by Jon Husband
March 25, 2010 at 1:08 pm · Filed under
2.0 Design Thinking, Change, Collaboration, Connected Enterprise, Dead Paradigms, Enterprise 2.0, Enterprise Social Computing, Organizational Design, Social Computing, Trust, User Revolution, Web 2.0
As some FASTForward readers may know, I’ve worked with organizations on human resources, organizational/work design and organizational effectiveness issues for most of the past two-and-a-half decades.
I’ve also been reasonably deeply involved for the past decade with the evolution of the Web and networks and how they impact knowledge work, work design, collaboration, knowledge management, and individual, group and organizational learning.
I wrote this short burst of one-pagers a few years ago in an attempt to be succinct but pithy about the range of changes we all are or will be experiencing as the interconnected environment in which we carry out work contiues to spread and penetrate the inner workings of organizations. I’ve changed a few words here and there to reflect that we’re now in 2010.
I’d love to know what you think, and what I’ve missed or need to change.
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1. Customers, employees and other stakeholders are all interconnected, and have access to most, if not all the information that everyone else has
This fact has large implications for any organization. It means that you can’t hide – anywhere.
Michael Schrage of MIT puts it very succinctly:
“Networks make organizational culture and politics explicit”
It’s essential, in this interconnected age of instant accessibility to information and knowledge, that as a leader and manager you are aware of the potent force that is contained in networks of connected information and people.
The implications are clear.
People have to understand and believe in what an organization is doing, why the organization is doing what it does, and how it’s doing it.
The messages from leaders have to be clear and believable, and the culture that carries out the organization’s mandate and mission has to be flexible, responsive and open.
Fear and cynicism, being driven to perform – as opposed to being invited to contribute your best – can’t carry the day.
2. The organization chart usually reflects power and politics in the organization … more often than not, customers and employees find work-arounds to create the experiences that delight
Most organization charts reflect an organizational design that is intended to deliver a strategy developed by a small group of people sitting on the top of an organization
Evaluating and ordering jobs in terms of their size and importance is often used to implement the organizational design
Most methods of job evaluation use factors, logic and language that were developed in the 1950’s and 1960’s – perfect for the Industrial Age, less than perfect for the interconnected Information Age.
Often, reporting relationships and chains-of-command get in the way.
Why do you think the Dilbert comic strip has been so successful for so long ?
Probably because people know that lots of time, energy and effort is expended keeping bosses happy – usually at the expense of customers.
Many managers aspired to, and spent the last twenty years, learning how to become “bosses”. Do you know what prison guards are called by the inmates ?
You guessed it – Boss
3. People interconnected by the Internet and software have ways of speaking to each other – and so they do that – all day long
People communicate. That’s what people do.
They share jokes, they send around interesting e-mails and web sites, they help each other get things done.
The nature of work in the Information Age has changed – dramatically. And it’s likely that the nature of work will keep changing.
If you want to see what work might look like – watch developments in the usability and usefulness of blogs and wikis. Watch younger people as they bring the gaming mentality into the workplace and watch how they communicate using cell phones, e-mail, and IM and the (eventual) derivatives of podcasting.
Watch, too, for developments in telepresence.
Employees are people, too. They communicate just like all the other real people, in Social Networks. They’re the ones communicating with your customers and shareholders.
It’s essential for an organization’s success, and the personal success of each and every one of those employees, that they feel proud of what they communicate. They want to be engaged in positive ways in making a meaningful contribution – to the customers, to themselves and to their fellow employees.
4. Champion-Channel-Coordinate replaces Command-and-Control
Thousands of articles have talked about how command-and-control dynamics are less than effective in the new set of interconnected conditions found in the workplaces of the Information Age.
Remember how you felt (or feel today) when commanded by a parent or other authority figure?
All too often, going to work in today’s organizations feels like re-living the adult version of that experience.
Not all organizations are like this – but fewer and fewer of tomorrow’s organizations will be able to function effectively if command-and-control remains the dominant dynamic.
