part of the convo, not shape the convo. So this community is run by an alliance of partners (even with competitors!). It's issue-centric, not product-centric. They use a Facebook page to support this. 160.000 followers in 6 months...
Celine also shared some of her learnings (in short):
  1. identify a common purpose
  2. connect with the people
  3. connect people
Celine finally shares her culture change framework consisting of the following, called the VOICES framework:
  • Vision - develop & explain the vision
  • Openness - encourage external connections
  • Information - inform and educate about social
  • Culture - impact on leadership culture
  • Enterprise 2.0 - develop collaboration networks
  • Success metrics - monitor defined kpi's
Next speaker is Remo Ponti. Remo started his talk by sharing all kinds of research facts about enterprise 2.0 and social (mis-/non-/)use. Like: knowledge is power, HR sees employees as slave, struggle between communications and IT, etc.

To improve the way they work and the systems they work with they asked the users to come with ideas for improvement. What are they doing now?
  • communicate complex things and management vision via video (videoblogging, webinars with microblogging)
  • communication is becoming more personal (microblogging)
  • use virtual worlds to teach employees complex thing
  • make it easier to find out who does what, what department does what by creating a dynamic org chart. You can click in the org chart on text describing what the department does in an informal way
  • saved 1,5 million euro for IT department saving (crowdsourced)
  • 3000 ideas to hack the back office
  • they integrated instant messaging and collaboration in their traditional intranet

Defining the Leadership Model and Design of the 21st Century Organisation #e20s

First up, Lee Bryant about leading 21st century firms. This talks is part of an expert panel about Defining the leadership model and design of the 21st century organization. Here are my notes.

So, what comes first social tech or new organizational structures, Lee asks.

Step 1 is deal with your org chart, your organizational structure. The culture of work is changing. We are talking about human resources instead of resourceful humans. Productivity has gone quantum. 12 people is the new army.

Hierarchy is one dimension of the organization. It exists and will continue to exist, but it is very expensive to get things done. We will move to small, coordinate agile teams. The general manager that has no specific skills is not something of the future and are generic best-practices.
Communities and networks are the new structure (or actually the old structure of the org). Podular working (Dave Gray) needs an underpinning service platform.
There are companies doing this, like Kyocera (amoeba management), Morningstar (self-management), and Valve (no management, you're desk is on wheels). Valve has a great handbook for new employees.
Now we're talking about Holocracy (which builds on sociocracy - Gerard Endenburg), which relates to the same.

Dunbar number is the ideal number for the size of a division. That's a 12 teams of 12.

A good question to ask is: how would we do this if we were a startup?

Common features of new organizational thinking:

  • small teams
  • networked operations
  • not over-optimized
  • emphasis on autonomy
  • emphasis on agility

Leadership is needed more than ever.

Next up, Bernard Marie Chiquet about 'Holacracy, A social technology for purposeful organizations'.
Key elements:

  • constitional power - rule of law and property rights, no more rulers
  • purpose - purpose driven organization
  • organizational structure - organizing the work, not the people
  • dynamic steering - includes a governance process, operations, etc.
Some recent links I collected about 'holocracy'.