The Connected Organization: Building more Effective Companies

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The effectiveness of a company’s actions equals the power of its internal and external network. The more connected you are with customers and suppliers, the more your employees are connected with each other, the more powerful and resilient you will perform. How quickly can your company have an e-mail from a prospect answered by the right person? How efficiently can you bring the right internal expertise round the table for a large new project? A more connected organization will always outperform others.

Business Art & Photos Technology

Peter Poeck
Solution Expert @Cegeka

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Peter.poeck@cegeka.be

Understand
Think along
Collaborate
Grow mutually
Take away concerns

In close cooperation

“You can design and
create, and build the
most wonderful place
in the world. But it
takes people to make
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Walt Disney

MOBILE WORKER
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The Connected Organisation
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Fully Business oriented

Users
for
Organisation

Users
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Users

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Organisation
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Communication

People Engagement

High trust

Be part of New ideas

High solidarity with business targets

Team Spirit
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Work life balance

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Organizations are investing in enterprise social networks at an alarming rate. To gain the benefits of improving employee engagement, collaboration, and knowledge sharing requires you to look beyond technology deployment. Attend this session to learn how social tools can play a critical role, what strategies that can help drive organizational change. This session will help IT architecture and infrastructure personnel understand #esn adoption issues, the role of change management, and alignment of social tools with strategic business initiatives. As part of this session, we’ll also look at a customer case study on how Yammer is continuing to transform a global organization. Agenda: 1. Social Maturity – present how social enterprise networks have changed over the course of the past decade (atlassian, give, newsgator, sp2010, yammer) 2. Creating a Collaborative / Social Environment – what are some of the top ways organizations are changing the traditional collaboration model and the risks involved. 3. Enable business value – scenarios and opportunities to create business value 4. Change Mgmt models – what training, governance and adoption strategies work and where your organization fits.

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Companies are exploring ways to cut costs, attract top talent and get the most out of their workforce. Working from home, or any remote location is an option many employers are advocating and exploring to reduce operating costs, eliminate geographic barriers to talent and improve employee morale. But is the virtual workplace all it’s cracked up to be? Is it viable for every type of business? Whether you are for, against, or still on the fence, this session presents the benefits and unique challenges of managing productive virtual teams including trust, engagement, motivation, and morale. You will examine case studies of companies who employ the practice and the reasoning behind companies who do not support virtual team environments. Anastasia has been working in and managing virtual teams for over 7 years as a Chief Executive Officer with a global virtual team and working for various companies and clients remotely.

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In February I spent one week with 25 students from different disciplines at European institute of Design in Rome, (IED Rome University). Every year the university holds the event called IED Factory where a cross-pollination of skills and backgrounds mingle to boost creativity, diversity and collaboration. Twelve workshops take place and the students are bound to deliver a final project after an intense week of activities. I designed the workshop to introduce the Design Thinking approach and to instill creative confidence. Visual Communication, Fashion Designers, Fashion Stylist, Photography, Animation, Jewellery Design are the different areas where the participants came from. The following are my findings. What’s the problem? Create trust and serendipity. At the outset my approach was to build up the atmosphere of one spine of 25 designers. In the first two sessions I tried to instill the design thinking skill set: observations, empathy, trust and collaboration. Then I set up 5 teams and showed them three challenges in Sustainability, Transport and Health & Food. A culture of innovation. As soon as the participants begun to perceive the sense of purpose, the edge of ‘Familiar vs Unfamiliar’ using storytelling, the Design Thinking methodology is a toolkit that implies a culture of risk, trust and failure. It creates scenarios of use, provokes and inspires alternatives. The projects…? No, it’s the path, it's the discovery. People are creative. Yes, they are indeed. In few days they went through ‘discover, ideation and prototype’ phases delivering an app and website for ‘Health & Food’, two ‘Educational rubbish bin’ for Sustainability, a thematic bus. Well, they did not find any investors. They adopted the mindset to show themselves things to explore, test and learn. The video below shows an example. From the idea of design object to think instead designing behaviours. First I needed to understand why I was going to do the workshop and what was the gap I could support as facilitator. The plan was to create contents, activities and my approach based on a design for knowledge, skills and motivation. So I focused on those scenarios rather than a design for habits, communication and environment. Designers design their way through the problem Once the participants start learning by doing, they also trust the process and forge their own way to go through. Eventually the thorny issues such as get people talking in the streets, reframe questions and create a storyboard helped them to see new opportunities. Then they transformed data into actionable ideas. However, as facilitator you are a designer as well. Therefore you also design your way through the problem with them. Lesson Learnt By focusing on creating a challenging context you might be able to offset the pressure to provide all the interactions; let the learners interact with each other. In terms of content, it is less than you think it is.

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The Connected Organization: Building more Effective Companies

1. “Y” you need The Connected Organisation

2. Peter Poeck Solution Expert @Cegeka twitter.com/Poecky www.linkedin.com/in/peterpoeck Blog.cegeka.com Peter.poeck@cegeka.be

3. Cegeka in 2012

4. Understand Think along Collaborate Grow mutually Take away concerns In close cooperation

5. “You can design and create, and build the most wonderful place in the world. But it takes people to make the dream a reality.” Walt Disney

6. MOBILE WORKER • • • • Anyplace Anytime Anydevice Anywhere Increase the productivity of the people

7. From a small office...

8. ... to a big office

9. From Command & Control...

10. ... to The Connected Organisation

11. The Connected Organisation Knowledge exchange Fully Business oriented Users for Organisation Users for Users Self organised communities Organisation for Organisation Organisation for Users Communication

12. People Engagement High trust Be part of New ideas High solidarity with business targets Team Spirit Visible and tangible Short distance between employees and management Work life balance

13. “It's not the magic that makes it work. It's the way we work that makes it magic” Walt Disney

14. CONNECT

The Connected Organization: Building more Effective Companies

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