Social Business
The Future of Work at Scale
The Story of Blue Water Utility as it is transforms from a traditional single Enterprise managing in part to a global Social Business engaged with its Ecosystem in Wholeness for Social Good
How to deploy the Future of Work by restoring and extending Wholeness thru the Open Innovation Platforms of Appreciative Inquiry (AI) & Enterprise Social Networks (ESN’s)

 

1.    The Future of Work shifts our consciousness from the Enterprise Part to Ecosystem  ‘Wholeness’

Something remarkable happened during the recent Blue Water Utility Appreciative Inquiry (AI) Summits.  http://tinyurl.com/nkno5dq

The conversations in the room shifted from thinking as a single Enterprise managing part of a large and complex city waterways system to thinking as a member of a connected ecosystem experiencing the  ‘Wholeness of Waterways’.

What started out as a typical problem solving task such as, ‘how do we embed our Core Values in our work within Blue Water Utility’, or ‘what will be our response as a single entity to the regulator’ became a much bigger idea – the EXPERIENCE OF WHOLENESS as a living social ecosystem inquiring into the what works within the City’s Waterways and then imagining and co-designing ways of extending what works to create a compelling future.

 

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What emerged in the AI Summits was a taste, a foray if you like, of THE FUTURE OF WORK AT SCALE for Blue Water, not just as a Utility or single Enterprise – closed within its boundaries – but as a member of an Open Ecosystem connected and working together to co-create a better future for the city’s waterways through the lens of the whole, not the part.

In the Summits, Blue Water’s people experienced the conversations and practice of Macro Open Innovation; where the Summits brought a microcosm of Blue Water’s living relationships into the room to innovate through THE EXPERIENCE of WHOLENESS.

Rather looking at a part of a problem through the lens of a single organisational area or Enterprise, instead, Blue Water engaged in open dialogue with its ecosystem to discover, dream, design and deliver a shared future.

In so doing, Blue Water’s culture transcended its own organisation boundaries to embrace new ways of connecting, collaborating and co-creating by bringing more strengths from its Ecosystem into the conversation.  The conversations shifted to the ‘wholeness’ of the City’s Waterways, bigger than any of the individual Enterprises or areas present in the Summit, each of which had responsibility for managing part of the Waterways System.

Through the process of positive story-telling and co-discovering the Positive Core of the City’s Waterways at their best, individual participants saw how their work fitted into the wholeness of things. This experience of wholeness changed their consciousness from fixing problems in part to imagining what’s possible from the whole. The Summit was a powerful experience of POSITIVE DISRUPTION by restoring the Whole.

http://tinyurl.com/qgggeqk

Some examples of this new ‘wholeness consciousness’ to come out of the Summits.

Our future is not as a single Enterprise managing a part of this City’s Waterways System but to collaborate and co-care as partners with Our Global Community as a Social Business

We have morphed from a single hierarchy managing a part to a Living Ecosystem co-caring and co-creating with our partners from the whole

As we morph into a Social Business, we connect and bring into play the strengths of thousands of people who believe what we believe

In 2019, we are practising the behaviours of openness with our ecosystem, including sharing, transparency and collaboration – we are connecting & co-working across traditional organisation boundaries

We have shared platforms for co-working, sharing and innovation in real time

We have moved to a platform of continuous innovation

We have a shared vision which has resulted in INTEGRATED PLANNING – not just between the agencies but also between the Waterways – an integrated vision

We have community buy in to the way the system is being managed because they are co-caring and co-creating the future with us

We have a substantial GLOBAL ONLINE SOCIAL media presence.

We have built an ONLINE COMMUNITY and we are using Social and DIGITAL COLLABORATIVE technologies to not only collaborate internally but with our partners and community as a living ecosystem

What we did was to get the key people into the room. We did an AI Summit with them and we gained momentum. Then we invited others to join future Summits and sustain this momentum by connecting the new members into a collaborative Social Community, sustained by the new social technologies.

 


 

2.    The Future of Work is designed from an Abundance Mindset

 

In the old Blue Water Utility, work was organised ‘in part’ around the deficit view of organisation design which is break wholeness down into component parts for the purposes of problem solving and fixing things within constrained organisation and job boundaries.  The focus and language of the old work is to do more with less and is closed to selected members. The Culture is siloed. The principles behind the design of the old work are what we now call DEFICIT MINDSET.

 

But in the New Work, the focus is to bring the parts back together to experience wholeness, engaging more and more strengths across the full ecosystem, i.e. the global connection of hearts and minds who care about what we do as a living, connected community, working together for social good. The focus and language of the New Work is conversation and to experience the possibilities to do more social good by ‘doing more with more’ AT SCALE. The principles behind the design of the New Work are what we now call ABUNDANCE MINDSET.

http://tinyurl.com/2acnmal

 

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3.    The Future of Work -connects the strengths of the ‘whole’ for open innovation at scale

 

Engaging an Ecosystem in Appreciative Inquiry conversations around strengths, not weaknesses, around possibilities, not problems is the heart of the emerging Social Business; where leaders bring more parts of the system into the room to experience wholeness, contribute more strengths and to co-create and INNOVATE together. That is what Blue Water Utility is experiencing now and it is the New Work.

