Building smarter organizations effective collaborations (flat army for the library)
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Building smarter organizations effective collaborations (flat army for the library)
- 1. Effective Collaboration: Fostering a collaborative culture Gordon Vala-Webb #smartorg @dynamicadaptatn
- 2. Gordon Vala-Webb Building smarter organizations Who is me? National Director, Innovation and Information at McMillan LLP www.DynamicAdaptation.com Used to be Director of KM: • PwC Canada • Gov’t agency Global lead (design / value) PwC enterprise social network 15 years in public sector No profit Non-profit Slide 2
- 3. Building smarter organizations Our agenda Slide 3
- 4. Our agenda 1. The world has changed 2. The management response 3. Are our organizations sick and dumb? 4. Why? 5. What we can do about it? 6. If we get it right Slide 4
- 5. Building smarter organizations The world has changed Slide 5
- 6. Gordon Vala-Webb Building smarter organizations The world has changed . . . . . . Global hyper-competition . . . Power shift from West to East . . . Climate change . . . Youth unemployment . . . Public sector fiscal crises . . . Aging population . . . Slide 6
- 7. Building smarter organizations There are new demands on our organizations New world Complex Discontinuity Ambiguous Slide 7 Old world Stable Repeatable processes Authoritative knowledge Adapted from Kent Greenes, “Knowledge Leadership, KMWorld 2011
- 8. Gordon Vala-Webb Building smarter organizations Meanwhile, the work has been getting “smarter” Slide 8 Source: http://cdn.dupress.com/wp-content/uploads/2012/10/Screen-Shot-2012-10-01-at-9.20.13-PM.png?2b7236
- 9. Gordon Vala-Webb Building smarter organizations It makes up 41% - and growing, everywhere Slide 9 https://www.mckinseyquarterly.com/Preparing_for_a_new_era_of_knowledge_work_3034?srid=520
- 10. Building smarter organizations What is smart? “An organization's ability to learn, and translate that learning into action rapidly, is the ultimate competitive advantage" Jack Welch Slide 10
- 11. Building smarter organizations The management response Slide 11
- 12. Building smarter organizations The typical response so far is Plan “B” - keep on given’r “Most of what we call management consists of making it difficult for people to get their work done” Drucker Slide 12
- 13. Gordon Vala-Webb Building smarter organizations . . . rearranging the deck chairs on the Titanic? Slide 13Source: http://commons.wikimedia.org/wiki/File:Stöwer_Titanic.jpg
- 14. Building smarter organizations Are our organizations sick and dumb? Slide 14
- 15. Gordon Vala-Webb Building smarter organizations Most workers are not engaged with their work 70%Of professional American and Canadian workers are "not engaged" or "actively disengaged“ in their work Source: http://www.gallup.com/poll/165269/worldwide-employees-engaged-work.aspx Slide 15
- 16. Gordon Vala-Webb Building smarter organizations Slide 16 Sickness absence, presenteeism and labour turnover costs the UK economy yearly . . . and that takes a toll on them, the companies and the economy £26bnSource: UK Foresight Project on Mental Capital and Wellbeing http://www.guardian.co.uk/money/2011/jul/15/happiness-work-why-counts
- 17. Building smarter organizations . . . and our organizations seem to be dumb: comparison Large organizations ? ? ? ? Slide 17 Sheep Slow Follow the flock Not fun Can’t fly
- 19. Gordon Vala-Webb Building smarter organizations Reason #1: Command-and-control culture Slide 19 “In a healthy system, information flows are unimpeded by clots of power or the sclerosis of hierarchy.” Philip Slater, The Chrysalis Effect
- 20. Gordon Vala-Webb Building smarter organizations Reason #2: Organizational complexity Slide 20 Source: http://www.bain.com/publications/articles/the-focused-company.aspx
- 21. Gordon Vala-Webb Building smarter organizations Reason #3: Email - hyper-siloed, push (spam) communication “where knowledge goes to die” Slide 21 Emailed Knowledge
- 22. Building smarter organizations What can we do about it? Slide 22
- 23. Building smarter organizations Traditional Collaborative Power From authority In the team Info Control Share Feedback reward / recognition Annual SMART goals with carrots/sticks Immediate feedback, personal coaching, intrinsic motivation Roles Specific / rule- bound Flexible and evolving Solutions Provide them Seek them Do #1: Leadership and culture renewal Slide 23 Try it for free: http://www.collaborativeleadership.org/pages/pdfs/CL_self-assessments_lores.pdf
- 24. Gordon Vala-Webb Building smarter organizations Do #2: Improved sharing technology 24 . . . information, ideas and questions become isolated - they only go to the people who received the message . . . trying to have a conversation is really hard . . . it becomes a guessing game when working on a document together (“who made what changes to which version?”) . . . the information disappears over time so that anyone joining the conversation late has a hard time coming up to speed With social networking . .With emails . . . Source: http://www.pwc.com.ar/es_AR/ar/publicaciones-por-industria/assets/transforming-collaboration-with-social-tools.pdf Try it for free: www.slack.com
- 25. Gordon Vala-Webb Building smarter organizations Do #3: Make things simpler Slide 25 Source: Addressing general and administrative (G&A) complexity The next frontier in cost-cutting
- 26. Gordon Vala-Webb Building smarter organizations Do #4: Make the work visible (kanban) Slide 26Try it for free: www.trello.com
- 27. Building smarter organizations If we get it right . . . Slide 27
- 28. Gordon Vala-Webb Building smarter organizations Even the best of the best have far to go 65% Share my info & my ideas openly 49% React to ideas of other people openly 30% Participate openly in developing new ideas and innovations. Source: Jane McConnell – Digital Workplace survey 2013 Slide 28
- 29. Gordon Vala-Webb Building smarter organizations If we get it wrong . . . extinction! “It’s not the strongest of the species that survives, nor the most intelligent, but the one most responsive to change.” Charles Darwin Slide 29
- 30. Thank you . . . Email: gvalawebb “at” gmail.com Twitter: @dynamicadaptatn 2014 Slide 30 This publication has been prepared for general guidance on matters of interest only, and does not constitute professional advice. You should not act upon the information contained in this publication without obtaining specific professional advice. No representation or warranty (express or implied) is given as to the accuracy or completeness of the information contained in this publication, and, to the extent permitted by law, Gordon Vala-Webb and Dynamic Adaptation does not accept or assume any liability, responsibility or duty of care for any consequences of you or anyone else acting, or refraining to act, in reliance on the information contained in this publication or for any decision based on it. © 2014 Gordon Vala-Webb. All rights reserved.