Changing Incentives for Knowledge Workers in the Social Enterprise

Changing Incentives For
Knowledge Workers In
The Social Enterprise
APQC Process Conference
Houston 2013

Sandy Kemsley l www.column2.com l @skemsley

Agenda
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How the enterprise became social

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The disconnect in adoption of new
methods and tools

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The culture and management mandates

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The technology mandate

Copyright Kemsley Design Ltd., 2013

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The shift in enterprise processes, attitudes and goals

How The Enterprise
Became Social

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Factor #1:
The Nature of Work Changed

Routine Work

Knowledge
Work

Execute transactions

Solve problems

Efficiency

Collaboration

Compliance/standardization

User-created processes

Process improvement

Assist human decisions

Automation

Collect supporting artifacts


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Collaboration In The White Space
Of The Organization Chart


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Source: Luc Galoppin, “Social Architecture: Raising the Bar for our Profession”

Balancing Hierarchy And
Community To Get Things Done


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Source: Luc Galoppin, “Social Architecture: Raising the Bar for our Profession”

Factor #2: Tool Capabilities and
Expectations Changed
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Consumption

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Participation

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Creation

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User experience

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Access anywhere


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Factor #3:
Information Everywhere
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No longer an age of information scarcity:
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Businesses have rich customer context through
analytics and integration
Customers have competitive business
information
Wide range of public information

Productivity is in analysis and connectivity


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External Social Presence Linked
To Core Business Processes
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Changes the customer relationship

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Extends the ends of the process

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Increases external collaboration

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Forces operational transparency


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Result: The Social Enterprise
Social Feature

Enterprise Benefits

Collaboration

Exploit weak ties for knowledge
sharing and social feedback
= Improved decision-making

User-created
content
Transparency

Use and capture tacit knowledge
= Improved processes
Provide context for work
= Improved problem-solving


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Real-life benefits of collaboration and user-created content

What Do Social Enterprise
Processes Look Like?

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Social In The Flow Of Work
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Social features built into enterprise
business processes
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Collaboration on demand
Zero-training UI for occasional collaborators
Informational visibility and sharing

Situational applications based on
enterprise APIs
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User-generated processes and content


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Collaborative Process Modeling
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Multiple people participate in process
discovery, modeling and documentation
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Internal and external participants
Technical and non-technical participants

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Preserves institutional memory

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Facilitates cross-silo collaboration and
innovation


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Collaborative Process Modeling


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Dynamic Process Runtime
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User can add participants from own
network or recommended expert

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Non-participant can opt-in to process

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Audit trail captured within BPMS

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Eliminates uncontrolled email
processes

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Captures patterns for
process improvement

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Process Activity Streams
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Timeline of activity for social monitoring
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Process models during creation
Process instances during execution

Publish/subscribe model to “watch” certain
processes or event types

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Direct link to underlying process model or
instance for unsolicited participation

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Usually mobile-enabled

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Process Event Streams


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Collaboration at
Bank Of Tennessee
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Service-focused regional bank

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Mortgage process before BPM:
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Manual, paper-based
Long process with bottlenecks and errors
Many exceptions, constantly changing
Limited visibility and audit trail

Search for social collaboration and BPM
platforms merged


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Source: Will Barrett, Bank of Tennessee, “Worksocial Pays Dividends”

A Social Mortgage Process


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Bank Of Tennessee: Benefits
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ROI based on social and BPM
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Process activity stream user interface
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30% faster to complete process
Reduced errors
Unified communication channel
Faster, more efficient actions in place
Increased adoption/decreased training

Improved visibility and audit trail
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Critical SLAs visible for action
Entire process within BPM

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User-Created Content at
Norwegian Food Safety Authority
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Ensuring food safety, animal/plant welfare:
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Scheduled inspections and events
Emergency response
Maintain food safety history
Apply complex regulations

Case folder with dynamic worklist
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Case = person/establishment, e.g., farm
Tasks created dynamically as required,
manually or triggered by events

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Source: Computas


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NFSA: Dynamic Task Selection


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NFSA: Benefits
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Entire food safety history for each
establishment

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Two dynamic case management modes
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Control activity module for regular activities with
full domain data
Emergency response module with alerts and
follow-up tasks


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What is limiting the adoption of social enterprise processes?

The Social Dilemma


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Fear Of...
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...assuming responsibility for collaboration

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...having to share credit for work

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...appearing weak for requiring collaborators

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...not getting credit for time spent collaborating

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...helping the competition

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...losing control over a process

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...opening access to information

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...fluid, non-hierarchical roles


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Misaligned Business
Goals And Metrics
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Executives want
collaboration across
silos; management
required to get work
done on time

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Process performance
indicators measure
efficiency, not service
levels

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The Employee Incentives Conflict
“When an organization doles out bonuses,
raises, awards and promotions based on
individual contributions, what’s the carrot
for social participation?”
-- Gia Lyons, Jive Software

Do the
right thing

What’s in
it for me?


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Misaligned Employee Incentives
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Incentives based on job description, not
value of contribution

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Incentives reward individual efforts, not
collaboration


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Mandates for organizational culture, management and technology

Creating A Culture That
Rewards Knowledge Work

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Participatory Culture
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Time and resources explicitly allocated
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For collaboration and co-creation
All stakeholders expected to participate

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Appropriate tools provided

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Input considered regardless of level and
technical skills of participant


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Transparency And Openness
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Allow internal users to see all information
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Set open as default, override for specific
exceptions

Allow access to external stakeholders
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Customers, business partners should see their
own information

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Enables easier knowledge dissemination

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Provides context for problem-solving and
collaboration

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Management Style Of Trust
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Allow workers to deviate from pre-defined
workflow when appropriate
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Management must allow sufficient autonomy
Workers must feel comfortable
creating/modifying processes

Allow workers to collaborate with resources
of their choice
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Assign work or ask assistance
Internal and external


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Rewards And Incentives
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Set expectations for participation

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Reward for collaboration and process
improvement

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Reward for customer service over
efficiency

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Reward teamwork over individual effort


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The technology mandate

The Future Of Social
Enterprise Incentives

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Enterprise Social Scoring
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Peer recognition

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Gamification

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Social graph connectivity/strength


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Using Collaboration Metrics
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Detect and analyze social graph
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Measure contributions to community
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Boost signal of weak ties
Social score
Successful performance of task

Recommend collaborators based on
reputation


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Problem-Solving Metrics
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Customer satisfaction

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Time to resolution

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Correlate quality of decision with degree of
collaboration involved


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Next-Generation Social Analytics
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Evaluate (and reward) collaborative
behaviors that:
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Are aligned with organizational culture
Get work done
Assist others to achieve shared goals

Resistant to “gaming” by workers


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Summary


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Summary
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Enterprise processes are social, whether
you admit it or not

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Misaligned goals and incentives will reduce
success of outcomes

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Organizational culture and management
style may need to shift

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Core social process technology is in place,
but metrics are still catching up


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Slides at www.slideshare.net/skemsley
Sandy Kemsley
Kemsley Design Ltd.
email: sandy@kemsleydesign.com
blog: www.column2.com
twitter: @skemsley


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Changing Incentives for Knowledge Workers in the Social Enterprise

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