In every organization processes can be identified that do not function optimal in the normal, so called bureaucratic or formal structure. Finding people or expertise, sharing and leveraging implicit knowledge, exploiting the wisdom of the crowd, using the special talents of people, driving sustainable innovation. Many processes run more efficient and are more effective using the social networks of the organisation. Many tasks can be accomplished better by organizing people in communities instead of teams. An organization that knows how to use communities, social networks, crowd-sourcing, broadcast communication, self-organization and other ‘2.0’ concepts has an advantage over competitors and offers an appealing working environment. The Intelligent Organization knows, build it with TeamPark

1. The Intelligent Organizationand how to build it with TeamPark® A short introduction By I&I, Innovation-experts at Sogeti More information: http://teampark.org

2. A changing society, customer and employee force organizations to adapt5 REASONS for ‘TeamPark’

3. 1 Free and unrestricted collaboration proves difficultThe communication mis//match Formalandsynchronousoutbound -> informalanda.syn.chro.nousinbound ← Teams and organizations often work like a machine: internally synchronized and formalized. This creates a mismatch with customers and other teams and organizations that have there own synchronization and rhythm

4. The new world of won’t workAny place, but any time? People who are bound by workflows and direct communication cannot collaborate ‘anytime’, because they need to be synchronized 2

5. Limitations to classic business process improvementWhere to find more effectiveness? 3 Remaining Underperforming and misplaced processes cannot be optimized without consequences > We reached the limits of the current model <

6. Talented people in untalented organizationsHidden talent Formal, standardized structures, processes and functions can never draw on all available collective and individual talent -> people can do more then their functions allow, organisations can do more then their procedures allow 4

7. Peak-oil, peak-coal, peak-uranium, peak-everythingTransition to sustainability The future must be green and sustainable, organizations must be able to react on big changes, flexibility andadaptivity are not properties of our current organization models 5

8. The legacy of Taylor and Ford: intensive knowledge farmingKnowledge processing factories What is the problem? Can inabilities this fundamental and profound be solved? Modern organizations are like factories,based on an industrial model (Taylorism). And that’s limiting when working with information because information-processing doesn’t require physical presence

9. The problems with the ‘industrial’ modelLimiting communication and procedures The industrial model is based on direct, synchronous communication and standardized workflows. The organization adopted a fixed structure and way of working. Based on the views of Taylor (scientific management) . > Centralized control < > Synchronous communication < > Standardized workflows and work dispatch < > Standardized function profiles < > ‘machine-bureaucracy’ <

10. Social collaboration and communicationFundamentals of TeamPark®

11. A new way of collaboration has emergedit is called ‘social’ and it ‘works’

13. Signals (the state of the platform)

14. Agents or actors leave of change signals

16. Road / traffic

17. All over nature and organisms

19. Can we use it (social) to improve our current (functional) organization?

20. Social in synergy with functionalSome tasks are best performed ‘the old way’, some best the social way

21. Every social is not born equalDifferent kinds of social exist

22. Platform design-strategyHow to design an adapted social environment? Evolution - supply a corporate wide, rich social environment and let the crowd select useful components and concepts, embracing and cultivating the succesful ones, eliminating the others Intelligent design – systematically identify the most fertile soil for social seeding and design a platform that suits people, processes and tools

23. ‘Intelligent Design’Adapt social initiatives to workforce, processes and technology for quick-start

24. The social platformBy definition of TeamPark®

25. Function of the social platform Social is not based on direct communication, planning, fixed workflows or central command… … it is based on trails and signals left in the environment, the collaboration platform Activity-streams, persistent conversations and bookmarks, explicit social structures, collaborative documents. Things co-workers can stumble upon, triggering collaboration. Self-organizing mass collaboration. Totally decoupled and ‘unorganized’. The platform facilitates social processes

26. What is a social platform?

27. What makes a platform social? Use our ‘S.O.C.I.A.L.’ acronym

28. Stimulating A social platform has the right mix of interaction stimuli Presence – who is online? Where are my friends? Identity – look who I am, rich profiles, my content Reputation / karma – my value to the community based on ratings Relations – my social network Conversation – what are people talking about Activities – what is going on right now Groups – free forming, self-organizing groups Sharing – common content, information, knowledge

29. Organic A social platform allows its communities to form their own structures, to self-organize Free grouping – people can form, join and leave groups themselves, easily Organic groups – the system automatically forms groups based on the social graph Free tagging – people can tag all content, building a folksonomy Automated SNA – allow people to travel en utilize their social networks easily

30. Collaborative A social platform has a sensible mix of stigmergic and social collaboration & communication tools Social network – making true flows of communication explicit, helping in finding expertise and people Social bookmarking – brute force collecting, weighing and filtering of information Blogs – for broadcast communication used for opinion-building and knowledge-sharing Forums – for discussion and persistent conversations Wiki – Stigmergic knowlegde base Wall-to-wall, activity-streams, whiteboards, etc.

31. Intelligent A social platform has an effective set of collaborative filters and aggregation mechanisms, harnessing the wisdom of the crowd, suppressing ‘noise’, identifying ‘quality’ Good reputation system – being able to recognize topic expertise and experts Weighed aggregation – showing only the best quality on the front-/aggregation-pages Passive and active collaborative filtering – to identify quality Voting/ rating – user reputation building and content filtering (quality indication)

32. Adapted “Your” social platform is adapted to your crowd (employees or customers), processes and tools

33. Linked A social platform should offer its users to connect to their external social networks and content External networks – LinkedIn, Facebook, MSN, etc. External content – Blogger, Flickr, Youtube, slideshare, mindmeister, etc. External activity – Twitter, Yammer, etc. News aggregation – RSS, etc.

35. Growing a living social sideTeamPark-Method

36. TeamPark®is the trajectory to grow your organizationaliving social side awareness strategy implementation alive A pattern consisting of 4 different phases, which can be incremented or iterated

37. Phase 1: create awareness awareness strategy implementation alive

38. Phase 2: determine strategy awareness strategy implementation alive

39. Phase 3: implement platform awareness strategy implementation alive

40. Phase 4: bring to life awareness strategy implementation alive