3. GSR Paris - Keynote Microsoft - Getting Social
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http://aka.ms/roadshow2013paris Responsive Organisation - notre vision et notre stratégie "Entreprise Sociale"
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3. GSR Paris - Keynote Microsoft - Getting Social
- 1. gettingsocialroadsho Transformez votre Business avec Yammer w Vision et Stratégie Entreprise Sociale Ludovic Magne, Office 365 Sales Executive, Microsoft, @lmagne #gsrparis
- 2. Getting Social ? Na-Young Kwon @nay | Ludovic Magne @LMagne
- 4. DISRUPTION Quand quelqu’un trouve le moyen de créer de la valeur client mieux que vous ne le faîtes déjà
- 6. LES ORGANISATIONS NE SONT PAS CONÇUES POUR LE CHANGEMENT
- 7. Travail Non routinier 40 % 25% 2010 Source: http://www.gartner.com/newsroom/id/1416513 2015
- 8. L’ORGANISATION RÉACTIVE Apprend et répond rapidement grâce à une communication ouverte, une expérimentation et un travail en réseau.
- 10. HIERARCHIE NETWORKS RESEAU CONTROLE CONTROL MISE EN CAPACITE EMPOWER EXTRINSIC REWARDS MOTIVATION MOTIVATION INTRINSIC INTRINSEQUE CLIENTS & PARTENAIRES CUSTOMERS & PARTNERS COMMUNAUTE COMMUNITY
- 11. RESEAU
- 12. HIERARCHIE RESEAU CONTROLE MISE EN CAPACITE ‘CAROTTE & BATON’ MOTIVATION INTRINSEQUE CLIENTS & PARTENAIRES COMMUNAUTE
- 13. MISE EN CAPACITE
- 14. HIERARCHIE RESEAU CONTROLE CONTROL MISE EN CAPACITE EMPOWER ‘CAROTTE & BATON’ EXTRINSIC REWARDS MOTIVATION MOTIVATION INTRINSIC INRTINSEQUE CLIENTS & PARTENAIRES CUSTOMERS & PARTNERS COMMUNAUTE COMMUNITY
- 16. HIERARCHIE RESEAU CONTROLE CONTROL MISE EN CAPACITE EMPOWER ‘CAROTTE & BATON’ EXTRINSIC REWARDS MOTIVATION MOTIVATION INTRINSIC INTRINSEQUE CLIENTS & PARTENAIRES CUSTOMERS & PARTNERS COMMUNITY COMMUNAUTE
- 17. COMMUNAUTE
- 18. CHALLENGES Participation ET NON Consensus Transparence ET NON Tout est public Acceptation de l’échec ET NON Manque de responsabilité Adaptabilité ET NON Pas de planification Mise en capacité ET NON Perte de leadership
Notes de l'éditeur
- Présentation NaY et Ludo
- Nous n’avonsjamaisétéaussiconnectésNoscomportements et nosattentesontchangéNous apprenons et consommonsl’information de plus en plus vite… çan’ajamaisétéaussirapide.La nouvelle normeaujourd’hui, c’est d’être en rupture, en remise en question permanente, accepter d’être dansl’incertitude, sans savoir de quoi l’avenir sera fait.Nous sommes en disruption et ças’accélère.
- Qu’est-ceque la Disruption? SimplementQuand quelqu’un trouve le moyen de créer de la valeur client mieux que vous ne le faites déjàCen’est pas de faire mieux CE quel’on fait déjàMais de trouver le moyen de mieuxrépondre aux besoinsmais de manièrecomplètementdifférente.Chez Yammer, la Valeurn’est pas notreproduitNotre Valeurestdansl’aidequel’onpeutapporter aux organisations à devenir plus ouvertes, connectées et prêtes pour le changement.
- Reason why pace of change is accelerating is because we’re more connected than ever beforeInformation flows fasterPeople learn new information, which causes them to change their behavior and evolve their needs.Distant tribes.When it was 30 or more years between disruptions, you could go an entire career without having to deal with disruptionBut when it's 10, 5 or even a year, no one is going to make it through their career without dealing with disruption as a way of life.
