Business Management Presentations Process Management

Enabling Quantum Organizations as a new level of effectiveness – Keith D. Swenson


Enabling Quantum Organizationsas a new level of effectiveness Keith D. Swenson Vice President of R&D Fujitsu America 1 New Social BPM book Official Launch June 8, 2011 Social Business Forum Milan, Italy Keith D. Swenson, Nathaniel Palmer, Sandy Kemsley, Keith Harrison-Broninski, Max Pucher, Manoj Das, et al. We are standing on the crux of a change thatwill affect every aspect of our working lives. 1990 2000 2010 2020 Mass p2p & tribe oriented communications How will you take your organization throughthis substantial change and benefit from it?1990 2000 2010 2020 Dominated by << Push >> Organizations Dominated by >> Pull << Organizations Our own conceptual limitations stand in the way of capturing the full benefit of social business 1990 2000 2010 2020 Remain << Push Change to >> Pull >> << The Root of the Conceptual Problem 6 Isaac NewtonF = maEverything, it wasthought, could bepredicted if youmeasure the initialconditionscarefully enough. We assume the system runs on simplerules. Chaos was believed to simply be complexity so greatthat in practice scientists couldn’t track it, but theywere sure that in principle they might one day be ableto do so.- Briggs & Peat (1989) The Heisenberg UncertaintyPrinciple:Chaos can not banished throughperfectly precise measurement. At subatomic level, particles are constantly forming and disappearing. And yet…. structures at our level remain remarkably stable. 12 Newtonian vs. Quantum externally limited precision observable smoothness turbulencebased on simple relationship based rules predictability unpredictability It was as if the ground had been pulled out from under one, with no firmfoundation to be seen anywhere, upon which one could have built. – Einstein The Industrial Revolution:… the Newtonian view in business. 15 The AssemblyLine Henry Ford 16 Frederick Winslow Taylor•  Time and Motion Studies•  Mass production techniques to office work 17 Routine work is already to a large extent, being automated 18 What does aknowledge workerlook like? 19 Maybe… 20 People who “figure out”what they need to do.(Few expect KnowledgeWorkers to look like this) 21 People who weighmanyfactors and determinecourses of action 22 People whose actionsare based on manysources of information 23 People who gather cluesfollow up, and discover things. 24 People who set the rulesor think outside the box 25 People who face uncertainsituationsand courses that are not fixed 26 For KnowledgeWorkers, think not of amachine, but an ecosystem 27 Newtonian vs. Quantum externally limited precision observable smoothness turbulencebased on simple relationship based rules predictability unpredictability The Power Of Pull “Pull platforms are emerging as a response to growing uncertainty.” “They seek to expand the opportunity for creativity by local participants dealing with immediate needs.” << Push >> Modelstreat public as passive consumersmake centralized decisionstop-down approach to planningworkers perform dictated activities “The tight coupling of theprocedures in these programstends to make companies rigid andinflexible.” -Hagel et al. >> Pull << Modelsloosely coupled and modularembrace exceptions not eliminate themenhance the potential for productivefrictioncontinually expand choices availablehelp find the most relevant resourcesallow initiative and creative opportunities •  Adaptive Case Management•  Knowledge Workers•  Pull Model•  Get Things Done Returning to“Human 1.0” 34 Forget market •  engage tribes segmentsForget company •  think human centricity centricityForget information •  think knowledge networks channelsForget processes •  embrace social messiness and hierarchies 35 Roles mean nothing withoutunderstanding the network ofrelationships and the resourcesthat are required to support thework of that person. – MargaretWheatley 36 Important workerqualities will be:• HighConcept• High Touch-Daniel H. Pink •  Understand the limits of Newtonian view –  and Scientific Management•  Beware of over-simplifying the job –  Don’t just “pick a process”•  Focus on providing the right information –  Promote a culture of sharing•  Embrace complexity –  Don’t de-skill the workplace•  Empower people to respond to customers –  Decentralize, but monitor•  Hire/promote right-brained people 38 Crossing the gap will require a new mindset at all levels of your organization.1990 2000 2010 2020 Dominated by << Push >> Organizations Dominated by >> Pull << Organizations 39

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