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Three complementary approaches to boost enterprise knowledge work development
1. Three Complementary Approaches to
Boost Enterprise Knowledge Work
Development
Nord I&D, June 11, 2013
Antti Martikainen,
Senior Consultant at Sininen Meteoriitti
2. Who am I?
• Name: Antti Martikainen
• Sininen Meteoriitti (Blue Meteorite)
‒ Provides web projects and information
worker solutions
‒ Key technologies: SharePoint and
EpiServer
• Personally striving for better
working practices with better tools
• Other stuff: Making myself heard
with drums!
3. Agenda
• Should we be developing intranets, digital work
desks, or knowledge work practices?
‒ What’s the difference? Where do these terms meet?
• Three ways to boost and give direction to
knowledge work development
‒ Scripted Demos
‒ Creating a knowledge work vision
‒ Knowledge work roadmap
4. Level 0 : Email-based messaging
Level 1 : ”Traditional” Intranet
Level 2 : Team sites + intranet
Level 3 : Social intranet
Level 4 : Process desktop
Level 5 : Personal digital desktop
Productivityandsatisfaction
Several sources, including: Razorfish intranet maturity
model & Peltola, T.: Tiedonhallinta – avain tietotyön
tuottavuuteen. Book 2009.
Intranet Development
HR policies
Information creation and sharing
Networking
Individual working habits
Team work
Continuous development
Leading by example
Meeting practices
Knowledge Work Development
5. Is it worth investing in knowledge
work?
Example: MGI’s estimates suggest that by fully implementing social technologies,
companies have an opportunity to raise the productivity of interaction workers—
high-skill knowledge workers, including managers and professionals—by 20 to
25 percent. *)
And knowledge work is not only about getting social…
*) http://www.mckinsey.com/insights/high_tech_telecoms_internet/the_social_economy
6. Top management must stop treating
intranet as a necessary evil
But they must first see the opportunity and expand the discussion horizon
7. The owner of the intranet platform
cannot change an organization’s
practices (alone)
Knowledge work development is a joint effort
8. Key Questions for Knowledge Work
”Business case”
• How to create a common understanding of
possibilities?
• How to create a shared vision?
• How to get there?
9. Approach 1: Scripted Demos
• Participants: ”Development
management” (4-6 people)
• What: Participate realistic working
scenarios, using new tools with new
opportunities
• Purpose: A shared understanding of
possibilities, to help develop a better
working environment
• Sininen Meteoriitti works with
Microsoft Technologies, and our
demonstration workshops are based
on Microsoft’s Customer Immersion
Experience (CIE)
10. Approach 2: Use Scenarios to Help
Create a Knowledge Work Vision
Business drivers
Knowledge Work Technology
Introduction
to trends
Startup organizationControl-driven organization
Company
culture and
trend
acceptance
Future 5Future 3Future 1
Future 6Future 4Future 2
Alternative
scenarios
11. So, let’s assume you have sold your vision to
organization management – What next?
This is no one single intranet project – this is continuous development
12. Approach 3: Knowledge Work
Roadmap
‒ Roadmap provides a high-level view to steer continuous learning and
to control individual projects
• Roadmap elements: pilots across functions, IT and HR activities,
business objectives..
• Near future vs. long term objectives
• Roadmap is a tool for continuous planning
• Involve the right people from different functions and businesses to
steer roadmap activities
• This is not an IT or Communications project only..
• POCs and pilots are essential for driving change and to plan priorities
• Use ready-made tools to test ideas and find out hidden
requirements
• Quickly see what works and what doesn’t
13. 2013 2014 2015 2016 2017 2018
Knowledge Work Vision
- Where are we headed?
x x
Social pilot Process desktop
x
CRM pilot
Scripted demos
- What’s possible?
Knowledge Work Roadmap
- How do we get there?
xx
Mobile pilot
x
…
Summary: Three Complementary
Approaches to Boost Knowledge Work
…
Knowledge Work Roadmap
Team workMeeting practices Individual working habits
PhasePhase
Pilot 1 Pilot 2
Personal task
management
New smartphones
Launch Ways ofworking
Pilot 1 Pilot 2
Launch Ways ofworking
HR - target
rethinking
Reward policies
HR policy change
Today I want to startbytalkingaboutterminology. Whatshouldorganizationsorcompaniestalkabout, whentheydevelopbettersolutions for theiremployees? Manycompaniesseem to strive for a better intranet, a digitalworkdesk, or a social intranet. Orshouldtheybedevelopingthewaysthattheywork, rather?I’mgoing to introducethreewaysthat Sininen Meteoriitti uses in orderto help organizations develop their knowledge Work practices.
