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As we begin to explore the collaborative potential of connection, co-creation is becoming increasingly important solution to problems. Organisations are increasingly looking to employees, partners and suppliers to be a part of efforts to co-create solutions to complex problems. Collaborative co-creation is a key part of the Solve phase of the Value Maturity Model. As we practice co-creation, we discover bigger opportunities to create value.
Most co-creation begins with some kind of crowd-sourcing of ideas to solve problems. Diversifying the sources and inputs into the creation of a solution can enable big steps forward. Often new stakeholders have solutions to hand, see potential to reuse capabilities or bring opportunities to do things in new ways. Crowd-sourcing can be a fast and effective way to gather inputs from a large group of people towards a solution.
Efforts at crowd-sourcing solutions need to plan for two main challenges:
- Lack of Connection: To contribute meaningful solutions, people need to feel connected to the problem and to each other.
- The Volume of ideas overwhelms Execution: ideas are great but the exercise to sift and integrate diverse ideas can be a drain on execution. This is why many efforts at crowd-sourcing turn into a show of ‘engagement’ with no traction on the ideas submitted.
Co-Creating the Work
The next level of co-creation is when people come together to take a solution and execute it. The challenges of a problem don’t stop when you have an idea. People need to solve all the little issues and manage the idea until it is successfully implemented.
Make sure the expectation in you co-creation community is that work will be done to solve the problem. Give the community the autonomy to follow their ideas. People will contribute better ideas if they think that they have to see them through. Co-creation is more meaningful to a community that has been asked to work the problem together. Challenge them to take their ideas and see them through to implementation.
Co-Creating the Problem
The final level of co-creation goes back to the start and looks at the system from a higher view. This level removes the constraint that the problem definition is externally imposed on the community. At this level of co-creation, the community has responsibility to find, create and implement its own solutions. To do this the community is going to need to start to ask questions about Purpose, the scope of the system and what goals they have for the system. Bring a diverse group of stakeholders in to shape the problems and you may discover new problems and that some of your current problems aren’t such a big issue. The third level asks the community to own co-creation from Purpose, through Diagnosis, and then to the Design and Execution of any solutions.
As the end of November approaches, that time has come again when we must consider whether we have the right initiatives in place for ourselves and our organisations as we get ready for 2017. How are you transforming the capabilities and work practices in your organisation to make sure that your teams are more effective in their work?
Why is Work Changing?
The way we work is fundamentally changing under the influence of five main drivers:
- Pervasive Global connection: As internet connectivity has gone mobile, we now have the ability to connect with, to converse with and to see the whole system of our stakeholders any time anywhere.
- Automation: Digital technology has enabled us to automate simple tasks and string together increasingly complex processes and systems.
- Data and Analytics: As digital connection and digital automation expands so does our ability to gather data and analyse that data to provide insight and run complex algorithmic processes.
- Changing Consumer Expectations: As consumers are exposed to the potential of digital through consumer technology and consumer services, the businesses must meet disruptive and exacting standards for convenience, service, value and speed.
- Accelerating Pace of Change: Disruption, greater responsiveness to change and ever-shortening cycles of feedback are the new norm for business and our work practices must adapt to enable our businesses to keep up.
We have already seen great change in digital transformation.
Further dramatic changes in the nature of work are here but ‘not yet widely distributed’ to borrow the phrase of William Gibson..
2017 Future of Work Recommendations
With these pressures on the way we work, every business should have a focus on how it is changing the way its people work and the practices that will support ongoing transformation of work. Here are my recommendations on what work you should have on your backlog for the new year:
These five are in place in your organisation today. However, they may not be well understood, managed or serving your purpose. As you look to 2017 it is always worthwhile to ensure that the foundations are sound and well aligned.
Purpose: Be clear on your personal purpose. Look for that purpose in the work you do. Clarify the shared purpose in your organisation. Don’t impose a purpose designed around the leadership table. Discover the purpose through the stories and the work that bring your organisation together.
Strategic Value: What value are you trying to create to fulfil your purpose? What kinds of value matter most to your stakeholders? When do they know you are creating value? What measures tell you that you are achieving your goals?
Networks: To compete in the network era, your organisation must be networked. How are you bringing people together to connect, to share, to solve problems and to respond to the networks around your organisation? The technology matters less than the connection, the behaviours and the shared purpose. Are you clear on the strategic value of your communities, are they well supported with sponsorship, investment and community management so as to accelerate their value creation?
Culture: Move beyond words on a poster. Move beyond generic platitudes. Move beyond an agglomeration of individual team cultures. What specific values are shared across your organisation? Why do these help fulfil your purpose? How do those values translate to expectations about behaviours in and across your teams? Is the culture in your organisation effective for your purpose and the value you are seeking to create? How do you personal role model the behaviours you expect from others?
Employee Experience: Are you working somewhere that values the employee experience and is adapting it to changing work and changing roles in the organisation? How have you aligned your employee experience to your desired customer experience? Does your workplace create rich value for employees and enable them to express their potential in fulfilment of purpose? Does your employee experience work as well for the one-hour temporary contract worker as the long term employee? Does it work equally well for all levels of the hierarchy and all corners of your network?
