Reframing our assumptions
Over Social Business
Thierry de BaillonAssociate Partner – Transitive Society
Enterprise 2.0Andrew McAfee
Social BusinessIBM – Dachis Group
Social EnterpriseMarc Benioff (Salesforce)
Social OrganizationBradley – McDonald (Gartner)
1492
1485 – John II of Portugal rejected the project
1490 – Isabella of Spain rejected the project
1492 – Isabella of Spain finally approved
Long time commitmentStrong leadershipNeed for a prominent sponsor1493 – Second trip
Learning from failure
Wrong Assumptions
• Planning to reach Asia• Underestimating the
distance• Wasting human
resources
Further success?
A huge military campaign seeking for wealth, beginning an era of slavery
Enterprise 2.0Andrew McAfee
Social BusinessIBM – Dachis Group
Social EnterpriseMarc Benioff (Salesforce)
Social OrganizationBradley – McDonald (Gartner)
"The significant problems we face cannot be solved at the same level of thinking we were at when we created them."
Albert Einstein
?Companywide –mass- collaborationIntegrated social platformSocializing processesFostering employees engagement
We are considering many issueswith yesterday’s eyes
"Erroneous assumptions can be disastrous."Peter Drucker
© Jeff McNeill
?Organizations have an homogeneous structure and cultureSocial needs adoptionLeadership is the new managementCo-creating with customers
We are making many assumptions
Are we getting it right?
the Future of Collaborative Enterprise project
Aiming at reframing the problem of getting collaboration right before
jumping to solutions
More than 30 interviews,Making sense from insights,Drafting scenarios,Back to interviews…
Assumption #1
Organizations arehomogeneous
RESOURCES
PEOPLE
MOTIVATIONS
STRUCTURE CULTURE
Culture and structure are the main influencers of workers’ behaviors.But very few companies have a coherent, global structure. Even fewer have a real global culture.
MOTIVATIONS
STRUCTURECULTURE
MO
TIVA
TIO
NS
STRU
CTU
RECU
LTU
RE
MOTIVATIONS
STRUCTURE CULTURE
CULTU
RE
PEOPLE PEOPLE
MOTIVATIONS
STRUCTURE CULTURE
RESOURCES
Diversity is the organizational reality
Organizations operate more and more as finite ecosystems of diverse, inter-connected and inter-dependent entities, each with its internal purpose and culture, balancing between collaboration and competition according to contextual requirements.
Assumption #2
Social SoftwareNeeds Adoption
Focus on adaptation, not on adoption
The most efficient way to provide workers with tools to get their work done is to allow them to adapt the tools to their own practices.
The future is DIY
Assumption #3
Leadership is theNew Management
Category Role Tasks
Informational Monitor
Disseminator
Spokeperson
Seek and receive information, scan papers and reports, maintain interpersonal contactsForward information to others, send memos, make phone callsRepresent the unit to outsiders, in speeches and reports
Interpersonal FigureheadLeader
Liaison
Perform ceremonial and symbolic duties, receive visitorsDirect and motivate subordinates, train, advise and influenceMaintain information links in and beyond the organization
Decisional Entrepreneur
Disturbance handlerResource allocatorNegociator
Initiate new projects, spot opportunities, identify areas of business developmentTake corrective action during crises, resolve conflicts among staff, adapt to external changesDecide who gets resources, schedule, budget, set prioritiesRepresent departments during negotiations with unions, suppliers, and generally defend interests
Henry Mintzberg’s managerial roles - 1973
Organizations expand beyond boundaries
Enterprise’s ecosystem include partners, suppliers, competitors and customers.Empowering internal diversity requires a new balance between control and autonomy.
Category Role
Informational Monitor
Disseminator
SpokepersonInterpersonal Figurehead
Leader
LiaisonDecisional Entrepreneur
Disturbance handlerResource allocatorNegociator
New roles and skills for a new model
New roleResource orchestrator
New skillsSense makingPatterns matching
Beyond its boundaries, the Collaborative Enterprise will need to secure its identity.
Managers need to become Storytellers
Assumption #4
Collaboratewith customers
Mass Customization… in 1998
Co-creation is mostly marketing
Creating products and services while focusing on customers’ point of view doesn’t mean collaboration, but conversation and assistance through social.
Yet, some customers are qualified enough to act as partners.
Treat them so.
"Today, in our society of individualism and hyper-consumerism, the quest for happiness, for well-being has become something fundamental. And I don’t think that a company can sustainably and efficiently go against men and women primary aspirations."
Gilles Lipovetsky
Thank you
http://thefutureofcollaboration.com
[email protected]: tdebaillonSkype: t_de_baillonLinkedin: debaillonMobile: +33 (0)6 11 62 49 80Blog: http://www.debaillon.com