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The Rise Of Networks, The End Of Process
"For decades, business planners have made a distinction between repetitive, lock-step processes, where very little variability is involved (think pharmacy), and more free-form, unstructured processes where a higher degree of variability is expected (think emergency room). Taking the abstraction of a process out of the world of chemistry, manufacturing, and logistics, and treating the people involved as so many chemicals, gears, or trucks seemed like a good idea in the past, but is not going to be workable, going forward."
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We will have to devise a new, richer way to think about people's interactions -- via social networks -- and our connection to mechanical processes and devices.
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We will still get some value out of thinking through business models structurally, and choreographing steps in production or the delivery of service. But the sophistication of machines and customers means that more and more of the steps will have a wider range of alternatives,
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Will Enterprise 2.0 Drive Management Innovation ?
"What is today called Enterprise 2.0 can also be seen as the emergent stage of the intersection of significant advances in information technology, management science applied to business process and the analysis and control of operational activities. These forces and factors are converging in today’s workplaces, wherein a continuous flow of information is the rule rather than the exception. Thus, as Hamel asserts, it’s useful if not essential to cast a critical eye on the assumptions about static sets of tasks and knowledge arranged in specific (and relatively static) constellations on an organization"
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The 2.0 label is said to denote a more interactive, less static environment. Whether we like it or not, we are passing from an era in which things were assumed to be controllable, able to be deconstructed and then assembled into a clear, linear, always replicable and thus static form to an era characterized by a continuous flow of information.
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I believe that we need to revisit the fundamental principles of work design AND the basic rules used to configure hierarchical organizations in which the primary assumption is that knowledge is put to use in a vertical chain of decision-making
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Social Software 2.0: Enterprise Process Ubiquity
"In talking with people about the Enterprise 2.0 industry, I like to insert yet another versioning number scheme:
* Social Software 1.0
* Social Software 2.0"
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Social Software 1.0 is the “Tools Era”. Put these collaboration and information sharing tools in place, then let the benefits flow. And the benefits do flow.
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Here’s how I define Social Software 2.0:
The integration of collaboration, increased findability, social networking and crowdsourcing into core enterprise activities requiring defined workflows, specific user sign-offs, results measurement and role-based access.
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Toute approche entreprise 2.0 doit répondre à un objectif d’affaires clair
"Le livre blanc ne cache pas les problèmes du secteur en citant d’entrée de jeu les chiffres de Gartner où l’on apprend que 70% des implantations de logiciels sociaux à l’interne sont des échecs. Trop d’entreprises, selon Socialtext, ont adopté l’approche entreprise 2.0 seulement pour faire partie de la parade. D’où la nécessité d’établir au départ une stratégie avec des objectifs d’affaires clairs qui peuvent être mesurés d’autant plus facilement."
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Les départements les plus propices à améliorer leurs processus formels avec des outils sociaux sont ceux où les indicateurs de performance sont peu élevés, où tout le monde procède à sa façon sans savoir comment font les meilleurs d’entre eux et où on réinvente la roue au lieu de profiter du travail déjà accompli.
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Les départements les plus intéressants pour introduire des processus informels de collaboration en ligne sont ceux où les gens ont beaucoup de difficultés à se coordonner quand le rythme de leurs activités devient trop rapide. Les détails tombent dans les craques faute d’un partage efficace de l’information.
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Why Process Barfs on Social
"In fact, Ill go further: The ‘Its the early days’ argument just doesn’t stand up. No different from the plethora of consumer services that we all use (Twitter et al), first impressions are lasting impressions in the enterprise setting as well. As participants, we make up our minds very early about the usefulness of a program, technology or service. And so if intent, incentive, context and usability are not hard coded into the effort from the get go, its never going to have the required street credibility, no matter how much time and money you throw at adoption. "
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The problem is that, in the context of E2.0, there’s little discussion around performance objectives where social computing constructs and technologies can move the needle on discrete but large scale business solutions
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Following that we ran sessions that addressed delivering tangible value in the context of known functions and processes in the enterprise: purpose driven collaboration, reducing customer support costs via social concepts and improving product innovation via social concepts. No tools, no features and frankly no adoption. Just performance acceleration via strategic process and performance alignment – topics that are central to the consulting work that Oliver and I are involved in and frankly those that need to dominate the discussion around Enterprise 2.0 (detailed below).
