How We Went Digital Without a Strategy
“I own a $160 million South American company named Semco, and I have no idea what business itâ€™s in. I know what Semco doesâ€”we make things, we provide services, we host Internet communitiesâ€”but I donâ€™t know what Semco is. Nor do I want to know. For the 20 years Iâ€™ve been with the company, Iâ€™ve steadfastly resisted any attempt to define its business. The reason is simple: once you say what business youâ€™re in, you put your employees into a mental straitjacket. You place boundaries around their thinking and, worst of all, you hand them a ready-made excuse for ignoring new opportunities: â€œWeâ€™re not in that business.â€ So rather than dictate Semcoâ€™s identity from on high, Iâ€™ve let our employees shape it through their individual efforts, interests, and initiatives. “
The way we workâ€”letting our employees choose what they do, where and when they do it, and even how they get paidâ€”has seemed a little too radical for mainstream companies.
I believe we have an organization that is able to transform itself continuously and organicallyâ€”without formulating complicated mission statements and strategies, announcing a bunch of top-down directives, or bringing in an army of change-management consultants.
. We never planned to go digital, but weâ€™re going digital nonetheless.
Forcing change is the surest way to frustrate change.
The False Tradeoff in Redesigning Work
“In theory, actively engaging your front line employees in improving the way work is done makes perfect sense. It allows front line workers to learn by doing. It builds capability. It gets the work done. It builds emotional commitment to changes.
Yet in practice, leaders seldom choose to actively engage the front line when redesigning work. Why?”
Leaders usually hold engagement and speed in an opposing paradigm of either/or: either they can actively engage workers or move fast. It can’t be both. It’s a trade-off. But this is not necessarily true
Under stress, they resort to command-and-control, work in silos, and stick to turf they own. Most leaders can’t embrace something new and different if they don’t know how to do it. They usually need more than just being told. They first have to experience a different “how.” Only then can they begin to apply it broadly.
But process change can engage the front line and be fast. F
We had to simultaneously determine the best match between people and new jobs, manage development opportunities, and plan for implementation challenges. We designed a selection process with decisions made by a team in a working session
Social Networks for Talent Identification: Is the 9-Box Dead?
“Whirlpool is a hundred-year-old company that markets and sells appliances throughout the world with 70,000 employees. It is the worldâ€™s largest appliance company with sales of $18B. In the last ten years, Whirlpool has survived the war for talent by adopting leading edge tools and disciplines in talent management. Yet, even with such advanced talent systems, Whirlpool found that a continuous flow of adequate talent is an ongoing strategic issue.”
Our hypothesis was that if the 9-Box is the primary tool in any organization to assess leaders, it misses real-time performance of some leaders as perceived by their peers and subordinates.
We were seeing increasing importance of social networks in the workplace and wondered if we could carve out a unit of analysis that was not hierarchical or identified by an organization chart.
we asked the executive committee to identify the top twenty pressing problems of the enterprise and to assign a multi-level, cross function and regional team to address the problem
The sociograms quickly surface the knowledge brokersâ€”individuals who are the glue that holds a social network togethe
Our hypothesis is that most of the knowledge brokers were not rated high the 9-Box, if they were considered at all.
We asked the head of the talent pool system to compare who was ranked at the top of the 9-Box with our list of key knowledge brokers. We found very little overlap. We found that many of the key knowledge brokers (good ones) or nodes in each social network rarely showed up on official talent pool lists of top talents.
We are just starting to remodel our leadership and talent model to include social networks as a key development mechanism.
The head of Human Resources and the heads of training are working to develop the structure and processes that will use social networking as a way to identify experiences, feedback, mentoring, training and development.
Using a peer review or crowd sourcing lens in addition to the traditional top-down lens would provide an alternative to assessing talent. In addition to a 9-Box rating and feedback, individuals could receive sociogram feedback about how they were rated by their social network and the role they play in the network. The network could rate their contribution, much the way a supervisor rates a subordinateâ€™s performance.