 

The more strengths that are connected into the conversation, the more innovation for social good is possible. In order for these strengths to be experienced, the Culture needs to be OPEN to engage with the Whole. http://tinyurl.com/m23vnd8

 

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In moving to this new platform of Wholeness through the lens of Abundance, Blue Water started the journey towards becoming a Social Business OPEN to engage with its global ecosystem as a global community to INNOVATE at SCALE. The AI Summit process provided a Positive Disruptive intervention because it engaged participants at a deeper, more intrinsic level around the ‘connectedness of life and all things’.

For Blue Water, the Future of Work is to take leadership to positively disrupt the old ways of working and co-create the New Work of connecting and then collaborating with other Government, not for profit, business and other stakeholders groups who care about the future of the City’s Waterways.

This is about new ways of being and working together with OPEN communication and OPEN collaboration to experience OPEN INNOVATION as a Social Business at SCALE. But it also represents a challenge because holistic experience involves connecting a broad range of organisations, areas, teams and people in ways that have proved impossible up to now. But now we have the advent of macro, open, holistic technologies such as Appreciative Inquiry (AI) and Enterprise Social Network Technologies or ESN’s which makes collaboration at scale possible.

AI brings a diverse range of people and strengths physically into an open room to discover the Enterprise or Group POSITIVE CORE. Participants then build on this Positive Core to co-create and design what the future could and will be by extending and reconfiguring strengths.

If you want more innovation for social good, then the leadership work is the positive disruptive process of bringing more parts of the system together to discover, appreciate and reconfigure these strengths to meet imagined possibilities – this is what ‘co-creative’, ‘disruptive’ and ‘collaboration’ really means.

 

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AI creates new relationships that are forged in the act of sharing and co-design. New commitments are made by participants to continue the relationships and NEW WORK after the Summit as an Open Living System. The act of ‘being’ a connected community is as much a compelling part of the WHY of the new work as is the act of creating new value for social good from these relationships.

Once someone has experienced this wholeness in an AI Summit, they want more of it and indeed struggle to go back to the old forms of working on the part, not the Whole. This is where Enterprise Social Networks (ESN’s) – and in particular the new social collaboration technologies – allow the positive disruption experienced in the Summits to be sustained and extended as the future of work.

Blue Water Utility’s ESN will connect large groups of stakeholders to communicate, collaborate, co-create and implement the Summit work and experience. This will be an online open community, connected pre, during and post Summits to grow and sustain the movement to make the future story of ‘Holistic Care for the City’s Waterways’ a reality.  The ESN will provide a platform to enable others to join the conversation at SCALE and to enlarge ‘THE OPEN ROOM’ from the limitations of physical space to the digital world of online and mobile connections beyond traditional organisation or job boundaries.

 


 

4.    The Future of Work is business as a Community of Purpose & Belonging

If AI Summits are providing the disruptive face to face experience in depth of the power of OPEN INNOVATION, an ESN will extend and continue this experience for participants who attend positive disruptive events such as AI Summits.

The combination of AI and ESN open technologies working together becomes a sustainable process beyond the event. ESN’s enable new ways of continuously disrupting and collaborating with ever more parts of the system working on ‘wholeness” AT SCALE.

Mike Green, CEO of KINSHIP, talks about the characteristics of the new Social Business Enterprises which will shape the future of work. Interestingly, Mike, who himself leads his business group through the lens of Abundance, calls the emerging new Social Businesses ‘World-Class Communities’.

 

The 9 Components of World-Class Communities:

  1. Identifiable business objectives;
  2. An emphasis on being personal;
  3. A culture of belonging;
  4. Major source of relevant content;
  5. Leverages the wisdom of the crowd;
  6. Influential members are highlighted;
  7. Reward with pixels;
  8. Establish and enforce guidelines;
  9. Membership has its privilege.

http://tinyurl.com/mq6lnu6

 

In reading Mike’s excellent blog, what struck me is that we are moving beyond the idea of community with the focus only on practice, but moving to a new understanding of the Future of Work as a Community of Purpose built from its Positive Core and as a Community of Belonging – to which people feel profoundly and emotionally connected.

Blue Water’s ESN will enable collaboration and communication through modern social technologies supporting a shared vision or purpose or beliefs of a group who are drawn to collaborate AT SCALE to co-create SOCIAL GOOD for the city’s waterways.

The ESN will generate new information and insight, and allow people to do something they’ve done since the beginning of time – talk to one another and collaborate for social good but also to experience being part of a deeper, connected community doing life together. The ESN will be the hub that sits behind the at scale connections within an ecosystem engaged in co-creating and co-sharing for significant ecosystem benefit.

The Blue Water Social Business ESN platform will be just that – it is about being social – about people taking a journey together but a journey with emotional purpose. The connections and interactions of a social network in order to share and make together – not just consume.

This has the potential to take the first chapter of Blue Water’s Social Business story to a level of evolution beyond the pure document sharing ways of using information technologies in the past. We used to talk about knowledge management but now the potential is for knowledge sharing for social production.

 

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As with AI Summits, ESN’s open up the conversations to the crowd as opposed to keeping them within silos

http://tinyurl.com/q4dye84

With Blue Water’s ESN, users will have a faster route to meaningful information, an easier way to communicate with and learn from others and to share and co-create new knowledge. They feel part of a collaborative community and experience more fun and engage in more imaginative ways to stay connected within their new shared relationships.

 


 

 

5.    The Future of Work deploys ESN Social Technologies designed for ‘whole of life’

 

The first Blue Water AI Summits were positively disruptive because they brought people together to experience and co-create from the whole, not the part. They were crafted from the Abundance Principle of wholeness – not the part. As a result, the Summit scope, topics, questions, conversations and design tasking drew people together from across the ecosystem to take part in the same holistic conversation in the same room.