Coaching has become an important response to changing this dynamic. Coaches help leaders and managers listen better, respect other people more authentically, and become more effective at striking a balance between:
Clarity and Decisiveness … and … Flexibility and Openness
As change swirls and complexity keeps on growing, champion-channel-coordinate helps good ideas and effective responses come to the surface, be examined thoroughly, and get implemented.
Effective leaders and managers know how to (or learn how to) champion, channel and coordinate.
Bosses are different than leaders and managers – as both a conceptual construct and in the lived experience found in our relationship with them.
5. Conversations are where information is shared, knowledge is created and are the basis for getting the right things done
Human beings have been having conversations since time began. That’s how we’ve figured out all of the things we’ve invented and how we govern ourselves. It’s how we’ve gotten to how we are now.
In the Industrial Age, reporting relationships, and the assumption that the dog on the top of the heap knew more than all the other dogs, were the formalized structure for conversation. It doesn’t work very well this way, anymore.
The only way to deal with ongoing change is to create and sustain effective conversations – with your customers, with and amongst employees and with everyone else.
Sharing information, and creating new knowledge, in order to respond to ongoing change, is the only way that will work from here on out.
The structure, tools and culture of organizations will have to honor this fact.
There’s no other way it’s going to work.
6. Trust, Transparency and Authenticity are the glue that holds it all together
People want to trust, they want to believe – even in the face of large amounts of evidence that the system is being manipulated in the favor of a select few
In North America, we’re still trying to shake off the disbelief about the blatant dishonesty and fraud demonstrated by some corporate (and governmental) leaders. We actively do not want to believe things may be as corrupt as they seem … institutionalized dishonesty and deceit.
We don’t want to believe that these attitudes and behavior might be more widespread than is apparent, yet somehow we have a feeling that the common corporate culture rewards and supports this possibility.
Many people – checking their 401K’s or stock portfolios, or looking back at the job(s) they’ve lost – feel at best disrespected and at worst enraged that they have been taken advantage of.
The interconnectedness of the Web has created a means for people to challenge blind authority, and to push back. If their trust is abused, many will use this to establish their own authority or fight back
Let’s understand one thing … when people who have been abused decide to get organized and push back, they become a potent force.
Interconnectedness is a potent force for creating transparency and demanding trust, and many are just now learning how to use it more effectively.
7. The Workplace of the Future will be more diverse – in terms of demographics, values, gender, race and language
In the midst of all the interconnectedness and sharing of information, the composition and shape of the workplace will keep changing.
North America and Western Europe are landscapes of a changing population – different waves of immigration keep coming, and each new generation brings fresh change to the workplace. The workplace of the near future will be a sea of people from a wide range of countries, cultures and languages – and they will all be interconnected.
The range of diversity brings with an equally wide range of beliefs, values and reasons for working.
This emerging mix will bring new dynamics of relationship into the workplace – both online and offline
Learning to listen, respect and champion-and-channel will be an essential competency for success.
8. New, integrated and sophisticated technologies are being developed and implemented – and the knowledge workers of tomorrow will be more interconnected than ever
Web 2.0 has found its way to the workplace – it’s an infrastructure that’s decentralized and more open … and therefore more complex in terms of human dynamics … than that which came before.
Remember Napster ? The workplace versions exist and may be coming soon to a workplace near you. Indeed, the wider conversation about blogs and the workplace is only growing, and acquiring useful examples.
Many forms of “smartware” are also on the runway, getting ready to take off. New tools are absolutely essential to deal with the overload of information that already exists – and grows more daunting with each passing week. This “smartware” will find its way into the workplace.
Smartware will either “dumb things down” (entering information, and the system does the rest), or “smarten things up” (helping people collaborate and create new knowledge).
Many of these tools will add capability and functionality to the continuing need for effective collaboration – and so will make collaboration more and more possible.