- Malheureusement les organsiations ne sont pas conçues pour le changement.Ellessontconçuesautour de l’efficacité des processus métier, pour être STABLES, “HOMOGENES” et aussi EFFICACEs que possible.
- A trop se concentrersurl’efficacité, celadevientdifficiled’innover et de changer.Or l’innovationest le moteur de la transformation.
- We built companies primarily for people to do routine work, which doesn’t require judgment and creativityAs we can see from this Gartner study, the amount of non-routine work is rising dramatically and continues to riseA Gartner Strategic Planning Assumption is that by 2015, 40% or more of enterprise work will be "non-routine," up from 25% in 2010
- La bonne nouvelle estquecette augmentation de cetteThe good news is the pace of change is the same for everyone and that means it is a level playing fieldYou can use the speed of info to your advantageThe big shift is moving from focusing primarily on efficiency to optimizing for how quickly your company can learn and respond to new infoIf we look at the most innovative companies today, companies are fundamentally changing the way the work in order to capitalize on the speed of informationThe Responsive Organization is built to learn and respond rapidly by optimizing for the open flow of information; encouraging experimentation and learning on rapid cycles; and organizing as a network of employees, customers, and partners motivated by shared purpose.
- An example of a company that’s embracing these changes is Zara – a fashion company headquartered in Spain known for fast-fashionFashion changes quickly and it’s very important that they can learn & respond quicklyIf we go back and look at how fashion companies used to work – it was a very slow and risky process to introduce a new garmentWhat Zara did was organized around being the first to market with the newest fashion trendsSet up cross-functional teams around a single garmentCan design and distribute a garment within 15 daysBy moving that fast, they can do smaller batches, reduce the cost of failure, and invest more into what’s working and less resources into what isn’t
- Companies believed they could prescribe solutions to every problem employees might face.What we can see with the rise non-routine work is that changing customer needs move faster than we could ever move. Employees are increasingly faced with challenges that they are not equipped or empowered to handleThe most common example of this is customer service. How many of us have called customer service with a unique problem that they were unable to address?
- Family on vacation in FL when their RV broke downCalled local insurance broker - he was informed that he would have to personally cover the costs of towing and repair, which was highThen called Nationwide - the customer service rep didn’t know if the situation was covered under this person’s policy or who to ask for clarification, so they posted the question on YammerThe post went viral among the claims and agent community on Yammer (a network of people whom an agent normally wouldn't have so much access/exposure to). Within minutes, several people from different parts of the organization responded with accurate details about this member's policy and coverage. Turns out, the independent agent was wrong: the member was covered and did not have to pay for damages. The Nationwide rep was able to quickly right the situation and even provide "emergency funds" so the driver could continue on his family vacation. This took hours, rather than days to resolve.By not being constrained by the limitations of a hierarchy and instead leveraging the collective knowledge of the network, employees are in a better position to respond quickly. The first big shift is that we are moving from working in hierarchies to working as networks, which makes sense because our customers are connected in networks on social media like Twitter and FacebookIt takes a network to serve a network.
- If we look back at how companies worked in the past, we didn’t want employees to be autonomous b/c we thought there was one right way to do something and we would tell them how to do itBut if what’s important is how quickly we learn and respond, then treating our employees like cogs doesn’t work anymore.