In order for this experience to be continued, extended and sustained after the AI Summits as the Future of Work, it is vital that an Enterprise or Community movement invests in Future of Work Social Technologies designed to support and extend the wholeness of work and life, not the parts, as earlier generations of technology did.

Until now, most information technologies have been designed to support the part not the whole and as a result at some point you end up investing money and time in trying to get these systems ‘to talk to each other’. In the Future of Work, this siloed approach to technology design no longer works.

Fortunately, there are social technology thought thinkers and innovators who understand this and are coming to the Future of Work Party because they believe what Social Business Leaders believe  and that is

That the future of work at its best is holistic. It engages people with the whole of their being by restoring and extending work as community and as life. In this future, all the social collaboration and co-working tools that are used to support this community are crafted from a whole of life design perspective, not just a part.

Daniel Newman – author of Amazon Best Selling Business Book ‘The Millennial CEO’ and recognised by the Huffington Post as one of the 100 Business and Leadership Accounts to Follow on Twitter – recently asked the question ‘what is hot, I mean, what are people clamouring for these days?’

In his brilliant and insightful article, “Mobile, Future of Work & the Collaborative Economy’, Daniel portrays this vision of the Future of Work, a vision where social technologies are designed and deployed as part of a holistic sense of ‘being’ from the whole, not the part. In the future, work and life are holistic and not separated as they have been in the past 300 years of industrial organisation design, which separates, the physical, social and spiritual aspects of things.

I believe we have entered an age of total ubiquity. No more social, cloud, big data and mobile as silos; today we are in a world where those things are just part of being. They are part of the balance that has shifted from work-life to life-work. Being connected is just what we do. We share, connect, engage and live our lives in the public realm. We are singular, human and the world will forever be different because of it

In the future, work will be about endless connectivity. Mobile is bringing us to a place where we can accomplish more than we ever could in an office from anywhere we have access to data. This isn’t going to have a small impact on work; in reality this is going to cause businesses large and small to reimagine work. Consider this… In the future, work won’t be done in a place. Instead it will be done from anywhere and everywhere. Companies will be smaller, more nimble and more insistent on matching the work to be accomplished with the person who can best perform the work.  http://tinyurl.com/q5vv3vr

In his article, Daniel articulates why social technologies matter more than ever in The Collaborative Economy.  But in this New Work, any old social technologies just won’t do. It is about deploying social technologies that help to connect, extend and reconfigure the strengths and talents of a global ecosystem for social good. These technologies are designed to support a Community of Purpose and Belonging with the whole of life in mind.

The evidence is right in front of us as each day we take to the web to socialize, engage and share. Our lives are no longer defined by our work like they once were, and for those of us holding on to that demarcation, our resolve will soon be exhausted. In the future we work smarter. We use the tools to create and inspire progress that leads to better business outcomes that solve greater challenges and hopefully, if we let it, create a better quality of life

And to go beyond tools that help us access the best talent, we are also seeing evolution in the way we engage and interact within the tools we already use. Just this past week, #NewWayToWork was the top trending hashtag on Twitter with the roll out of a new brand of email from IBM called Verse – http://tinyurl.com/q5vv3vr

And while next generation of email may be how the solution is being explained, what is really happening here is we are seeing the end of the inbox as we know it. In the future, the inbox will encompass our entire connected ecosystem and then prioritize it to make sure we are as efficient and productive as possible. Daniel Newman – http://tinyurl.com/lnj7gxg

 


 

 

6.    IBM Verse, an example of  Next Gen ‘Whole of Life’ social technology for the Future of Work

 

Daniel Newman flagged IBM’s new collaborative platform called ‘Verse’ as an example of a Future of Work, holistic, social business collaborative platform.

So, let’s take a closer look at IBM Verse. http://tinyurl.com/n9e8y4v

Why is it so cool and relevant to our considerations about the Future of (Holistic) Work?

Verse is a new approach to email that melds collaboration, social, analytics and compelling design, and leverages cognitive analytics technology by Watson.

Verse was developed utilising Design Thinking to rethink the interface to better empathize with the end user. Design thinking is defined as ‘a human-centred approach to innovation that draws from the designer’s toolkit to integrate the needs of people, the possibilities of technology, and the requirements for business success’.  The approach focuses on the three main elements of a product or solution: people, technology, and business, all of which evolve around the customer.   http://tinyurl.com/og3qyma

In essence, Design Thinking is holistic and engages people to share in the act of inquiry and co-design. It engages people to collaborate, to share, give and co-create – to use today’s social buzz words.

As with Appreciative Inquiry, Design Thinking releases participants to co-design new things as equal partners. Design Thinking is another example of ‘Macro Mindset” where the design process is not restricted to experts but involves the ecosystem as players from the whole. Interestingly, we also deploy Design Thinking in Appreciative Inquiry Summits   http://tinyurl.com/m23zyyn

But at the heart of the IBM approach to the design of Verse, is not just a way of thinking about design. It is also a profound belief about the view of how the world works or should work at its best it is the experience of wholeness itself. It is about connecting the best in people and enterprises using open innovation platforms like Appreciative Inquiry and Verse to make work more meaningful by collaborating for Social Good. That is why bringing the Appreciative Inquiry and ESN platforms like Verse together to experience the Future of Work is such a powerful and compelling idea for Next Gen Social Business Leaders because it is about the wholeness of life.