Personal Effectiveness: Four Key Future of Work Practices
These four personal practices are enablers of the future of work. They enable an individual employee to deliver greater value in their work by responding to the opportunities and information in their environment. Agile and adaptive they empower employees to continuously improve and innovate.
Working Out Loud: Sharing work in progress in a purposeful way with relevant communities will accelerate learning, sharing and feedback cycles. Start working out loud now.
Personal Knowledge Management: Learn how to turn the personal information flood into effective sense making, learning and sharing. A critical skill to make sense of complexity and to leverage networks for learning.
Adaptive Leadership: Enabling the rebel and the change agent to lead more effectively in any system. Improving understanding, influence and the increasing the breadth of leadership techniques to create collective change in any system.
Experimentation: Move beyond the limits of your expertise. Learn by doing. Resolve uncertainty through action. Shorten cycles of decision making and feedback to increase personal effectiveness.
Organisational Effectiveness: Scaling & Accelerating Change
Organisations are made up individuals. These four practices of organisational effectiveness scale and accelerate the personal practices through a focus on design of systems for connection, learning and adaptation.
Open Collaborative Management: Middle managers are often those who find a change to digital ways of working most threatening and disrupting. Open up the work of management. Move management from planning, allocation and control to facilitation, alignment and coaching. Shorten cycles and improve the performance value of feedback. Foster the role of managers as network navigators and brokers. Management can be a critical point of leverage in achieving more open, more collaborative and more effective work.
Scalable Capability Development: Turn each employee’s learning into a contribution to scalable system for delivering strategic value. Create Big Learning systems that scale learning around strategic capabilities for the organisation’s success. Coordinate your learning agenda as an agile change program. Curate the capability building of your teams, leveraging learning from peer communities and leverage social learning to bring 70:20:10 and a performance-oriented approach to learning to life at scale and in the workplace.
Effective Networked Organisations: Take advantage of the networks in and around your organisation to rethink your business model and organisational design choices. Break the centralised/decentralised binary and move beyond hierarchy. Enable autonomy, foster alignment and improve effectiveness for purpose. Skill your teams to achieve effectiveness in the wirearchy. You don’t need to purchase a new management system. You need to adapt your approach to managing knowledge, trust, credibility and results to your purpose, culture and community.
Agile Innovation & Change: Adapt to the changing needs of the environment and stakeholders to deliver new value. Accelerate innovation and change through new approaches and by putting in place the systemic support for employee-led innovation, change and transformation to a more responsive organisation.
Simon Terry provides consulting, advice, speaking and thought leadership to global clients through his own consulting practice, and as a Charter Member of Change Agents Worldwide, a network of progressive and passionate professionals, specializing in Future of Work technologies and practices. The focus of Simon’s practice is assisting organizations to transform innovation, collaboration, learning and leadership.
Prediction is very difficult, especially about the future – traditional Danish saying often attributed to Nils Bohr
The interest in A Simple Visual History of Digital Transformation prompted some to ask about where do we go next. Make any predictions on digital transformation and you can be sure that someone is currently working to undermine your credibility. The following suggestions for the future of digital transformation are offered on the basis that these are ideas that exist “but are not yet widely distributed” to borrow an idea of William Gibson.
As the costs of digital connectivity and computing power fall, these capabilities are being added to more and more devices. The internet of things has reached our homes and our workplaces. The increased ability to gather and use information in real time will drive new innovations in our businesses and our lives.
Add enough digital connectivity and computing power and you have created the potential for a mesh of sensors, connectivity and processing power to fill our environments. Now our digital things and our communication devices can be in constant contact and new applications will be developed to take advantage of the rich digital environment.
The digital mesh will help accelerate digital automation as many traditional roles of knowledge workers, such as the gathering, digesting and processing of information now flow from an ambient mesh and are managed through algorithms and their managers.
A digital mess also enables the greater leverage of bots, digital agents that can navigate the mesh and achieve outcomes for their owners, clients and masters. These algorithms take on the role of making local decisions or acting as advisers or facilitators across the breadth of the networks. Digital Agents help manage the scale of information and the real time demands of the mesh.
Distributed and connected computing power also enables us to revisit concepts of how we record, store and share information on concepts like ownership, identity and history of transactions. Instead of a single ledger located in one location, the transaction history can be distributed and validated across the network, as in blockchain. Innovations will build on these capabilities into new domains.
The digital mesh increasing can enable individuals by supplying capabilities need for individuals to have greater awareness, connection or to do work that was previously beyond the capability of a single individual. If an organisation is a solution to transaction costs as Coase suggest, there are new implications for the role and future of our organisations and the growing capabilities of the digital systems will shape the work individuals will do (or don’t do).
We have not yet begun to explore the potential of extending this digital mesh and its capabilities to the entire world. We can already see new approaches, such using e-commerce villages in China, video in education in India, market pricing data for farmers in the third world or mobile payments in Africa. As the costs of digital technologies fall and reach expands new entrepreneurs will solve new problems for those beyond the reach of this technology today. Perhaps then we will truly experience the power of the Internet of Humanity.
