A lecture at Carnegie Mellon University Tepper School on what Enterprise 2.0 and social processes add value. It follows with a look at Commitments as the atomic units of colalboration that lead to evidence-based trust networks, and more meaningful social graphs.

1. Enterprise 2.0
and the
Future of Work
Rawn Shah,
Chief Strategy Officer,
Alynd
@rawn
11 Apr 2014

2. Rawn Shah
 Chief Strategy Officer,
Alynd, Inc (@getalynd)
 http://Blogs.Forbes.com/rawn
shah
 Social Networking for Business,
(Pearson/Wharton School
Press 2010)
http://t.co/4UpUVsg
 http://about.me/rawn
@rawn -- ©2014 Rawn Shah

3. Years of encouraging knowledge
sharing and collaboration…
…has allowed more open dialogue &
conversations across roles and departments
@rawn -- ©2014 Rawn Shah

4. Enterprise 2.0 reconcieves processes
using tacit knowledge, expertise and
relationships across a broad network
@rawn -- ©2014 Rawn Shah

5. Increase
return on
company
assets
Enhance
employee /
leader
interactions
Acquire new
customers
Improve
effectiveness
of sales
channels
Enable
employees to
represent the
company
Improve
product
differentiation
Provide
employees
with better
information
Capitalize on
innovative
approaches
Improve
employee
climate
Improve
customer
service
Find unmet
customer
needs
Shorten time
to market
Retain best
customers
Improve
sales
effectiveness
Leverage
loyalist
customers
Get current
customers to
buy more
Deal better
with blows to
reputation
Develop
employee
competencies
Engage
in the
community
Share best
practices
Recruit
stellar
employees
Strengthen
culture
Improve
employee
performance
Deal with
reputational
risks
Generate
income on
intellectual
capital
Encourage
endorsements
of products by
loyalists
Reduce labor
time on
processes
Improve
company
processes
Improve
company
processes
Improve
shared
services
Drive
effectiveness
of supply
chain
Develop new
businesses
Eliminate
waste across
the
enterprise
Improve
brand
awareness
Improve
demand
generation
activities
Broad Conversations ≈
Diverse, overlapping, conflicting Interests
Are we setting up for chaos?
@rawn -- ©2014 Rawn Shah

6. …?
How do we focus diverse interests on
business goals & processes?
@rawn -- ©2014 Rawn Shah

7. Value-creation driven Social Processes
+
Business
Value Creation
Identify goals,
challenges &
processes
Map Goals to
Strategy & Data
=
Execute with
Structured Social
Experiences
+
@rawn -- ©2014 Rawn Shah

8. Departments have different goals & priorities
VP Product
Development,
Chief Design
Officer,
VP Research
VP HR, CIO,
GM
CMO, VP Sales,
VP Customer
Service
@rawn -- ©2014 Rawn Shah

9. Enhance
Customer
Relationships
Integrate Insight
Accelerate
Customer
Responsiveness
Improve Brand
Loyalty
Goals
CMO, VP
Sales, VP
Customer
Service
Example: Customer Relationships
@rawn -- ©2014 Rawn Shah

10. 1. Participate in your
communities and
beyond your
company
2. Identify supporters
& detractors
3. Define what risk
factors to listen for,
how and where to
listen
4, Create processes
to mitigate risks to
brand from social
media activities
Mapping Value goals to
Customer Relationship initiatives
Deliverincreasingvalue
Capture
Tacit
Knowledge
Collaborate
& Discover
Gain
Insight
Transform
1. Use communities
to draw customer
conversations
2. Identify experts
from the
conversations
3. Analyze customer
conversations to
detect risks to brand
4. Create real-time
response process to
mitigate risks
ExecuteIdentify Goals
& Challenges
Levels of
Strategy
@rawn -- ©2014 Rawn Shah