Working in the Social World: Complex Adaptive Systems
“My presentation covered some of the core concepts that underpin my thinking about how the world is changing and why a community management approach is growing in urgency within our organizations. The distilled version it is that the world is becoming more complex, which has some big implications:
Complexity must be managed simply (complexity managed with complexity is a disaster)
There are few verifiably â€˜rightâ€™ answers in complex environments (possibly why traditional ROI models are breaking down) and being able to make decisions when faced with ambiguity is critical
Trying to â€˜controlâ€™ things at best doesnâ€™t work and at worst deceives people from seeing reality, creating unnecessary risk”
The risk of social? It all depends
“Iâ€™m often asked â€œWhat are the risks of implementing social in my business?â€ Fewer people these days are surprised when my answer begins with â€œit depends.â€ And it depends on any number of items. First of all, it depends on whoâ€™s asking the question because the risk that you care about depends on your point of view and your role in the organization. Answer that risk question to a Corporate Communications executive, for instance, with â€œinbound malware and viruses are a big challengeâ€ and theyâ€™ll look at you blankly. So, learning to speak the language of social that your audience uses is important.”
Let me start this series with the roles of IT and Security, which while distinctly different, Iâ€™m going to group together in the interest of time. These departments are concerned with two primary categories of risk â€“ inbound and outbound threats to the organization.
The second area of risk that the IT and Security departments care about is outbound threats. Is someone in the organization leaking confidential or personally identifiable information out through a social mechanism
A third area of concern for the IT and Security professional is somewhat linked to outbound threats and risk, however Iâ€™ve separated it out, as this content, this information is put there by us as users, usually as part of our set up when we create our social personas.
Check your privacy settings â€“ make sure that youâ€™re only sharing your information, your posts and your photos with WHO you want to
Before you click on links from social friends, followers and connections, ask yourself if this is from them â€“ pay particular attention to content you click on from mobile devices, and in direct messages
Ensure that important outbound content, from any brand identities is checked and approved in the appropriate fashion
Come back soon and read about risks from the perspective of PR and Corporate Communications.
Building the Agile Enterprise: A New Model for HR
Pour une rÃ©volution managÃ©riale: redÃ©finir le pacte social entre dirigeants et salariÃ©s
“Or, pour redÃ©marrer, les entreprises ont besoin de s’appuyer sur l’engagement total de leurs salariÃ©s et non sur des troupes qui avancent Ã reculons.
C’est pourquoi elles doivent leur proposer un nouveau pacte social motivant, qui les mette vraiment au coeur de l’organisation, et non pas produire, une nouvelle fois, un catalogue de voeux pieux en guise de politique.”
Le premier consiste Ã attirer
, dÃ©velopper et fidÃ©liser les talents, tous les talents.
A elles d’Ãªtre motivantes, en sachant dÃ©tecter et faire
grandir leurs talents ignorÃ©s et en donnant Ã tous l’envie comme les moyens de progresser
et en leur offrant des perspectives durables.
Le nouveau pacte social intÃ¨gre en second lieu bien-Ãªtre et efficacitÃ© au travail, Ã©troitement liÃ©s.
Le pacte social stipule, en particulier, que l’impact humain des changements, trop souvent synonymes de stress et de risques psychosociaux, est vraiment pris en compte
Le pacte dessine un nouveau modÃ¨le de manager
bienveillant, empathique, proche de ses collaborateurs.
Au-delÃ des outils et des process, il s’agit de leur permettre
d’acquÃ©rir les comportements managÃ©riaux appropriÃ©s, d’Ã©lever leurs compÃ©tences, Ã tous niveaux hiÃ©rarchiques, en particulier celui des managers de proximitÃ©.
Ce changement de cap passe par le renforcement de la fonction ressources humaines de proximitÃ©, aujourd’hui mise en route dans nombre d’entreprises
When Social Networks and Analytics Intersect
“Social media and analytics intersected at the recent Emerging Technologies 2012 conference at MIT in a way that should grab the attention of anybody looking at how these technologies can change the game for companies.
Speakers featured in a session called â€œThe Personal Implications of Big Dataâ€ included two data scientists from Facebook, one from Microsoft and an entrepreneur â€” all of whom had things to say that could prove important for companies.”