Since the Mosaic Browser helped introduce the internet to the world, we have experienced a digital transformation of business. We had digital activities in our organisations before. We had already spend almost 50 years computerising processes. However, the digital connectivity of the internet began more radical change. Here’s an overly simple graphical reminder of elements of that journey.
We began by creating digital channels to connect our organisations to their customers. The website began with simple digital brochures and basic contact information. Very quickly our websites became richer and more valuable. Innovation began outside the organisation that showed the way for all subsequent phases of digital transformation.
We added processes to support the customer interactions. In many cases these processes were new, partial and designed solely to support the new digital channels.
We saw potential in these digital processes and started to apply them more widely. These processes worked in the midst of our legacy process and often in unconnected ways.
As the breadth of our digital channels expanded and we needed to manage new social and mobile channel needs, we needed a dedicated digital team to manage the expanding offering and to help integrate the core digital processes and infrastructure required to support growing digital ambitions.
With a digital team to advocate and lead the way on growing digital opportunities, we saw digital interaction takeover much of the electronic communication in the organisation and new integrated digital processes develop in supply chains, shareholder & community management and other forms of stakeholder engagement. APIs began to standardise digital communication formats in an increasing way for organisations. Organisations could leverage vast amounts of data on interactions and increasingly on activity across the organisation.
With digital interactions dominating & pressure to focus on core business activities, organisations began to become more aware that they operated in digital networks, connected to customers, suppliers and other stakeholders. Importantly, it became increasingly obvious that these networks connected all stakeholders reducing transaction costs and increasing transparency. Most dangerously these networks & data flows gave competitive advantage to those most able to leverage digital technologies in disruptive ways.
Seeing potential in connectivity, new and existing organisations saw the ability to focus on platforms that connected system players, creating new value and disrupting the traditional business of intermediaries. These platforms were increasingly agnostic of whether they ran on a computer, a phone or another device, giving them greater geographic and temporal reach. We began to connect all processes & devices into networks to leverage the power of information. Concepts like employee, contractor, supplier and customer had less secure meaning in a networked world as chains of connectivity ran in all directions & right through the organisation.
With platforms and networks running through and beyond the organisation, people began to explore the opportunities in new ways of working using digital. The boundaries of organisations no longer constrained the boundaries of work. Seeking to retain talent, leverage information more effectively and create greater agility, organisations experimented with new digital ways of working and organising work.
This digital transformation has only just begun. There are many more phases ahead. The innovations and experiments of organisations will take us even further into exploring the potential of globally connected digital networks.
Enterprise Social Networks reflect the organisation’s culture and the maturity of collaboration in that organisation. As collaboration matures, different modes of engagement arise. Higher levels of engagement aligned to the strategic objectives of the organisation are fundamental to the growing value of collaboration for any organisation.
Connect: The Directory
Many organisations don’t create much community in their networks. Networks or collaboration features imposed without thought or support will often languish. Without clear strategic rationale for collaboration in the organisation, their efforts create a new directory of employees (In many cases, a directory of only those who adopt). The collaboration features are used to create a social profile for individuals and to help people find others using the knowledge of those in the network.
Share: The Salon
When people are freely sharing ideas & their work, the level of engagement in the network rises. The community begins to resemble a salon. A salon can be an inspiring place filled with insightful knowledge and witty repartee. However, it can also be dominated by personalities, expertise and narrow schools of thought. Sharing knowledge is an important step on the journey of collaboration and a foundation for greater connection but posts with links is only an entry level for the human potential of social collaboration.
Solve: The Universal Genius Bar
When trust and engagement is high enough, people will see a community as a place to solve their work and personal challenges. Like a Genius Bar, the community brings now just expertise and ideas, but solutions in the form of resources, processes and other ways to help drive change in the organisation. Well managed communities will be universal in their ability to reflecting the strategic intent of the organisation and the breadth of its people’s interests and purposes.
Innovate: The Platform
Successful cultures of innovation are those where people have a platform to which they can take ideas for development and trial. They also leverage the value of that platform as a way to track, understand and refine new ideas and those in development. When you have an innovation platform built on a rich level of engagement of all your employees, then the value and pace of change, innovation and continuous improvement is accelerated.
Questions to consider:
- Where does your organisation sit today in terms of the nature of the activity in your enterprise social network or other collaboration platforms?
- What level of collaboration fits the culture of your organisation and its strategic goals?
- What are the modes of collaboration that will help your organisation best achieve the value it seeks from bringing its employees together?
- How have you authorised and enabled people to drive change and to collaborate in your community?
- How can you move your organisations network from a Directory or a Salon into more valuable levels of engagement?
- Do you have the leadership, community management and the change agents necessary to build trust, role model change and develop engagement?
The Value Maturity Model and its supporting tools are ways to help organisations plan and execute the development of strategic value in collaboration through enterprise social networks and other communities. For more information on the Value Maturity Model and how it can help you develop collaboration, please contact Simon Terry.