PEHRS Presentation on ACM

Enhancing the Productivity of
an Evolving Workforce
Keith D Swenson
Vice President of R&D
Chairman of the Workflow Management Coalition
September 13, 2012

All Rights Reserved, Copyright © Fujitsu Limited 2012

Table of Contents

Knowledge Work
Unpredictable Processes
System Technology Key Capabilities
Management Shift
Summary

See Related Blog Post at:
http://social-biz.org/2012/08/20/enhancing-the-productivity-of-an-evolving-workforce/

2 All Rights Reserved, Copyright © Fujitsu Limited 2012

People who weigh many
factors and determine
courses of action


People whose actions
are based on many
sources of information

People who gather clues
follow up, and discover things.

People who set the rules
or think outside the box


People who face uncertain situations
and courses that are not fixed


Knowledge Work is Everywhere

Benefits Negotiation Mergers & Acquisitions

Employee Performance Coordinating a meeting
Mitigation

Exceptions, such as a
Billing Dispute
Hiring Talent
Rescue work,
Fire Fighting

Medical Treatment,
Health Care
Financial Audit

Executive Management
Help desk


Unpredictable Processes


What does it mean to be Unpredictable?
Unpredictable Does Not Mean
 Chaotic – completely without form
 Random – direction can completely reverse at any time
 Completely Unknown – like a completely dark, but dangerous, room
 Planning is Impossible and Pointless
It simply means:
 The known initial conditions are not enough to determine the one
single best path.
 You can’t wait until enough is known to make a complete process
 Planning is an ongoing activity as you do the work.
Examples:
 an Emergency Room Patient

http://social-biz.org/2010/03/29/does-unpredictable-work-exist/

Fooled by Randomness

Unpredictable Processes
don’t always FEEL
unpredictable.

20/20 Mental
Hindsight “Interpreter”
We forget how it We fill in missing
really happened. details with narrative.


Spectrum of Predictability

Routine Routine with ad Unpredictable with Completely
Predictable hoc exceptions structured snippets Improvised

 There is a spectrum of situations
 Everyone does:
 some routine work, and
 some unpredictable work.


System Support Key
Capabilities
What you are going to need to get there.


The Industrial Revolution:
… the Newtonian view in business.

Henry Ford’s
Assembly Line

Frederick Winslow Taylor
• Time and Motion Studies
• Mass production office work

Business Process Management / Workflow

BPM:
Make a precise
definition of the
work to be done
Invest a lot in
set up
Recoup investment by running process
thousands of times.

 Effective for Routine Work

Definition of Case Management
Case Management is
 the management of long-lived collaborative processes that coordinate
• knowledge,
• content,
• correspondence and
• resources
 to progress a case to achieve a particular goal;
 where the path of execution cannot be predetermined in advance of
execution;
 where human judgment is required to determine how the end goal be
achieved; and
 where the state of a case can be altered by external out-of-band events.

Attributed to Michael White, 2009


Tasks  Goals; what is the difference?

TASK Difference? GOAL
(Something you do) (Something you do)

Smaller in Scope Larger in Scope
Procedural, linear Collective, parallel
 often one at a time  Sometimes overlapping
Thinking is Removed You must “figure it out”
Focus on action to Focus on end result
transform something produced

Micro-managers give "tasks"; Good managers give "goals".


Enforcement  Guidance

Enforcement:
Guardrails (on a road) prevent
deviation, but also prevent
anything not predicted.

Guidance:
Guidelines (on a road) show people
where to go, but do not prevent
deviations if they are necessary.


