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ADAPTING HIERARCHIES For The NEW Workplace !
Jon Husband and Brad Palmer
© 2013 Jostle Corpora1on and Jon Husband. Patents Pending.
Outline"1. Impact of a connected world on organiza1ons (Jon)
2. How this can help leaders (Brad)
3. Examples of soGware plaHorms helping (Brad
4. Closing reflec1ons (Jon)
The 90s are gone – Get over it"• We cannot afford to keep thinking of technology as just a tool for us to use
• Each new medium has been addi1ve -‐ Print, electronic, mul1media -‐ Communica1on theories stayed the same
• Technology is not a new medium -‐ It’s a new age, a new paradigm -‐ Agrarian Industrial Informa1on -‐ Communica1on theories must change
From Novelty to Fad to Essen1al Tool • Ten+ years of explosive growth & change • Just the beginning…. • Integra1on into every organiza1on & ac1vity • Not about “web-‐sites” (or the web) anymore
• Transforming en1re sectors
• Requires new thinking, new structures
The Web"
The Web – A symbol of the age"• Interac1on among workers replaces command and control from managers
• Direc1on from the top gives way to collabora1ve teams for innova1on
• The “chain of command” will be a web of peers and customers
• Execu1ves and communicators will fail if they ignore what it means to live and work in a web environment ... life just not the same
Hamel – Future of management"“No management innova6on for
at least 75 years ...
.. ac6vi6es will s6ll need to be coordinated, individual efforts aligned, objec6ves decided upon, knowledge disseminated, & resources allocated
but increasingly this work will be distributed
out to the periphery“.
The changing nature of change "
“In the past, change was a periodic event in organiza6ons, and now…
organiza)on is a periodic event.” ~ Student in eMBA class
5 key drivers of ongoing change"
1. Demographics
2. Service/Stakeholder Expecta1ons 3. Values 4. Technology 5. Pace of Change
Change ain’t what it used to be"
Discrete events
Time to adjust & absorb
Rela1vely predictable outcomes
Sense of the future as a con1nua1on of the present (orderly)
Con1nuous process
Adjust “on the fly”
Almost impossible to predict outcomes
The future as highly complex and uncertain (chao1c)
What the “near” future holds"
• More (many more) people on-‐line • Faster connec1ons • More convergence • More smart tools • More interwoven interconnectedness • More computer-‐savvy people • More compe11ve pressures
A systems approach"
What I Think It Means – The Principles
1. Increasing Complexity & Uncertainty 2. Mass Customiza1on of Work 3. Wirearchy
Increasing complexity & uncertainty"
Turbulent Environments
• Uncertainty • Complexity • Unintended consequences • Unexpected changes
Ac1ve Adapta1on Principles
• Flexibility • Innova1on/crea1vity • Social responsibility • Par1cipa1on and collabora1on
= Turbulence!
Navigating through complexity"
Mass customization of work"
• Mass Customiza1on – Adap6ng to custom specifica6ons for products, services or ac6vi6es that are used or carried out by large numbers of people
– A necessary response to environment & changing condi6ons (values, demographics, technology, expecta6ons)
• Concept popularized by Pine & Gilmour and Stan Davis
The “Job”"
Informa1cs 20 yrs. of “diversity”
Educa1on
Lifestyles
Social Values
Demographics
Legisla1on
From the outside-‐in…
Mass customization of work"
The Person"
The Job
The other things I want to do"
The choices available to me"
My rights"
The other things I need to do"
Who I really am"
My short-term goals"
Long-term goals"
From the inside-‐out…
Mass customization of work"
Organizations in transition"
Hierarchy • Size • Stability • Func1onal specializa1on • Posi1on & role clarity • Status • Prescribed authority
Wirearchy • Speed • Flexibility • Innova1on • Integra1on • Exper1se & knowledge • Intui1ve authority
Power & Control based on…
And…”So what…..?”"
