Three complementary approaches to boost enterprise knowledge work development
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Three complementary approaches to boost enterprise knowledge work development
- 1. Three Complementary Approaches to Boost Enterprise Knowledge Work Development Nord I&D, June 11, 2013 Antti Martikainen, Senior Consultant at Sininen Meteoriitti
- 2. Who am I? • Name: Antti Martikainen • Sininen Meteoriitti (Blue Meteorite) ‒ Provides web projects and information worker solutions ‒ Key technologies: SharePoint and EpiServer • Personally striving for better working practices with better tools • Other stuff: Making myself heard with drums!
- 3. Agenda • Should we be developing intranets, digital work desks, or knowledge work practices? ‒ What’s the difference? Where do these terms meet? • Three ways to boost and give direction to knowledge work development ‒ Scripted Demos ‒ Creating a knowledge work vision ‒ Knowledge work roadmap
- 4. Level 0 : Email-based messaging Level 1 : ”Traditional” Intranet Level 2 : Team sites + intranet Level 3 : Social intranet Level 4 : Process desktop Level 5 : Personal digital desktop Productivityandsatisfaction Several sources, including: Razorfish intranet maturity model & Peltola, T.: Tiedonhallinta – avain tietotyön tuottavuuteen. Book 2009. Intranet Development HR policies Information creation and sharing Networking Individual working habits Team work Continuous development Leading by example Meeting practices Knowledge Work Development
- 5. Is it worth investing in knowledge work? Example: MGI’s estimates suggest that by fully implementing social technologies, companies have an opportunity to raise the productivity of interaction workers— high-skill knowledge workers, including managers and professionals—by 20 to 25 percent. *) And knowledge work is not only about getting social… *) http://www.mckinsey.com/insights/high_tech_telecoms_internet/the_social_economy
- 6. Top management must stop treating intranet as a necessary evil But they must first see the opportunity and expand the discussion horizon
- 7. The owner of the intranet platform cannot change an organization’s practices (alone) Knowledge work development is a joint effort
- 8. Key Questions for Knowledge Work ”Business case” • How to create a common understanding of possibilities? • How to create a shared vision? • How to get there?
- 9. Approach 1: Scripted Demos • Participants: ”Development management” (4-6 people) • What: Participate realistic working scenarios, using new tools with new opportunities • Purpose: A shared understanding of possibilities, to help develop a better working environment • Sininen Meteoriitti works with Microsoft Technologies, and our demonstration workshops are based on Microsoft’s Customer Immersion Experience (CIE)
- 10. Approach 2: Use Scenarios to Help Create a Knowledge Work Vision Business drivers Knowledge Work Technology Introduction to trends Startup organizationControl-driven organization Company culture and trend acceptance Future 5Future 3Future 1 Future 6Future 4Future 2 Alternative scenarios
- 11. So, let’s assume you have sold your vision to organization management – What next? This is no one single intranet project – this is continuous development
- 12. Approach 3: Knowledge Work Roadmap ‒ Roadmap provides a high-level view to steer continuous learning and to control individual projects • Roadmap elements: pilots across functions, IT and HR activities, business objectives.. • Near future vs. long term objectives • Roadmap is a tool for continuous planning • Involve the right people from different functions and businesses to steer roadmap activities • This is not an IT or Communications project only.. • POCs and pilots are essential for driving change and to plan priorities • Use ready-made tools to test ideas and find out hidden requirements • Quickly see what works and what doesn’t
- 13. 2013 2014 2015 2016 2017 2018 Knowledge Work Vision - Where are we headed? x x Social pilot Process desktop x CRM pilot Scripted demos - What’s possible? Knowledge Work Roadmap - How do we get there? xx Mobile pilot x … Summary: Three Complementary Approaches to Boost Knowledge Work … Knowledge Work Roadmap Team workMeeting practices Individual working habits PhasePhase Pilot 1 Pilot 2 Personal task management New smartphones Launch Ways ofworking Pilot 1 Pilot 2 Launch Ways ofworking HR - target rethinking Reward policies HR policy change
Hinweis der Redaktion
- Today I want to startbytalkingaboutterminology. Whatshouldorganizationsorcompaniestalkabout, whentheydevelopbettersolutions for theiremployees? Manycompaniesseem to strive for a better intranet, a digitalworkdesk, or a social intranet. Orshouldtheybedevelopingthewaysthattheywork, rather?I’mgoing to introducethreewaysthat Sininen Meteoriitti uses in orderto help organizations develop their knowledge Work practices.