The convergence of analytics, cloud, social and mobile technologies is not just impacting our personal lives, it’s profoundly changing how we work, said Bob Picciano, Senior Vice President, IBM Information and Analytics Group. These forces are reshaping how people make decisions, create and share new ideas and collaborate across teams to get work done. With IBM Verse, we challenged our design teams to use analytics to completely reimagine the social collaboration experience to focus on engaging people and driving outcomes, not managing messages and inboxes.

Simply making the inbox social isn’t enough.  Organizations need better tools to support the way real work gets done in today’s modern enterprises, said Charlene Li, founder and CEO of Altimeter Group.  That means keeping the focus centred on people and projects, and using analytics and mobile to make it a seamless experience.

My colleague Mike Green from KINSHIP adds

IBM Verse enables subject matter experts to share insight in two clicks or less in any social environment inside or outside their organization. Rather than replying to a narrow email distribution, project leaders can share their insights as a blog post for their entire project team, with the ability to delegate and track critical actions across individual team members.

Clients using IBM Verse will also have the future option to embed a Watson feature into their collaboration environment, which enables users to query Watson on a given topic and receive a direct reply with answers ranked by degree of confidence.   http://tinyurl.com/l7mj3q4

One personal perspective to add here.  Only 13% of the world’s workforce is engaged at work – I call these the Contributors. Research by the Gallup Group shows that the Contributors are first engaged from the heart – then the head. Put another way, they are engaged emotionally in their work around purpose, passions, meaning and co-creating social good. This is emotional.

They co-create social good by connecting and collaborating through digital ESN social networks. In these conversations they share their stories of what works in work and life for them and they imagine and co-create better futures. They shape and bring into existence a new future – one that has meaning and purpose.  In essence, they create a new chapter in an ongoing story of meaning, handed down from one generation at work to the next – there is a continuity – taking the best of the past forward as the Enduring Positive Core of an enterprise or business. This is Positive Disruption – not breaking something – but rather extending and connecting the best by disrupting the firewalls and limitations of an enterprise rather than ecosystem view of work and the organisation.

As they co-created and shared their future story for a better world – participants at the recent Blue Water Summits identified their Positive Core and asked – ‘what is possible if we extend our best to become the norm’ and or ‘how can we reconfigure our strengths to meet new challenges for social good in our world?

And in the next chapter of their social story, member of Blue Water’s Ecosystem will use social technologies like Verse to share, collaborate in real time together – across traditional work and organisational boundaries which no longer have relevance.  But what is really happening is that they will be experiencing the deeper satisfaction that comes from making a shared contribution AT SCALE as an emotionally connected living community.

And, they are tapping into sophisticated ‘rational’ analytics platforms like Watson in order to help inform their design work but they are viewing this knowledge from an engaged heart. They are asking questions of this rational ‘head space’ knowledge through the lens of contribution and relationships; not from the one dimensional space of the head at work without the heart.

Enterprising social leaders who see the full potential of New Work platforms, like IBM Verse and Watson, deploy these collaborative, big data and smart analytics platforms at the right time. They will first take the time to prep their work cultures to collaborate from the heart through platforms like Appreciative Inquiry in order to get the most out of their investment in the New Work integrated social technologies and tools.

They will take the time to build a Community of Purpose and Belonging at work through a Positive Social Culture.

Through this Culture they will restore the STORY in business – a story which for three hundred years had been lost through the dominance of the scientific / rational focus of in work on numbers and statistics.

 

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http://tinyurl.com/p9fe2jz

But in the New Work, people are released to not only tell their own story but to collaborate in community to shape and co-create a shared Future Story which is meaningful and emotional.  In the New Work, the statistic is used to help to design and track the specific journey taken but The Story is what really matters; the experience of taking a journey together – the Fellowship of the Ring.

 


 

 

7.    The Future of Work is Generation G, wired to care & wired to share through wholeness

 

GEN G IS the next generation of TALENT coming through to the workforce; a generation who are wired and ready for the Future of Work.

Gen G’s – these young workers are just entering the workforce or at college or school. Some are currently engaged and contributing by choice in online Communities of Purpose and Belonging outside of work enabled by Social.

The question for business leaders today is whether we as leaders are ready to engage this young talent in the experience of wholeness in their work, not just leave this experience to outside of work. That doesn’t add up to the Gen G’s – what they want is to experience is the flow of wholeness in work and life.

Many baby boomers think the Gen G’s are the most selfish and material in history – actually it is just the opposite but they expect to be engaged differently – by the whole, not the part of life-work.

 

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GEN G – global and generous – have grown up digitally to contribute in Communities of Purpose and Belonging fostered by Open Innovation platforms which foster meaning and connections.

Generation G not only demands new concepts of quality of life vs. concepts of material wealth, safety, status, and comfort, it also wants to have a say in developing them.

Maslow’s Pyramid of Needs has become a “Human Tower” (see picture above; also called Castells in the Catalan tradition), offering an endless array of configurations of “balance” that are only possible through continued focus, experimentation, and cooperation. For Generation G, the value of sharing trumps shareholder value. While the boundaries between work and life are dissipating, Lifeholder Value is gaining traction as the penultimate return on investment.

A critical ability for engaging Generation G is “sharing.” In a digital economy where most of the transactions are for free (or expected to be free), value is mainly created through the act of sharing. This means replacing outdated concepts of ownership, control, and coordination with concepts of open source, open IP, and open innovation.

