Lee Bryant at SBS2010
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Lee's presentation at the Dachis Group Social Business Summit 2010 on Humanising the Enterprise for Greater Efficiency and Effectiveness.
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Lee Bryant at SBS2010
- 1. Humanising the enterprise Lee Bryant, Social Business Summit, March 2010
- 2. I confess, I am a traditionalist
- 4. ecosystems, trading networks, mutual value exchange are not new ... they are tried and tested
- 5. The C20th Corporation: specialisation and exchange
- 6. Bureaucracy and business friction 1.0
- 7. Bureaucracy and business friction 1.0 structures that dampen network effects to get worse the more people use them
- 8. Network effects and Collective intelligence
- 9. Network effects and Collective intelligence structures that harness network effects to get better the more people use them
- 10. In the C21st, we are able to create new structures that have both intimacy & scale
- 11. The old way of thinking about efficiency
- 12. A new way of thinking about efficiency?
- 13. A new way of thinking about efficiency? John Chambers, CISCO: What used to be "me" is now "we" The goal is to get more products to market faster ... Fifteen minutes and one week to get a [business] plan that used to take six months!"
- 14. Are most corporations actually very efficient?
- 15. Proces-driven control is very expensive
- 16. “Efficiency is doing things right; effectiveness is doing the right things.” – Peter Drucker
- 17. How can we design more effective organisations ?
- 18. Social Business Design: humanising the enterprise
- 19. Think about behaviour, incentives and the way these play out in social networks
- 20. Are current organisational structures encouraging or suppressing talent?
- 21. Are current organisational structures encouraging or suppressing talent?
- 22. In social networks, positive behaviours (and negative) can be highly contagious
- 23. Leadership as network influence: synthesising, making links, making sense
- 24. Some basic enablers for effectiveness: 1. healthy internal & external social networks 2. open data driving performance & feedback 3. a culture of getting things done together 4. sharing as a by-product of doing work
- 25. Collaboration & collective action have never been easier or cheaper. This has profound implications for organisational design.
- 26. The curious case of Corporate IT
- 27. The curious case of Corporate IT
- 28. How do we go about creating a new ‘business operating system’ ? © 2009 Dac
- 29. (1) a strategic framework © 2009 Dac
- 30. Social Business Design archetypes (lenses) [social business design]
- 31. Social Business Design connections archetypes (lenses) [social business design]
- 32. Social Business Design connections archetypes (lenses) collaboration [social business design]
- 33. Social Business Design connections archetypes (lenses) collaboration culture [social business design]
- 34. Social Business Design connections archetypes (lenses) content collaboration culture [social business design]
- 35. New capabilities connections required ? content collaboration culture [social business design]
- 36. New capabilities connections network-centric required ? management content collaboration culture [social business design]
- 37. New capabilities connections network-centric required ? management content collaboration creating a sharing culture culture [social business design]
- 38. New capabilities connections network-centric required ? management content focus on data collaboration creating a & signals for performance sharing culture culture improvement [social business design]
- 39. New capabilities connections network-centric required ? management Helping filter for content relevance focus on data collaboration creating a & signals for performance sharing culture culture improvement [social business design]
- 40. (2) create an underlying social technology infrastructure © 2009 Dac
- 41. Personal filters and aggregators Blogs Podcasts Wiki Tagging Social network RSS messaging Lightweight Social Interface IT Foundation Firm Services plus Clients specific vertical Markets applications
- 42. RSS & Reading Blogging Collaborating Sui Sui Sui Micro- Bookmarking All-in-one messaging Sui Sui Sui Some foundation services
- 43. (3) then build ‘situated’ tools for specific needs and use cases © 2009 Dac
- 45. Start by supporting existing behaviours with better, networked tools and features
- 46. and finally... © 2009 Dac
- 47. measure, monitor and use open data to create positive feedback loops © 2009 Dac
- 48. Open data can change behaviour
- 49. Just the simple act of “publicizing” those numbers — not in a cruel way, but a “where are we at as a group?” way — has kept the support process on-task and, I think, made it a bit more like a video game. Open data can change behaviour
- 50. But don’t fall into the ROI trap and measure the wrong things just to get the seal of approval
- 51. Thank you for listening Lee@headshift.com http://www.headshift.com
- 52. I am lee@headshift.com and live at http://www.headshift.com Except where otherwise stated, photos courtesy of Flickr using Creative Commons license. Thanks to the following photographers: http://www.flickr.com/photos/dplanet/94442623/ http://www.flickr.com/photos/djbrady/2304740173/sizes/l/ http://www.flickr.com/photos/joeshlabotnik/305410323/sizes/l/ http://www.flickr.com/photos/paul_irish/2379958609/sizes/l/ http://www.flickr.com/photos/notsogoodphotography/503637906/ sizes/o/ http://www.flickr.com/photos/euan/2342134129/ http://www.flickr.com/photos/thayer18/2473764858/ http://cyber.law.harvard.edu/publications/2008/ Mapping_Irans_Online_Public/interactive_blogosphere_map http://paperbackdreams.com/images/uploads/Future_Shock_1971.jpg http://www.flickr.com/photos/migrainechick/3185150010/sizes/o/ http://www.flickr.com/photos/wili/2628869994/ http://michaelreeve.files.wordpress.com/2009/02/ braveheart-1-1024.jpg http://www.flickr.com/photos/ivanatm/2081065914/ http://www.flickr.com/photos/pedrosimoes7/1301014184/sizes/l/ http://www.flickr.com/photos/brianboulos/36957265/ http://lh6.ggpht.com/_uYeCdeWUudM/RquSSy_X2oI/AAAAAAAAADU/ OuYTkaNKa3w/flyover.jpg http://www.flickr.com/photos/jurvetson/52581560/sizes/l/ http://img386.imageshack.us/img386/1141/is5vb.jpg
- 53. Thank you! Feedback: http://dach.is/l
Hinweis der Redaktion
- I have to confess, I am a traditionalist. I like to do business the old-fashioned way, in the way Doug described this morning.