We are moving from organizing by Hierarchy... to organizing by Wirearchy
“A dynamic flow of power, authority and decision-‐making authority based on trust, credibility and a focus on results, enabled by interconnected people, informa6on and knowledge”
Wirearchy"Now, It’s an Informa0on/Knowledge Age
• A new set of condi1ons • New (emerging) interac1onal dynamics between people and organiza1ons, based on interrela1onships in networks
• “If Knowledge is Power, then…” • Knowledge is distributed in both diffuse & precise ways, thus it requires context
Wirearchy"• Business strategy is the core and the centrifugal (pulling intelligence inward) force
• Informa1on and knowledge are bundled and strung together in meaningful ways in order to synthesize / generate value…
• Decision-‐making & control, stretched out along the value-‐chain, creates centripetal (pushing responsiveness outward) forces
Early work designs - Wirearchy"Many responses to the ways “work” has been structured and managed:
• Employee Portals • Team and Project-‐based work • Emo1onal Intelligence • Coaching • Integrated “Smartware” tools • And a return to Core Organiza1onal Development (OD) principles
Outline"1. Impact of a connected world on organiza1ons (Jon)
2. How this can help leaders (Brad)
3. Examples of soGware plaHorms helping (Brad)
4. Closing reflec1ons (Jon)
Leaders 1. Motivate employees!
• Helping each person understand they matter�
2. Align teams!• Bridging disciplines & silos�
3. Provide focus & vision!• Context that helps extended teams deliver great things
Leadership maners and is not going away!
Don Bell
“Enable your people and the rest will be simple” ~ Don Bell, Jostle Chairman and WestJet co-founder!
Delivering leadership
Walking around!!
Augment with tools:!
1st attempt: Intranets!
"2nd attempt: Enterprise social!
Now what?
Walking around You can’t beat a live conversation to:!
Walking around works!
• Show you care!
• Tame complexity!
• Spot the disconnects!
When walking around fails
• People are easily intimidated!
• Requires personal trust to work!
• Needs a healthy & transparent culture!
• Leaders are busy people!!
Walking around does not scale.
The arrival of intranets An internal website that: !
Sounds wonderful!
1. Glues the organization together (culture)!• Creates sense of people accomplishing things together�
2. Delivers key info to employees (enablement)!• Uncovers documents and expertise�
3. Shows who is doing what and why (clarity)
Why intranets fail
• Content cluttered!• Stale and unused!• Broken usability!• Expensive to implement & maintain!
“The place documents go to die.”
The arrival of enterprise social
“Facebook & Twitter are amazing – let’s do that in the Enterprise”
(Yammer, Jive, Moxie, SocialText, etc., etc.)
The fear of social
“I don’t want my people wasting time on non-work related things”
Social tools challenge management & decision making
The reality of social and why it is not working
Mass collaboration does not spontaneously break out:!
Collabora1on for collabora1on’s sake does not make sense.
• Requires a massive culture shift!• People are busy on their own tasks!• When it starts to happen, things get very noisy!!
What now?
Q: What do people really need to engage?!
What now?
A: What great leaders have always provided:!
• Motivation (you matter)!• Alignment (how we are working together)!• Focus & Vision (what matters)!
What will next-generation intranets do? • Help leaders make great organizations!• Enable employees to excel at work!
Support, clarify & amplify, rather than impose change.
What does this involve?
With simplicity, context & great usability.
• Facilitate teamwork across locations, generations & silos!• Bring your culture to life in real time!• Uncover key content & hidden expertise!• Clarify who is doing what!• Stimulate recognition and ideation!
Outline"1. Impact of a connected world on organiza1ons (Jon)
2. How this can help leaders (Brad)
3. Examples of soGware plaHorms helping (Brad)
4. Closing reflec1ons (Jon)
People vs. content
“When you are looking for help, you are looking for the person, not what they wrote two years ago.”
Jostle PEOPLE view
Incongruous discovery
People more than 50’ apart don’t collaborate!
Jostle Profile
Imposing social vs. bridging generations
hnp://nicolehagy.wordpress.com/2011/03/13/email-‐passe/
“There are 206 bones in the human body, and the smartphone!could plausibly be considered the 207th for Gen Y.”!~ Cisco! hnp://newsroom.cisco.com/release/1114955
Jostle Profile
Software silos
Enterprises are becoming more app enabled
People are choosing their own tools!
Dynamic vs static teams
Teams constantly form and reform !
“The ability to “swarm” or quickly assemble a cross-‐func6onal or cross-‐departmental team to problem solve… a key marker concerning an organiza6on’s ability to innovate.” ~ Dr. Marla Gonschalk
hnp://marlagonschalk.wordpress.com/2011/02/14/is-‐your-‐organiza1on-‐ready-‐to-‐swarm/
!
