Social Enterprise By Design | Intersection Conference 2014 | Keynote by Dion Hinchcliffe
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Social Enterprise By Design | Intersection Conference 2014 | Keynote by Dion Hinchcliffe

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How should we design our enterprises for a new future? I explore the topic of how to adapt our organizations to today's technological and network realities at Intersection 2014 this week in Paris.

How should we design our enterprises for a new future? I explore the topic of how to adapt our organizations to today's technological and network realities at Intersection 2014 this week in Paris.

By deliberately engaging in design thinking while applying social business, change management, and transformation, we can create new sustainable, community-oriented businesses that can outperform. Here's how.

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Social Enterprise By Design | Intersection Conference 2014 | Keynote by Dion Hinchcliffe Social Enterprise By Design | Intersection Conference 2014 | Keynote by Dion Hinchcliffe Presentation Transcript

  • (cc) 2014 Adjuvi, LLC | Creative Commons. Some Rights Reserved. | @dhinchcliffe Adjuvi LLC 1 Social Enterprise By Design
  • ® 2014 ADJUVI 2 Introduction Dion Hinchcliffe • ZDNet’s Enterprise Web 2.0 • http://blogs.zdnet.com/Hinchcliffe • ebizQ’s Next-Generation Enterprises • http://www.ebizq.net/blogs/enterprise • Adjuvi Chief Strategy Officer • http://adjuvi.com • mailto:dion@adjuvi.com • : @dhinchcliffe
  • ® 2014 ADJUVI 3 How will the enterprise operate at the end of this decade? How will we get there?
  • (cc) 2014 Creative Commons. Some Rights Reserved. The Opportunity • Our conception of business has changed in the digital age • Evidence now shows that the industrial age model of the enterprise is in widespread decline - Including failing to engage our most important asset: Workers • We need better models to build our organizations upon • But the details of these news models are not very well captured and codified yet • How can we better capture the opportunity and change? 4
  • Framing Up the Today’s Business Environment 5
  • (cc) 2014 Creative Commons. Some Rights Reserved. The World We Work In 6
  • (cc) 2014 Creative Commons. Some Rights Reserved. The shift of power and control to communities 7
  • (cc) 2014 Adjuvi, LLC | Creative Commons. Some Rights Reserved. | @dhinchcliffe Adjuvi LLC As a result, our institutions aren’t very durable today 8
  • (cc) 2011 Dachis Group. Creative Commons. Some Rights Reserved. Dachis Group The future: The Next Generation Enterprise • Well-organized to deal with rapid change as the norm • Fostering sustainable resource flows instead of static resource stocks (infrastructure, information, people, etc.) • Fundamentally network-centric and social in the way it organizes its technology, people, and business models • Part of a much larger ecosystem that can be tapped into for growth, fueling change, and may other positive outcomes • Fundamentally embraces digital business models and the constantly emerging new delivery methods for them • Deeply applies the power laws to greatly reduce costs, increase virtually all upsides, and avoid disruption from those that are also applying them What is social? Simply it means that conversation is open, participative, and shared by default.
  • (cc) 2011 Dachis Group. Creative Commons. Some Rights Reserved. Dachis Group The Premise: The Ongoing Merging of the Enterprise and Community workforce market point-to-point interactions in legacy mediums traditional business most work is achieved off the network by owned resources digital/social convergence • New structures: Holistic business networks, borderless organizations, community-centric outcomes • New dynamics: Open (crowdsouced) business processes, collaborative economies, max scale value creation network-centric inflection point most work is achieved on the network by online communities (internal/external/hybrid) social business next-generation (digital/social) enterprise business communities
  • (cc) 2014 Adjuvi, LLC | Creative Commons. Some Rights Reserved. | @dhinchcliffe Adjuvi LLC Examples of new community-led business... 11 • Story of Valve: A major company that is entirely non-hierarchical and self-organized • Story of Intuit: A company that used mass peer production with its customers to create breakthrough customer care See case study in Social Business By Design • Story of Fold.It: An online community that solves some of the scientific communities largest problems using outsiders And open source