More technology-supported collaboration will in turn increase the need for effective leadership and coaching – champion-and-channel will become more necessary than ever. The game will get sharper again.
Adapting to the new tools will require new forms of social interaction in the workplace. As change keeps coming, and work activities become more interdependent, the required adaptation will become more social and cultural in nature.
9. We’re All In This Together
The interconnected Information Age is showing us that we’re all linked together – and that the whole system matters. Systems thinking is not new .. but the spread of networks makes it effects, impacts and challenges more visible and more immediate.
This applies to organizations, to networks of customers, suppliers, employees and communities, to our societies and to the planet.
New language for this principle is popping up everywhere – knowledge networks, intranets, communities of practice, systems thinking, swarming, social software, social networks, tipping points.
Awareness is the key. Maintain an “open focus”.
Being aware of yourself, others and the effects of your actions and ways of being in relation to others is a fundamental requirement in these conditions.
10. There’s No Going Back to “Normal” – Permanent Whitewater is the New Normal
It’s almost trite to say this – the only constant is change.
However…over the past 15 years or so, there have been enormous amounts of energy spent resisting change – waiting and hoping for things to go back to “normal”.
It won’t happen. It’s useful to acknowledge and accept this, and get started … at learning how to learn, and equipping yourself for constant adaptability.
It’s a good – but not the only – way forward.
At the same time, you won’t survive by trying to make yourself into a chameleon. You can’t be all things to all people.
Connecting to your self – your values, your ways to build and acquire knowledge, and understand and use your intuition – is in my opinion the only way to go.
by Paula Thornton
September 8, 2009 at 4:59 pm · Filed under
Dead Paradigms, Enterprise 2.0
Are there people who are perfectly willing to talk about potential change that business needs to go through, until it impacts them directly, or fundamentally challenges the basis of activities their career is founded upon? In the 2.0 economy we repeatedly find examples of what happens when a business tries to ‘control’ conversations. In the interest of giving ‘place’ to a conversation that was shut down just as it started, I bring attention to it here.
People comfortable in a pre-2.0 era mindset appear to be uncomfortable with conversations that challenge the status quo. Heck, while I don’t necessarily agree with his approach, it was clear that many of us agreed with some of the rants that Dennis Howlett recently lodged against Enterprise 2.0 (and for which he sent out a tease today of more to come). Conversations such as these are critical. We must relish talking through the issues and making sure that we’re not just a bunch of bobbleheads not sure what we’re agreeing to and not willing to challenge everything that we embrace as assumptions (including the ways we’ve been used to doing business).
One of the principles that we support is that conversations need to be allowed to work themselves out — they need to be self-policing (with allowance for community ‘regulation’ — the level of ‘control’ that everyone agrees to). This is based on a reality that ‘flaming’ behaviors actually have a tenancy to burn themselves out (individuals are not taken seriously). In many cases, what is perceived as flaming is often mistaken passion and outright wrong conclusions being jumped to (we’ve all seen how quickly that can happen on Twitter due to limited context). Assuming that a blog post is not intended to initiate conversation, is clearly pre-2.0 thinking. Putting an end to conversation does not add to the understanding, nor does it allow for individuals to exercise their own ability to grow in the skills of ‘agreeing to disagree’.
Indeed, enabling such conversations to take place is fundamental to the entire 2.0 paradigm. So many times there are individuals who talk about making sure we spend more time in ‘live’ interaction. Clearly a balance in all things is relevant. But I’m beginning to suspect that we’ve suppressed our conversations for so long that we’re not really good at knowing how to have real dialog. You’ve likely been on those project calls where there is so much that goes unsaid, because everyone assumes that there is not enough time in the meeting to deal with the real issues — but then, they likely never get resolved. Sure, they might get ‘mitigated’: two people get together and work out some agreement that does not often include an individual that is critical to the conversation. Businesses are replete with unhealthy human behaviors — things that are ‘culturally’ acceptable as they reinforce all behaviors related to ‘not rocking the boat’. In psychology, suppressing such realities lead to any variety of psychoses. Never mind the fact that the boat is sinking.