Diagrams  Checklists
For Routine Work For Knowledge Work

Created ahead of time Created when needed,
by specialist crafted to by the person doing the work.
automatically respond Manually adjusted for
to many situations. changing situations.

http://social-biz.org/2010/03/08/is-the-checklist-mightier-than-the-model/

Prescribed  Adaptible
When you hear about an adaptive
system, think about muscles.
 To increase the size or strength of a muscle, you
exercise it.
 Conversely, lack of use causes muscle atrophy.
Adaptiveness is not simply the
capability to increase or decrease
muscle size.
Instead it is more about the ability of
the muscle to self-modify to fit the
situation; the ability to sense a need, &
to respond to it in a kind of feedback
loop.

http://social-biz.org/2011/11/13/understanding-what-adaptive-means/

Individual  Social Technology

self-forming relationships

everything is relative

bring your own identity

http://social-biz.org/2011/09/03/self-organizing-business-networks/

Process Centric  Data Centric

Data Process

Process Data

The process is the Data (a case folder)
central focus for becomes the central focus
organizing work. and permanent record.

Data comes to and from Processes can cooperate.
the process.


BPM / Workflow ACM

Factory, Mass Production Skill, Professional

Small savings on each of a Custom work appropriate to
large volume produced particular circumstances

Highly Repeatable Unpredictable
Routine Processes Unique Processes

Efficiency and cutting costs Providing unique high value
through automation service to customers


Management Shift
It’s not just technology that is changing


The Power Of Pull

“Pull platforms are emerging
as a response to growing
uncertainty.”

“They seek to expand the
opportunity for creativity by
local participants dealing
with immediate needs.”

http://social-biz.org/2011/02/06/the-power-of-pull-just-win-baby/

<<Push>> vs. >>Pull<<
treat public as passive loosely coupled and modular
consumers embrace exceptions not
make centralized decisions eliminate them
top-down approach to enhance the potential for
planning productive friction
workers perform dictated continually expand choices
activities available
help find the most relevant
resources
allow initiative and creative
opportunities


Returning to
“Human 1.0”

http://social-biz.org/2011/01/22/hyper-social-organizations/


Forget market
segments
• engage tribes

Forget company
centricity
• think human centricity

Forget information
channels
• think knowledge networks

Forget processes • embrace social
and hierarchies messiness


Roles mean nothing without
understanding the network of
relationships and the resources that
are required to support the work of
that person. – Margaret Wheatley


Important worker
qualities will be:
• High Concept
• High Touch
-Daniel H. Pink


Knowledge Worker Autonomy
 SIX major factors determine knowledge-worker productivity
 Knowledge worker productivity demands that we ask the question: "What is the task?“
 It demands that we impose the responsibility for their productivity on the individual
knowledge workers themselves. Knowledge workers have to manage themselves.
They have to have autonomy.
 Continuing innovation has to be part of the work, the task, and the responsibility of
knowledge workers.
 Knowledge work requires continuous learning on the part of the knowledge worker,
but equally continuous teaching on the part of the knowledge worker.
 Productivity of the knowledge worker is not -- at least not primarily -- a matter of the
quantity of output. Quality is at least as important.
 Finally, knowledge-worker productivity requires that the knowledge worker is both
seen and treated as an "asset" rather than a "cost." It requires that knowledge
workers want to work for the organization in preference to all other opportunities.

-Peter Drucker, “Management Challenges for the 21st Century” (p142)


Summary


In an unpredictable world,
the best investments
are those that minimize
the importance of predictions.

- Sargut & McGrath

http://social-biz.org/2011/08/30/living-with-complexity/

Management Shift Summary
1. Understand the limits of Newtonian view
– and Scientific Management
2. Beware of over-simplifying the job
– Don’t just “pick a process”
3. Focus on providing the right information
– Promote a culture of sharing
4. Embrace complexity
– Don’t de-skill the workplace
5. Empower people to respond to customers
– Decentralize, but monitor
6. Hire/promote right-brained people


Summary

Adaptive Case Management is
for Knowledge Workers
with Unpredictable Process
to Adapt & Innovate
with Teams of Experts
to Accomplish Goals.


Questions and Answers

Slides: http://www.slideshare.net/kswenson/pehrs-presentation-on-acm
Blog: http://social-biz.org/2012/08/20/enhancing-the-productivity-of-an-evolving-workforce/


PEHRS Presentation on ACM

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