Those billion-plus citizens of Facebook create mad amounts of data â€” every 30 minutes they upload six million photos, post 160 million stories in their newsfeeds and send five billion messages
The research they shared
showed that we actually are more likely to share something from our weaker connections. That supports the well-established idea of the strength of weak ties
[pdf] and has implications both for marketing and for dispensing information internally.
Watts and his colleagues showed that cooperation, and overall group effort, tends to improve when people have the ability to drop people from their networks.
What does it mean to turn your thinking about data upside down? Green says most companies should simply give up trying to make sense of data. They donâ€™t and wonâ€™t have the skills they need to do it. (In corporate speak, analytics will never be a core competency.) Since individuals will be better at aggregating their own data than any company can be, companies should let them treat it as an asset. In Greenâ€™s model, your customers bring the data they think you need and present it to you, giving companies, as he says, â€œaccess to better data from me than Facebook or Google ever could.â€
Capturing business value with social technologies – McKinsey Quarterly – Strategy – Growth
Companies, too, have adopted these technologies but have generated only a small fraction of the potential value they can create.
social platforms can unlock $900 billion to $1.3 trillion in value2
in those sectors alone
Of late, some bearish sentiments surround social technologies after disappointments for several companies in the capital markets. Itâ€™s worth noting, however, that today only 5 percent of communications occur on social networks. Moreover, almost all digital human interactions can ultimately become â€œsocial,â€ and jobs involving physical labor and the processing of transactions are giving way, across the globe, to work requiring complex interactions with other people, independent judgment, and the analysis of information.
Specifically, our research indicates that interaction workers typically spend 28 percent of each day (13 hours a week) reading, writing, and responding to e-mail
Capturing these technologiesâ€™ full potential to improve collaboration and communication, however, will require organizational change and new management approaches, which often take time to implement.
Besides these productivity opportunities from improved collaboration, social technologies offer a wide range of business benefits in additional areasâ€”including consumer marketing (for instance, in industries such as consumer packaged goods and automotive), customer service, and even fraud detection (in sectors like insurance).
Highly educated knowledge workers, though central to R&D operations in these industries, often remain â€œsiloedâ€ in their specific units within sprawling global operations.
Texas Instruments, for example, uses social platforms to share design information with engineers at client companies, tailoring products to their needs while avoiding costly overdesign.
Interactions with colleagues and clients lie at the heart of how professional-service firms, such as advertising, accounting, engineering, and consulting businesses, create value. Productivity gains from the effective use of social technologies could be correspondingly significant, principally by reforming internal work flows and by providing meaningful real-time interactions with customers
TD bank, for example, deployed a social platform for 85,000 employees. One result: a reduction in the number of phone calls, meetings, and unwanted e-mails.
However, for most applications of social technologiesâ€”particularly enhancing collaboration and communicationâ€”we recommend that instead of focusing on best practices in the early stages of the journey, executives should be open to discovering next practices, to which broader principles apply:
HCL: Extreme Management Makeover
“Vineet Nayar, however, is a scrambler, and since taking on the top job at HCL Technologies (HCLT) in 2005, heâ€™s been working to foment a genuine revolution in its management practices. (A note: HCL Technologies is also a founding sponsor of the MIX.)”
â€œWe must destroy the concept of the CEO. The notion of the â€˜visionary,â€™ the â€˜captain of the shipâ€™ is bankrupt. We are telling the employee, â€˜You are more important than your manager.â€™ Value gets created between the employee and the customer, and managementâ€™s job is to enable innovation at that interface. To do this, we must kill command-and-control.â€
. For HCLT, the â€œvalue zoneâ€ lay at the intersection of employees and customers. Thatâ€™s why the most important decisions for HCLTâ€™s future were the ones taken each day by front-line employees.
his meant that the companyâ€™s management processes were better attuned to the needs of control-obsessed executives than of customer-obsessed employees. â€œThe archaic pyramid â€¦ was shackling people and keeping them from contributing all they could and in ways they longed to
HCLT, he argued, needed a new management philosophy based on the principle of â€œreverse accountability.â€ Managers should be accountable to those in the value zone, just as employees were accountable to their managers.