  • (cc) 2014 Adjuvi, LLC | Creative Commons. Some Rights Reserved. | @dhinchcliffe Adjuvi LLC A Class-Leading Example 12 “A Team-Based, Flat Lattice Organization” “How we work at Gore sets us apart. Since Bill Gore founded the company in 1958, Gore has been a team- based, flat lattice organization that fosters personal initiative. There are no traditional organizational charts, no chains of command, nor predetermined channels of communication. Instead, we communicate directly with each other and are accountable to fellow members of our multi- disciplined teams. We encourage hands-on innovation, involving those closest to a project in decision making. Teams organize around opportunities and leaders emerge. This unique kind of corporate structure has proven to be a significant contributor to associate satisfaction and retention.” Key stats for W.L Gore: 10,197 employees $3.2B revenue (2013)
  • (cc) 2014 Creative Commons. Some Rights Reserved. We’ve learned that extensively community- oriented organizations get outsized benefits 13 Source: McKinsey Web 2.0 Survey Only fully social organizations can tap into the $1.3 trillion social business opportunity
  • (cc) 2014 Creative Commons. Some Rights Reserved. But we still have many challenges • 96% of internal and external social business efforts are not connected - Source: • Yet that’s where the most value is, by far 14
  • (cc) 2014 Adjuvi, LLC | Creative Commons. Some Rights Reserved. | @dhinchcliffe Adjuvi LLC Workforce engagement is another challenge 15 The opportunity: In most companies, the majority of employees are not well engaged
  • (cc) 2014 Adjuvi, LLC | Creative Commons. Some Rights Reserved. | @dhinchcliffe Adjuvi LLC Yet the benefits of better engagement could not be more clear... 16
  • (cc) 2014 Adjuvi, LLC | Creative Commons. Some Rights Reserved. | @dhinchcliffe Adjuvi LLC Does technology even improve employee engagement? 17 (Yes, dots in red.)
  • (cc) 2014. Creative Commons. Some Rights Reserved. We’ve also learned that collaboration cannot be isolated from work
  • (cc) 2014 Creative Commons. Some Rights Reserved. The next-generation enterprise is... part of a single continuum... one unified ecosystem 19 Social Businessenterprise ecosystem customers + world business partners workers Social Innovation Crowdsourcing Social CRM Social Workforce Social Marketing Customer Communities integrated vision intranet extranet Internet The Lesson:
  • (cc) 2014 Creative Commons. Some Rights Reserved. A difficult industry lesson: To succeed with new modes of work, we must create digital org structures to engage at scale 20
  • (cc) 2014 Adjuvi, LLC | Creative Commons. Some Rights Reserved. | @dhinchcliffe Adjuvi LLC And we have a large digital/social palette we must use 21 Key Point: This is a minimum view of digital strategy today
  • (cc) 2014 Adjuvi, LLC | Creative Commons. Some Rights Reserved. | @dhinchcliffe Adjuvi LLC We Must Also Design for Emergent Outcomes 22 Key Point: Because communities create many additional, rich outcomes
  • (cc) 2014 Adjuvi, LLC | Creative Commons. Some Rights Reserved. | @dhinchcliffe Adjuvi LLC In other words... 23 Design for Loss of Control * * Full credit due the great JP Rangaswami
  • (cc) 2014 Adjuvi, LLC | Creative Commons. Some Rights Reserved. | @dhinchcliffe Adjuvi LLC But are the traditional, linear models for change the best? 24
  • (cc) 2014 Adjuvi, LLC | Creative Commons. Some Rights Reserved. | @dhinchcliffe Adjuvi LLC Peter Senge's Growth Processes of Profound Change 25 Credit: Mark Foden
  • (cc) 2014 Adjuvi, LLC | Creative Commons. Some Rights Reserved. | @dhinchcliffe Adjuvi LLC Getting to the core: A simple sustainable model that will handle disruptive, cyclical, constant change 26
  • (cc) 2014 Adjuvi, LLC | Creative Commons. Some Rights Reserved. | @dhinchcliffe Adjuvi LLC Change points for the new enterprise 27 Technology Culture Structure Process new types of devices smart mobility open APIs social media new UXs comfort with self-service app stores tech savviness predilection for sharing desire for work flexibility expectations of job security virtualization of workforce social media communities peer production crowdsourcing user generated content social business processes networks of networks non-hierarchical management wearable tech big data community management
  • (cc) 2014 Creative Commons. Some Rights Reserved. Do we need strategy to get there? • Do they make sure we don’t forget what’s most important? - To leverage everyone’s lessons learned? - To let the network do the work - To be the conduit and co-shaper of the outcomes - To cultivate and wield social capital • Can social business meet our expectations if it only delivers what is planned? 28
  • (cc) 2014 Creative Commons. Some Rights Reserved. Perhaps that’s not even the right question • Can we apply new frameworks broadly to - Most industries? - Most geographies? - Most corporate cultures? • Will they work most of the time? • What will they provide us? - Lower risk? - Faster results? - Better results? - Is there any evidence of this? • Or do they lock us into what has only happened before? 29
  • (cc) 2013 Creative Commons. Some Rights Reserved. Looking at Organization for the New Enterprise 30
  • (cc) 2014 Creative Commons. Some Rights Reserved. New Intrinsic Processes for Engagement 31
  • (cc) 2014 Creative Commons. Some Rights Reserved. Deliberate Enterprise-Scale Strategies for Change 32 Incremental change means incremental results.
