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"I see gamification, dashboards and search as signs of enterprise failure!
There I said it, humbly.
They all signify a lack of process frameworks that can run the processes. And just to clarify, industrial processes are not the only processes, all we do is a process as in "steps of activities with a goal", and that should cover all that we do in organisations, in business, in enterprises. And for a process to happen, for flows to flow, one needs a framework, structured, flexible or manual. Just like water requires a riverbed or a pipeline. But if the framework is manual (bucket passing anyone? Monday morning meetings, budgets and reporting anyone?) then the creative value-creation work will suffer."
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The classic intrinsic rewards are "mastery, purpose and autonomy". Basic, always worked, hugely powerful. But these three intrinsic rewards requires a flow- or process framework that can run the processes in the background, otherwise most of the effort will go into making the flow flow, non-value creation, and that kills all three with a vengeance.
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And therein lies the issue, if there is no "automatic" process framework - and there is only manual frameworks for knowledge work today; meetings, hierarchies, budgets, reports - then the intrinsic rewards are hard to attain if at all.
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"One recent buzzword that I hear a lot is "gamification". Especially gamification of utterly boring Enterprise Software and consumer experiences in commercial transactions. A heroic attempt to solve one of life's mysteries; why work sometimes drifts towards boring and in particular why ESW tend to be so unimaginative."
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What triggers my scepticism is the "verbification" of the noun indicating that you take something existing, without challenging the assumptions nor changing the underlying, then simply... eh... gamify it.
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The purpose of "Gamification" seems to be to cover up some manual and tedious process in an effort to make it more "fun" (that word makes me double suspicious).
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"Adding "social" as a layer onto a rigid structure created pre-IT will never do it. E 2.0 or it's new name, "social business", is commendable but a blind alley, you have to focus on bettering the core mechanism instead. The core mechanism that allows and executes "a series of actions or steps taken in order to achieve a particular end by working with someone to produce or create something". (That was the definition of Process and Collaboration baked into one sentence.)"
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What's needed is a proper process framework where a trade, a business opportunity can be handled in a proper sequential way as it should, involving the people that can add value in a dynamic and effective manner.
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But "business" is inherently unpredictable, Barely Repeatable at it's core. So no linear process tool can model it, only parts of it, and that long after the business has been established.
"A Business Process is any process, sequential work or activity, that happens in an organisation. Some are repeatable and linear, others happens in unstructured ways and are hard to model."
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1. The Easily Repeatable Process (ERP for me)
Processes that handles resources, from human (hiring, firing, payroll and more) to parts and products through supply chains, distribution and production. The IT systems go under catchy names like ERP, SCM, PLM, SRM, CRM and the biggest players are as we know SAP and Oracle plus a long roster of smaller firms.
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2. The Barely Repeatable Process (BRP)
Typically exceptions to the ERPs, anything that involves people in non-rigid flows through education, health, support, government, consulting or the daily unplanned issues that happens in every organisation. The activities that employees spend most of their time on every day. Processes that often starts with an e-mail or a call. A process volume, measured by time and resource spent at organisations, probably larger than for the Easily Repeatable Processes.
"Barely Repeatable Processes (BRPs) is where at least 60% of the world's value creation takes place, and in those processes about 65% of the time and resources are spent on manually running the processes and not on value creation.
This means that we, World Wide, spend 40% of all resources and time on things that are basically a waste and that could be automated. Or to put it in other words, by automating the BRP flows we could increase World Wide GDP by 67%. Value damned well needed as it could mean much suffering wiped out and much less limited resource use, but now wasted due to old habits and unwillingness to face reality. Just like in 2007.
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In social continuous processes, aka the value chains, ownership has to be clear and accountability towards the owner and all that is dependent on my work is a must. That's the reality meeting Web 2.0 when it redefines itself to Enterprise 2.0.
Knowledge workers who come up with innovative solutions may think it’s good practice to document them just in case the “exception” ever occurs again… and if it does a few times, well then it’s no longer an exception, but a (Barely) Repeatable Pr
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