Se ha denunciado esta presentación.
Utilizamos tu perfil de LinkedIn y tus datos de actividad para personalizar los anuncios y mostrarte publicidad más relevante. Puedes cambiar tus preferencias de publicidad en cualquier momento.

Work Ethos, Purpose, and Productivity

6.761 visualizaciones

Publicado el

Enterprise 2.0 Summit 2013 presentation on Work Ethos and Purpose, as what comes next, after Expertise, and Collaboration. We need the systems to help organizations understand each person's purpose, if we really want to engage employees and gain productivity

Publicado en: Empresariales
  • Scott, I think the authoritarian move they made is a special circumstance: they were too vague, and people simply did not work with each other very well (or at all) for some degree of shared purpose. Forcing them into the office is an austerity strategy that can't be held for long. Eventually, as they see common ground, they may find it less a need to be all in the same place.
       Responder 
    ¿Estás seguro?    No
    Tu mensaje aparecerá aquí
  • I think leadership that can seek out to both encourage individual purpose but also bring them together into a shared purpose will find new ways to gain productivity. This is not just a management directive but also one for employees to seek each other's purpose out and see how to build common ground and shared purpose. Individual efforts only go so far, but together in small scale and common purpose they can get much further. This challenges the notion of doing things at large scale all the time; the larger the scale the less the individual (productivity-driving) purpose as we try to reach the lowest common denominator of needs. So, the challenge is to find ways to get away from always focusing on Large and very large scale of effort. Concentrate on small and very similar shared context.
       Responder 
    ¿Estás seguro?    No
    Tu mensaje aparecerá aquí
  • Nice presentation, and I'd love to hear the audio that goes with it. Interesting to consider with some of the stirring around Marissa Mayer's directive that everyone go back to the office at Yahoo. Without a deep consideration of the ideas in your presentation, I would think such authoritarian moves will fail to generate any long term positives.
       Responder 
    ¿Estás seguro?    No
    Tu mensaje aparecerá aquí
  • Thank you folks. I will try to get the audio of the session also up sometime which really explains it much better than the visuals alone.
       Responder 
    ¿Estás seguro?    No
    Tu mensaje aparecerá aquí
  • Hi Rawn, I agree with the comment of Gordon. It expresses my views aand I am in full agreement with this comment. Interestingly, I published a presentation almost 3 days ago 'Fractal thoughts on Management' here on SS and I highlight the need to have a clear purpose. Great work.
       Responder 
    ¿Estás seguro?    No
    Tu mensaje aparecerá aquí

