Organisation Design for Digital Workplace Experience
•Descargar como PPTX, PDF•
4 recomendaciones•2,661 vistas
Presentation slides from Digital Workplace Experience #DWX18 conference in Chicago June 2018
Recomendados
Recomendados
Más contenido relacionado
La actualidad más candente
La actualidad más candente (20)
Similar a Organisation Design for Digital Workplace Experience
Similar a Organisation Design for Digital Workplace Experience (20)
Más de Jon Ingham
Más de Jon Ingham (20)
Último
Último (20)
Organisation Design for Digital Workplace Experience
- 1. 1 #DWX18 Creating Digital Workplace via Organization Design Jon Ingham - The Social Organization @JonIngham #TheSocialOrganization
- 2. #DWX18@JonIngham #TheSocialOrganization Key Digital Workplace Challenges
- 3. #DWX18 • Use of digital technologies plus data and analytics • New business models • Closer to customers • Developing ecosystems @JonIngham #TheSocialOrganization Why Solve Via Organization Design? • Use of digital technologies plus data and analytics • Supporting digital business • New organization models • Closer to employees • Developing networks Digital business Digital organization
- 4. #DWX18@JonIngham #TheSocialOrganization OD Perspectives on Digital Workplace Organisation outcomes: • Human capital • Organisation capital • Social capital + If people-centric, people and group / network outcomes Strategy (& emergence)
- 5. #DWX18@JonIngham #TheSocialOrganization • Focussing people on business strategy • Creating capability to perform now • Ensuring effectiveness and alignment • Administering operations • Ensuring efficiency eg through outsourcing Create value Add value Value for money Value Triangle - © Jon Ingham, 2018 Adding and Creating Value through People • Driving and accelerating business strategy • Creating opportunity for the future • Maximising the potential of people • Producing truly wonderful solutions • Taking advantage of exceptional opportunities
- 6. #DWX18@JonIngham #TheSocialOrganization Organisation Principles – For Digital: https://medium.com/@EskoKilpi/the-ten-principles-of-digital-work-67a2f3462000 Also see: http://strategic-hcm.blogspot.com/2018/06/entdigi-organisation-principles-gig.html
- 7. #DWX18@JonIngham #TheSocialOrganization OD Perspectives on Digital Workplace Culture • “One of the most talked about but misunderstood topics in business” • “A social construct - it’s what people agree it is”
- 8. #DWX18@JonIngham #TheSocialOrganization Organization McKinsey 7S Galbraith Star Organization Prioritization Model (OPM) © Jon Ingham, 2018
- 15. #DWX18@JonIngham #TheSocialOrganization Horizontal teams Networks Simple groupings Communities Task focus, Extrinsic motivation Human focus, Intrinsic motivation Internal orientation, Exploitation of existing resources External orientation, Exploration of new opportunities © Jon Ingham, 2018
- 16. #DWX18@JonIngham #TheSocialOrganization © Jon Ingham, 2018 Communities and Networks
- 17. #DWX18@JonIngham #TheSocialOrganization Horizontal teams = Psychological Safety Networks = Psychological Curiosity? Communities = Psychological Intimacy? Task focus, Extrinsic motivation Human focus, Intrinsic motivation Internal orientation, Exploitation of existing resources External orientation, Exploration of new opportunities © Jon Ingham, 2018
- 18. #DWX18@JonIngham #TheSocialOrganization Connections People Infrastructure Work Networks Communities Simple Groupings Horizontal Teams
- 21. #DWX18 OD Perspectives on Digital Workplace Employee Experience • Experience with the technology itself • How it supports the work plus infrastructure, people and relationships • And fit with organization – eg relevant groups • But based on employees’ expectations / drivers
- 22. #DWX18@JonIngham #TheSocialOrganization Group Experience • Experience based on group’s requirements • Depends on type of group: - Simple groupings = coordination - Horizontal teams = collaboration - Communities = cultivation - People in networks = cooperation
- 23. #DWX18 OD Perspectives on Digital Workplace Optimization
- 24. #DWX18 For More Information @JonIngham #TheSocialOrganization Jon Ingham jon@organization.social linkedin.com/in/joningham twitter.com/joningham +44 7904 185134
Notas del editor
- HR and IT IT consultant with Andersen – St Charles HR Director – consultant – SHRM – apologies from HR profession Digital and social HR Author The Social Organization – buy a copy and have an informal book signing after the session Focus on OD – and actually even closer to digital workplace than HR
- Both Nancy from DWG and Candace from CMS