Creative dissonance (perturbation) is fundamental to the principles of bifurcation (the precursor state to emergence) — a fundamental concept of complexity that not only is fundamental to the unstable ’shift’ we find ourselves in right now, but is also critical to similar ’shifts’ needed for all innovation. Yes, the noise of ‘feedback’ in a sound system is painful to our auditory sensibilities, but it’s a sure means by which someone is going to ‘fix’ the situation. The business reality is, it is often not economically feasible to grease the wheel until it starts squeaking. Enterprise 2.0 is the means by which to allow for considering squeaking wheels — sure we might grease it, but we darned well better be looking at whether or not it’s also about to fall off.
I welcome the addition of references to this post that reference things we need to consider to be able to be more successful at working through such dissonance — the things relevant to healthy dialog. Such references are essential for creating related E2.0 governance models. We’re not used to calling out such things as ‘conditions of use’, as part of the ‘deliverables’ — but for 2.0 they’re critical.
by Rob Paterson
April 17, 2009 at 9:02 am · Filed under
2.0 Business Model, 2.0 Design Thinking, Adoption, Barriers, Change, Clayton Christenson, Dead Paradigms, Enterprise 2.0, FASTforward'09, Innovation, Innovator's Dilemma, Marketing, Ning, QuickTax, Social Media, Trusted Space, User Revolution, Web 2.0, Web Advertising, Web Services, YouTube, Zombies
The Dominos “YouTube Adventure” last week – when a couple made a disgusting video of what they did in making a Dominos Sub – is I think a “Rubicon” moment. Not just for Dominos, who had already put their toe into the river of Social Media but for every enterprise. (Excellent revue here by Frederic Lardinois from Read Write Web on what happened + Stats + Dominos response + an analysis)
All your customers, voters, members, suppliers – the public are now linked. Newsworthy events that are good and bad will spread like wildfire. Look at the “Good” event of Susan Boyle – as of this date 20 million views in less than a week!
The Rubicon is that – whether you like it or not – the public are now linked so well, that anything said about you will now spread everywhere and very quickly. This linkage, and hence the speed and immediacy of the spread, can only get wider and faster. Maybe, in a few months, events that affect you will spread instantly to everyone. What will spread the fastest of course will be the bad things.
So the new reality is that it is what others say that will matter not what you say. So your reputation – your brand – the trust you have – is now not longer easily or directly controlled by you.
You have to be swimming in this river to have any chance of protecting your name.
As with Dominos – using the new social media tools is not enough. You will have to understand and become a master of how to live and do well in thus new world.
Compared to many today, Dominos were somewhat ready. But even then – I think because they had only installed the tools but not the culture – they were awkward. They were late in catching their problem. Late in a their response. Stilted in their response – they did not understand that a scripted response is not going to help much.
They were still operating the new tools with the old culture.
They gave their CEO a script. He read from the prompter and did not make emotional contact with the audience. But Dominos still did well compared maybe to you! For do you even have the tools?
But of course it is not just about the tools. The issue is that you can no longer control. So their new plan is of course the old plan – “let’s control the store”. Their key response is to ban video cameras from their stores! This means a ban on cell phones really and how practical can that be?
The only effective response will be to get into the river with everyone else and get really good at how to behave in this new river. It will be to become so engaged that the conversation can be affected or shaped. You have to be a trusted part of the conversation to do this. You cannot just barge in.
Dominos and you will have to unlearn and put away all of what made old PR work. For all of PR up to now has used “Message” – a tightly controlled and scripted response where the text is key. Now you have to use “Presence” – an emotional message where the authenticity of the humanity of the “speaker” carries the point. Volts versus Amps.
This River will soon operate at the speed of light. To protect your name, you have to be a major presence in the river now. You have to merge with the river so that your nervous system is acutely attuned to the slightest hint of trouble. The leverage is Trust. Only a trusted player in the river will have any chance of settling down the ripples.
