Unlocking enterprise knowledge, creating Organisational Intelligence | Guided Self-Organisation Slidecast version of webinar

1. Organisational Intelligence
Introduction
Webinar
Eugen Oetringer
eugen@comdys.com
www.comdys.com
October-2013
© Copyright 2013 by ComDyS, all rights reserved

2. What is Preventing Knowledge From Being Shared and Used?
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Outdated information
Too many WebPages to use
Difficulty to find information when needed
Can I trust the information?
Silo behaviour
Different cultures
Lost lessons learned
2

3. Case Study: EDS
EDS had a superior business model
Founded in 1962 by Ross Perot, EDS grew to a global IT services provider of
139,000 employees by 2008, when it was taken over by Hewlett Packard.
Management was able to direct the company with a handful of
documents
Human tasks were transferred into software tools and processes
Page 3

4. Management Was Able to Direct the Company With a Handful of Documents
These policy and standards documents
contained the concentrated knowledge of
the top experts of EDS
• “Use”, “Avoid”, “Emerging” and why it made sense
• Process descriptions of half a page
Page 4

5. Human Tasks Were Transferred into Software Tools and Processes
As IT advanced human tasks were
automated through software tools
• Email, workflow, intranet
• Governance, service management (ITIL),
project management
The rate of speed at which business was
done increased to unprecedented levels
Page 5

6. Improvement Needs from the Field, as well as Offerings,
Directives and Guidelines from Central Organisations,
Did Not Arrive at their Destinations
Page 6

7. While Growing Rapidly, the Information Traffic Exploded
• The handful of mainframes that filled
data centres were replaced by
thousands of servers.
1,000s
• The handful of policy and standards
documents became thousands of
documents.
• Half a page process descriptions
became documents of many pages.
5
1990
1995
2000
2005
Page 7

8. Critical Information Got Lost
Central organisations
Vision, strategy, innovation
Policies, standards, instructions
Service offerings
Client needs
Lessons learned
Innovation
Local organisations
Page 8

9. Critical Information Got Lost
Vision, strategy, innovation
Central organisations
Policies, standards, instructions
Service offerings
Experience
Importance
Smart knowledge
42 issues
Meaning
Importance
High-impact knowledge
Client needs
Lessons learned
Innovation
Local organisations
Page 9

10. Critical Information Got Lost – Implications
Most of the information was available, but
could not be found when needed.
• Decisions made without access to quality information
• Best practices missing critical inputs to their processes
• Decreased project success rates
Weakening Competitive Position
Page 10

11. A Widening Communication Gap
Between central organisations and the field
11

12. Exceptional Opportunity is Waiting to be Unlocked
You can be the one igniting it or making it happen
Unlocking
Enterprise
Knowledge
Creating
Organisational
Intelligence
12

13. Exceptional Opportunity is Waiting to be Unlocked
You can be the one igniting it or making it happen
Implementation
levels per case
study
Patterns seen in
organisations
today
Does the gap
exist in your
organisation?
Quick Hits
Getting
Started
13

14. Guided Self-OrganisationTM Bridged the Gap Between
Central Organisations and the Field, Preventing Costly
Mistakes and Freeing Agendas from Troubleshooting
14

15. Implementation Levels
Levels
Patterns
today
Gap
exists?
Quick
hits
Starting
Level 3 − Guided Self-Organisation: Integrate
CoPs1 into Governance
Level 2: Improve the knowledge, with the help of CoPs1
Level 1: Provide quick access to relevant information
1 Communities
of Practice
15

16. Level 1: Quick Access to Relevant Information
Levels
• One user-friendly layout
Patterns
today
Gap
exists?
Quick
hits
Start
16

17. Level 1: Results
Levels
Patterns
today
Gap
exists?
Quick
hits
Start
• Finding a document was a matter of a few mouse clicks.
• Colleagues didn't waste time reading old documents.
• The excuse “We could not find document ABC,” did not work
anymore.
17

18. Level 2: Improve the Relevant Information with the Help of CoPs
Levels
Patterns
today
Gap
exists?
Quick
hits
Start
Community tools connected the colleagues
• A central directory
• Online discussion groups
• Open distribution lists
• A by-invitation-only email distribution list for technical leaders
18

19. Level 2: Improve the Relevant Information with the Help of CoPs
CoP’s contributed to offerings, directives, and
guidelines, and published improvement needs.
Levels
Patterns
today
Gap
exists?
Quick
hits
Start
19

