Employees First
25-07-2011
Value-added Social Networks for Business Execution Combining best-practice Management Frameworks with Social
Networks for focused collaboration on business goals
Discussion Paper January 2013
2
▶ The Value-added Social Networks for engaging people`s hearts and minds toward the common goal
▶ There are two principal things we can influence when it comes to producing results for our business: our strategy (or plan) and our ability to execute that strategy. The biggest challenge is usually not the strategy it is the execution of it. The difficulty is to predict and evaluate how activities impact organization`s goals and even harder to guide and engage employees to align their actions with the goals.
▶ To close the gap between results promised and results delivered you have to master four key principles: Focus, Leverage, Feedback and Accountability (“Theory of How”). This is the result our business research “how” effective execution is achieved. We have leveraged the two emerging Social Technologies of Enterprise Social Software and Enterprise App Store to form a “Value-added Social Network” with 4 Cloud Services:
▶ Cloud Service 1 : Focus on translating objectives into actions
▶ The alignment of the daily tasks with the Goal creates focus and reduces non-value added activities. The dynamic process for driving actions creates clarity within the organization of key goals, accountability and roles and responsibilities for achieving milestones and deliverables. An dynamic execution roadmap/game plan connects the goal with strategic choices/projects, workstreams ,actions and the competent individuals for implementations. This Service sets-up the goal-oriented social network with defined roles and responsibilities.
▶ Cloud Service 2: Create a Rhythm of Joint Engagement
▶ This discipline is where execution really happens. It is based on the principle of social accountability. Unless we constantly hold each other accountable and follow through with consistent action, the execution process disintegrates. In a rhythm of regular weekly (virtual) meetings and interaction -based on an Enterprise Social Software -holds each other accountable for producing results. The team members create their own commitments for the coming week, which increase the social ownership for achieving results. This creates a “just-in-time” weekly execution plan that adapts to challenges and barriers that can not be foreseen in the strategic plan.
▶ Cloud Service 3: Keep transparent Scoreboards
▶ People play differently when you are keeping score. The highest level of engagement comes when people know if they are winning or losing. (Gamification Feedback-Mechanism). A transparent and simple cause-and-effect scoreboard is central because it displays the success measures (e.g. Contacts, RFQs, Sales) for all to see in the goal-oriented social network. This enables to rise from an authority-driven compliance management System for fixed processes to flexible passion-driven commitments for themselves and all the team members.
▶ Cloud Service 4 : Act on Lead Measures with high-impact Apps
▶ This is a discipline of leverage. It`s based on the simple principle that all actions are not created equal. Some actions have more impact on achieving the goal than others. For supporting this high-impact actions an “Enterprise App Store” can be used on demand, everytime, everywhere for performance on the personal “lead measures” (e.g. Contacts & RFQs) which in turn drives the achievement of the Business Goal e.g. Sales. The Enterprise apps connect the core team members as “strong ties” of the social network.
Value-added Social Networks : Achieving Business Goals with 4
Cloud Services for engaging and connecting employees TMG/Canopy
3
Value-added Social Networks - Why?
Companies need a fundamentally different approach to social networking TMG/Canopy
Employees love social networks such as Facebook, Twitter in their personal lives… …however companies have had less than stellar results replicating that energy with in-house social collaboration of their employees… …therefore companies demand a fundamentally different approach to social networking:
Consumer Social Networks: “Community of shared Interests”
Goal
Outcome
Enterprise Social Networks: “Community of shared Purpose”
Group of
friends
Topic
Informal communication & Repository of Content related to a topic or Group of Friends
Focuses on actionable, targeted output, within some set time frame, to meet an agreed upon business goal
Value-added:
Best Practice
Management Framework
to enhance benefits
from social technologies
Can not be managed Can be managed
4
Value-added Social Networks-Which Jobs to support?: Most
Companies have mastered the “Routine Jobs” however even the best
managed companies struggle with the “how” of “non-routine programs”
Management Jobs–to-be-done Segments
Routine Operations
(run the business)
Portfolio of Initiatives
(adapting the business)
What
Budgeting
Strategy & Innovation
How
Operational Execution
• Running Standard Processes
• Managing Standard Projects
Strategy Execution
• Break it down and get it done
• Engage Employees to get Results
• Repeatable • Predictable • Lots of Data • Integrated CAD/ERP Systems • Compliance of Employees • Mechanical Skills • “Urgent”