Intranetin kehittäminen on lähtökohtana sellainen asia, joka laittaa ajattelemaan asiaa alustan kehittämisen kannalta.”Whichwebpartsarethere?””Wheredoesthe data comefrom?””Whatneedsbepersonalized for whom?”"What's the size of this project?Thiskind of approachtends to lead to a situation, wheresomeone ”owns” theproject, and it is up to that person or a verycloselyworkingbunch of people, whothenareup to gettingthebenefits out fromthatsolution. Nowweallknowthatmanycompaniesstillendupbuildingintranetsthatarenotusedveryactively.Knowledge workdevelopmentquitenaturallybrings in therealobjectives and leadsone to thinkhowcompany culture is involved. Everyone understands this is no hero project, but collaborative work. It is alsoby definition continuoslearning. It usuallytakes a while to learnbetterways, and it’sveryhard to forcethem. Instead, seedscanbeplanted and Whenthinking of knowledgework…Intranet on tietotyön tekemisen kannalta keskeinen järjestelmä. Intranet ei kuitenkaan ratkaise sitä, kehittyykö organisaation työskentelykulttuuri järkevään suuntaan. Tietotyön kehittäminen on nimittäin jatkuva prosessi, jonka kehittäminen onnistuu parhaiten kun organisaatioon saadaan juurrutettua yhteinen työn tekemisen visio.
Soyes, better ways of working clearly have a business case. Also they are likely to lead to less frustration and better commitment. Social tools, mobilityand other new technologies can help build ways of working that were not possible before.
Forthosewhowant to turnthe classic way of asking for money for intranet, shouldtry and findconvincingsalesarguments for investing into knowledgework as a whole.
Thisfactremains. In order for something to happen, companymuststrivechangetogether…..
What is possible? Whereareweheaded and whatcouldbeachieved? Whatstepsmustwetake?Thesearethequestionswetry to tacklewiththethreeapproaches. Solet’s go into them.
Examples of thingsthataredonehere:Virtual meeting via Lync (e.g. materialsharing, voting)Working on a salesdocumentsimultaneouslyUsing intranet socialfeedwith a mobile device, as part of a storywheretheuser is in a train
This is a rather interesting approach, I'd like to think, to approach an organization's knowledge work development. In this approach, we introduce customers to.., then... (nopeasti)We like to start the thing with a well established speaker, who is able to raise management interest. If we manage to keep the first workshop...Our approach to start scenario writing is to present important knowledge work and technology trends, introduced in the questionnaire and the tech report that you were handed over as a prerequisite material, and use three fundamentalforces to guide our knowledge work thinking. This lets us analyze the different courses that knowledge work might take, depending on the kind of organization culture we live in.First, there's the need for societal and organization’s control over individuals. This is the driving force behind legislation for example. In work, this means that business wants to decide what employees are hired to do, how much work they do per day, and how their work is being measured. And IT wants to decide what computers they use and what software they are permitted to use. So, out there, we have all these new devices and we hear about consumerization, but in an environment like this, the trends may not get planted.Then, there is the need for anyone of us to be someone, an individual, to be creative and to have a meaning in what you do. In worklife, many people tend to think they have valid ideas and would like to have their voice heard. Often, in almost any company, we feel we could create more value if we only would have the option to drive the personal and team ideas forward. If me, THAT GUY, and You, could work on our idea, we'd nail it! In this kind of an organization, new techology and ways of working are a source of ideas that must be tested.Wehavefound it useful to utilizeestablishedspeakers to lure in management people and to gettheirattention. Now, ifthefirst workshop is heldrightafterthis, chancesaretheywillbe open to reallyintetrestingoptions.
Well, youhave to leadthedevelopmentthroughpilots and projects, and understandtherole and responsibilities for thedifferentfunctionsinvolved. Youhave to prioritizeshorttermobjectives, such as piloting team spaces for runningmeetings, overlongertermobjectives, such as building a more open communication culture.In order to take into accountthediverseviewpoints, knowledge workshop shouldbeactivelymanagedby a team of peoplewhohaveabilitity to makedecisions. Easiersaidthandone, butobviouslythis is important. Probablythe team shouldinvolve ”development management” people, IT, HR, business representatives, communications and otherrelevantparties.Clearly, as wearetalkingaboutchanginghabits, pilotsareessential for learning, and to spreadtheword in case a larger rollout is necessary.A knowledgeworkroadmap is essential to visualise and managethediverseactions and stepsthatmustbetaken
Ymmärrä uusien teknologioiden mahdollisuuksia: tätä myyräntyötä pitäisi jokaisessaJatkuva kehittyminen: Mietitään asiaa verkkokaupan kautta. Kun verkkokauppa otetaan käyttöön, siitä alkaa jatkuva konversion kehittyminen, mitataan a) kävijämääriä b) ostoprosenttia c) keskiostoksen suuruutta. Liian usein intranet on edelleen suuri projekti, joka lanseerataan massiivisesti, eikä sitä sen jälkeen enää aktiivisesti kehitetä. Huomioitavaa tässä on se, että N&N Groupin