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SAP’s Gravity Prototype: Business Collaboration Using Google Wave
"The prototype was featured at the SAP TechEd event in Phoenix this week, and one team at the Business Process Design Slam event have posted on their experience of using the tool, using it to automate business processes related to forming a virtual community-based power plant made up of resident’s personal solar wind generation."
Social Business Design
"This is why Social Business Design matters, allowing companies to:
* Articulate the approach to creating a social business: “intentional creation of dynamic and socially calibrated systems, process, and culture.”
* Utilize a mutually exclusive, collectively exhaustive framework for analyzing the current state of business via four archetypes: ecosystem, hivemind, dynamic signal, and metafilter.
* Outline how functions can apply social business principles within their areas of practice: customer participation, workforce collaboration, and business partner optimization."
Hidden costs of unstructured processes
"Gartner defines unstructured processes as “work activities that are complex, nonroutine processes, predominantly
executed by an individual or group highly dependent on the interpretation and judgment of the humans doing
the work for their successful completion”, and notes that most business processes are made up of both structured and unstructured processes. Unstructured processes are costing organizations a lot of money in lost productivity, lack of compliance and other factors, and you can’t afford to ignore them. "
Thoughts on Sales 2.0 from Lee Levitt
"From my perspective, Sales 2.0 is not about technology. It’s about improving the capabilities of the seller and the organization behind the seller. Technology is just one of the components of improved sales productivity. The primary component is improved processes. With a healthy focus on what works and what needs improving in the sales organization, executives can identify the processes that must be improved. Then and only then should technology be brought in to ensure that those processes scale"
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Sales people spend way too much time searching for information, giving up and creating sales assets on their own (assets that typically exist elsewhere in the organization).
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Sales 2.0 empowers sales people with simple, efficient access to information about customers and prospects already in context, usable from the start. Pulling this information together, analyzing it, cleaning it, ensuring that it is relevant — these activities should be done by a centralized group and then provided to the sales person or team at the right time — just before a call planning session.
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Networked community management
Online work team environments do not and cannot have this level of complexity or work would not get done in the manner that those paying for it would like. The work may be complicated but there are rules, boundaries and processes. Work groups need managers who can direct activities in order to achieve goals. This type of work is collaborative.
The Front End Of Innovation Challenge
In my talks with innovation leaders on this, the issues evolve around the funnel system and stage-gate like models; how to identify the ideas and get them from one stage to the next. Another key issue is how you organize for this. It is my experience that companies often make a couple of mistakes on this. They are:
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1. Too much focus on internal sources
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2. Too much focus on ideas and too little on processes and people
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What Enterprise Could Learn From AI Research History
The analogy itself between neural networks and a real community-based company is striking, and so are the similarities between the limitations of this approach and some Enterprise 2.0 concerns. Neural networks encountered two big problems: relevancy and convergence (they couldn’t ensure to converge onto the desired pattern, and sophisticated training techniques, such as back-propagation, were necessary to ensure convergence). Social media are facing the very same problems in the enterprise: how could we ensure that communities lead to the right consensus for applicable decisions to be taken? I evoked some possible trails in my last post, and this is a crucial point.
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Should, and will, the Enterprise 2.0 follow the same track as AI did? If so, next move would be to get rid of the big business processes we all know, and replace them with micro-processes applicable at individual scale. For instance, the way Japanese coworkers are able to make a consensus emerge from community-based workshops, one of the pre-requisite of Kaizen, rely on their heavy sense of “doing the right thing”. To set up such micro-processes is a radical move from where we are and where the most daring organizations try to go,
Salesforce Pushes Social CRM Technology –But Don’t Expect Companies To Be Successful With Tools Alone
Salesforce launches a new set of social apps that make CRM connected to the social web. So what does it mean?
Salesforce’s Twitter integration and application launch helps brands monitor what’s being said. Yet despite the fanfare, the application lacks a pre-determined way to identify the profiles of Twitter profiles and primary keys within the CRM database. Secondly, the system doesn’t provide a default setting to prioritize the influence (such as more followers) vs a profile with few followers –limiting the ability for brands to prioritize their support offerings.
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Despite Salesforce’s technical announcement, this doesn’t mean success for their customers. Technology is only 20% of any enterprise change, the other 80% is culture, process, roles, and strategy change –key requirements that Salesforce is not equipped to provide.