20. Level 2: Results
Levels
Patterns
today
Gap
exists?
Quick
hits
Start
• Experts found each other
• It became easier to get local needs accepted by central
organisations
• Colleagues liked to contribute and use the information.
20

21. Level 3: Guided Self-Organisation – Integration into Governance
Levels
Patterns
today
Gap
exists?
Quick
hits
Start
“How can we see that the new
directives are executable in Europe?”
For 30,000 European
Colleagues
Company
Council
CoPs
Global
Technical
Forum
Central Organizations
European
Applications
Council
Application
Dev.Forum
Testing Forum
Forum
Etc.
European
Infrastructure
Council
European
Security
Council
UNIX Forum
Storage Forum
Network Forum
Etc.
Data Security
Forum
Audit Forum
Etc.
21

22. Level 3: Guided Self-Organisation – Integration into Governance
Levels
Patterns
today
Gap
exists?
Quick
hits
Start
CoP’s approved flags
22

23. Level 3: Document Content −Common Questions
Levels
Patterns
today
Gap
exists?
Quick
hits
Start
For optimum effect, how do the instructions have to look like?
Document Owner Perspective
1
Target Audience Perspective
What are the fundamental
questions that exist in the field?
2
What exactly is it I’m expected to be
compliant with?
3
What is the reasoning behind it so I can
explain to my management and to my
customers?
4
How important is the instruction?
Who can approve deviation?
Traditional Approach:
• Define the strategy, standard and so forth
• Communicate the definitions
• A most boring subject…
23

24. Level 3: Document Content −The Directive Format
Patterns
today
Levels
1. Subject
Gap
exists?
Quick
hits
Start
2. Introduction:
3.Directive Table:
The
Directive(s)
1
Element
Answers to
fundamental
questions
Area
Current
Status
Exceptions (Optional)
#
Description
Avoid
Use
2
Emerging
1
2
The Directives /
fundamental questions
The instructions
4. Background
Information:
24

25. Level 3: Document Content −The Directive Format
Patterns
today
Levels
1. Subject
Gap
exists?
Quick
hits
Start
2. Introduction:
3.Directive Table:
The
Directive(s)
1
4
Strategy [Policy | Direction | Standard | Guideline | ... ]
Element
Answers to
fundamental
questions
Area
Current
Status
Exceptions (Optional)
#
Description
Avoid
Use
Emerging
2
1
2
4. Background
Information:
3
Highly concentrated background information for readers
familiar with the subject
Why it makes sense to follow the directives
3
4
The Directives /
fundamental questions
The instructions
Background information /
reasoning
Importance
Additional information for those less familiar with the
subject.
25

26. Level 3: Importance of Instructions / Governance
4
Deviation Approval
Levels
(Example: Enterprise Level Applicability)
Patterns
today
Gap
exists?
Quick
hits
Directive
Minimum
Maximum
Policy
Company Technical Authority +
Global Executive
Company Body
Strategy
Company Technical Authority +
Global Senior Manager
Company Technical Body
Direction
Technical Authority + Senior
Manager
Geography Oversight
Body or Subject
Matter Expert Body
Standard
and Rule
Technical Leader + Manager
Subject Matter Expert Body
Employee
Start
Employee
Guideline
Case study: Wanted governance;
in production for a number of documents
26

27. Level 3: Importance of Instructions and Delegation
4
Deviation Approval
Levels
(Example: Enterprise Level Applicability)
Patterns
today
Gap
exists?
Quick
hits
Directive
Minimum
Maximum
Policy
Company Technical Authority +
Global Executive
Company Body
Strategy
Company Technical Authority +
Global Senior Manager
Company Technical Body
Direction
Technical Authority + Senior
Manager
Geography Oversight
Body or Subject
Matter Expert Body
Standard
and Rule
Technical Leader + Manager
Subject Matter Expert Body
Employee
Start
Employee
Guideline
Wanted governance;
in production for a number of documents
27

28. Level 3: Instruction Styles
2
Levels
Patterns
today
Gap
exists?
Quick
hits
Start
For predictable situations
“If situation = X, then do Y.”
For difficult to predict/unpredictable situations
“If situation ≈ X, this is the boundary within which to
make decisions. Here is why we think it is beneficial for
you, your team, and your clients.”
28

29. Level 3: Guided Self-Organisation
Levels
Patterns
today
Gap
exists?
Quick
hits
Start
Employees can make decisions for
the situation at hand.
Yet sufficient direction to act as one
organisation, heading one
direction.
Executives/senior management can
concentrate on important matters
29