It also means open conversations in the spirit of what Clive Thompson labeled “Radical Transparency.” As they are increasingly replacing traditional media companies, brands’ foremost task is to share information.

The message for Generation G is loud and clear: As much as transparency can underscore that you have nothing to hide, it can also highlight that you have a lot to give.’

Tim Leberecht   http://tinyurl.com/mz42r5o

Blue Water Utility is recognised for the quality it’s Graduate Trainee Program which it has maintained for 50 years. Blue Water is a Centre for Excellence for recruiting some of the best and brightest talent in the country.

The next generation of Talent coming through for Blue Water are the Gen G’s – ready made and wired for Open Innovation through Appreciative Inquiry and online ESN collaboration, open innovation and social business tools such as IBM Verse.

In the future, Blue Water’s GenG workforce will be part of a collaborative, digitally wired and growing global network, co-creating in authentic relationships for social good and they will encourage their peers to join Blue Water’s ESN.

Blue Water won’t dictate to the Gen G’s what the Future of Work will look like. Nor will Blue Water require their Gen G’s to compliantly use the new social technologies “you will now collaborate because we bought this new technology!”  Rather, through the social technologies of openness and wholeness, the Gen G’s will be invited to bring their talents and their ready-made wiredness into the wholeness conversations. Through Appreciative Inquiry and ESN platforms like IMB Verse, they will co-create a shared image and experience of what the Future of Work will uniquely look like for their world and their purpose in life-work.

Smart social business leaders will engage their Gen G’s to lead the design of the future of work – not follow someone else’s design. They bring the generations at work together to appreciate the best of the present, so that the young will understand and take forward the legacy they are inheriting from the older workers which is the Enduring Enterprise Positive Core. The young take this Positive Core and through Social Collaboration morph it in ways that are meaningful and useful in the Future of Work.

Gen G’s expect this experience of wholeness, they have already tapped into it outside of work and deep down they expect it at work. This is as much a spiritual connection as it is rational and head – even if they don’t use this term.  As a baby boomer, I was engaged around the head dimensions of work only – what and sometimes how (e.g. Six Sigma and Lean Projects) but never around why or who we really are – human beings in a connected world – not cogs in an industrial machine or ‘human resources’.

The kids coming through now want what and how in terms of wholeness – which means both why and who I am – and they will engage in the new platforms around big data and analytics. But, if we want them to experience the full potential of wholeness, we will first engage them from the heart – we will look to connect, share and extend the positive story around life-work as fully conscious human beings which includes, head, heart, spirit and soul and then, and only then, show them the new social data toys they can then play with to make the Future of Work happen at scale.

In order for this to happen, we need to take the time to engage our people to co-create a Positive Social Culture which deploys the new social technologies to build the new capability of business we might call the Community of Purpose and Belonging.

 


 

8.    The Future of Work is enabled by a Positive Social Culture designed for Intrinsic Motivation

 

Clay Shirky talks about how social technologies are breaking down silos and restoring the true essence of community; where people not only consume but come together to share and to make – in today’s buzz words – to collaborate and innovate for SOCIAL GOOD.

Shirky says that what drives the best behaviour in social business is a shared group culture that releases Positive Intrinsic Motivators in people to create a Culture of Generosity.  Intrinsic motivators  meaning ‘from within’ appeal to deep seated emotional and positive traits within people to Contribute; to do something meaningful and to be part of a community doing it together. http://tinyurl.com/pbpdq2w

Intrinsic Motivators engage the heart emotionally for something bigger than self. Extrinsic motivators come from outside and they are shallower and appeal to the basics in human nature – such as the need for money.

 

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87% of the world’s workforce is unhappy at work and they work in cultures where managers use extrinsic motivators as the primary engagement model. One of my dreams for the Future of Work is to see the new Social Business Enterprises engage people intrinsically. When you do this – you see a focus on self and ‘what do I get’ shifting to We and a Consciousness around ‘what do I give’.

It is vital for the Future of Work that workers, especially Gen G, are engaged in the new order intrinsically – from the heart. For this to happen, we need to coach and equip our business managers how to engage their people intrinsically.

It was a fascinating experience for me to facilitate the Blue Water AI Summits and watch what happened when the conversations focused on what’s good and what’s possible, rather than problems; when people listened to and shared each other’s stories about social good.

The AI Summit conversations tapped into something deep and good in people; they tapped into intrinsic motivators and they did it voluntarily and with growing consciousness of something special happening.

Never was this more evident than when Summit participants got to work together to imagine a better future and then collaborate across traditional silos to design that future together through the power of story-telling and sharing. We saw the best of human systems and behaviour at work for social good. In Table and Plenary Groups they shared their emotional stories, shaped a Positive Core and co-created a shared vision and designs for the future. They put their hands up to work together with newly forged relationships after the Summits. They were not compelled to do this but rather working intrinsically from the heart.

They weren’t compelled to collaborate but drawn to this new experience and the conversations were powerful, authentic and restored the wholeness of life-work

During Summit, we witnessed the behaviours of a group engaged in the behaviours of a Positive Culture, tapping into the intrinsic motivators, into the vital connections between people. They transcended siloes and artificially extrinsically designed forms of work, organisation and hierarchical conversation to experience wholeness.

What were the results of this experience? – Nothing less than a new way of being from the whole which released a flood of new possibilities, ideas and design models for social good.