11. copyright: Rawn Shah
Social Networking for Business
(Wharton School Press,2010)
[Figure Not published]
Places
PeoplePurpose
Interpersonal
Actions
Relationships
& Roles
Trust &
Reputation
Online Environment
Actions
Social
Tasks
Culture
Social Experience
Content
Actions
Domain
Community
ManagementLeadership
Execute
within
Structured
Social
Experiences
@rawn -- ©2014 Rawn Shah

12. Feedback from targeted processes as it
matures with the social experiences
+
Business
Value Creation
Identify goals,
challenges &
processes
Map Goals to
Strategy & Data
=
Execute with
Structured Social
Experiences
+
@rawn -- ©2014 Rawn Shah

13. But, while we were
busy reshaping
Processes…
…the World of Work shifte
@rawn -- ©2014 Rawn Shah

14. 20101800 1900 1960 2010
(Top 5: USA, Japan,
Germany, Russia, Brazil)
Employment Globally has been Shifting
Data:CIAHandbook+InternationalLaborOrganization
Countries:China,India,USA,Indonesia,Brazil,Russia,Japan,Nigeria,
Bangladesh,Germany
Image:RawnShah
Production
(Agriculture, Goods)
Services
orientation
@rawn -- ©2014 Rawn Shah

15. Work Today Needs More Creativity
-10
-5
0
5
10
15
1969 1974 1979 1984 1989 1994 1999
Levy, F, & Murnane, R. J. (2004).
The New Division of Labor: How
Computers Are Creating the Next Job
Market. Princeton University Press.
Expertise
Complex
Communication
Routine Manual
Non-routine Manual
Routine Cognitive
Technology is replacing
routine & manual work
Modern work is
increasingly
social, Interactive
& expertise-based
@rawn -- ©2014 Rawn Shah

16. Routine Manual
Non-routine Manual
Routine Cognitive
Algorithmic Thinking
We need less…
@rawn -- ©2014 Rawn Shah

17. Expertise
Complex
Communication
Routine Manual
Non-routine Manual
Routine Cognitive
Algorithmic ThinkingHeuristic Thinking
…and More...
@rawn -- ©2014 Rawn Shah

18. @rawn -- ©2014 Rawn Shah

19. Today‟s fixed structured Management
clashes with flexible adaptive Work
 Forced Commitments
without real consent
 Work overload
 Limited processes
 Silo-thinking
 “Hands off my people”
 Lack of accountability
@rawn -- ©2014 Rawn Shah

20. The Result
People don’t do what they say they will do
Don’t want to make them in the first place
Can’t keep them after they are made
“The largest single line item not recognized on any
company‟s books is the Emotional cost of unmet
commitments and the toll it takes on the humans in the
„Human Resources‟ of your organization”
@rawn -- ©2014 Rawn Shah

21. Time to Reorient our view of Work
 Rethink How we Manage
 Refactor Processes & Collaboration
 Reorient to Relationships & Boundaries
@rawn -- ©2014 Rawn Shah

22. Commitments:
the atomic units of Collaboration
 Delivering on commitments
builds Trust
 Trust amplifies productivity
 Long-term trust shapes your
relationship network,
resources, and value
@rawn -- ©2014 Rawn Shah

23. Managing Commitments
=
Managing Yourself
 A Work Culture where
people want/ask to do the
work
 Reorient Managers from
Assigning Work to Asking &
Keeping Commitments
 From Managing Others to
Each managing themselves
@rawn -- ©2014 Rawn Shah

25. Resources
 Work is Broken; Let’s Hack It http://onforb.es/15vJrCh
 Hack Work to Combine Peak Performance and Personal Purpose
http://onforb.es/1csoypk
 Simplifying Future Work
 Part 1 - http://j.mp/1aVxwh3
 Part 2 - http://j.mp/1aVBRAJ
 Modeling Enterprise Social Processes http://onforb.es/1fH97wv
 More presentations – http://slideshare.net/rawnshah
 http://about.me/rawn
@rawn -- ©2014 Rawn Shah