Work Ethos, Purpose, and Productivity

  1. 1. Work Ethos, Purpose, and Productivity in the Enterprise RAWN SHAH Blogs.Forbes.com/rawnshah Enterprise 2.0 SUMMIT 2013 http://linkedin.com/in/rawnshahParis, March 20 – 21, 2013 http://twitter.com/rawn @rawn www.e20summit.com © 2013 Rawn Shah. All Rights
  2. 2. What ever happened to having a strong Work Ethos © 2013 Rawn Shah. All Rights
  3. 3. We readily accept the need forLearning, Skills & Expertise… © 2013 Rawn Shah. All Rights
  4. 4. We are confidently defining theways to Trust and Collaborate… © 2013 Rawn Shah. All Rights
  5. 5. Scott Keller, Daniel Pink Colin Price Intelligence Do clearly understand objectives and have the knowledge EXPERTISE get it done? Mastery Quotient (IQ) and expertise to Emotional Do you have the trust to be able to do the work Quotient (EQ) COLLABORATION by yourself or with others? Autonomy Meaning Are you doing something that you personallyQuotient (MQ) PURPOSE consider important? PurposeSusie Cranston, Scott Keller, “Increasing the Meaning Quotient”, McKinsey Quarterly, Jan 2013https://www.mckinseyquarterly.com/Organization/Change_Management/Increasing_the_meaning_quotient_of_work_3055Scott Keller, Colin Price, Beyond Performance: How Great Companies Build Ultimate Competitive Advantage, Wiley 2011, http://amzn.to/YJNEs0Daniel Pink, Drive: The Surprising Truth About What Motivates Us, Riverhead Books 2011, http://amzn.to/Vzq1Vu © 2013 Rawn Shah. All Rights
  6. 6. Who else is thinking about this topic? John Hagel & John Seeley- BrownManagement Innovation eXchange Co-chairmen, Deloitte Center for the Edge Service-Dominant Logic © 2013 Rawn Shah. All Rights
  7. 7. What if “WIIFM” is the wrong question? … PURPOSE © 2013 Rawn Shah. All Rights © 2013 Rawn Shah. All Rights
  8. 8. How can we get beyond a 1-Dimensional view of Purpose? Who How to Leaning Support the Frameworks Units / How we defines Identify how how to person Domains manage it do this with…Expertise Institutions + Certifications Formal Process Work Team, Skills(Strong industry + , Training. Flows, Job- assignments. Projects Databases,investment) thought Demonstrate Career paths specific tools Process leaders d skill, work Project Employees, Mgmt. tools results Management Biz PartnersCollaboration Individual + Engagement, Participatory Collaborative Social Social Collaboration(Growing social Relationship experience, environments Experience Groups, environmentinvestment) network s, Influence Training/exer models Networks, management cises on Communities & collaboration measurement Employees, Customers, Biz PartnersPurpose Organization Should be Business Mgmt. Sharing Town Goalshalls, Organization ? Management Social Management ?(Incidental or hierarchy individuals + objectives, directives interests, Broadcast brainstorming al values Chain and Groups, by Objectives,Experimental) organization Business Debate & emails, Formal teams Networks, Scorecards s + groups targets discussion, Manager Communities Mentoring discussions? Employees, Customers, Biz Partners, Geo © 2013 Rawn Shah. All Rights
  9. 9. Setting Purpose:Top-down in a Hierarchy © 2013 Rawn Shah. All Rights
  10. 10. © 2013 Rawn Shah. All Rights
  11. 11. Are we just NOT working as hardanymore? We are moving to jobs that don’t scale by simply working more hours © 2013 Rawn Shah. All Rights
  12. 12. The World is moving from Production of(Agriculture, Goods) to Services Countries: China, India, USA, Indonesia, Brazil, Russia, Japan, Nigeria, Bangladesh, Data: CIA Handbook, International Labor Organization Germany 1800 1900 1960 2010 2010 (5 top Services economies USA, Japan, Germany, Russia, Brazil) © 2013 Rawn Shah. All Rights © 2013 Rawn Shah. All Rights
  13. 13. Our Jobs have changed but… e.g., Entrepreneurs Orderly / On Schedule Opportunistic Time & Resource- saving Repeatable Creativity Self-Esteem Skill Uniform Communicators Perseverance Safety & Quality Risk-aversion Tolerance for Risk / Uncertainty e.g., Customer Service Production Service Workforce Workforce Consistency Dynamic Empathy Responsiveness Communicators Customer’s POV…the Work ethos we Partnering / Collaborativeencourage or enforce © 2013 Rawn Shah. All Rights © 2013 Rawn Shah. All Rights
  14. 14. Our Work-minds are moving towardsCreativity 15 Expertise Advanced 10 Cognitive, Social, Complex Interactive work 5 on the rise Communication 0 Routine Manual Non-routine Manual -5 Technology is Routine Cognitive taking over -10 routine manual, 1969 1974 1979 1984 1989 1994 1999 cognitive, transactional work Levy, F, & Murnane, R. J. (2004). The New Division of Labor: How Computers Are Creating the Next Job Market. Princeton University Press. © 2013 Rawn Shah. All Rights
  15. 15. Is this your Employee?Heuristic Thinking Algorithmic Thinking Expertise Routine Manual Non-routine Manual Complex Communication Routine Cognitive © 2013 Rawn Shah. All Rights
  16. 16. Is this your Employee?Heuristic Thinking Algorithmic Thinking Expertise Routine Manual Non-routine Manual Complex Communication Routine Cognitive © 2013 Rawn Shah. All Rights
  17. 17. Purpose: Purpose: Purpose: Hierarchical Socialized Anarchic“Our way or the Highway” “Are you going my way?” “Only my own way” Active Communications Negotiating Responsibility Higher Risk Creative Tacit Decision making Tolerance mindset Active Knowledge methods Networking © 2013 Rawn Shah. All Rights
  18. 18. What Can You Do? D iscover R efine W eigh H elp O ffer © 2013 Rawn Shah. All Rights
  19. 19. Ideation / Social Brainstorming Software could be more PurposefulChristopher Blake, Intranets in a Socially Adept World Part 4, http://buildsocialbiz.blogspot.com/2012/09/intranets-in-social-adept-world-D Greenfiled, Spigit Curbs SharePoint Waste, ZDNet, http://www.zdnet.com/blog/greenfield/spigit-curbs-sharepoint-waste/436 © 2013 Rawn Shah. All Rights
  20. 20. Activity Streams could be more PurposefulCitrix Podio – press release https://company.podio.com/press/podio-connects-to-box © 2013 Rawn Shah. All Rights
  21. 21. Social Interest Graphs could be more PurposefulNexology, Nexalive Syria, Discussions about Syria on Twitter http://syria-2012-en.nexalive.com/ © 2013 Rawn Shah. All Rights
  22. 22. Purpose  Work Ethos  Flow (Direction)  (Attitude)  (Action)Video: ItzDeaMan Most Amazing Parkour Video – Urban Sense (Parkour & Freerunning) - http://www.youtube.com/watch?v=K_0c_jmZ © 2013 Rawn Shah. All Rights

×