Employees First

25-07-2011

Value-added Social Networks for Business Execution Combining best-practice Management Frameworks with Social

Networks for focused collaboration on business goals

Discussion Paper January 2013

2

▶ The Value-added Social Networks for engaging people`s hearts and minds toward the common goal

▶ There are two principal things we can influence when it comes to producing results for our business: our strategy (or plan) and our ability to execute that strategy. The biggest challenge is usually not the strategy it is the execution of it. The difficulty is to predict and evaluate how activities impact organization`s goals and even harder to guide and engage employees to align their actions with the goals.

▶ To close the gap between results promised and results delivered you have to master four key principles: Focus, Leverage, Feedback and Accountability (“Theory of How”). This is the result our business research “how” effective execution is achieved. We have leveraged the two emerging Social Technologies of Enterprise Social Software and Enterprise App Store to form a “Value-added Social Network” with 4 Cloud Services:

▶ Cloud Service 1 : Focus on translating objectives into actions

▶ The alignment of the daily tasks with the Goal creates focus and reduces non-value added activities. The dynamic process for driving actions creates clarity within the organization of key goals, accountability and roles and responsibilities for achieving milestones and deliverables. An dynamic execution roadmap/game plan connects the goal with strategic choices/projects, workstreams ,actions and the competent individuals for implementations. This Service sets-up the goal-oriented social network with defined roles and responsibilities.

▶ Cloud Service 2: Create a Rhythm of Joint Engagement

▶ This discipline is where execution really happens. It is based on the principle of social accountability. Unless we constantly hold each other accountable and follow through with consistent action, the execution process disintegrates. In a rhythm of regular weekly (virtual) meetings and interaction -based on an Enterprise Social Software -holds each other accountable for producing results. The team members create their own commitments for the coming week, which increase the social ownership for achieving results. This creates a “just-in-time” weekly execution plan that adapts to challenges and barriers that can not be foreseen in the strategic plan.

▶ Cloud Service 3: Keep transparent Scoreboards

▶ People play differently when you are keeping score. The highest level of engagement comes when people know if they are winning or losing. (Gamification Feedback-Mechanism). A transparent and simple cause-and-effect scoreboard is central because it displays the success measures (e.g. Contacts, RFQs, Sales) for all to see in the goal-oriented social network. This enables to rise from an authority-driven compliance management System for fixed processes to flexible passion-driven commitments for themselves and all the team members.

▶ Cloud Service 4 : Act on Lead Measures with high-impact Apps

▶ This is a discipline of leverage. It`s based on the simple principle that all actions are not created equal. Some actions have more impact on achieving the goal than others. For supporting this high-impact actions an “Enterprise App Store” can be used on demand, everytime, everywhere for performance on the personal “lead measures” (e.g. Contacts & RFQs) which in turn drives the achievement of the Business Goal e.g. Sales. The Enterprise apps connect the core team members as “strong ties” of the social network.

Value-added Social Networks : Achieving Business Goals with 4

Cloud Services for engaging and connecting employees TMG/Canopy

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Value-added Social Networks - Why?

Companies need a fundamentally different approach to social networking TMG/Canopy

Employees love social networks such as Facebook, Twitter in their personal lives… …however companies have had less than stellar results replicating that energy with in-house social collaboration of their employees… …therefore companies demand a fundamentally different approach to social networking:

Consumer Social Networks: “Community of shared Interests”

Goal

Outcome

Enterprise Social Networks: “Community of shared Purpose”

Group of

friends

Topic

Informal communication & Repository of Content related to a topic or Group of Friends

Focuses on actionable, targeted output, within some set time frame, to meet an agreed upon business goal

Value-added:

Best Practice

Management Framework

to enhance benefits

from social technologies

Can not be managed Can be managed

4

Value-added Social Networks-Which Jobs to support?: Most

Companies have mastered the “Routine Jobs” however even the best

managed companies struggle with the “how” of “non-routine programs”

Management Jobs–to-be-done Segments

Routine Operations

(run the business)

Portfolio of Initiatives

(adapting the business)

What

Budgeting

Strategy & Innovation

How

Operational Execution

• Running Standard Processes

• Managing Standard Projects

Strategy Execution

• Break it down and get it done

• Engage Employees to get Results

• Repeatable • Predictable • Lots of Data • Integrated CAD/ERP Systems • Compliance of Employees • Mechanical Skills • “Urgent”

• Specific/Custom • Uncertain • Lots of assumptions • Many modular Business Tools • Initiative of Employees • Cognitive Skills • “Important”

Highest Potential Of Value-added Social Networks

Traditional source of competitive advantage

New source of competitive advantage

Trend:

Job Features:

