Post on 06-May-2015
description
Sandy Kemsley l www.column2.com l @skemsley
Changing Incentives For
Knowledge Workers In
The Social Enterprise
APQC Process Conference
Houston 2013
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
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How The Enterprise
Became Social
The shift in enterprise processes, attitudes and goals
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Factor #1:
The Nature of Work Changed
Routine Work
Execute transactions
Efficiency
Compliance/standardization
Process improvement
Automation
Knowledge Work
Solve problems
Collaboration
User-created processes
Assist human decisions
Collect supporting artifacts
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Collaboration In The White Space
Of The Organization Chart
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Source: Luc Galoppin, “Social Architecture: Raising the Bar for our Profession”
Balancing Hierarchy And
Community To Get Things Done
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Source: Luc Galoppin, “Social Architecture: Raising the Bar for our Profession”
Factor #2: Tool Capabilities and
Expectations Changed
l Consumption
l Participation
l Creation
l User experience
l Access anywhere
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Factor #3:
Information Everywhere
l No longer an age of information scarcity:
l Businesses have rich customer context through
analytics and integration
l Customers have competitive business
information
l Wide range of public information
l Productivity is in analysis and connectivity
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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
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Result: The Social Enterprise
Social Feature Enterprise Benefits
Collaboration Exploit weak ties for knowledge
sharing and social feedback
= Improved decision-making
User-created
content
Use and capture tacit knowledge
= Improved processes
Transparency Provide context for work
= Improved problem-solving
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What Do Social Enterprise
Processes Look Like?
Real-life benefits of collaboration and user-created content
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Social In The Flow Of Work
l Social features built into enterprise
business processes
l Collaboration on demand
l Zero-training UI for occasional collaborators
l Informational visibility and sharing
l Situational applications based on
enterprise APIs
l User-generated processes and content
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Collaborative Process Modeling
l Multiple people participate in process discovery, modeling and documentation
l Internal and external participants
l Technical and non-technical participants
l Preserves institutional memory
l Facilitates cross-silo collaboration and innovation
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Collaborative Process Modeling
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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
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Process Activity Streams
l Timeline of activity for social monitoring
l Process models during creation
l Process instances during execution
l 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
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Process Event Streams
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Collaboration at
Bank Of Tennessee
l Service-focused regional bank
l Mortgage process before BPM:
l Manual, paper-based
l Long process with bottlenecks and errors
l Many exceptions, constantly changing
l Limited visibility and audit trail
l Search for social collaboration and BPM
platforms merged
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Source: Will Barrett, Bank of Tennessee, “Worksocial Pays Dividends”
A Social Mortgage Process
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Bank Of Tennessee: Benefits
l ROI based on social and BPM
l 30% faster to complete process
l Reduced errors
l Process activity stream user interface
l Unified communication channel
l Faster, more efficient actions in place
l Increased adoption/decreased training
l Improved visibility and audit trail
l Critical SLAs visible for action
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User-Created Content at
Norwegian Food Safety Authority
l Ensuring food safety, animal/plant welfare:
l Scheduled inspections and events
l Emergency response
l Maintain food safety history
l Apply complex regulations
l Case folder with dynamic worklist
l Case = person/establishment, e.g., farm
l Tasks created dynamically as required,
manually or triggered by events
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Source: Computas
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NFSA: Dynamic Task Selection
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NFSA: Benefits
l Entire food safety history for each
establishment
l Two dynamic case management modes
l Control activity module for regular activities with
full domain data
l Emergency response module with alerts and
follow-up tasks
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The Social Dilemma
What is limiting the adoption of social enterprise processes?
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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
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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
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The Employee Incentives Conflict
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“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?
Misaligned Employee Incentives
l Incentives based on job description, not
value of contribution
l Incentives reward individual efforts, not
collaboration
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Creating A Culture That
Rewards Knowledge Work
Mandates for organizational culture, management and technology
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Participatory Culture
l Time and resources explicitly allocated
l For collaboration and co-creation
l All stakeholders expected to participate
l Appropriate tools provided
l Input considered regardless of level and
technical skills of participant
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Transparency And Openness
l Allow internal users to see all information
l Set open as default, override for specific
exceptions
l 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
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Management Style Of Trust
l Allow workers to deviate from pre-defined
workflow when appropriate
l Management must allow sufficient autonomy
l Workers must feel comfortable
creating/modifying processes
l Allow workers to collaborate with resources
of their choice
l Assign work or ask assistance
l Internal and external
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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
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The Future Of Social
Enterprise Incentives
The technology mandate
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Enterprise Social Scoring
l Peer recognition
l Gamification
l Social graph connectivity/strength
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Using Collaboration Metrics
l Detect and analyze social graph
l Boost signal of weak ties
l Measure contributions to community
l Social score
l Successful performance of task
l Recommend collaborators based on
reputation
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Problem-Solving Metrics
l Customer satisfaction
l Time to resolution
l Correlate quality of decision with degree of
collaboration involved
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Next-Generation Social Analytics
l Evaluate (and reward) collaborative
behaviors that:
l Are aligned with organizational culture
l Get work done
l Assist others to achieve shared goals
l Resistant to “gaming” by workers
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Summary
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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
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Sandy Kemsley
Kemsley Design Ltd.
email: sandy@kemsleydesign.com
blog: www.column2.com
twitter: @skemsley
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Slides at www.slideshare.net/skemsley