• Specific/Custom • Uncertain • Lots of assumptions • Many modular Business Tools • Initiative of Employees • Cognitive Skills • “Important”
Highest Potential Of Value-added Social Networks
Traditional source of competitive advantage
New source of competitive advantage
Trend:
Job Features:
Success Rate 90 -99% 20 - 40%
TMG/Canopy
5
Management Challenge of executing “non-routine” Programs: Many
Barriers identified by Business Research can derail even the best leaders
from achieving their goals
Business Execution Barriers and Roots of Frustration
Organizationa
l
Capability
Information
Sharing
Organization
structure
Cross-
functional co-
ordination
Staff
Involvement
Communication
Reporting
Escalation Team
Functioning
Performance
Feedback
Uncertainty
Resource
Management
Task
Alignment
Execution
Framework
Time Pressure
Conflicting
Priorities
Budgeting
Engines
Clarity of
Accountability
Performance
Measures
Employee
Engagement
Inter-
functional
Conflicts
Goal End
Result Business Execution of non-routine Programs
60-80 % of the Organizations experience gaps of results promised and results delivered
TMG/Canopy
Organizational
Capability
Organization
structure
(Matrix)
Cross-
functional co-
ordination
Social
Networks lack
Purpose Resource
Management
Task
Alignment
Execution
Framework
Time Pressure
Conflicting
Priorities
Budgeting
Systems
Clarity of
Accountability
Performance
Measures
Employee
Engagement
Inter-
functional
Conflicts
6
Execution Theory for predicting Success :
The Management Process for overcoming Barriers
TMG/Canopy
Act on Lead Measures
with high-impact
Expertise
Leverage
Feedback
Keep transparent Scoreboards
Focus on translating
objectives into actions
Focus
“Community of Purpose” supported by IT Technology
Create a Rhythm of
Joint Engagement
Joint Engagement
• M&A • Customer
Satisfaction • Quality • Exceptions
Innovations Strategy Other Initiatives Restructuring
Goal Goal Goal Goal
The 4 Management Principles of Execution
Execution Efficiency = (Focus) x (Joint Engagement) x (Feedback) x (Leverage)
What: Corporate Portfolio of
Initiatives
How: Engaging employees for
turning knowledge into
action and results
1 4 2
3 X Set-up sequence
Best Practices for good Management : Management at all levels of the
organization has the best chance of Success when the 4 Business Execution
Principles are applied for organizing knowledge and creative work
7
Elements of the Value-added Social Networks
TMG/Canopy
Focus on translating
objectives into
actions
Focus 1
Act on Lead
Measures with high-
impact Expertise
Leverage 4
Create a Rhythm of
Joint Engagement
Joint Engagement 2
Keep transparent
Scorecards
Feedback 3
Principles & Tasks
Task Characteristic
Mastering „Detail Complexity“ of many variables
Sharing of Control and Information
across boundaries
Mastering „Dynamic Complexity“ of „Cause & Effect
Leverage Critical Activities by the right
expertise/ content
Current Supporting Applications
(user productivity)
New Supporting Web 2.0 Applications:
(work-group productivity)
Excel/MS-Project Email/Intranet PowerPoint/Excel Knowledge Data Base/ Software Library
Execution Maps Enterprise Social Software
Game Feedback Mechanism
Enterprise App Store
Value-added Social Network for managing “Communities of Purpose”
SaaS
The Value-added Social Network: Combining best practice execution
management with Web 2.0 Applications for building “Communities of Purpose”
to achieve the business goals of creative initiatives more effectively”
Execution Management
Process
8
Building the Value-added Social Network : Modular Design of the TMG
Execution Process Application based on Canopy Social Software and Atos
Cloud Infrastructure for connecting and engaging employees
Value-added Social Network: Software as a Service (SaaS)
TMG/Canopy
c
4. Leverage
Act on Lead Measures with high-impact Apps
Enterprise App Store
1. Focus
Focus on translating objectives into actions
Execution Maps
3. Feedback
Keep transparent Scoreboards
Stoplight Reporting
RED: Concern that
deliverables or milestones will
not be met. No plans in place
to recover the situation
YELLOW: Plan in place to
recover from difficulties.
Indicates some lack of
confidence in plan.
GREEN: Plan exists and
will meet all milestones
and deliverables.
Online Social Game
Achievements
Enterprise Social Software
Create a Rhythm of Joint Engagement
2.Joint Engagement Connections Layer: Supporting the “Community of Purpose” Collaboration
Social Software:
(BYOD)
Cloud Infrastructure Layer: IaaS, PaaS
1 4
2
3
Execution Layer: Providing the Execution Framework for achieving goals
9
Service Delivery Partner of the Social Accountability Package:
Support Management to put Employees first
▶ Value-added Social Networks Solution: Empowering Employees with Social Technology
– Workshop: Defining the first Application
– Value-added Social Network Set-up: 4 Cloud Services of Execution
– Remote Team Coaching: Expanding the Capabilities of employees
– Remote Monitoring of Results: Ensure the End Result with the Team
▶ Enabling Technology: Standard Software as a Service for easy access of Employees
– Cloud Service Delivery: Value-added Social Networks provided as SaaS enabled through Atos cloud service (Canopy)
– Enterprise Social Software: Canopy a Atos Company
– Support: provided by Atos as part of the cloud model.