To have the Trust, you need to be known. To be known, you have to be a person and not an institution.The people that represent you in this river have to be free people who can be trusted. They have to have won the trust of the river. If trouble occurs, they have to respond immediately without a script. They have to be empathic and not controlled.
This role is foreign to institutions who are all about control. The answer are not the tools but the culture.
The error is to see your participation in Social Media as having the right Tools. “We use Twitter!” is a meaningless statement. Hey you can give me all the tools I would need to fix a car and I still will not be able to fix a car. Worse you can give me an airplane to fly and I will crash every time. The people who work for you in this field have to be the real deal. You would not hire a CFO who did not know her stuff?
Why simply tell your existing PR folks who know nothing about this – in fact who hate it – to take over? All of how PR, Research and Marketing has been done until now will have to be unlearned. Traditional PR, Research and Marketing folks will feel very uncomfortable and will do what all prior paradigm leaders do when confronted with the real future. They will undermine and fight it. They have to. For this is their nemesis.
The context for this decision is that the old world is dying. Here is how Coke is responding:
ATLANTA: Coca-Cola has created a new office of digital communications and social media within its public affairs and communications department. Clyde Tuggle, SVP of corporate affairs and productivity at Coke, noted “mass media is declining in importance,” when introducing the new department in a memo to staff, which the beverage manufacturer shared with PRWeek.
“Our future success depends on our continued ability to connect people to our brands and our Company all around the world, one person at a time,” Tuggle wrote. “Our new office of digital communications and social media will help us become even more comfortable and effective in these new spaces.”
The new unit will work in collaboration with global interactive marketing, IT, and consumer affairs, as well as legal and strategic security.
Adam Brown, digital communications director, and Anne Carelli, digital communications manager, will have oversight of corporate digital and social media communications efforts. Both Brown and Carelli will continue ongoing training programs, such as “Training Byte” online videos, in addition to “more robust” programs through its new PAC Institute.
The ideas in the new world that will have to be learned anew include these:
- Listen before you Speak – The New Tools allow you to hear the slightest tremor. Last week I Tweeted that I had done my taxes and that I had used QuickTax. Within minutes QuickTax had responded with a thank you. A week earlier I Tweeted that I had had a problem with accessing Ning. Within minutes a customer service person from Ning contacted me and worked over the weekend to solve my problem. If you cannot do this – you are not in the game. In future, most of your research will operate in real time without you having to ask any questions. Your new job will be to listen minute by minute and to have tools and people that can make sense of the stream. Not only to make sense of what you hear but also to shape the stream. QuickTax is responding to every mention good or bad. An early and a personal response, can settle a problem that could become a crisis. Such a strategy dramatically reduces your costs in research and brand management. Such a strategy dramatically increases your effectiveness and reduces your risks. More for less.
- Participate not Pontificate – To be heard, you have to participate. To speak, you have to lose your corporate voice. You have to lose the official tone of voice. You have to regain a human voice. This can only be done if you allow your social media staff to be themselves. They cannot be the highly controlled drones that are the standard in the corporate or bureaucratic world – many people in your organization will not be able to lose this voice. They even use it at home. Simply training old staff will not be enough. For how can you have trained people in the Shetl to be Americans? You have to live in the New World to become a citizen. To have the new voice is to be a native of the new culture that is the very opposite of the norms of the old country. As with immigrants, it will be the kids who will get it first and they will train the others. But the Bubbies will never get it. This aspect of having the new strategy work or not is the most challenging part of all of this. In the end it means, that the old culture has to die too. Maybe in the interim, you set your unit up apart from the rest and have it report to the CEO for protection. Clayton Christenson has a lot to say about this problem. For to respond to this new reality demands that you disrupt your culture. The most difficult of all acts for a leader.