- Most forms of business have traditionally been located within social networks, communities and ecosystems. Traditional business was about relationships and succeeding through skill and ingenuity, but with social relations mitigating against cheating and pillage.
- The C20th was about scale - Taylorism, specialisation and exchange, process over people, bureaucracy.
- At best, this approach seeks to achieve efficiencies for repeatable processes, but much of business is about exceptions or as my friend Sig calls it "Barely Repeatable Processes" That is partly because of an obsession with individual efficiency rather than value.
- Are C20th corporations efficient? NOW WAY!! "Process is an embedded reaction to prior stupidity" (Shirky) and arguably a testament to a lack of trust in people. In a process-driven organisation, exceptions or problems lead to new processes, which creates a gradual inflation of internal costs to the point that it becomes prohibitively expensive to get anything done in many large organisations today.
- relationships, loyalty, commitment to each other. Good and bad. More efficient, resilient, lower cost models of coordination based on incentives and mutual interest rather than power and coercion Our new cultural ecosystem is more traditional, and closer to traditional models trade, business and socialisation than the new, dangerous ideas of the C20.
- we have gone far enough with process - we now need to learn how to better support and augment human interaction and human intelligence
- We are learning a lot about how people work individually and collectively. Nudge, behavioural economics: people are motivated by social connections / status / signals, not just carrot and stick or price signals.
- At the Frankfurt E0 summit last November, Julien el Nestour from Schlumberger quoted a classic sociology study from William Foote Whyte about bowling among poor Italian gangs in Boston in the late 1930's. It turns out that gang members' position in the hierarchy were very good predictors of their bowling scores, and when they bowled without the gang, they would often score very differently. By a variety of means, the gang preserved its hierarchy and thereby inhibited individual performance.
- Christakis talks about how behaviours are contagious. If a first degree contact is obese, you have a 45% increased risk of obesity, but this risk is not confined to people you even know - the effect is observable even at 4 degrees of separation. He demonstrates how positive behaviours, such as pay it forward, and even happiness are contagious too.
- Corporate IT initially co-evolved with corporate structures, adopting the philosophy and structure of mid-C20th business. But by codifying the assumptions of the Taylorist corporation, it made them permanent. So, even as businesses have changed their view of what they do and how they do it, the internal systems they rely on have not. The result is a bizarre situation where IT is a cost-centre that can tell anybody in the business what tools to use and how to use them, rather then being a business enabler. This is a major barrier to change for existing businesses, whilst new competitors are emerging with no legacy to manage and therefore significantly lower costs and greater agility
- OUR METHODOLOGY - YOU MAY FIND IT USEFUL AS AN APPROACH TO HELP PLAN THE CHANGES YOU NEED TO ADDRESS IF YOU WANT TO DO THIS RIGHT
- OUR METHODOLOGY - YOU MAY FIND IT USEFUL AS AN APPROACH TO HELP PLAN THE CHANGES YOU NEED TO ADDRESS IF YOU WANT TO DO THIS RIGHT
- OUR METHODOLOGY - YOU MAY FIND IT USEFUL AS AN APPROACH TO HELP PLAN THE CHANGES YOU NEED TO ADDRESS IF YOU WANT TO DO THIS RIGHT
- OUR METHODOLOGY - YOU MAY FIND IT USEFUL AS AN APPROACH TO HELP PLAN THE CHANGES YOU NEED TO ADDRESS IF YOU WANT TO DO THIS RIGHT
- OUR METHODOLOGY - YOU MAY FIND IT USEFUL AS AN APPROACH TO HELP PLAN THE CHANGES YOU NEED TO ADDRESS IF YOU WANT TO DO THIS RIGHT
- OUR METHODOLOGY - YOU MAY FIND IT USEFUL AS AN APPROACH TO HELP PLAN THE CHANGES YOU NEED TO ADDRESS IF YOU WANT TO DO THIS RIGHT
- OUR METHODOLOGY - YOU MAY FIND IT USEFUL AS AN APPROACH TO HELP PLAN THE CHANGES YOU NEED TO ADDRESS IF YOU WANT TO DO THIS RIGHT
- OUR METHODOLOGY - YOU MAY FIND IT USEFUL AS AN APPROACH TO HELP PLAN THE CHANGES YOU NEED TO ADDRESS IF YOU WANT TO DO THIS RIGHT
- Panic.com recently talked about a project status board that shared live support information among their team, which was a lovely example not only of open data, but also the power of data visualisation. Presumably the Obama administration understood the power of data visualisation when they hired Edward Tufte, the visualisation guru, to help explain the recovery plan to the public. In the UK, Windsor Council struggled with ways to cut their energy use in council buildings. Eventually they just published live usage data every 30 minutes, and without any enforcement, they saw consumption drop by over 15%. Every company has a wealth of untapped data, from the simple (clickstream data, sales figures) to the complex (sensor output, system output). Where it is not explicitly secret, why not open it up and let your employees make sense of it in their own way.
- instead decide what success looks like on a local level for each use case and each user group - if these all add up then you will achieve ROI, but a bigger issue is ROA - how do you return value for the cost of the attention your people invest in your internal systems