Clarity of structure
Yammer Org Chart view
Clarity of structure
Jostle TEAM view
Team-focused discussions vs peer-peer overlay
“Following” is not a mechanism that can reliably !get the right information to right people in an organized workplace.! !There is no way to ensure the peer-peer group membership mirrors the real team membership.!
Jostle DISCUSSIONS view
Curation vs. clutter
Ownership must be clear. And local.! !
Curation tools must be embedded. !
Jostle LIBRARY view
Importance of REAL news
Real time vs. stale!Groomed vs. real and engaging!
City of Veron’s Jostle NEWS view
Importance of REAL recognition
HR-driven programs!
vs.!
Frequent & specific peer-peer recognition!
Work.com
kudosnow.com 7geese.com
1. Focus on people!
2. Live your culture!
3. Enable teamwork!
hnp://www.jostle.me/our-‐manifesto/
4. Provide context!
5. Constantly evolve!
6. Strive for simplicity!
~ The Jostle Manifesto
Manifesto
Outline"1. Impact of a connected world on organiza1ons (Jon)
2. How this can help leaders (Brad)
3. Examples of soGware plaHorms helping (Brad)
4. Closing reflec1ons (Jon)
It’s a “both/and” world
Sharp, clear direc1on – focus like a laser Command-‐and-‐control Being open to change and flexibility Champion-‐and-‐channel
As informa1on flows in all direc1ons, there’s now a need for both:
Convergence and mass customiza1on Culture 2.0 Common/Shared Strategic Informa0on • Everyone is unique • Friends anywhere, can be contacted any1me
• Constantly changing cultural memes
• Online and offline life blur
• Local & global blur • Open lines of communica0on up & down
• Advance scou1ng • Supported by social media & collabora0ve plaDorms
Mgt. 2.0 Clear Vision, Mission and (flexible) Objectives • Champion new ideas / approaches • Scenarios to build response capability • Use social software • Facilitate & build consensus • Cross-functional • Honest & Open • Champion experimental spaces & pilot projects • Encourage glossaries & cross-referencing • Build responsive capacity • Market intelligence and awareness
HR 2.0 Business/Line Dept Partners (help design flexible/ responsive business processes) • Promoters of PKM work tools • Eliminate unnecessary bureaucracy re: hiring & work assignments • Simplify job design and job evaluation • Hire the person, then create the position • Build OD expertise and capabilities • Global and local • Facilitate cross-functional communications • Partner with IT
Very hi-‐tech Very hi-‐touch
“Wirearchy” – interac)on supported by technology & based on trust, meaning and credibility -‐ rather than on tradi)onal methods of direc)on and control.
• Represents a significant change in human interac1ons • Mass customiza1on = human at the center of work • Observable emerging in new social dynamics of work -‐ otherwise called collabora1on
Polarity
Wirearchy & mass customiza1on
ADAPTING HIERARCHIES For The NEW Workplace !
Jon Husband and Brad Palmer
What are key insights derived from this session and how can you implement
them in your workplace?
Enterprise 1.0 Enterprise 2.O!Organization is pyramid (Hierarchy) Bureaucracy & Inflexibility IT-driven technology structured Dictated / Lack of user control Top down & Centralized Teams in one building/ one time zone Silos and boundaries, Need to know Taxonomies Overly complex, Closed/ proprietary standards Scheduled Long time-to-market cycles
Flat Organization (Wirearchy) Ease of Organization Flow Agility & Flexibility Choice & Configuration User-driven technology, emergent IT Bottom up & top-down, decentralized Distributed Teams are global Fuzzy boundaries, open borders, transparency Folksonomies Simple, Open, On Demand Short time-to-market cycles
Enterprise 2.0 -‐ The Implica1ons of Wirearchy Ent. 2.0 • Flat Organization • Flow • Agility & Flexibility • User-driven technology • Bottom up • Distributed Teams are global • Fuzzy boundaries, open borders • Intelligent transparency • Emergent Information systems (the Cloud) • Folksonomies • Simple / Open • On Demand • Short time-to-market cycles
Culture 2.0 • Common & shared strategic information • Everyone is unique
• Friends are anywhere and can be contacted anytime
• Constantly changing cultural memes • Fluid boundaries between online & offline life
• Local & global are blurring
• Open lines of communication up & down • Advance scouting • Enabled & supported by social media & collaborative platforms
Implies? Demands?