 


 

 

9.    The Future of Work is enabled by a Positive Social Culture designed for Open Business on an Abundance Mindset

 

In traditional hierarchical or one enterprise structures, deficit thinking is often the pervading mindset. But in a true OPEN Social Business, the Positive Culture and social practice is built on the Principles of Abundance – of Open Business.

As we touched on earlier, an Abundance Mindset underpins the ‘wholeness principle’ – that when people are engaged from wholeness, not only do you see possibility but you see an openness to connect to the outside world because at source – we are all connected to each other. Deep down people have a longing for these deeper connections to be restored and extended in our own experience of life-work.

 

The Greater Hunger

 

Africans speak of two hungers: the lesser hunger — for the goods and services that sustain us and the means to pay for them, and the greater hunger, which has to do with understanding what life is all about.

Today, that greater hunger is even keener, for workers and executives the world over. And I worry that the only way people can satisfy it is though the lesser hunger. Money is quite accurately called compensation — if you can’t find a major purpose in life, you compensate for it by making money. What we have today is a bizarre phenomenon: Economies everywhere are growing, but once they’ve hit a certain level the amount of happiness or contentment in a society doesn’t increase. So the lesser hunger still doesn’t satisfy the greater hunger.  Charles Handy

 

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Deficit based managers will see Social Business only through the narrow lens of the first stomach and they will try to engage their people and customers through this leans and they miss the point of Social Business which at its best is about satisfying both hungers through the lens of Abundance.

If Clay Shirky’s ground breaking research and insights into the Intrinsic Motivators for engaging individuals positively in Social Business are pivotal, so are the findings and insights of Don Tapscott, Professor of Management at Toronto University into the Principles of Open Business based on Abundance.  http://tinyurl.com/kp5ynl7

 

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In his book Macrowikinomics, Don talks about how Social Business ESN’s are being used for Social Production through Open Innovation platforms – what he calls Ideation Platforms or ‘Ideagoras’.

These are Social Platforms for collaboration between uniquely qualified minds.

The term ‘ideagoras’ refers to places on the Internet where large numbers of people or businesses gather to exchange ideas and solutions. The term was coined by Don Tapscott and Anthony D. Williams in Wikinomics: How Mass Collaboration Changes Everything. This term is a portmanteau of the modern English word idea and the ancient Greek word agora. An agora was an open “place of assembly” in an ancient Greek city-state where trade occurred. Wikipedia

Like Shirky and just about every serious commentator on Social Business, Tapscott points to the fact that the ‘kids of today’ or the Gen G’s are wired for collaboration but are hitting the firewalls and resistance of the monolithic institutions. Many ‘deficit’ trained single Enterprise managers  do not understand that social technologies have freed up the human spirit to return to community and engage in meaningful co-creativity but now AT SCALE.   http://tinyurl.com/n22va2w

Tapscott says that we are now experiencing a Generation Lag where today’s young people are moving ahead of older workers in terms of seeing the potential and reality of Social Business as integral to the future of work. Traditional institutions as single entities are being replaced by new ways of co-creating sustainable outcomes for society organised on a global scale through social networks – drawn together by the Principles & Behaviours of Open Business.

http://tinyurl.com/q6s8qog

In my own work with Enterprises, I have come to understand that if we want to see change and growth in our enterpries for Social Good, we need to help our business owners, managers and workforce to replace the prevailing defiict or scarity view of work and life with an Abundance Lens.

The potential of Social Business is enabled by social technoligies but if the prevailing culture is built on the Principles of Deficit – then we might as well take our bat and ball and go home.

The encouraging news is that most, not all, but most of the Executives and business owners are just like their workers- they have been taught Deficit Management.  But, when you engage them in the power of an Appreciative Inquiry Summit and they participate in the intrinsic process of discovering the Enterprise’s Positive Core  i.e. the best –  and to describe the philosophy behind when the best is the best – they uncover the principles of abundance and they get it, even if this is not the prevailing  culture – they get it because they get to share their stories and ‘co-discover’ universal truths for themselves.

The AI Summit questions ask them to identify the ‘why’, not just the what or how and when these managers do this with their people, they experience a transformation in consciousness – they let go of fear- which is what deficit and scarcity are based on – and they replace with love -which is the root of abundance and a Positive Social Culture. The core output of this conversation is a set of behaviours which engage participants to experience ever deeper levels of Trust – the good oil of the New Work of Social Business.

When you rebuild your culture around the behaviours of Trust- you can discard much of the costly and time stealing compliance and back end checking processes that you have built up to stop the bad stuff. Instead you release an abundance of time and energy on the task of building and delivering Social Good to a world waiting for the unique contribution that only your Enterprise can deliver at scale through a Positive Social Culture, supported by ESN technologies such as IBM Verse.

 

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But please, have this conversation around Culture before you deploy the social technologies.The former enables the latter. You lead your Social Business Strategy by engaging your Stories and your Positive Social Culture build – not the tehcnologies or the big data or analytics – which is how we have done this in the past.

We wonder why 87% of the workforce doesn’t engage with us in the new social technologies in ways that seem obvious to those of us who already believe. But we need to prep a culture for social good, stating with what they believe about how the world works and ensure the principles and behaviours of open business are built on Abundance.

 


 

 

10.     The Future of Work is enabled by a Positive Social Culture enacted by a co-designed Social Collaborative Code

Integrity makes rules irrelevant’.  Albert Camus

 

Positive Behaviour and personal accountability are far more effective in any online Social Business Governance regime or cyber bullying software than the application of rules and regulations about stopping bad things happening.

