Slides from my pre

1. People, Culture, Behavior
#e2conf‐17
Jon Ingham ‐ @joningham
Executive Consultant, Social Advantage
Margaret Schweer ‐ @nGeneraInsight
VP, nGenera Insight / Moxie Software

2. People, Culture, Behavior
Jon Ingham
“Strategic HCM” / “Social Advantage”

4. Shared
Talent Speed
Mindset
Quality of
Learning Accountability Collaboration
Leadership
• (Source: Dave Ulrich and Norm Smallwood, Why the Bottom Line Isn’t, 2003)

5. Organizational Capabilities
Core Competencies
Competitive Positioning

6. Organizational Capabilities
Human Organization Social
Capital Capital Capital

7. Organizational Capabilities
Social Capital
Social Social Social Social
Learning Innovation Collaboration Speed
+ Customer Service
Relationship Capital
Knowledge Management
Engagement, Retention
Employer Branding etc…

8. Enterprise 2.0
Business
Activities Outcomes
Impact
Social Capital

9. Enterprise 2.0
People, Culture, Behavior
Developing Collaborative Capacity
Margaret Schweer, PhD
Vice President, nGenera Insight
Santa Clara, November 9, 2010

10. Collaboration Is Not a Baseball Game
Even if you build a collaborative platform, they may not come …
And even if they do come … “We’ve built a great deal of capability
but it only represents 1% of all the activity being done to create
real work because it’s not part of the flow of the work.”
10 | © 2010 nGenera. All Rights Reserved.

11. Successful, Sustainable Collaboration Platforms
Have to Work for the Individual
Is this easy to use?
• Intuitive, with little or no learning
curve
• Versatile design, allowing users to
adapt it for their specific use
• Powerful search and filtering
technology
• Single sign‐on
• Integration with mobile technologies
• Ability to create secure working
groups
Does this help me do my job better?
• Value based on saving time – useful content and the ability to connect and
communicate
• Incentives that align with knowledge‐sharing and platform use, including
having a stake, having a voice, having an impact, and having a community
bond
11 | © 2010 Tamara Erickson. All Rights Reserved.

12. Successful, Sustainable Collaboration Platforms Are
Sustained by a Supportive Organizational Culture
Organizations have their own rhythm for how
things get done, but enabling factors for
collaborative capacity include:
• Highly engaged, committed employees
• Existence of trust based relationships
• Prevalence of networking opportunities
• HR processes aligned with collaboration
• Organizational philosophy supporting a
“community of adults”
• Leaders with both task and relationship skills
Collaboration is sustained not • Productive and efficient behaviors and processes
because of the technology • Important and challenging tasks
platform but because of • Clearly defined individual roles and responsibilities
organizational culture
• Executives who model collaboration
12 | © 2010 nGenera. All Rights Reserved.

13. Enabling Factors
Existence of Trust‐Based Relationships
Trust is essential for collaboration
For most, trust develops through relationships
Leaders must consciously architect the
development of relationships
Make a significant investment in relationship‐
building through . . .
 Physical architecture
 Forums – sponsored events
 Technology
 Process design – induction processes,
rotations, career path designs
13 | © 2010 nGenera. All Rights Reserved.

14. Building Trust
Developing an Emerging Consensus
Building Employee Trust at the Transportation Security Administration
• Management developed a collaborative process and platform to solicit and
discuss ideas from the community of 43,000 employees
• Starting with relatively simple issues as discussion starters, they advanced
to tackle complex and sensitive issues such as restructuring the employee
compensation scheme
• TSA leaders found they could build trust through transparency into how
ideas are evaluated and why final decisions are reached
14 | © 2010 nGenera. All Rights Reserved.

15. Enabling Factors
HR Practices that Encompass Collaboration
The simple truth – some people enjoy collaborating more than
others.
Some are more likely to flourish in an environment that depends on
collaborative skills.
Select
 Are you careful who you let on the
bus?
Train
 Do you on‐board in a way that
supports collaboration?
Promote
 Are you careful who you promote?
What criteria are evident?
 Do your promotion criteria favor
collaborative behavior?
15 | © 2008 nGenera. All Rights Reserved.

16. HR Practices
Inviting an Honest Assessment of Fit
• A four‐week training period immerses employees in the company’s
strategy, culture, and obsession with customers
• After one week, employees are offered a $2,000 bonus if they agree
to quit that day
• Logic: if you’re willing to take the company up on the offer, you don’t
have the sense of commitment Zappos is looking for
16 | © 2010 nGenera. All Rights Reserved.

17. HR Practices
Developing a Commitment to Collaboration
To begin addressing the cultural
barriers around knowledge sharing:
• Created a series of case studies
focused on real events in the
company’s past that illuminate
values, processes, and norms
• Cases are discussed as part of
employee “on‐boarding” to promote
a better understanding of how the
company works and encouraging a
culture of knowledge sharing and
collaborative problem solving
Source: “Boosting the Productivity of knowledge workers,” E. Matson and L. Prusak, 2010
17 | © 2010 nGenera Corp. All Rights Reserved.

18. Enabling Factors
Organization Philosophy Supports “Community of Adults”
The Collaborative Enterprise offers a different “contract” to those who perform
work
Create employment practices consistent with a “Community of Adults”
 Break work into projects
 Stop measuring time
 Reduce status‐based titles
 Offer options – including options to do less
 Make arrangements, including compensation,
transparent
Performance management can break the bonds
of the old hierarchical systems, but does not
promote collaboration
In general, compensation systems have no
discernable correlation with collaboration
18 | © 2010 nGenera. All Rights Reserved.