- Intranetin kehittäminen on lähtökohtana sellainen asia, joka laittaa ajattelemaan asiaa alustan kehittämisen kannalta.”Whichwebpartsarethere?””Wheredoesthe data comefrom?””Whatneedsbepersonalized for whom?”"What's the size of this project?Thiskind of approachtends to lead to a situation, wheresomeone ”owns” theproject, and it is up to that person or a verycloselyworkingbunch of people, whothenareup to gettingthebenefits out fromthatsolution. Nowweallknowthatmanycompaniesstillendupbuildingintranetsthatarenotusedveryactively.Knowledge workdevelopmentquitenaturallybrings in therealobjectives and leadsone to thinkhowcompany culture is involved. Everyone understands this is no hero project, but collaborative work. It is alsoby definition continuoslearning. It usuallytakes a while to learnbetterways, and it’sveryhard to forcethem. Instead, seedscanbeplanted and Whenthinking of knowledgework…Intranet on tietotyön tekemisen kannalta keskeinen järjestelmä. Intranet ei kuitenkaan ratkaise sitä, kehittyykö organisaation työskentelykulttuuri järkevään suuntaan. Tietotyön kehittäminen on nimittäin jatkuva prosessi, jonka kehittäminen onnistuu parhaiten kun organisaatioon saadaan juurrutettua yhteinen työn tekemisen visio.
- Soyes, better ways of working clearly have a business case. Also they are likely to lead to less frustration and better commitment. Social tools, mobilityand other new technologies can help build ways of working that were not possible before.
- Forthosewhowant to turnthe classic way of asking for money for intranet, shouldtry and findconvincingsalesarguments for investing into knowledgework as a whole.
- Thisfactremains. In order for something to happen, companymuststrivechangetogether…..
- What is possible? Whereareweheaded and whatcouldbeachieved? Whatstepsmustwetake?Thesearethequestionswetry to tacklewiththethreeapproaches. Solet’s go into them.
- Examples of thingsthataredonehere:Virtual meeting via Lync (e.g. materialsharing, voting)Working on a salesdocumentsimultaneouslyUsing intranet socialfeedwith a mobile device, as part of a storywheretheuser is in a train
- This is a rather interesting approach, I'd like to think, to approach an organization's knowledge work development. In this approach, we introduce customers to.., then... (nopeasti)We like to start the thing with a well established speaker, who is able to raise management interest. If we manage to keep the first workshop...Our approach to start scenario writing is to present important knowledge work and technology trends, introduced in the questionnaire and the tech report that you were handed over as a prerequisite material, and use three fundamentalforces to guide our knowledge work thinking. This lets us analyze the different courses that knowledge work might take, depending on the kind of organization culture we live in.First, there's the need for societal and organization’s control over individuals. This is the driving force behind legislation for example. In work, this means that business wants to decide what employees are hired to do, how much work they do per day, and how their work is being measured. And IT wants to decide what computers they use and what software they are permitted to use. So, out there, we have all these new devices and we hear about consumerization, but in an environment like this, the trends may not get planted.Then, there is the need for anyone of us to be someone, an individual, to be creative and to have a meaning in what you do. In worklife, many people tend to think they have valid ideas and would like to have their voice heard. Often, in almost any company, we feel we could create more value if we only would have the option to drive the personal and team ideas forward. If me, THAT GUY, and You, could work on our idea, we'd nail it! In this kind of an organization, new techology and ways of working are a source of ideas that must be tested.Wehavefound it useful to utilizeestablishedspeakers to lure in management people and to gettheirattention. Now, ifthefirst workshop is heldrightafterthis, chancesaretheywillbe open to reallyintetrestingoptions.
- Well, youhave to leadthedevelopmentthroughpilots and projects, and understandtherole and responsibilities for thedifferentfunctionsinvolved. Youhave to prioritizeshorttermobjectives, such as piloting team spaces for runningmeetings, overlongertermobjectives, such as building a more open communication culture.In order to take into accountthediverseviewpoints, knowledge workshop shouldbeactivelymanagedby a team of peoplewhohaveabilitity to makedecisions. Easiersaidthandone, butobviouslythis is important. Probablythe team shouldinvolve ”development management” people, IT, HR, business representatives, communications and otherrelevantparties.Clearly, as wearetalkingaboutchanginghabits, pilotsareessential for learning, and to spreadtheword in case a larger rollout is necessary.A knowledgeworkroadmap is essential to visualise and managethediverseactions and stepsthatmustbetaken
- Ymmärrä uusien teknologioiden mahdollisuuksia: tätä myyräntyötä pitäisi jokaisessaJatkuva kehittyminen: Mietitään asiaa verkkokaupan kautta. Kun verkkokauppa otetaan käyttöön, siitä alkaa jatkuva konversion kehittyminen, mitataan a) kävijämääriä b) ostoprosenttia c) keskiostoksen suuruutta. Liian usein intranet on edelleen suuri projekti, joka lanseerataan massiivisesti, eikä sitä sen jälkeen enää aktiivisesti kehitetä. Huomioitavaa tässä on se, että N&N Groupin