We live in a world where we see more compliance and regulation every day – set both externally by regulators and internally by ‘Head Office’.  Most people are not happy at work – we know that only 13% globally are Contributors at work. The Contributors work for cultures which are positive and engaging, characterised by high trust, autonomy, emotional connections to work and colleagues.

In these positive cultures, the systems, rules and procedures are simplified and give people freedom to take personal and group accountability for their work, behaviours, results and impact and SOCIAL BEHAVIOUR.  You see accountability for doing the right thing built into the Culture and you see the work done to build and sustain a Social Contract through the mechanism of a Social Collaborative Code.

 

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A Positive Social Culture takes the time to build a Social Collaborative Code between members which focuses on self – responsibility for doing the right thing by engaging intrinsic motivation and crafting the behaviours of Open Business.

In crafting our Social Collaborative Code, we change the current focus in Enterprises from setting up complex, costly and demotivating systems of control and firewalls which assume people will do the wrong thing. Instead we turn this around by engaging the intrinsic good in people to take responsibility for their own behaviour online by engaging them to co-create and live an accountable Social Collaborative Code.

Once this is in place, the conversation turns to ask ‘what safeguards will we put in place to prevent or minimise the risk of bad behaviours online, whilst not closing down the opportunity to be open, authentic and connected with each other?’  At this point, we may turn to security software and risk mitigation to deal with the negative exceptions from the norm, but not before. It also means that the group takes a shared responsibility for the behaviour of individuals and self regulates as a group; not relying on the manager or supervisor or single hierarchical boss-subordinate relationships to ensure the right behaviours take place or the wrong behaviours are held accountable to the group.

When leaders engage with their people to co-create a Positive Social Culture they will participate as members of an Open ESN and identify the positive and negative consequences for doing the right and wrong thing. The Group itself then designs and co-creates a new way of working and being together which sees the positive consequences for doing the right thing as a member of the Social Community being strengthened and encouraged, whilst the negative consequences are understood and acted on by the Group.

Example – AI Summit Table & Group Design Questions for a Positive Social Culture.

 

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In summary, when building an ESN from Start Up, we look to build a Positive Social Culture which ensures members have an enjoyable, generous, collaborative, meaningful and safe experience online as a responsible, co-working and co-collaborating Social Community.

This is the heart of good Social Business Governance – not rules and don’ts but positive behaviours, self-management and accountability to one’s peers and community; where you see the needs of the individual in balance with the needs of the group. You see a Covenant in place to underpin the conversations and open collaboration.

 


 

 

11.    The Future of Work at Scale – Checklist of Core Themes by Section  

I hope that you have enjoyed reading this paper around the Future of Work at Scale. As a quick reference, I have summarised below the Central Themes by Section as a handy reference. I have also included relevant links.

 

Topic
1.The Future of Work shifts our consciousness from the Enterprise Part to Ecosystem  ‘Wholeness’

 

Core Themes

Social Business shifts the focus of work from the part to the whole & the experience of wholeness brings out the best in human systems

 

Appreciative Inquiry Summits are a powerful experience of POSITIVE DISRUPTION by restoring a co-creative community from the Whole

 

In AI Summits, through positive stories & discovering the Positive Core of their Enterprise, participants see how their work fits into the wholeness of things

 

 

Topic
2.The Future of Work is designed from an Abundance Mindset

 

Core Themes

The deficit view of organisation design breaks wholeness down into component parts for the purposes of problem solving and engages no one

The New Work, the focus is to bring the parts back together to experience wholeness, engaging more and more strengths across the full ecosystem

Social Business is actually a global connection of hearts and minds who care about what we do as a living, connected community, working together for social good

Social Business connects and engages more talents and strengths to do more with more at scale – it brings more parts of the whole to design a better future

The principles behind the design of the New Work are what we call Abundance Mindset

 

 

Topic
3. The Future of Work connects the strengths of the ‘whole’ for open innovation at scale

 

Core Themes

The more strengths that are connected into the conversation, the more innovation for social good is possible

In order for these strengths to be experienced, the Culture needs to be OPEN to engage with the Whole

AI Summits provides a Positive Disruptive intervention, engaging participants at a deeper, more intrinsic level around the ‘connectedness of life and all things’

We now have the advent of macro, open, holistic technologies such as Appreciative Inquiry (AI) and Enterprise Social Network Technologies or ESN’s which makes collaboration at scale possible

Social collaboration technologies allow the positive disruption experienced in the AI Summits to be sustained and extended as the future of work

 

 

Topic
4. The Future of Work is business as a Community of Purpose & Belonging

 

Core Themes

An ESN will extend and continue the AI Summit Open Innovation experience for participants at scale

The  KINSHIP  9 Components of World-Class Communities:

1.              Identifiable business objectives;
2.              An emphasis on being personal;
3.              A culture of belonging;
4.              Major source of relevant content;
5.              Leverages the wisdom of the crowd;
6.              Influential members are highlighted;
7.              Reward with pixels;
8.              Establish and enforce guidelines;
9.              Membership has its privilege.