â€“ Transparent Financial Data. Vineet realized itâ€™s hard to feel empowered if your manager has a lot of data you donâ€™t. With this in mind, HCLTâ€™s IT team created a simple widget that gave every employee a detailed set of financial metrics for their own team and other teams across the company.
â€“ U&I. Early on, Vineet and his leadership team set up an online forum and encouraged employees to ask tough questions and offer honest feedback. Nothing was censored on the â€œU&Iâ€ site; every post, however virulent, was displayed for the entire company to see.
In 2009, Vineet opened up a â€œMy Problemsâ€ section on the U&I site where he could solicit advice on the crucial issues he was wrestling with.
â€“ Service Level Agreements. Powerful corporate departments, like HR and finance, often seem more interested in enforcing blanket policies than in making life easier for employees.
Once issued, a ticket can only be closed by the concerned employee, and if that doesnâ€™t happen within 24 hours, the ticket gets escalated up the line
Today, HCLT employees are able to rate the performance of any manager whose decisions impact their work lives, and to do so anonymously. These ratings are published online and can be viewed by anyone who has submitted a review.
The solution: MyBlueprint. In 2009, three hundred managers posted their business plans, or â€œblueprints,â€ online. Each document was accompanied by an audio presentation. More than 8,000 employees were then invited to jump in and review the plans. The result was a torrent of advice and counse
â€“ Employee First Councils. The goal here was to help employees connect with team members who shared similar interests and passions. Supported by a web-based platform, the new initiative rapidly spawned a host of communities around cultural, recreational and job-related issues
20% of HCLTâ€™s revenue is coming from initiatives launched in these communities of interest.â€
We all believe that democracies are good and totalitarian systems are bad, and yet we tolerate dictatorships within our companies, even though the people at the top donâ€™t have enough information to know what needs to be done. At HCLT, we have been trying to democratize our compan
Since 2005, HCLTâ€™s revenues and earnings have tripled, a peer-beating accomplishment.
Nevertheless, if a $2.5 billion company can invert the pyramid and live to tell about it, then we have to admit that there really are alternatives to the management status quoâ€”and thatâ€™s amazingly cool.
The world has become too complex for the CEO to play the role of â€œvisionary-in-chief.â€ Instead, the CEO must become a â€œmanagement architectâ€â€”someone who continually asks, â€œWhat are the principles and processes that can help us surface the best ideas and unleash the talents of everyone who works here?
Second, it really is possible to change the management DNA in a large, established companyâ€”and this is where Vineetâ€™s book really shines
TÃ©lÃ©travail : les entreprises franÃ§aises doivent apprendre le management par objectifs
“Le tÃ©lÃ©travail impose de nouvelles rÃ¨gles aux collaborateurs, mais aussi aux managers1. Nicole TurbÃ©-Suetens2, qui a participÃ© Ã diffÃ©rentes missions gouvernementales sur le tÃ©lÃ©travail et Ã de nombreux projets de recherche europÃ©ens sur les nouvelles formes d’organisation du travail, nous dÃ©livre quelques rappels et conseils”
RÃ¨gle nÂ° 1 : le manager doit rÃ©ellement adhÃ©rer Ã l’option Â« tÃ©lÃ©travail Â»
Il faut souligner que la notion de tÃ©lÃ©travail repose, lÃ©galement et humainement, sur le volontariat du collaborateur
en France, le principal obstacle au tÃ©lÃ©travail se trouve bel et bien du cÃ´tÃ© managÃ©rial
RÃ¨gle nÂ°2 : inscrire le tÃ©lÃ©travail dans les objectifs du manager
Dans une entreprise qui souhaite s’engager sur le chemin du tÃ©lÃ©travail, il faut aussi crÃ©er une dynamique Â« par le haut Â», impulsÃ©e par la direction gÃ©nÃ©rale.
