Changing Incentives for Knowledge Workers in the Social Enterprise

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


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


Collaboration In The White Space

Of The Organization Chart


Source: Luc Galoppin, “Social Architecture: Raising the Bar for our Profession”

Balancing Hierarchy And

Community To Get Things Done


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


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


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


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


11 Copyright Kemsley Design Ltd., 2013

What Do Social Enterprise

Processes Look Like?

Real-life benefits of collaboration and user-created content


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


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


Collaborative Process Modeling


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



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


Process Event Streams


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


Source: Will Barrett, Bank of Tennessee, “Worksocial Pays Dividends”

A Social Mortgage Process


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


Source: Computas


NFSA: Dynamic Task Selection


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


The Social Dilemma

What is limiting the adoption of social enterprise processes?


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


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


The Employee Incentives Conflict


“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


Creating A Culture That

Rewards Knowledge Work

Mandates for organizational culture, management and technology


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


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


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


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


The Future Of Social

Enterprise Incentives

The technology mandate


Enterprise Social Scoring

l Peer recognition

l Gamification

l Social graph connectivity/strength


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


Problem-Solving Metrics

l Customer satisfaction

l Time to resolution

l Correlate quality of decision with degree of

collaboration involved


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


Summary


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


Sandy Kemsley

Kemsley Design Ltd.

email: [email protected]

blog: www.column2.com

twitter: @skemsley


Slides at www.slideshare.net/skemsley

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