Slide deck from my presentation at the Enterprise 2.0 Summit in Frankfurt: www.e20summit.com

1. How-to Leverage the Power of Feedback
and the Law of Participation
Julien Le Nestour
@jnestour | coreedges.com
Enterprise 2.0 Summit | Frankfürt - Nov 09

2. “The evidence is mounting that corporate
prediction markets work as advertised, delivering
quick, accurate, and decisive predictions in areas
of great interest.
So are there any good reasons left for not using
them, or at least experimenting with them?
I ask seriously: why would any enlightened
company not avail itself of this technology?”
—Andrew McAfee
SOURCE: http://andrewmcafee.org/2009/07/mobs-rule/

3. “The evidence is mounting that corporate
prediction markets work as advertised, delivering
quick, accurate, and decisive predictions in areas
of great interest.
So are there any good reasons left for not using
them, or at least experimenting with them?
I ask seriously: why would any enlightened
company not avail itself of this technology?”
—Andrew McAfee
SOURCE: http://andrewmcafee.org/2009/07/mobs-rule/

4. E2.0 tools: powering interactions
E2.0 tools: hyper-efficient as interaction enablers
E2.0 tools: enable network (+ others) effects
E2.0 tools: enable increasing returns to scale

5. E2.0 tools: powering interactions
Real Challenge:
How to achieve
E2.0 tools: hyper-efficient Adoption”?
“Enterprise as interaction enablers
E2.0 tools: enable network (or combinatorial,
➡
etc.) effects
End-users use them
➡
E2.0 tools: IT deploys them
enable increasing returns of scale
➡ Executives support them

6. Real Challenge:
“Enterprise Adoption”
matt knoth

7. 1. Unbundling “employees”
From... To...
End-Users
Employee
Decision IT
Makers Managers

8. 2. Organizational Context
From generic employee concept...

9. “Employee” concept
Company A
PHOTO: iStockPhoto

10. “Employee” concept
B A C

11. 2. Organizational Context
From generic employee concept...
... to employee shaped by
organizational context

12. Organizational
Culture
Structure
Power
Workflows
Structure

13. True “employee” concept
Individual position +
Organizational Context

14. How much do they shape us?

15. “Street Corner Society”
—William Foot Whyte (1943)

16. scion_cho

17. “The Physical Effect on the
Individual of the Idea of Death
suggested by the Collectivity.”
—Marcel Mauss (1926)

18. 3. Smart, rational actors
StakeHolders = Actors who:
➡ are their ultimate decision-makers
➡ have goals and enjoyable actions
➡ use all leverage possible to achieve
these

19. Actors
➡ unbundle different types of employees
➡ actors’ perception, self-perception and
goals are strongly shaped by
organizational context
➡ actors are smart, rational, and make
their own decisions

20. Adoption?
➡ Simple: when it satisfies own goals at
an acceptable cost
➡ Explore all 3 actors using the concept
of “Return on Attention”

21. Return on Attention
Michele Catania

22. ashley rose EUSKALANATO

23. Perception Cognition
ashley rose EUSKALANATO

24. Optimizing attention through perception
killthebird

25. Attention
Attention as a resource
is becoming scarcer and scarcer...
Information & Stimuli

26. Attention
scarce = valuable
Information & Stimuli

27. Attention
Key concept/tool:
Return On Attention
Information & Stimuli

28. ROA: end-user level
pchweat

29. Predictor of Value
➡ evaluated at the individual, end-user
level
➡ optimizing the scarcest resource
➡ if ROA is good enough, will use tools

30. Defining ROA
➡ perceived return from a unit of time
spent using an application
➡ Return =
information, authority, etc. minus
opportunity cost, monetary cost if any,
etc.

31. Characteristics of ROA
➡ impacted by every “non-nil” factors
➡ as weak as the weakest link in the chain
➡ subjective and situated

32. Criteria Examples
➡ Priority versus other
➡ Application Usability activities?
➡ Training required? ➡ Need to change
➡ RSS feeds/alerts? established workflows?
➡ Mobile Interface? ➡ Perception from
➡ Hardware limitations? common organizational
culture?