Pour prendre le seul exemple des Pays-Bas, oÃ¹ le tÃ©lÃ©travail est trÃ¨s dÃ©veloppÃ©, on constate une diffÃ©rence radicale dans la relation manager-collaborateur. Nous restons adeptes et prisonniers de la relation hiÃ©rarchique, laquelle tend Ã l’obsolescence aux Pays-Bas, oÃ¹ l’on se base sur du respect et une juste apprÃ©ciation des compÃ©tences de la personne, plutÃ´t que sur la dÃ©finition de son poste.
Le manager doit donc apprendre Ã juger sur des faits et des actes, lesquels sont directement liÃ©s aux objectifs qu’il aura Ã©tÃ© capable de dÃ©finir clairement.
L’expÃ©rience montre trÃ¨s souvent que la mise en place du tÃ©lÃ©travail exige plus de prÃ©cision dans la formulation des objectifs professionnels du collaborateur ET du manager
Les objectifs sont rÃ©digÃ©s de faÃ§on trop vague ou gÃ©nÃ©rale… Encore une fois, on retrouve la volontÃ© de contrÃ´le : plus la directive est floue et plus le manager s’octroie la possibilitÃ© d’intervenir ensuite, selon son humeur.
En France, une culture d’ingÃ©nierie semble dominante : on cherche Ã contrÃ´ler les personnes comme on le fait pour les processus industriels. La prise en compte de la dimension humaine est trÃ¨s insuffisante.
Cultural Impact of Social Networking in Defining the Workplace of the Future
Social Analytics Isn’t Just For Social Networks
“Broadly applied across all company functions, social analytics can focus attention on the most pressing internal performance issues.”
From customer data to social data to performance data, there’s no limit to what companies can collect, track and measure. And we’re just at the beginning
social analytics — the integration of social software and big data analytics to create insight from unstructured information — has been the purview of the marketing and sales departments, where the focus has been on monitoring sites such as Twitter
to gauge customer sentiment and engagement. But social analytics can do more. Broadly applied across all functions, social analytics can focus attention on a company’s most pressing internal performance issues.
For example, most business leaders realize that financial metrics, though widely reported, tell us how we did in the past, not how to move forward. Operating metrics, such as customer churn rate or time to market, can be leading indicators of financial performance, but by the time companies accurately measure them it’s often too late to change the outcome. In contrast, creating flow metrics based on internal and external interaction patterns can help managers not only anticipate operating performance — and in turn financial performance — but also help them take corrective action.
These new leading performance indicators could move management practices beyond “break/fix” or “sense/respond” and help executives anticipate performance problems and opportunities.
IT leaders have an untapped asset. As the custodian of the company’s data, it’s the CIO’s job to tap into it.
To fully capture the opportunity of social data requires more than building out the technological tools to capture and analyze vast repositories of data. The real opportunity comes after. Collectors of data must learn which questions to ask of it and which hypotheses to test.
The Four Types of Enterprise Collaboration Deployments
“There are essentially four ways to go about implementing an enterprise collaboration initiative at any organization, each with their own challenges.
The factors that control the four options are: the duration of the deployment and the scope of the deployment (length of time and how broad the deployment is i.e. across a department or enterprise). Other types of special factors may present themselves on a case-by-case basis but are unique, most organizations fall into one of these four deployments (often called pilots) which can be seen below.”
Skeptical: Limited by Duration and Scope
This type of pilot is usually deployed by organizations that are not entirely convinced of the value emergent collaboration can provide; in other words, they are skeptical.
Reluctant: Limit by Scope, Not by Time
The challenge in this scenario, as was mentioned above, is that you are limiting the potential value of deploying an emergent collaboration tool because you lose the network and the serendipity effect. You have eliminated time as a barrier, but the scope is still a barrier.
Willing: Limited by Time, Not by Scope
The challenge with this type of pilot is gaining adoption for a particular tool and then removing that tool after a certain period. If the organization deploys a tool only to find that nobody is using it, then adoption is the problem that needs to be addressed, and that canâ€™t happen if the entire effort is completely abandoned.
Assertive: Unlimited Amount of Time Deployed Across the Enterprise
In my opinion, this scenario really isnâ€™t considered a pilot. If something is deployed without restrictions, itâ€™s most likely not being tested; itâ€™s being deployed fully