30. Level 3: Results
Levels
Patterns
today
Gap
exists?
Quick
hits
Start
• A boost in value compared to Level 2
• Meaning, importance, and smart knowledge made it
to the other side
• Projects that became successful
• Contribution to business growth
Organisational Intelligence
30

31. Today: Some Branches/Companies Have Effective Solutions
Levels
Patterns
today
Gap
exists?
Quick
hits
Start
Did you know?
The United States military has replaced the
old command and control by a new doctrine
and support environment, enabling local
commanders to make the decisions for the
situation at hand.
A form of guided self-organisation
31

32. Today: Common Patterns
Levels
Patterns
today
Gap
exists?
Quick
hits
Start
Document
Management
System (DMS)
Communities of
Practice (CoPs)
Wikis, community
tools and so on
32

33. Today: Common Patterns
Levels
Patterns
today
Gap
exists?
Quick
hits
Start
Initial
enthusiasm
gone
Document
Management
System (DMS)
5, 10, or 30 search
hits for the same or
similar documents
DMS has created
an information
overload!
Communities of
Practice (CoPs)
Wikis, community
tools and so on
33

34. Today: Common Patterns
Levels
Patterns
today
Gap
exists?
Quick
hits
Start
Initial
enthusiasm
gone
Document
Management
System (DMS)
5, 10, or 30 search
hits for the same or
similar documents
DMS has created
an information
overload!
Communities of
Practice (CoPs)
Most of the time
wasted on
‘convincing’ efforts
Insufficient output
Wikis, community
tools and so on
Outdated
information, What
can I trust?
Productivity down
42 common
issues
34

35. Does a Communication Gap Exist in Your Organisation?
Levels
Patterns
today
Gap
exists?
Quick
hits
Start
Start at the coffee table
• Collect patterns of cross-organisational communication issues
− Check for the 42 common issues
• Try to identify the real problems hiding behind
– Complaints and finger pointing
– Cultural matters
• Try to get cost guesstimates
• Don’t forget to collect what works!
35

36. Does a Communication Gap Exist: Publications
Levels
White Paper: Bridging the Gap…
Patterns
today
Gap
exists?
Quick
hits
Start
Guided Self-Organisation
36

37. Quick Hit Cost Savings Opportunity: Improvement Initiatives
Levels
Patterns
today
Gap
exists?
Quick
hits
Start
Communication-related projects, initiatives, and operational tasks
•
•
•
•
•
Strategies – policies – standards – guidelines
Intranet link-through portals
Governance – compliance
Quality management
Control efforts
Lack of attention to the
issues fuelling the
communication gap?
Savings Opportunity
37

38. Quick Hit Cost Savings Opportunity: Level 1−Quick Access
Enterprise−level directives and guidelines
Levels
Patterns
today
Gap
exists?
Quick
hits
Start
38

39. Getting Started: Creating Priority
Levels
Patterns
today
Gap
exists?
Quick
hits
Start
Blog Post:
Tired of all of These CostSaving Initiatives That Keep
Hitting Us?
See
• Highest-impact problem
2 in part II
• Healthcheck
39

40. Getting Started: Questions
Levels
Patterns
today
Gap
exists?
Quick
hits
Start
Questions
Initial
enthusiasm
gone
• How pressing is the matter?
• How can we move from today’s
situation to the desired situation
with the least amount of effort
and cost?
• What will be the situation in 1, 3
and 5 years if the gap still exists?
Document
Management
System (DMS)
5, 10, or 30 search
hits for the same or
similar documents
DMS has created
an information
overload!
Communities of
Practice (CoPs)
Most of the time
wasted on
‘convincing’ efforts
Insufficient output
Wikis, community
tools and so on
Outdated
information, What
can I trust?
Productivity down
42
common
issues
40

41. Getting Started: Options
Levels
Thanks, I know
how to explore
the opportunity.
Patterns
today
Gap
exists?
Quick
hits
Start
I want to move forward quickly.
How can I learn more?
I want to make cost savings and
service improvement happen AS
SOON AS POSSIBLE.
Training Services
Support Services
Constructive Dialogue: Introduction
Quick Start Course+ (in-house)
Quick Start Course+
Constructive Dialogue:
Introduction (in-house)
Strategy Development
More…
More…
41

42. Summary
Huge Opportunity is Waiting to be Unlocked
You can be the one igniting it or making it happen
Questions, Feedback & Suggestions:
Leading in a Complex Environment
eugen@comdys.com
www.comdys.com