Enterprise 2.0 Summit 2013 – Day 2

Organizational Challenge of the Social Enterprise (R)evolution – Jon Husband, Prof. Zwi Segal

Employee motivation and engagement: the need for a paradigm shift – Prof Zwi Segal

  • Motivation is the drive to do something. If it doesn’t exist.. nothing happens
  • Employees can be happy and satisfied but not engaged
  • Engaged is a psychological state in which employees feel vested interest and motivated in company’s success and are both willing and motivate to exceed the job requirements
  • Why employee motivation and engagement are so hard?
  • 5 factors: new socials and individuals key values, emerging needs of new generations, constant renewal of knowledge, end of employer-employee contract, the crisis becomes the new reality
  • New social and individual key values: social justice phenomenon, the gap between productivity and wages (HBR, economic policy institute) –> productivity is rising but not that salary after 1980
  • The search for meaning and contribution outside of the workplace: i.e wikipeda, linux
  • Acceleration of the information revolution: from agricultural, industrial and information revolution
  • Emerging news of the new generations: millenials are confident (narcissist), connected, open to change. Not living for work but to enjoy life. Feedback as a way of life and as a trust building mechanism
  • Constant renewal of knowledge: most of the content learned in the 1st yr at university is obsolete by when you reach the 3rd yr. 5 of the 10 most demanded occupations in 2012 didn’t exist in 2002
  • End of employer-employee psychological contract: 25% of employees stay less than 1 yr, 50% employees less than 5 yrs, average college student will have nearly 9 jobs in his life.
  • The result: employee engagement has never been so low. A global phenomenon.  Fewer than 1 in 3 employees worldwide are engaged. Nearly 1 in 5 are actually disengaged.
  • Engagement is importat because according to Gallup disengagement costed $370B to american economy
  • Jack Welch, “Employee engagement is the number one indicator of business success, even more important than cash flow. No company ,small or large, can win over the long run without energized employees”
  • Employee engagement connected to customer service, frequency of accidents, employees leaving, business result (Gallup, The conference board, Tower Watson)
  • Mind the gap: despite critical contribution of employee engagement and motivation to final success companies are using outdated paradigms. Companies need to do something different
  • What’s wrong?
  • Money is not the main motivator. Financial rewards are not adapted to the complex tasks of 21th centur, just to manual and simple tasks
  • Same motivators are not shared by everyone. Each one of us have different key motivators. Theory of key motivational drivers (that are unique). Orgs don’t know anything about what motivate employees
  • Success in work is not only due to skills but also to its interest, motivation
  • There are no jobs impossible to motivate. Just give them a meaning, a purpose (i.e Zappos, a call center and Sol, cleaning company)
  • Satisfaction doesn’t always reflect the motivational state of employees. Sat is essentially related to extrinsic factors whereas motivation is related to intrinsic factors. Employees can be satisfied from their work without being motivated or engaged to perform.
  • High engagement and low satisfaction brings burnout. We need high satisfaction and high engagement
  • Carrots and sticks are not effective, no longer working. Respect, feedback instead
  • Most people don’t know exactly what motivate them. People have few opportunities to be exposed to their motivational profile
  • Motivation is not only psychological state, it is also a skill (i.e MyMotivation). Being responsible for his/her own motivation
  • Durable retention of talents is not a top priority of organizations. Without embedded mobility plans for senior talents and key employees after 3-5 years in the same position, young talents will leave the company. Free the place for young talents
  • Employee engagement is not only responsibility of HR dep. It must be shared by everyone in the organization: direct manager, organization (HR + C Level), employee. Most people are not leaving the org, but their manager
  • 5 core values of engagement: shared responsibility, key skill to be developed, anyone can be engaged, engagement is critical, anyone has unique motivators

 Jon Husband

  • Organizations exist to get things done. They won’t become democratic
  • But because of value shift they would do well to adopt key democratic principles
  • Social Business 2.0? Organization as social business key participant in a connected commercial ecosystem of customers, clients, competitors and stakeholders (market driven) vs Organization as
  • Biggest challenge is culture. First we shape our structures then our structures shape us. What is culture? Just a shared set of beliefs
  • Networks make organizational culture and politics explicit (MIT 1992)
  • It takes a long time for change to happen quickly
  • Centralized and decentralize environment (Thomas Malone, Future of Work). Every manager should understand what to centralize and what to decentralized
  • “No management innovation at least 75 yrs” (G. Hamel, Future of Management). Learning and development is bringing innovation to management.
  • Objectives of MIX: retooling management for an open world, humanize language of business, rebuild management’s philosophical foundation
  • Is productivity everything? Maybe not. Other issues are power & authority in a changing role, multiple constituencies, constant change. Foundations for a framework of mng in a networked world were laid in 60s. Improving productivity by changing conditions of work
  • Purpose and interconnected people are not the component of the engine but the engine
  • Moving from hierarchy to wierarchy, from formal top down knowledge to bottom-up participation and co-creation
  • Participative design reflects the democratic principle
  • PWD Six basic conditions: decision making, opportunities fo onthe job learning, sufficient variety
  • To be completed. Jon goes too quickly