- Importance – Life or Death: This is not an add on or a side show as Newspapers found – This is all about whether you are going to live or die – As the Coke folks say but more gently than I – Mass Media is dying. So then is the entire Mass Media approach to PR and Broadcast – the God-like Voice and Moses with the Text of God from on high does not work. So how important is your reputation? How important is your business or enterprise? Adopting this new way is one of the most important decisions you will make. So also having the RIGHT PEOPLE to do this for you is the second decision you will make after deciding to cross the River. Ideally you have to have them report to the CEO. Ideally the CEO needs to become immersed as well. If I can do this, aged 59 and having spent most of my working life in institutions. Then so can you. The only issue is will. Do you have the will as a CEO to move into the future?
Caesar made the call by crossing the Rubicon to end the Republic and to begin the Empire. He had the will to stake it all. There was then no going back.
Actually it is society that has crossed the Rubicon. The new interactive and participative world is now here.
Will you cross too? This is a life or death decision for you. It’s also a winning choice. Many will not be able to make this choice. Their own culture will be too powerful. If you can, you have the advantage. The earlier you move, the better you will get at this.
by Joe McKendrick
March 5, 2008 at 4:01 pm · Filed under
Change, Collaboration, Dead Paradigms, Enterprise 2.0, FASTForward '08, FASTforward08, IT Department, Messy World, User Revolution
In the old days, radicals talked about workers owning the means of production.
What about owning the means of production in today’s information age?
Bob Lewis has a 21st Century take on this: why not leave it up up to the end users to supply their own computers on the job?
Here’s the lay of the land, as Bob puts it:
“When using their home computers, end-users experience a vast array of possibilities, but at the office they operate in a very constrained space; and increasingly, ‘work/life balance’ is giving way to “‘live your life wherever you are.’”
As we’ve seen from the many insights coming out of FastForward ‘08, users need to be unleashed to get their jobs done with the tools they see fit. So why not let employees do their thing with their own PCs? As Bob Lewis put it:
“No corporate-owned PCs at all. Let employees buy their own — whatever they think they need to do their jobs. It’s Nicholas Carr’s vision in reverse: Only central IT remains. Employees take over ownership of the periphery, including responsibility for their own PC support.”
We already see plenty of instances of employees using their own mobile devices for work-related connectivity. And, countless users log in from their homes to check into the intranet or for updated communications.
Of course, the legal departments would pull their hair out at the notion of everyone bringing in their own machines to work, especially in light of fears of data being taken out the door. But if there were a way to effectively lock down data either online or offline, wouldn’t this idea make a lot of sense?
So, Bob put another idea out there — virtualize. “Give end-users two virtual machines.” One virtual machine — the corporate virtual machine — could be “buttoned-down, corporate, protected, fully supported, and strongly connected.” The personal virtual machine could be the “sandbox,” on which users can do anything their hearts desire.
by Jon Husband
February 8, 2008 at 10:16 pm · Filed under
Adoption, Blogging, Culture, Dead Paradigms, Emergent, Enterprise 2.0, Enterprise Social Computing, New Realities, Social Computing, Trust, Twitter, User Revolution, Web 2.0
Via Jeremiah Owyang on Twitter, I learned that George Colony, Forrester’s CEO, has recently started a blog (… as Rob Paterson has been pointing out, Twitter is a great place to pick what’s of interest to you out of a flow of murmurs, pointers and other snippets from a bunch of smart people)
I think Forrester has been pretty steady and early in their understanding that blogging is here to stay and will have large impacts upon marketing, PR and the evolution of knowledge work inside the enterprise. Forrester’s Charlene Li was early to the party and produced some good research about the blogging and social software phenomena in a business context …
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… and more recently Forrester had the good sense to hire Jeremiah (Owyang), a smart and well-informed fellow.
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It will be interesting to watch and read Colony’s blogging, and over time see if he, like many other people, comes to believe that it is useful to think, question and listen in public and "out loud".
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Tags: Forrester, CEO blogging, Charlene Li, Jeremiah Owyang
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