- Digital workplace isn’t just digital workplace in analogue business, also workplace in a digital business Digital business and hence digital customer experience may be mainly about digital technology Digital organisation and hence digital workplace and digital digital workplace experience not just about digital technology but supporting digital business Therefore new business models translates to new organisation models etc Not just employee experience but employee or people centricity Not just individuals but networks and relationships which is why social networking technologies are core to digital workplace as well Interesting because people tend to think digital is about becoming more task focused – platforms etc – but can do what we want it to do – ie can help become more human too Often see digital linked to agile but needs to be about more community based too All points in blue box are about the organisation – why OD is important and a useful starting point for digital workplace Once see workplace as part of organisation set different perspectives to most digital workplace transformations
- Like CMS ecosystem diagram – strategy, culture and alignment leading to platforms then experience plus their optimistion providing outcomes But (my) OD perspective is slightly different Still starts with strategy Which strategy though? When think about digital customer experience need to focus on business strategy Whan look at digital employee experience need to think about organisation strategy How do we manage and organise people who can then do the work in the business strategy Key outcomes are HC, OC Like Brad Grissom South West Airlines Imperatives – three human and one organisational in purple: organisational readiness AndSC (always been important but now even more so 1. Importance of relationships and networks in digital organisation 2. Ai can do most of what people can do, but not the relationships between people – relationship workers not knowledge workers) Also organisational capability (and employer brand) These include outcomes like employee engagement from the DWE model Need to build this in first – an objective of the digital workplace not just a result Emergence has a greater role but still works best within a frame / simple rules If people-centric should be interested in employee desires and requirements too Like Dion new model employee experience at the same level Also like gamification This is why employee experience is important Not just a transactional attempt to make things nicer Not because it links to customer experience but because it enables people to create new value for a business Placing employee needs and heart of business success (Value triangle later if get time) And because digital is about relationships and networks, may want to focus on group / network desires and requirements
- Dion Hinchcliffe – adoption should not be the end goal – value should And Dom Nicastro story
- Business and organisation strategy provide the what – what the organisation and workplace should provide Also useful to have a set of organisation principles which supply the how These are some examples of principles for digital organisations
- Brian Solis - ephemeral Dion – DWP must support human aspects of work Once we are clear about the strategy and the principles we can align the culture to these But what is culture I used to find it useful – Chicks Making Slide (sexism behind this obviously even back in the 1990s) If you break down organisation appropriately don’t need to think about something as ungraspable as culture Organisational architecture and society
- More specific than culture All different elements and importantly integration between them (* same as single employee journey *) But as per Brian Solis most from 1960s McK 8S or 9S – social relationships, or the physical or digital workSpace Our approach to organisation design also needs to be smarter given complexity of environment we work in This is my organisation model which is much more comprehensive than many of the existing models which have been around for 20 years or more Have tried to simplify as much as I can by identifying the four most important enablers These are: The work The infrastructure * The people – including leaders (and contingent) The connections between the people A bit like Brad Grissom South West Airlines analysis of people, process, technology POLL: WHICH ONE OF THESE IS THE MOST IMPORTANT ELEMENT IN YOUR ORGANISATION (And I know they’re all important but if you had to select one what would it be?) Within the infrastructure element we also need to consider the structure we use to help people focus on what’s important, and to cascade accountability etc. Enablers include Digital workplace = workSPace And physical workplace in digital organiisation Both tangible manifestations of employer brand And also needs to be integrated into the rest of the organisation (Therefore experience is largely about fit with these other elements too) Alan McGinty Cisco IOT application (Also workstyles which is the intangible piece but unknown is now limited to smaller part of the model)
- Business and organisation processes and services
- Knowledge, technology, management structures etc
- Personas?
