changing incentives for knowledge workers in the social enterprise
DESCRIPTION
Keynote presentation at the APQC Process Conference, Houston, October 2013TRANSCRIPT
Sandy Kemsley l www.column2.com l @skemsley
Changing Incentives For
Knowledge Workers In
The Social Enterprise
APQC Process Conference
Houston 2013
Agenda
l How the enterprise became social
l The disconnect in adoption of new
methods and tools
l The culture and management mandates
l The technology mandate
Copyright Kemsley Design Ltd., 2013 2
How The Enterprise
Became Social
The shift in enterprise processes, attitudes and goals
Copyright Kemsley Design Ltd., 2013 3
Factor #1:
The Nature of Work Changed
Routine Work
Execute transactions
Efficiency
Compliance/standardization
Process improvement
Automation
Knowledge Work
Solve problems
Collaboration
User-created processes
Assist human decisions
Collect supporting artifacts
Copyright Kemsley Design Ltd., 2013 4
Collaboration In The White Space
Of The Organization Chart
Copyright Kemsley Design Ltd., 2013 5
Source: Luc Galoppin, “Social Architecture: Raising the Bar for our Profession”
Balancing Hierarchy And
Community To Get Things Done
Copyright Kemsley Design Ltd., 2013 6
Source: Luc Galoppin, “Social Architecture: Raising the Bar for our Profession”
Factor #2: Tool Capabilities and
Expectations Changed
l Consumption
l Participation
l Creation
l User experience
l Access anywhere
Copyright Kemsley Design Ltd., 2013 7
Factor #3:
Information Everywhere
l No longer an age of information scarcity:
l Businesses have rich customer context through
analytics and integration
l Customers have competitive business
information
l Wide range of public information
l Productivity is in analysis and connectivity
Copyright Kemsley Design Ltd., 2013 8
External Social Presence Linked
To Core Business Processes
l Changes the customer relationship
l Extends the ends of the process
l Increases external collaboration
l Forces operational transparency
Copyright Kemsley Design Ltd., 2012 9
Result: The Social Enterprise
Social Feature Enterprise Benefits
Collaboration Exploit weak ties for knowledge
sharing and social feedback
= Improved decision-making
User-created
content
Use and capture tacit knowledge
= Improved processes
Transparency Provide context for work
= Improved problem-solving
Copyright Kemsley Design Ltd., 2013 10
11 Copyright Kemsley Design Ltd., 2013
What Do Social Enterprise
Processes Look Like?
Real-life benefits of collaboration and user-created content
Copyright Kemsley Design Ltd., 2013 12
Social In The Flow Of Work
l Social features built into enterprise
business processes
l Collaboration on demand
l Zero-training UI for occasional collaborators
l Informational visibility and sharing
l Situational applications based on
enterprise APIs
l User-generated processes and content
Copyright Kemsley Design Ltd., 2013 13
Collaborative Process Modeling
l Multiple people participate in process discovery, modeling and documentation
l Internal and external participants
l Technical and non-technical participants
l Preserves institutional memory
l Facilitates cross-silo collaboration and innovation
Copyright Kemsley Design Ltd., 2013 14
Collaborative Process Modeling
15 Copyright Kemsley Design Ltd., 2013
Dynamic Process Runtime
l User can add participants from own
network or recommended expert
l Non-participant can opt-in to process
l Audit trail captured within BPMS
l Eliminates uncontrolled email
processes
l Captures patterns for
process improvement
Copyright Kemsley Design Ltd., 2013 16
Copyright Kemsley Design Ltd., 2013 17
Process Activity Streams
l Timeline of activity for social monitoring
l Process models during creation
l Process instances during execution
l Publish/subscribe model to “watch” certain
processes or event types
l Direct link to underlying process model or
instance for unsolicited participation
l Usually mobile-enabled
Copyright Kemsley Design Ltd., 2013 18
Process Event Streams
19 Copyright Kemsley Design Ltd., 2013
Collaboration at
Bank Of Tennessee
l Service-focused regional bank
l Mortgage process before BPM:
l Manual, paper-based
l Long process with bottlenecks and errors
l Many exceptions, constantly changing
l Limited visibility and audit trail
l Search for social collaboration and BPM
platforms merged
Copyright Kemsley Design Ltd., 2013 20
Source: Will Barrett, Bank of Tennessee, “Worksocial Pays Dividends”
A Social Mortgage Process
Copyright Kemsley Design Ltd., 2013 21
Bank Of Tennessee: Benefits
l ROI based on social and BPM
l 30% faster to complete process
l Reduced errors
l Process activity stream user interface
l Unified communication channel
l Faster, more efficient actions in place
l Increased adoption/decreased training
l Improved visibility and audit trail
l Critical SLAs visible for action
l Entire process within BPM Copyright Kemsley Design Ltd., 2013 22
User-Created Content at
Norwegian Food Safety Authority
l Ensuring food safety, animal/plant welfare:
l Scheduled inspections and events
l Emergency response
l Maintain food safety history
l Apply complex regulations
l Case folder with dynamic worklist
l Case = person/establishment, e.g., farm
l Tasks created dynamically as required,
manually or triggered by events
Copyright Kemsley Design Ltd., 2013 23
Source: Computas
Copyright Kemsley Design Ltd., 2013 24
NFSA: Dynamic Task Selection
Copyright Kemsley Design Ltd., 2013 25
NFSA: Benefits
l Entire food safety history for each
establishment
l Two dynamic case management modes
l Control activity module for regular activities with
full domain data
l Emergency response module with alerts and
follow-up tasks
Copyright Kemsley Design Ltd., 2013 26
The Social Dilemma
What is limiting the adoption of social enterprise processes?