33. ROA as predictor of adoption
➡ At individual level, but dependent on
organizational context (can emphasize dumbness)
➡ Understand finely anticipated ROA at individual
level
➡ If ROA>0 absolutely and relatively to other
activities/applications
➡ Predictor of value, hence of adoption

34. ROA: IT level
ansel mcadams

35. ROA as IT metric
➡ Use ROA as an aggregated set of criteria:
➡ Properties of application
➡ How these properties weave together with the
corporate fabric
➡ ROA: aggregates all the single trade-offs each
application incorporates
➡ From features to ROA for application comparison
➡ Now, what is the impact of a tool?

36. ROA as component
ROA

37. ROA as component
X
ROA Population
Subset

38. Ex. of criteria for Typology
Criteria Definition
Applications or Activities are
Corporate Specificity
unique to company?
Transformational, Transactional,
Nature of Work
Tacit
Knowledge Manipulation /
Nature of Knowledge Work
Decision-Making
“Every knowledge worker in a modern
organization is an “executive” if, by virtue of his
position or knowledge, he is responsible for a
Drucker’s executive scale contribution that materially affects the capacity
of the organization to perform and to obtain
results.”
SOURCE: McKinsey Quarterly; The Effective Executive - Peter Drucker

39. ROA as component
X X $$$
ROA Population Relative Value
Subset per positions

40. ROA as component
X X $$$ X !
ROA Population Relative Value Frequency of
Subset per positions activity,
weighted by
criticality

41. ROA as component
X X $$$ X !
ROA Population Relative Value Frequency of
Subset per positions activity,
weighted by
criticality
Weighted ROA = anticipated effect
on Business KPI

42. Weighted ROA: portfolio management
➡ Weighted ROA enables comparison between
different IT projects: automation, CRM, social
enterprise computing
➡ Enables IT Portfolio management to both invest
and arbitrate between projects

43. How should IT use ROA?
➡ Develop expertise in anticipating ROA for different
types of positions
➡ Develop expertise in approximating weighted ROA
➡ Improve ROA of existing applications/processes
➡ Number of strategies: consumer apps, internal
SAAS, etc.
➡ Manage portfolio agnostically with ROA as key
metric (NOT ROI)

44. Indeed...

45. ROA: Executive level
Paolo Màrgari

46. Interest of weighted ROA for executives
➡ Make concrete what hitherto unknown
➡ Incorporate and mitigate the risks (decision-
making)
➡ Fully participate in IT decision-making

47. ROA: congruence tools + organization
➡ Understand ROA comes from congruence of tools
and organizational context
➡ ROA is situated: Focus on bounded use cases,
processes of high value: prioritization

48. Re-engineer organization
➡ Re-engineer organization to extract full value from
E2.0 technologies
➡ Institutional Innovation
➡ Redefine business metrics, based on new
organizational modes and tools
➡ In parallel with E2.0 technologies introduction

49. Ex.: Supplier Prediction Market
➡ Emile Servan-Schreiber (Newsfuture)
➡ Ex. of Boeing dreamliner
➡ PMs threaten established internal org
➡ PMs threaten supplier-customer relationship
➡ Institutional innovation: PM run by neutral 3rd-
party, confidentially at supplier, with aggregate
results and metrics provided to customer (ex. delay of
more than 6 months)

50. How-to Leverage the Power of Feedback
and the Law of Participation?
➡ Depends on each organization
➡ Need to take a holistic view: quality of technology,
but mainly organizational context
➡ Patterns exist: E2.0 industry is not making it simple
to identify and use them
➡ Consultants: also look outside of E2.0 world,
towards incredible companies, to look for innovative
organizational context, not tools

51. Thank You
@jnestour | coreedges.com