PEHRS Presentation on ACM

All Rights Reserved, Copyright © Fujitsu Limited 2012

Keith D SwensonVice President of R&DChairman of the Workflow Management Coalition

September 13, 2012

Enhancing the Productivity of an Evolving Workforce


Table of Contents

Knowledge Work Unpredictable Processes System Technology Key Capabilities Management Shift Summary

See Related Blog Post at:http://social-biz.org/2012/08/20/enhancing-the-productivity-of-an-evolving-workforce/


People who weigh manyfactors and determine

courses of action


People whose actions are based on many

sources of information


People who gather cluesfollow up, and discover things.


People who set the rulesor think outside the box


People who face uncertain situations and courses that are not fixed


Knowledge Work is Everywhere

Benefits Negotiation

Employee Performance Mitigation

Rescue work, Fire Fighting

Financial Audit

Coordinating a meeting

Exceptions, such as a Billing Dispute

Medical Treatment, Health Care

Help desk

Mergers & Acquisitions

Hiring Talent

Executive Management


Unpredictable Processes


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 Patient

http://social-biz.org/2010/03/29/does-unpredictable-work-exist/


Fooled by Randomness

20/20 Hindsight

Mental “Interpreter”

We forget how itreally happened.

We fill in missing details with narrative.

Unpredictable Processes don’t always FEEL

unpredictable.


Routine with ad hoc exceptions

Routine Predictable

Unpredictable with structured snippets

Completely Improvised

Spectrum of Predictability

There is a spectrum of situations

Everyone does:

some routine work, and

some unpredictable work.


What you are going to need to get there.

System Support Key Capabilities


Henry Ford’s Assembly Line

The Industrial Revolution:… the Newtonian view in business.

Frederick Winslow Taylor• Time and Motion Studies

• Mass production office work


Business Process Management / Workflow

BPM: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 Work


Definition of Case Management

Case 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


Tasks Goals; what is the difference?

Larger in Scope Collective, parallel

Sometimes overlapping

You must “figure it out” Focus on end result

produced

GOAL(Something you do)

TASK(Something you do)

Difference?

Smaller in Scope Procedural, linear

often one at a time

Thinking is Removed Focus on action to

transform something

Micro-managers give "tasks"; Good managers give "goals".


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.


Diagrams Checklists

Created ahead of timeby specialist crafted to automatically respond

to many situations.

Created when needed, by the person doing the work.

Manually adjusted forchanging situations.

For Routine Work For Knowledge Work

http://social-biz.org/2010/03/08/is-the-checklist-mightier-than-the-model/


Prescribed Adaptible

When 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/


Individual Social Technology

http://social-biz.org/2011/09/03/self-organizing-business-networks/

self-forming relationships

everything is relative

bring your own identity


Process Centric Data Centric

Process

Data

Data

Process

Data (a case folder) becomes the central focus

and permanent record.

Processes can cooperate.

The process is the central focus for organizing work.

Data comes to and from the process.


BPM / Workflow

Highly RepeatableRoutine Processes

Factory, Mass Production

Small savings on each of a large volume produced

UnpredictableUnique Processes

Skill, Professional

Providing unique high value service to customers

ACM

Efficiency and cutting costs through automation

Custom work appropriate to particular circumstances


It’s not just technology that is changing

Management Shift


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/


<<Push>> vs. >>Pull<<

treat public as passive consumers

make centralized decisions top-down approach to

planning workers perform dictated

activities

loosely coupled and modular embrace exceptions not

eliminate them enhance the potential for

productive friction continually expand choices

available help find the most relevant

resources allow initiative and creative

opportunities


Returning to“Human 1.0”

http://social-biz.org/2011/01/22/hyper-social-organizations/


• engage tribesForget market segments

• think human centricityForget company centricity

• think knowledge networksForget information channels

• embrace social messinessForget processes and hierarchies


Roles mean nothing without understanding the network of

relationships and the resources that are required to support the work of that person. – Margaret Wheatley


Important worker qualities will be: • High Concept• High Touch -Daniel H. Pink


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)


Summary


http://social-biz.org/2011/08/30/living-with-complexity/

In an unpredictable world, the best investments are those that minimize the importance of predictions.

- Sargut & McGrath


Management Shift Summary

1. Understand the limits of Newtonian view – and Scientific Management

2. Beware of over-simplifying the job– Don’t just “pick a process”

3. Focus on providing the right information– Promote a culture of sharing

4. Embrace complexity– Don’t de-skill the workplace

5. Empower people to respond to customers– Decentralize, but monitor

6. Hire/promote right-brained people


Summary

Adaptive Case Management is for Knowledge Workers with Unpredictable Process to Adapt & Innovate with Teams of Experts to Accomplish Goals.


Questions and Answers

Slides: http://www.slideshare.net/kswenson/pehrs-presentation-on-acmBlog: http://social-biz.org/2012/08/20/enhancing-the-productivity-of-an-evolving-workforce/