  • (cc) 2014 Creative Commons. Some Rights Reserved. Strategic Organization and New Org Structures 33
  • (cc) 2014 Creative Commons. Some Rights Reserved. Engagement Processes that Scale 34
  • (cc) 2014 Creative Commons. Some Rights Reserved. Org Structures for Scaling “Working out loud” 35 Begin Open Work Request Participation Create Initial Work Seed and/or Open Work InitiatorLegend Community Participant Make Direct Contribution Discuss Open Work Effort Co-Curate Open Work Effort Community Management Start Finish End Open Work Effort Definitions Open Work A social business work process where anyone can contribute. You choose the boundaries of the community. Co-Curation Community-based decisions on the best contributions to integrate into the ultimate open work effort. Community Management The process of 1) drawing in the participants, 2) managing their engagement, 3) enforcing standards, and 4) eliciting their participation. This is community management, but what else?
  • (cc) 2014 Creative Commons. Some Rights Reserved. Closing Loop: Turning Data and Engagement into Action 36
  • (cc) 2014 Adjuvi, LLC | Creative Commons. Some Rights Reserved. | @dhinchcliffe Adjuvi LLC All aimed at tomorrow’s very different worker 37 Source: Cengage
  • (cc) 2014 Adjuvi, LLC | Creative Commons. Some Rights Reserved. | @dhinchcliffe Adjuvi LLC And incorporating the new top level modes of work 38
  • (cc) 2014 Creative Commons. Some Rights Reserved. Do we need frameworks to attain the next-gen org? 39 If so, do we have what we need?
  • (cc) 2014 Creative Commons. Some Rights Reserved. Podularity 40
  • (cc) 2014 Creative Commons. Some Rights Reserved. Design Thinking 41
  • (cc) 2014. Creative Commons. Some Rights Reserved. Next-generation business architecture
  • (cc) 2014 Creative Commons. Some Rights Reserved. Adding design and management to community 43
  • (cc) 2014 Creative Commons. Some Rights Reserved. Creating a standard technical foundation for digital community 44
  • (cc) 2014 Creative Commons. Some Rights Reserved. But can we change our DNA with just a plan? 45
  • (cc) 2014 Creative Commons. Some Rights Reserved. What if frameworks aren’t necessarily the best approach? • What if things like heuristics are? - One of the reasons we went with the 10 tenets in #SocBiz By Design • What if we really need updated management theory instead? • Can a framework ever really have everything we need to succeed? 46 The Ten Tenets of Social Business
  • (cc) 2014 Creative Commons. Some Rights Reserved. Because if we forget what makes new modes of work special... • Community-led and open business processes • Emergent and self-organizing outcomes • More transparency, more available knowledge • Better engagement, everywhere • High-scale and cost effective results • Network effects 47 ...then there is no point Supporting Trends: • BYOT • Big data • Shadow IT
  • (cc) 2014 Creative Commons. Some Rights Reserved. There is a broad pattern in frameworks for next-gen orgs emerging however... 48 • Decentralization • User-control • Need to cope with constant change • Adaptive processes • Local autonomy • Sustainable transformation
  • (cc) 2014 Creative Commons. Some Rights Reserved. Functional next-gen frameworks seem to be most effective • Specializing in a specific capability - Marketing and sales - Supply chain (especially exception handling) - Project management - Customer care - Product innovation - Community management - Advocacy • Implication: A custom framework of proven functional frameworks seems to be best 49
  • (cc) 2014 Creative Commons. Some Rights Reserved. In the end, what most organizations need... • Is guidance and a way to cross check their journey • To build on the shoulders of those that came before • And to make sure they haven’t forgotten anything - Especially fundamental principles • In other words... 50
  • (cc) 2014 Creative Commons. Some Rights Reserved. 51 So most orgs end up building their own And mostly they are relatively informal.
  • (cc) 2014 Creative Commons. Some Rights Reserved. Summing Up: Designing the New Enterprise 52
  • (cc) 2014 Adjuvi, LLC | Creative Commons. Some Rights Reserved. | @dhinchcliffe Adjuvi LLC In other words... 53 Design for Continuous, Emergent Change
  • (cc) 2014 Creative Commons. Some Rights Reserved. But the best ones do it with community 54 This is what most successful next-gen orgs are doing
  • (cc) 2014 Creative Commons. Some Rights Reserved. And We Can Continuously Change, By Design, Together 55
  • (cc) 2014 Creative Commons. Some Rights Reserved. The full story is in Social Business by Design • Published May, 2012 • From John Wiley & Sons • The definitive management strategy guide and handbook on social business. • Based on real-world experience from nearly 100 high-impact examples. • The most complete and actionable statement on social business and why it’s strategically vital. • Recently #1 in Amazon’s Hot New Releases • Companion Web site at 56 http://socialbusinessbydesign.com