Success Rate 90 -99% 20 - 40%

TMG/Canopy

5

Management Challenge of executing “non-routine” Programs: Many

Barriers identified by Business Research can derail even the best leaders

from achieving their goals

Business Execution Barriers and Roots of Frustration

Organizationa

l

Capability

Information

Sharing

Organization

structure

Cross-

functional co-

ordination

Staff

Involvement

Communication

Reporting

Escalation Team

Functioning

Performance

Feedback

Uncertainty

Resource

Management

Task

Alignment

Execution

Framework

Time Pressure

Conflicting

Priorities

Budgeting

Engines

Clarity of

Accountability

Performance

Measures

Employee

Engagement

Inter-

functional

Conflicts

Goal End

Result Business Execution of non-routine Programs

60-80 % of the Organizations experience gaps of results promised and results delivered

TMG/Canopy

Organizational

Capability

Organization

structure

(Matrix)

Cross-

functional co-

ordination

Social

Networks lack

Purpose Resource

Management

Task

Alignment

Execution

Framework

Time Pressure

Conflicting

Priorities

Budgeting

Systems

Clarity of

Accountability

Performance

Measures

Employee

Engagement

Inter-

functional

Conflicts

6

Execution Theory for predicting Success :

The Management Process for overcoming Barriers

TMG/Canopy

Act on Lead Measures

with high-impact

Expertise

Leverage

Feedback

Keep transparent Scoreboards

Focus on translating

objectives into actions

Focus

“Community of Purpose” supported by IT Technology

Create a Rhythm of

Joint Engagement

Joint Engagement

• M&A • Customer

Satisfaction • Quality • Exceptions

Innovations Strategy Other Initiatives Restructuring

Goal Goal Goal Goal

The 4 Management Principles of Execution

Execution Efficiency = (Focus) x (Joint Engagement) x (Feedback) x (Leverage)

What: Corporate Portfolio of

Initiatives

How: Engaging employees for

turning knowledge into

action and results

1 4 2

3 X Set-up sequence

Best Practices for good Management : Management at all levels of the

organization has the best chance of Success when the 4 Business Execution

Principles are applied for organizing knowledge and creative work

7

Elements of the Value-added Social Networks

TMG/Canopy

Focus on translating

objectives into

actions

Focus 1

Act on Lead

Measures with high-

impact Expertise

Leverage 4

Create a Rhythm of

Joint Engagement

Joint Engagement 2

Keep transparent

Scorecards

Feedback 3

Principles & Tasks

Task Characteristic

Mastering „Detail Complexity“ of many variables

Sharing of Control and Information

across boundaries

Mastering „Dynamic Complexity“ of „Cause & Effect

Leverage Critical Activities by the right

expertise/ content

Current Supporting Applications

(user productivity)

New Supporting Web 2.0 Applications:

(work-group productivity)

Excel/MS-Project Email/Intranet PowerPoint/Excel Knowledge Data Base/ Software Library

Execution Maps Enterprise Social Software

Game Feedback Mechanism

Enterprise App Store

Value-added Social Network for managing “Communities of Purpose”

SaaS

The Value-added Social Network: Combining best practice execution

management with Web 2.0 Applications for building “Communities of Purpose”

to achieve the business goals of creative initiatives more effectively”

Execution Management

Process

8

Building the Value-added Social Network : Modular Design of the TMG

Execution Process Application based on Canopy Social Software and Atos

Cloud Infrastructure for connecting and engaging employees

Value-added Social Network: Software as a Service (SaaS)

TMG/Canopy

c

4. Leverage

Act on Lead Measures with high-impact Apps

Enterprise App Store

1. Focus

Focus on translating objectives into actions

Execution Maps

3. Feedback

Keep transparent Scoreboards

Stoplight Reporting

RED: Concern that

deliverables or milestones will

not be met. No plans in place

to recover the situation

YELLOW: Plan in place to

recover from difficulties.

Indicates some lack of

confidence in plan.

GREEN: Plan exists and

will meet all milestones

and deliverables.

Online Social Game

Achievements

Enterprise Social Software

Create a Rhythm of Joint Engagement

2.Joint Engagement Connections Layer: Supporting the “Community of Purpose” Collaboration

Social Software:

(BYOD)

Cloud Infrastructure Layer: IaaS, PaaS

1 4

2

3

Execution Layer: Providing the Execution Framework for achieving goals

9

Service Delivery Partner of the Social Accountability Package:

Support Management to put Employees first

▶ Value-added Social Networks Solution: Empowering Employees with Social Technology

– Workshop: Defining the first Application

– Value-added Social Network Set-up: 4 Cloud Services of Execution

– Remote Team Coaching: Expanding the Capabilities of employees

– Remote Monitoring of Results: Ensure the End Result with the Team

▶ Enabling Technology: Standard Software as a Service for easy access of Employees

– Cloud Service Delivery: Value-added Social Networks provided as SaaS enabled through Atos cloud service (Canopy)

– Enterprise Social Software: Canopy a Atos Company

– Support: provided by Atos as part of the cloud model.

