PEHRS Presentation on ACM
Description
This presentation given to the Professional Exchange of HR Solutions in September 2012 covers the basics of ACM and the management shift we are seeing around us today.
Transcript
Enhancing the Productivity ofan Evolving WorkforceKeith D SwensonVice President of R&DChairman of the Workflow Management CoalitionSeptember 13, 2012 All Rights Reserved, Copyright © Fujitsu Limited 2012 Table of ContentsKnowledge WorkUnpredictable ProcessesSystem Technology Key CapabilitiesManagement ShiftSummarySee Related Blog Post at:http://social-biz.org/2012/08/20/enhancing-the-productivity-of-an-evolving-workforce/ 2 All Rights Reserved, Copyright © Fujitsu Limited 2012 People who weigh many factors and determine courses of action3 All Rights Reserved, Copyright © Fujitsu Limited 2012 People whose actions are based on many sources of information4 All Rights Reserved, Copyright © Fujitsu Limited 2012 People who gather clues follow up, and discover things.5 All Rights Reserved, Copyright © Fujitsu Limited 2012 People who set the rules or think outside the box6 All Rights Reserved, Copyright © Fujitsu Limited 2012 People who face uncertain situations and courses that are not fixed7 All Rights Reserved, Copyright © Fujitsu Limited 2012 Knowledge Work is Everywhere Benefits Negotiation Mergers & Acquisitions Employee Performance Coordinating a meeting Mitigation Exceptions, such as a Billing Dispute Hiring Talent Rescue work, Fire Fighting Medical Treatment, Health Care Financial Audit Executive Management Help desk 8 All Rights Reserved, Copyright © Fujitsu Limited 2012 Unpredictable Processes All Rights Reserved, Copyright © Fujitsu Limited 2012 What does it mean to be Unpredictable? Unpredictable Does Not Mean Chaotic – completely without form Random – direction can completely reverse at any time Completely Unknown – like a completely dark, but dangerous, room Planning is Impossible and Pointless It simply means: The known initial conditions are not enough to determine the one single best path. You can’t wait until enough is known to make a complete process Planning is an ongoing activity as you do the work. Examples: an Emergency Room Patienthttp://social-biz.org/2010/03/29/does-unpredictable-work-exist/ 10 All Rights Reserved, Copyright © Fujitsu Limited 2012 Fooled by Randomness Unpredictable Processes don’t always FEEL unpredictable. 20/20 Mental Hindsight “Interpreter” We forget how it We fill in missing really happened. details with narrative.11 All Rights Reserved, Copyright © Fujitsu Limited 2012 Spectrum of Predictability Routine Routine with ad Unpredictable with Completely Predictable hoc exceptions structured snippets Improvised There is a spectrum of situations Everyone does: some routine work, and some unpredictable work. 12 All Rights Reserved, Copyright © Fujitsu Limited 2012 System Support KeyCapabilitiesWhat you are going to need to get there. All Rights Reserved, Copyright © Fujitsu Limited 2012 The Industrial Revolution: … the Newtonian view in business. Henry Ford’s Assembly Line Frederick Winslow Taylor • Time and Motion Studies • Mass production office work14 All Rights Reserved, Copyright © Fujitsu Limited 2012 Business Process Management / WorkflowBPM: Make a precise definition of the work to be done Invest a lot in set up Recoup investment by running process thousands of times. Effective for Routine Work15 All Rights Reserved, Copyright © Fujitsu Limited 2012 Definition of Case ManagementCase Management is the management of long-lived collaborative processes that coordinate • knowledge, • content, • correspondence and • resources to progress a case to achieve a particular goal; where the path of execution cannot be predetermined in advance of execution; where human judgment is required to determine how the end goal be achieved; and where the state of a case can be altered by external out-of-band events. Attributed to Michael White, 2009 16 All Rights Reserved, Copyright © Fujitsu Limited 2012 Tasks Goals; what is the difference? TASK Difference? GOAL (Something you do) (Something you do)Smaller in Scope Larger in ScopeProcedural, linear Collective, parallel often one at a time Sometimes overlappingThinking is Removed You must “figure it out”Focus on action to Focus on end result transform something produced Micro-managers give “tasks”; Good managers give “goals”. 17 All Rights Reserved, Copyright © Fujitsu Limited 2012 Enforcement Guidance Enforcement: Guardrails (on a road) prevent deviation, but also prevent anything not predicted. Guidance: Guidelines (on a road) show people where to go, but do not prevent deviations if they are necessary.18 All Rights Reserved, Copyright © Fujitsu Limited 2012 Diagrams Checklists For Routine Work For Knowledge Work Created ahead of time Created when needed, by specialist crafted to by the person doing the work. automatically respond Manually adjusted for to many situations. changing situations. http://social-biz.org/2010/03/08/is-the-checklist-mightier-than-the-model/19 All Rights Reserved, Copyright © Fujitsu Limited 2012 Prescribed AdaptibleWhen you hear about an adaptive system, think about muscles. To increase the size or strength of a muscle, you