19. Creating a Community of Adults
The “Results‐Only Work Environment”
• No fixed schedules, no mandatory meetings, no impression‐
management requirements and work‐life balance . . .
• ROWE judges performance on output instead of hours
• Since implementation, key indicators show
 Productivity is up by 35%
 Average voluntary turnover is down dramatically
 Employee engagement is up
Source: “Smashing the Clock,” Business
Week, December 11, 2006 19 | © 2010 nGenera. All Rights Reserved.

20. Creating a Community of Adults
Determining What My Work is Worth
• A program called “Up ‘n’ Down Pay” allows employees to manage
their own pay, flexibly
• Provides compensation information for comparable jobs in the
company or industry
• Has found that individuals almost always do so fairly based on the
information they are provided
Source: “Leading by Omission,” Ricardo
Semler, MIT World video, September 22, 2005 20 | © 2010 nGenera. All Rights Reserved.

21. Creating a Community of Adults
Owning My Own Development
• Social networking site
• You identify 10 or so people you trust and from whom you’d like
to learn (receive “feedback” in the Gen Y sense)
• You request feedback whenever . . . multiple times a day around
specific activities
• The individual owns the feedback process
21 | © 2010 nGenera. All Rights Reserved.

22. Enabling Factors
Focus on Important and Challenging Tasks
Important
The ROI of
Collaboration
Challenging
22 | © 2010 nGenera. All Rights Reserved.

23. Focus on Important and Challenging
Established the “59 Councils”
An Important and
Challenging Goal
• Important goal: manage new businesses
• Replaced its hierarchical decision‐making structure with 59 councils
• Challenging conditions: avoid the stagnation of hanging on in old
markets too long and not entering new markets nimbly, at the right time
• CEO John Chambers: “a distributed idea engine where leadership
emerges organically, unfettered by a central command”
Source: “Seeking Growth, Cisco Reroutes Decisions,”
The Wall Street Journal, August 6, 2009; “Cisco CEO
John Chambers’s Big Experiment,” WSJ Blog: Digits,
August 5, 2009; “How Cisco’s CEO John Chambers is
Turning the Tech Giant Socialist,” Fast Company,
November 26, 2008 23 | © 2010 nGenera. All Rights Reserved.

24. Enabling Factors
Clarify Roles and Leave the Approach to the Team
Collaboration is enhanced when the
work roles are structured clearly, but the
approach itself is left to the discretion
and creativity of the team
Create role clarity
 Design teams so that the roles and
responsibilities of all members are clearly
defined
Allow task ambiguity
 Describe tasks in ways that allow team
creativity
24 | © 2010 nGenera. All Rights Reserved.

25. Clarify Roles and Responsibilities
Guard Rails for Creativity
Principles that Allow
Individuals to Act
• The P&G Principles, Values, and Purpose (PVP)
 Initially: To improve the lives of the world’s consumers
 Revised: To improve more lives in more places more completely
• Because management is scrutinizing everyone’s actions against the
PVP, people are free to act
Source: Rosabeth Moss Kanter, speaking at
an nGenera Insight event, April, 2010 25 | © 2010 nGenera. All Rights Reserved.

26. Enabling Factors
Executives Who Model Collaboration
Leadership behavior has a significant
influence on the collaboration
Role model collaborative behavior
Mentor effectively
Support the creation of a “Gift Culture” in
which all participants give freely of their
time to help others learn
Develop a new breed of leader
26 | © 2010 nGenera. All Rights Reserved.

27. Executives who Model Collaboration
The New Leadership Mantra
 It’s ALL about the community . . . It may take longer, but it’s better to get buy‐in from
the community
 Just ask, because few do . . . Volunteers able and willing to do more than you think
 Lead by following . . . Managers are more powerful when they are “not leading”
 Nurture renegades . . . Interesting innovative things happen when people are allowed to
break or change the rules in an organization
 Think hybrid . . . Open source approaches can be more powerful when paired with
conventional approaches; blend your approach to a particular problem or issue
 Think globally . . . It’s virtual so there is a world of options available to the organization
 Shut up and listen. . . always . . . and very carefully
Source: “Mitchell Baker and the Firefox Paradox”
by D. Freedman, INC. Magazine, February 2007 27 | © 2010 nGenera Corp. All Rights Reserved.

28. Why Is Collaboration So Difficult For Many Organizations
Because collaboration is discretionary …
People have to want to do it
You often can’t tell if they really are doing it
It takes time and effort . . . and is personally hard
It’s not always worth it
It takes many forms
Almost all the corporate etiquette and “unwritten
rules” of the culture discourage it
28 | © 2010 nGenera. All Rights Reserved.

29. Social outcomes
(People, culture, behavior)
Organizational Business
Value needs
(Workflow)
Activities
(Technology)

30. Social Intent

31. Social
Activities

32. • Plenary introduction
• sessions
• Three small group sessions • Whole team session to
• to develop and • consider:
communicate • Alignment – the team
• a personal values-story purpose, customer
• Given you are this person dreams and nightmare
• Values – realigning
and these are your skills
purpose based on
and talents, what can you customer input
bring to this organization? • Implications – barriers
• How does this link? (are and challenges for action
you doing what you wanted planning
to do when you grow up?)
• Are you in the right job and
the right organization?

34. Role of HR
Business
Activities Outcomes
Impact
Social Recruiting Organization Development
Social Learning Talent Management
Alumni Management Human Capital Management
etc etc

35. Questions
Jon Ingham ‐ @joningham
Executive Consultant, Social Advantage
Margaret Schweer ‐ @nGeneraInsight
VP, nGenera Insight / Moxie Software