 

The Future of Work is a Community of Purpose built from its Positive Core as a Community of Belonging – to which people feel emotionally connected

The connections and interactions of a social network in order to share and make together – not just consume – is at the heart of the New Work at scale

 

 

Topic
5. The Future of Work deploys ESN Social Technologies designed for ‘whole of life’

 

Core Themes

Until now, most information technologies have been designed to support the part not the whole

The Future of Work engages people with the whole of their being by restoring and extending work as community and as life

In this future, all the social collaboration tools that are used to support this community are crafted from a whole of life design perspective, not just a part

No more social, cloud, big data and mobile as silos; today we are in a world where those things are just part of being. They are part of the balance that has shifted from work-life to life-work

In the future, work will be about endless connectivity

In the future, the inbox will encompass our entire connected ecosystem and then prioritize it to make sure we are as efficient and productive as possible

#NewWayToWork was the top trending hashtag on Twitter with the roll out of a new brand of email from IBM called Verse

 

Topic
6. IBM Verse, an example of  Next Gen ‘Whole of Life’ social technology for the Future of Work

 

Core Themes

IBM’s new collaborative platform called Verse  – an example of a Future of Work, holistic, social business collaborative platform

Verse is a new approach to email that melds collaboration, social, analytics and compelling design, and leverages cognitive analytics technology by Watson

At the heart of the IBM approach to the design of Verse, is not just a way of thinking about design. It is also a profound belief about the view of how the world works or should work at its best it is the experience of wholeness itself

Only 13% of the world’s workforce – The Contributors. They are engaged emotionally in their work around purpose, passions, meaning and co-creating social good. This is heart – not head

In the Future of Work, The Contributors use social technologies like Verse to share, collaborate in real time together, contributing to something bigger than themselves. They are emotionally connected to each other as a living community

In the New Work, the statistic is used to help to design and track the specific journey taken but The Story is what really matters; the experience of taking a journey together – The Fellowship of the Ring.

 

 

Topic
7.     The Future of Work is Generation G, wired to care & wired to share through wholeness

 

Core Themes

GEN G IS the next generation of TALENT coming through to the workforce; a generation wired and ready for the Future of Work

Gen G’s want to experience the flow of wholeness in work

GEN G – global and generous – have grown up digitally to contribute in Communities of Purpose and Belonging

A critical ability for engaging Generation G is “sharing.” In a digital economy, value is mainly created through the act of sharing. This means replacing outdated concepts of ownership, control, and coordination with concepts of open source, open IP, and open innovation

The Future of Work leaders will invite their Gen G’s to bring their talents and their ready-made wiredness into the wholeness conversations through Appreciative Inquiry and ESN platforms like IMB Verse to co-create the  Ecosystem Social Business Strategy, Culture and Work

Gen G will engage in the new platforms around big data and analytics. But we engage them as Contributors from the heart first – in co-creating a shared future story – then, and only then, show them the new social data toys they can play with to make the Future of Work happen at scale

 

 

Topic
8.     The Future of Work is enabled by a Positive Social Culture designed for Intrinsic Motivation

 

Core Themes

What drives the best behaviour in social business is a shared group culture that releases Positive Intrinsic Motivators in people to create a Culture of Generosity.

Intrinsic motivators – meaning ‘from within’ – appeal to deep seated emotional and positive traits within people to Contribute; to do something meaningful, to be part of a community sharing and creating together

Only 13% of the global workforce is engaged intrinsically at work – The Contributors.

It is vital for the Future of Work that tomorrow’s workers, especially Gen G, are engaged intrinsically – from the heart. For this to happen, we need to coach and equip our social business managers how to engage their people intrinsically

AI Summits are a great way to positively disrupt an Enterprise  to morph its culture from extrinsic to intrinsic motivators – releasing wholeness of life-work

 

 

Topic
9.     The Future of Work is enabled by a Positive Social Culture designed for Open Business on an Abundance Mindset

 

Core Themes

In traditional hierarchical structures, deficit thinking is the pervading mindset. But in a true OPEN Social Business, the Positive Culture and social practice is built on the Principles of Abundance – of Open Business   http://tinyurl.com/q6s8qog

An Abundance Mindset underpins the ‘wholeness principle’ – that when people are engaged from wholeness you see an openness to connect to the outside world to join a ‘global living ecosystem of connected relationships for Social Good

Many ‘deficit’ trained single Enterprise managers do not understand that social technologies have freed up the human spirit to return to community and engage in meaningful co-creativity at scale  http://tinyurl.com/n22va2w

When managers experience the power of an AI Summit to engage wholeness – most undergo a transformation in consciousness – they let go of fear and replace with love  – which is the root of abundance and a Positive Social Culture

At the heart of a Positive Social Culture is an Architecture of Trust – the good oil of Social Business

When you rebuild your Culture around the behaviours of Trust – you can discard much of the costly and time stealing compliance and back end checking processes that you have built up to stop the bad stuff

 

 

Topic
10. The Future of Work is enabled by a Social Collaborative Code

 

Core Themes

Positive Behaviour and personal accountability are far more effective in any online Social Business Governance regime or cyber bullying software than the application of rules and regulations about stopping bad things happening

The Contributors work for cultures which are positive and engaging, characterised by high trust, autonomy, emotional connections to work and colleagues

In a Positive Social Culture, the systems, rules and procedures are simplified and give people freedom to take personal accountability for their Social Behaviour online

A Positive Social Culture takes time to build a Social Collaborative Code between members which focuses on self and group ‘shared’ responsibility for doing the right thing by engaging intrinsic motivation and crafting the behaviours of Open Business

This is the heart of good Social Business Governance – not rules and don’ts but positive behaviours, self and group accountability to one’s peers and community

You see the needs of the individual in balance with the needs of the group. You see a Covenant in place to underpin the conversations and open collaboration