exercise it. Conversely, lack of use causes muscle atrophy.Adaptiveness is not simply the capability to increase or decrease muscle size.Instead it is more about the ability of the muscle to self-modify to fit the situation; the ability to sense a need, & to respond to it in a kind of feedback loop. http://social-biz.org/2011/11/13/understanding-what-adaptive-means/ 20 All Rights Reserved, Copyright © Fujitsu Limited 2012 Individual Social Technology self-forming relationships everything is relative bring your own identity http://social-biz.org/2011/09/03/self-organizing-business-networks/ 21 All Rights Reserved, Copyright © Fujitsu Limited 2012 Process Centric Data Centric Data Process Process Data The process is the Data (a case folder) central focus for becomes the central focus organizing work. and permanent record. Data comes to and from Processes can cooperate. the process. 22 All Rights Reserved, Copyright © Fujitsu Limited 2012 BPM / Workflow ACM Factory, Mass Production Skill, Professional Small savings on each of a Custom work appropriate to large volume produced particular circumstances Highly Repeatable Unpredictable Routine Processes Unique Processes Efficiency and cutting costs Providing unique high value through automation service to customers23 All Rights Reserved, Copyright © Fujitsu Limited 2012 Management ShiftIt’s not just technology that is changing All Rights Reserved, Copyright © Fujitsu Limited 2012 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.” http://social-biz.org/2011/02/06/the-power-of-pull-just-win-baby/ 25 All Rights Reserved, Copyright © Fujitsu Limited 2012 <<Push>> vs. >>Pull<<treat public as passive loosely coupled and modular consumers embrace exceptions notmake centralized decisions eliminate themtop-down approach to enhance the potential for planning productive frictionworkers perform dictated continually expand choices activities available help find the most relevant resources allow initiative and creative opportunities 26 All Rights Reserved, Copyright © Fujitsu Limited 2012 Returning to “Human 1.0” http://social-biz.org/2011/01/22/hyper-social-organizations/27 All Rights Reserved, Copyright © Fujitsu Limited 2012 Forget market segments • engage tribes Forget company centricity • think human centricity Forget information channels • think knowledge networks Forget processes • embrace social and hierarchies messiness28 All Rights Reserved, Copyright © Fujitsu Limited 2012 Roles mean nothing without understanding the network of relationships and the resources that are required to support the work of that person. – Margaret Wheatley29 All Rights Reserved, Copyright © Fujitsu Limited 2012 Important worker qualities will be: • High Concept • High Touch -Daniel H. Pink30 All Rights Reserved, Copyright © Fujitsu Limited 2012 Knowledge Worker Autonomy SIX major factors determine knowledge-worker productivity Knowledge worker productivity demands that we ask the question: “What is the task?“ It demands that we impose the responsibility for their productivity on the individual knowledge workers themselves. Knowledge workers have to manage themselves. They have to have autonomy. Continuing innovation has to be part of the work, the task, and the responsibility of knowledge workers. Knowledge work requires continuous learning on the part of the knowledge worker, but equally continuous teaching on the part of the knowledge worker. Productivity of the knowledge worker is not — at least not primarily — a matter of the quantity of output. Quality is at least as important. Finally, knowledge-worker productivity requires that the knowledge worker is both seen and treated as an “asset” rather than a “cost.” It requires that knowledge workers want to work for the organization in preference to all other opportunities. -Peter Drucker, “Management Challenges for the 21st Century” (p142) 31 All Rights Reserved, Copyright © Fujitsu Limited 2012 Summary All Rights Reserved, Copyright © Fujitsu Limited 2012 In an unpredictable world, the best investments are those that minimize the importance of predictions. – Sargut & McGrathhttp://social-biz.org/2011/08/30/living-with-complexity/33 All Rights Reserved, Copyright © Fujitsu Limited 2012 Management Shift Summary1. Understand the limits of Newtonian view – and Scientific Management2. Beware of over-simplifying the job – Don’t just “pick a process”3. Focus on providing the right information – Promote a culture of sharing4. Embrace complexity – Don’t de-skill the workplace5. Empower people to respond to customers – Decentralize, but monitor6. Hire/promote right-brained people34 All Rights Reserved, Copyright © Fujitsu Limited 2012 Summary Adaptive Case Management is for Knowledge Workers with Unpredictable Process to Adapt & Innovate with Teams of Experts to Accomplish Goals.35 All Rights Reserved, Copyright © Fujitsu Limited 2012 Questions and Answers Slides: http://www.slideshare.net/kswenson/pehrs-presentation-on-acm Blog: http://social-biz.org/2012/08/20/enhancing-the-productivity-of-an-evolving-workforce/36 All Rights Reserved, Copyright © Fujitsu Limited 2012 37 All Rights Reserved, Copyright © Fujitsu Limited 2012
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