– Availability: Public/Private/Hybrid cloud model globally with choice of location

TMG/Canopy

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Benefits for putting “Employees First” TMG/Canopy

Employees First

Benefits • Execution Premium

• Productivity 25-30%

• Consulting Capability

11

Employees First

Execution Impact(1): When applied the 4 Cloud Services produce on

extraordinary Execution Premium by tapping the desire to engage

employees with more sophisticated tasks for pursuing a purpose

Value-added Social

Networks Elements

Modular Social Technology Solution

Effects on Employees & Partner

Focus • Focused on Goal by aligned

activities

• Clarity of Objective and Role

• Building Community of Purpose

Joint Engagement • Collaboration for creating

personal commitments and

sharing expertise

• Creating Social Accountability to

progress on the goals

Feedback • Highly Responsive through stake

in the outcome

• Immediate Feedback of actions on

the outcome

• Online Learning on the job

Leverage • Easy and affordable access to

best-practice methods embedded

in Apps to master the task

• Putting created and shared

knowledge into action..

Execu

tion

Prem

ium

TMG/Canopy

Value-added Social Networks for getting things done

Focus on translating objectives into

actions

Execution Maps

1

2

3

4

Enterprise Social Software

Create a Rhythm of Joint Engagement

Keep transparent Scoreboards

Stoplight Reporting

RED: Concern that

deliverables or milestones will

not be met. No plans in place

to recover the situation

YELLOW: Plan in place to

recover from difficulties.

Indicates some lack of

confidence in plan.

GREEN: Plan exists and

will meet all milestones

and deliverables.

Online Social Game

Act on Lead Measures with high-

impact Apps

Enterprise App Store

12

Execution Impact(2): Improving Social Productivity and Efficiency of

Managers and Professionals to achieve more for less

Reading and answering e-mail

Searching and gathering information

Communication and collaborating internally

Role specific tasks

Total

28

19

14

39

100

Interaction Workers Tasks

Increased-value added time

Productivity Improvement %

25-30

30-35

25- 35

25- 30

25-30

9,0-11,0

3,5-5,0

5,5-6,5

7,0-8,0

% of average workweek

Goal End

Result

Effects of the Value-added Social Networks on Employees

Value-added Social Networks enables consulting and client team become more productive

TMG/Canopy

Employees First

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Execution Impact(3): Employees become more competitive versus

Consultants by pushing the Consulting Productivity Frontier through increased

Productivity and expanded Competencies to do more sophisticated projects

Relative Cost Position

Strategy Consulting (Today/Future)

“Employee first” Frontier -Future: Online Business Execution

The new Trade-off for Strategy Consulting

Low

Cost Reduction by: • Social Software • Cloud Computing

Program Spectrum

High

Low

High

“Employee First” Frontier Today

Competencies Expansion by: Enterprise App Store

Non-Price Value

• Impact 1: Empowered Employees

• Impact 2: Productivity Increase: 25-30%

Employees First Example

TMG/Canopy

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Enabling Social Technology I: Social Networks already enable Collaboration for the

young employees to create and sharing knowledge at an exponential pace however

companies demand a fundamentally different approach to social networking

Enterprise Social Networks: “Community of Purpose”

▶ A new generation is poised to dominated the workforce

– approx. 50% are between 15-44 years old

▶ They are using new tools, are more connected, more often, from more places

– 61% of social software users are between 18 and 45 years old

▶ They're here Now, and their business influence is growing

▶ New generation communicate differently at home and expect the same at work: only 11% of 13 to 19 year olds use email to communicate with their friends.

▶ Next generation communication tools are necessary to attract and retain new generation talent.

▶ If no tool exists workers find their own way of accessing non-business tooling.

Goal End

Result

Employees First

“Community of Purpose”

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Enterprise App Store: Making Execution more engaging

Frequency

Personal “Jobs-to-be-done” 700 000 Apps

Number

Goal End

Result Business Execution of non-routine Programs

Merging of private and business

Example: App Store Apple online application distribution

system for iPad, iPhone (2008)

1.Angry Birds

2.Doodle Jump

3.Fruit Ninja

4.Angry Birds

Seasons

5.Cut the Rope

6.TuneIn Radio

7.MONOPOLY

8.Angry Birds Rio

9.Fat Booth

10.Flight Control

Enabling Technology II: Employees are engaged to access apps for their

private and business “jobs-to-be-done” at an exponential pace to master the

jobs better

People are collectively engaged in solving problems

with social apps

Universal Digital Interface for all private and business jobs

Social App Classes • Communications • Gaming • Media • Lifstyle

Employees First

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Enabling Social Technology III: Affordable and accessible Competencies for

employees over personal devices linked to the Cloud enable to do more

sophisticated tasks by more people at an exponential pace

Evolution of IT Constraints: The Age of Network Intelligence & Collaboration

Strategy Projects Workstreams Tasks/activities

Goal

Employee/ Partner

Teams

Business Units

Headquarter

Skill required to execute (Hyper)Special Designing knowledge Work

Cla

rity

of

exe

cuti

on

ru

les

Sim

ple

A

mb

igu

ou

s

Value Zone

Corporate Space

Cloud Services

Goal

Place where value is created and outcome achieved

Cloud

Computing

Employees First