– Availability: Public/Private/Hybrid cloud model globally with choice of location
TMG/Canopy
10
Benefits for putting “Employees First” TMG/Canopy
Employees First
Benefits • Execution Premium
• Productivity 25-30%
• Consulting Capability
11
Employees First
Execution Impact(1): When applied the 4 Cloud Services produce on
extraordinary Execution Premium by tapping the desire to engage
employees with more sophisticated tasks for pursuing a purpose
Value-added Social
Networks Elements
Modular Social Technology Solution
Effects on Employees & Partner
Focus • Focused on Goal by aligned
activities
• Clarity of Objective and Role
• Building Community of Purpose
Joint Engagement • Collaboration for creating
personal commitments and
sharing expertise
• Creating Social Accountability to
progress on the goals
Feedback • Highly Responsive through stake
in the outcome
• Immediate Feedback of actions on
the outcome
• Online Learning on the job
Leverage • Easy and affordable access to
best-practice methods embedded
in Apps to master the task
• Putting created and shared
knowledge into action..
Execu
tion
Prem
ium
TMG/Canopy
Value-added Social Networks for getting things done
Focus on translating objectives into
actions
Execution Maps
1
2
3
4
Enterprise Social Software
Create a Rhythm of Joint Engagement
Keep transparent Scoreboards
Stoplight Reporting
RED: Concern that
deliverables or milestones will
not be met. No plans in place
to recover the situation
YELLOW: Plan in place to
recover from difficulties.
Indicates some lack of
confidence in plan.
GREEN: Plan exists and
will meet all milestones
and deliverables.
Online Social Game
Act on Lead Measures with high-
impact Apps
Enterprise App Store
12
Execution Impact(2): Improving Social Productivity and Efficiency of
Managers and Professionals to achieve more for less
Reading and answering e-mail
Searching and gathering information
Communication and collaborating internally
Role specific tasks
Total
28
19
14
39
100
Interaction Workers Tasks
Increased-value added time
Productivity Improvement %
25-30
30-35
25- 35
25- 30
25-30
9,0-11,0
3,5-5,0
5,5-6,5
7,0-8,0
% of average workweek
Goal End
Result
Effects of the Value-added Social Networks on Employees
Value-added Social Networks enables consulting and client team become more productive
TMG/Canopy
Employees First
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Execution Impact(3): Employees become more competitive versus
Consultants by pushing the Consulting Productivity Frontier through increased
Productivity and expanded Competencies to do more sophisticated projects
Relative Cost Position
Strategy Consulting (Today/Future)
“Employee first” Frontier -Future: Online Business Execution
The new Trade-off for Strategy Consulting
Low
Cost Reduction by: • Social Software • Cloud Computing
Program Spectrum
High
Low
High
“Employee First” Frontier Today
Competencies Expansion by: Enterprise App Store
Non-Price Value
• Impact 1: Empowered Employees
• Impact 2: Productivity Increase: 25-30%
Employees First Example
TMG/Canopy
14
Enabling Social Technology I: Social Networks already enable Collaboration for the
young employees to create and sharing knowledge at an exponential pace however
companies demand a fundamentally different approach to social networking
Enterprise Social Networks: “Community of Purpose”
▶ A new generation is poised to dominated the workforce
– approx. 50% are between 15-44 years old
▶ They are using new tools, are more connected, more often, from more places
– 61% of social software users are between 18 and 45 years old
▶ They're here Now, and their business influence is growing
▶ New generation communicate differently at home and expect the same at work: only 11% of 13 to 19 year olds use email to communicate with their friends.
▶ Next generation communication tools are necessary to attract and retain new generation talent.
▶ If no tool exists workers find their own way of accessing non-business tooling.
Goal End
Result
Employees First
“Community of Purpose”
15
Enterprise App Store: Making Execution more engaging
Frequency
Personal “Jobs-to-be-done” 700 000 Apps
Number
Goal End
Result Business Execution of non-routine Programs
Merging of private and business
Example: App Store Apple online application distribution
system for iPad, iPhone (2008)
1.Angry Birds
2.Doodle Jump
3.Fruit Ninja
4.Angry Birds
Seasons
5.Cut the Rope
6.TuneIn Radio
7.MONOPOLY
8.Angry Birds Rio
9.Fat Booth
10.Flight Control
Enabling Technology II: Employees are engaged to access apps for their
private and business “jobs-to-be-done” at an exponential pace to master the
jobs better
People are collectively engaged in solving problems
with social apps
Universal Digital Interface for all private and business jobs
Social App Classes • Communications • Gaming • Media • Lifstyle
Employees First
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Enabling Social Technology III: Affordable and accessible Competencies for
employees over personal devices linked to the Cloud enable to do more
sophisticated tasks by more people at an exponential pace
Evolution of IT Constraints: The Age of Network Intelligence & Collaboration
Strategy Projects Workstreams Tasks/activities
Goal
Employee/ Partner
Teams
Business Units
Headquarter
Skill required to execute (Hyper)Special Designing knowledge Work
Cla
rity
of
exe
cuti
on
ru
les
Sim
ple
A
mb
igu
ou
s
Value Zone
Corporate Space
Cloud Services
Goal
Place where value is created and outcome achieved
Cloud
Computing
Employees First
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