- You wouldn’t think a hamburgerchain faces the same problems that most companies do in figuring out how to release new products (least risk, best results).Companies historically were afraid of failure, so to protect themselves, they made changes very infrequently. Fewer changes doesn’t mean fewer mistakesIn Red Robin’s case, they make changes to their menus infrequentlyThe people in charge of updating the menu weren’t the ones closest to customer feedbackIn the case of Red Robin’s Tavern Burger, they rolled out a new burger recipe, and they set up social channels to collect feedback from customersBut it turned out FB and Twitter were quietCustomers were talking but they were giving the feedback directly to their serversWith Yammer, the servers were able to report the feedback back to HQ and deliver the new product in 4 weeks – a process that would have normally taken 12-18 monthsThe fastest way to get the most accurate information is from front-line employees and the fastest feedback loop is when employees hear new information and can respond immediatelyUS General McChrystal famously said: “The wisest decisions are made by those closest to the problems, regardless of their seniority.”Companies are realizing that the only way to learn and respond fast enough is by empowering employees to have a voice and make decisions
- If we look back at how companies worked in the past, we didn’t want employees to be autonomous b/c we thought there was one right way to do something and we would tell them how to do itBut if what’s important is how quickly we learn and respond, then treating our employees like cogs doesn’t work anymore.
- Jamba Juice saw this themselves when they had to solve the problem of having a consistent experience across their large network of stores – some of which are company-owned and others are franchisedOne of the ways they tried to motivate the right employee behavior across their stores was by posting guidelines and values in the break rooms, which obviously didn’t work.Instead, they decided to do a contest where employees could nominated other employees who did things which demonstrated their core values (FIBER awards)Ran contest on Yammer. Whole company could read the submissionsYammer made the contest go viral (75+ nominations), inspiring more people to submit nominations and others to chime in and add color to existing submissionsBy recognizing these employees in public, they were able better motivate the entire employee base toward the right behaviorAccording to Daniel Pink, the key to motivating employees when the work is self-directed and non-routine is to give them autonomy, mastery and purpose in their workThis is key if you what you want from your employees is to learn and respond rapidly to new information
- Historically, customers and partners were treated as separate, independent entities, and these relationships were largely controlled by a small number of people in an organization. As a result, the feedback loops between customers and partners were slow and diluted Today, technology has empowered customers and partners to have a voice and communicate at a higher frequency. However, many companies aremissing this chance to connect and collaborate with them in meaningful ways.
- Westfield owns and operates a large number of shopping centers around the worldWhile the independent retailers share a physical space, they haven’t had a good way to communicate with one anotherWestfield has created an external network to connect all of the different independent retailers in the shopping centre so they can collaborate and communicate about issues that impact their shopping centerIn one particular center, there was a flood during shopping hoursBecause they had a way to communicate fluidly, they were able to expedite the cleanup and better serve their customersWithout Yammer, they would have no way to connect their independent retailersThe first shift we talked about was moving from working in hierarchies to working in networksThis last shift is about recognizing that your network includes your customers & partnersThis broader network enables access to better information, faster feedback, and collaboration beyond the traditional company boundary.
- When people begin to realize they have to rethink how they work, they often come up with a large set of objections born out of past experience. For example…people think this means everything has to be run by consensus but what we are really saying is there is power in participation.Or they push back on transparency, because they think that means nothing can be private. We don’t mean everything has to be open to everyone and there can’t be any secretsWhen we talk about the need for experimentation and iteration, some people think that means not having accountability. What that means is that people should be accountable for outcomes not process.And a lot of people get really uncomfortable when we talk about being adaptive and iterative, they think that means not having planning or long-term point of view. Being iterative still means having strong opinions about the future, but it just means you know that in order to get there, you’ll have to learn and respond along the way. Finally when we talk about empowering employees, we don’t mean that there is no role for leadership. Leadership is more important than ever. We talk about going from management to leadership. The difference between management and leadership is that managers tell employees exactly what to do whereas leaders show them a vision and empower them to find the best way to get there.
- The world has changed.The old models are nolonger working.We stand on the brink of the biggest change in how companies work since the industrial revolutionAnd it is people, individuals at all levels of these organizations, who agitate and advocate for changeBut it will require a fundamental mindshift, a spirit of adventure, and an eagerness to question the status quo.And it won’t always be easy.Told a friend: I had a nagging feeling that I was always on the verge of failureInaction is no longer a viable option. If you are worried about being disrupted. Take Action. Be the disruption yourself.