Thoughts on Socializing Change in Innovation Initiatives
The success factors of socialization are well-documented — we all know the guidelines but often treat them as just another task in a big initiative. Socialization implies a deeper commitment than most organizations acknowledge - in fact, socialization, its actions and its attitudes may be the most complex part of innovation. Here are a few throughts on socializing change.
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Key owners and sponsors must “sign up” for change. Many teams take appropriate steps and even ask sponsors to sign an approval document. But, sign up goes beyond approval meetings and documents. The team leading the initiative must ensure that owners and sponsors know exactly what they’re signing up for -
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, educate the business and operational leaders first. Train these leaders to a level of competency that ensures they can hold their employees accountable for rapidly adopting new processes, methods, tools, etc
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Netflix: « Plus l’entreprise grandit en taille, plus nous donnons de liberté à nos employés »
Quand une organisation croît en taille, constate Netflix, son fonctionnement devient plus complexe. La direction tend souvent à réagir de la même façon: plus l’organisation grandit, plus elle resserre le contrôle sur ses employés, via Netflixslide des procédures sans cesse plus strictes. Le but: éviter le chaos.
En optant pour cette voie, le management pave toutefois le chemin d’une nouvelle difficulté. Les talents fuient les procédures rigides qui laissent peu de place à la créativité. Soit ils se détournent de l’entreprise. Soit ils passent en mode passif et ne s’investissent plus qu’un minimum.
Sur le court terme, le resserrement des processus peut avoir un impact positif sur le résultat. L’effet, toutefois, n’est pas de longue durée. L’organisation génère des foyers d’inertie. Les employés, valorisés par rapport à l’application des processus actuels, résistent au changement.
Or, l’environnement économique est mouvant. De nouvelles technologies et de nouveaux concurrents apparaissent sans cesse. L’entreprise ne parvient plus à s’adapter assez vite aux nouvelles circonstances de marché.
The Nexus of Defined Business Process and Ad Hoc Collaboration
ECM enables controlled, repeatable content publication processes, whereas social software empowers rapid, collaborative creation and sharing of content. There is a place for both in large enterprises. Sameer’s suggestion was that social software be used for authoring, sharing, and collecting feedback on draft documents or content chunks before they are formally published and widely distributed. ECM systems may then be used to publish the final, vetted content and manage it throughout the content lifecycle.
PRaaS, PRocessus as a Service
Un PRaaS possède quatre caractéristiques de base :
- Un service disponible sur le Cloud.
- Propose une réponse complète pour gérer l’intégralité d’un processus.
- Concerne non seulement l’entreprise, mais aussi des acteurs externes, clients, fournisseurs ou prestataires.
- Est utilisable directement par des personnes des métiers concernés, sans nécessiter l’intervention d’informaticiens de l’entreprise.
Don't confuse Enterprise 2.0 with social computing concepts
Earlier this week, a post by Thomas Vanderwal on Microsoft SharePoint 2007 caught fire on Twitter and a few blogs. What started as a spirited discussion on whether Sharepoint is a respectable Enterprise 2.0 offering or not, quickly turned into a debate on Enterprise 2.0 definitions. Mike Gotta masterfully jumped in front of the parade and steered it hard right, questioning whether Enterprise 2.0 is even a category or a rather, a philosophy around the use of social computing within existing business processes. With due respect to Forrester, I’m convinced it’s the latter.
In preparation for a meeting with an old client next week about social computing and the opportunities it presents for lead generation and sales operations, this discussion could not have been more timely for me. Here’s how I see it:
These are social computing concepts. Not Enterprise 2.0.
Broader E2.0 Horizons
Most tools labeled Enterprise 2.0 just scratch the surface of enabling people to change the way they work, but not necessarily change the work itself. Indeed as John Tropea (@johnt) suggests the greatest natural adoption of these tools is using them to work around existing business processes. Creating Enterprise 2.0-class software that can fundamentally change business models and operations is a whole different beast.
Simplicity: The Next Big Thing
But simplification is not the norm, and that's a problem. The world is complex enough without human actions making it more so. We have been paying a price for too much complexity, creating -- or allowing -- so much variety that it is hard to sort through it, and adding so many loops to the chain that no one feels personal responsibility for the whole system or even comprehends it fully.
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