- Add re NLI skills
- Adam Wright talked about characteristics of digital leaders – but main piece for me around relationships hence empathy Brian Solis “Out of Touchness” Adam Galinsky
- An important aspect of any organisation and in particular a digital organisation, given the need to focus on relationships and networks, is the main types of organisational groups One aspect of the infrastructure element is the organisation structure The four main structures and organisation forms we have access to are these In simpler times we could get away with assigning everyone to functions or divisions and matrix combinations of these In the digital world we also need to think about Projects Communities Distributed networks Examples (from Asia)? Kyocera? Functions and project teams focus on the work itself, and assume people need to be extrinsically motivated to perfom it Communities and networks are more about the people, and hence can rely more on instrinsic motivation Functions are communities focus internally, on what happens and the people within these groups Projects and networks focus outwards, at customers or the rest of the organisation A good example of the difference between communities and networks comes from diversity groups or employee resource groups set up to deal with issues faced by minority groups For example you might set up a community of senior level women to support those women within the community As the organisation grows and the group expands this may morph into a network, including men and women, to futher the cause of senior level women across the organisation We can also use digital platforms but this isn’t really an OD approach, and I’ve only got 20 minutes, so I’m going to pass over this An important aspect of any organisation and in particular a digital organisation, given the need to focus on relationships and networks, is the main types of organisational groups One aspect of the infrastructure element is the organisation structure The four main structures and organisation forms we have access to are these In simpler times we could get away with assigning everyone to functions or divisions and matrix combinations of these In the digital world we also need to think about Projects Communities Distributed networks Examples (from Asia)? Kyocera? Functions and project teams focus on the work itself, and assume people need to be extrinsically motivated to perfom it Communities and networks are more about the people, and hence can rely more on instrinsic motivation Functions are communities focus internally, on what happens and the people within these groups Projects and networks focus outwards, at customers or the rest of the organisation A good example of the difference between communities and networks comes from diversity groups or employee resource groups set up to deal with issues faced by minority groups For example you might set up a community of senior level women to support those women within the community As the organisation grows and the group expands this may morph into a network, including men and women, to futher the cause of senior level women across the organisation We can also use digital platforms but this isn’t really an OD approach, and I’ve only got 20 minutes, so I’m going to pass over this
- Dion can’t do everything yourself use the network And communities and networks of excellence / performance Can’t just leave them as ‘informal’
- Google project POLL: WHICH ONE OF THESE IS THE MAIN WAY YOU MANAGE YOUR ORGANISATION?
- One of the advantages of this approach is that you can tie the core elements and organisation forms together If your main priority is the work of the organisation, you may be best of organised through project teams If its the organisational infratructure you may still want to use functions Etc (Is this what they said in poll? An over reliance on functional structure?) Note re lack of evidence base for this, but there is evidence of best fit vs best practice
- Models provide a way to think about organisations, shouldn’t be a model to copy Also re inappropriate fit eg Zappos What tends to happen is that we implement off the shelf models that don’t fit our business Eg 1 Ulrich model three legged stool in hR Eg 2 Zappos and holacracy
- Digital workspace also needs to align with prioritised core elements and organisation form Eg if have a look at social technologies Groups come first and then use technology to support them In fact not just HR processes but everything we do to manage these four different types of group So although speaking about the social organization have got this far without talking about social media But social tech does play a key role, and most important thing is that choice and support of the technology aligns with type of group
- Eg through use of personas At the lleast, tailoring for different workforce segments - Demand eg job family, grade, location, work arrangements Supply eg age, generation, nationality, experience, interests Digital allows true personalisation One of Andrew Wright’s key priorities for digital workplace Paul Dutta? re Learning - Also eg Skillsoft “With new technology and the use of Big Data, some learning management systems are now able to recommend learning content toemployees based on previous choices as well as the choices of their peers. This ‘Amazon-like’ experience really supports personalised,curated learning pathways capable of playing to the strengths of an employee’s learning style and preferred format”
- Vs Dion we measure what’s easy How does digital workplace help with all of these? How use data provided through digital wrkplace to give new insight to all of this? Digital workplace is about employee objectives not customer experience If you need customer experience get this from business strategy – organisation - technology Also we taking people’s data, doing the analytics and giving THEM the insights Avoids trust issues and just not appropriate Quantifed self vs quantified organisation!