Copyright Kemsley Design Ltd., 2013 27
Fear Of...
l ...assuming responsibility for collaboration
l ...having to share credit for work
l ...appearing weak for requiring collaborators
l ...not getting credit for time spent collaborating
l ...helping the competition
l ...losing control over a process
l ...opening access to information
l ...fluid, non-hierarchical roles
Copyright Kemsley Design Ltd., 2013 28
Misaligned Business
Goals And Metrics
l Executives want
collaboration across
silos; management
required to get work
done on time
l Process performance
indicators measure
efficiency, not service
levels
Copyright Kemsley Design Ltd., 2013 29
The Employee Incentives Conflict
Copyright Kemsley Design Ltd., 2013 30
“When an organization doles out bonuses,
raises, awards and promotions based on
individual contributions, what’s the carrot
for social participation?” -- Gia Lyons, Jive Software
Do the right thing
What’s in it for me?
Misaligned Employee Incentives
l Incentives based on job description, not
value of contribution
l Incentives reward individual efforts, not
collaboration
Copyright Kemsley Design Ltd., 2013 31
Creating A Culture That
Rewards Knowledge Work
Mandates for organizational culture, management and technology
Copyright Kemsley Design Ltd., 2013 32
Participatory Culture
l Time and resources explicitly allocated
l For collaboration and co-creation
l All stakeholders expected to participate
l Appropriate tools provided
l Input considered regardless of level and
technical skills of participant
Copyright Kemsley Design Ltd., 2013 33
Transparency And Openness
l Allow internal users to see all information
l Set open as default, override for specific
exceptions
l Allow access to external stakeholders
l Customers, business partners should see their
own information
l Enables easier knowledge dissemination
l Provides context for problem-solving and
collaboration
Copyright Kemsley Design Ltd., 2013 34
Management Style Of Trust
l Allow workers to deviate from pre-defined
workflow when appropriate
l Management must allow sufficient autonomy
l Workers must feel comfortable
creating/modifying processes
l Allow workers to collaborate with resources
of their choice
l Assign work or ask assistance
l Internal and external
Copyright Kemsley Design Ltd., 2013 35
Rewards And Incentives
l Set expectations for participation
l Reward for collaboration and process
improvement
l Reward for customer service over
efficiency
l Reward teamwork over individual effort
Copyright Kemsley Design Ltd., 2013 36
The Future Of Social
Enterprise Incentives
The technology mandate
Copyright Kemsley Design Ltd., 2013 37
Enterprise Social Scoring
l Peer recognition
l Gamification
l Social graph connectivity/strength
Copyright Kemsley Design Ltd., 2013 38
Using Collaboration Metrics
l Detect and analyze social graph
l Boost signal of weak ties
l Measure contributions to community
l Social score
l Successful performance of task
l Recommend collaborators based on
reputation
Copyright Kemsley Design Ltd., 2013 39
Problem-Solving Metrics
l Customer satisfaction
l Time to resolution
l Correlate quality of decision with degree of
collaboration involved
Copyright Kemsley Design Ltd., 2013 40
Next-Generation Social Analytics
l Evaluate (and reward) collaborative
behaviors that:
l Are aligned with organizational culture
l Get work done
l Assist others to achieve shared goals
l Resistant to “gaming” by workers
Copyright Kemsley Design Ltd., 2013 41
Summary
Copyright Kemsley Design Ltd., 2013 42
Summary
l Enterprise processes are social, whether
you admit it or not
l Misaligned goals and incentives will reduce
success of outcomes
l Organizational culture and management
style may need to shift
l Core social process technology is in place,
but metrics are still catching up
Copyright Kemsley Design Ltd., 2013 43
Sandy Kemsley
Kemsley Design Ltd.
email: [email protected]
blog: www.column2.com
twitter: @skemsley
Copyright Kemsley Design Ltd., 2013 44
Slides at www.slideshare.net/skemsley