E20 Maturity strategies – Lee Bryant, Rawn Shah, Cordelia Kroos, Anna van Wassenaer

  • Inventarize trending issues to ensure relevance
  • Involve management from the the start: board of directors has to have ownership. It’s a new hierarchy growing within an existing hierarchy
  • Position as business improvement and change tool
  • Start with small steps: integrate with existing change projects
  • Involve outside knowledge and experience
  • Business improvement and change management are not two different focuses of the project
  • What does maturity look like in terms of behaviors? Find each other, express freely. Some are about organizational, some about individuals, some about technology. Developing capabilities to let people get work done more efficiency. It’s capability and radius (alternative to to hierarchical structure). It’s about trust
  • Maturity is not about early adopters. It’s about business value and integration with the business texture, with critical applications
  • How to handle discussions and disagreements? Plan for it in a similar way to what happens with social media marketing, SLA, escalation flows

Result Discussion: Management 2.0 Hackaton

  • New Organization 1: exponential organization, fractal organization, networked organization. Combination of the old and new organization structures. Diversity organization based on flexibility, able to handle diversity, like an english club. Purpose for  employees and focused on customer’s needs. Practical thoughts: transparency is power, mismatch built on trust,  what’s the role of freedom
  • New Organization 2: team change experts. The core of the organization (the iceberg model) stays the same but leveraging a fractal / podular idea (Dave Gray), entrepreneurship full-time, finding your purpose. Project structured work, self regulation, accountability, rotation (within the pod, with the core), fail forward (learning by failing)
  • Leadership 1: leadership (should be distributed) and management (controlling) are different.  A leader should emerge, cannot be appointed. It’s about personality, charism, energy to drive people to find their way. Leaders should enable introverts to get space. Fear of failure should be fought as failure brings to future success. Leaders should recognize collective intelligence and make use of it. Transparency and honesty are other traits of leadership
  • Leadership 2: principles must be key drivers for action by guiding the teams to figure out what’s the best decisions to take. Leadership is the why, management is the how. You can split them. Leaders should empower teams and individuals to develop. Walk the talk and be credible.Making it simple because the world is increasingly complex. Drive soft and social skills. Challenging its own vision. Experimenting the edge to build the culture of high trust and low fear
  • Transformation strategies 1: journey of the company towards implementation based on a good network, fexilibty, creativity. To develop clear vision, where you come from, where you want to go, needed steps, easy access points on how to involve different parts of the organizations. Structured approach to bring all the organization together. Strong leadership to move towards implementation
  • Transformation strategies 2: like an airport with a plane ready to take off. You need a direction. Ingredients, values to respect and some leaders to motivate and provide resources. Let for some serendipity to let the plane gain speed. Motivating people by allowing freedom. Some people are left behind so you have to build bridges to bring them onboard. A control tower to get a complete vision of the entire company and give high level indications eventually trying alternative ways when the ones chosen don’t work as expected.

Enabling the Social Enterprise Revolution – JL Valente

  • It’s all about change
  • What’s your ambition? What’s your overall vision? Is it transformative or incremental? What’s the scope? What’s the outcome? Atos is trying to anticipate the future work environment and being one of the best companies to work for
  • Leading from the top. The top depends on the scope and ambition of the project but leaders need to be there to win. Enterprise wide projects will require executive leadership at any time of the game. Buy-in is necessary but not sufficient
  • Evolution or revolution. It depends on where you’re coming from. It’s surely a journey not a destination. About behavior change and principles (openness, transparency, meritocracy). It takes time, patience. Not for faint of heart
  • Mapping processes that can be made more efficient. Not just be reducing emails (i.e collective intelligence coming out from crisis)
  • An integrated portal for all work applications based on ESN plus service management, governance, cloud infrastructure
  • Structured change management to tell the story plus ongoing community management to roll out extensively
  • Driving transformation: CEO comm, white paper, etiquette training, techno pilots, functional pilotes, zero-email daily, booklets, videos, trainings
  • Teaching what to use when to help me in the daily work and to achieve the organizational vision
  • Communications are professionally designed even if only for internal use
  • Making the platform where things happen, mandatorily. Top managers are in charge of the communities and compensated on that
  • How to get traction? Burn the ship, remove the old tools

Emanuele Quintarelli

Social media enthusiast and Social Business Leader in EY. Research, reports and reflections about the introduction of web 2.0 inside the enterprise.

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