intelligent swarming design workshop · even bring better results through decentralization and...

Intelligent Swarming Design Workshop

The Consortium for Service InnovationGreg Oxton

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A Good Outcome

• Alignment: common understanding of what we are up to and why• Definition of the collaboration process and people profiles that

are…..sufficient to start….– Process: how will it work

• Ideal state?• What can we do now?

– People profiles: identity, skills…– Communications plan: what are we doing and why?– Adoption road map: how do we get everybody in support doing it?– Measurement framework:

• Indicators of success: how do we know how we are doing?

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Workshop Agenda

• Monday – Objectives – a good outcome– Overview of intelligent swarming and case studies

• Tuesday – AM: Designing process and profiles– PM: Teams work on process and profiles

• Wednesday– AM: Teams continue work– PM: Report out from teams and measurement framework

• Thursday – AM: Handling questions and objections, teams develop summary presentation– PM: Present to the pilot participants

Buddy Valastro, President & CEO, Carlo’s Bakery

• Non profit industry association

• Pursuing innovative ways improve the customer experience

• Our work: KCSsm, Intelligent Swarming, Predictive Customer Engagement

Creating Space to Think

Consortium Members

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Consortium’s Work The Five Initiatives

Consortium’s Work

KCS v6

Intelligent Swarming

Social Networks,

Communities, and Support

Leadership Framework for

Service Excellence

Customer Success Initiative

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Introductions

• Name

• Responsibilities

• Observations about collaboration?

• Questions about Intelligent Swarming?

Intelligent Swarming Overview

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“Most people work just hard enoughnot to get fired…

and are paid just enough money to not quit.”

- George Carlin

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The Problem/Opportunity:

••Skills development is a key challenge for organizations••Speed ••Breath and depth :T-shaped people

••Companies use less than 40% of the skills they employ (Gallop, StrengthsFinder research)

••70% of the workforce is “dis-engaged” with the purpose, intent of the businesses they work for. (Zuboff, Forbes)

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The Value Stack

Customer’s Customer Success

Customer Success and Productivity

Predictive andPreemptive

Fix

Value

Low

High

Low

High

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T-Shaped Person

From www.tsummit.org

Right Brain,Transferable

Skills

Left Brain,Product or Technology

Skills

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Intelligent Swarming: Objectives§ Skills utilization and development

§ Dynamically create capability and capacity

§ Optimize people’s ability to contribute (create value)§ Increase engagement and loyalty

§ For customers and employees!

§ Improve customer success and realized value through improved problem solving, by increasing:§ Reach (an unbounded network)§ Relevance (based on profiles and reputation)§ Diversity (to increase creativity and innovation)

Every interaction is an opportunity toimprove the relevance of the next interaction!

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• People naturally collaborate, especially on new issues (swarm)…

• …often in spite of the support processes and structure.

• Can we optimize collaboration?

Realization

The Tiered Model Limits People’sAbility to Contribute

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Queues and Tiers

Level 1

Level 3

Level 2

DevelopmentEngineering

SupportCenter

Compartmentalized roles and responsibilities limit people’s ability to contribute.

Tiers

Job

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The Crying Shameof Queues and Tiers

Job

A job description: skills and responsibilities.

What people are expected and allowed to do.

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Job


What people are expected and allowed to do.

The scope of skills possessed by multi-talented human beings.

Assertion: standardized job descriptionsutilize less than 50% of the talent and skill we employ.

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Scope of skills possessed by multi-talented human beings is seldom a perfect fit.

Crazy assertion: standardized job descriptionsforce people into roles they aren’t good at.

Job


What people are expected andallowed to do.

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Unbounded Contribution

Old contribution

Assertion: collaboration with unbounded contribution will yield faster, more creative resolutions for new

issues, and happier employees.

Job New contribution

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What’s Different?

Level 1

Level 3

Level 2


SupportCenter

IntelligentSwarming


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What’s Different About Swarming?

• Support organization functions as a single team of people with various skills who collaborate on resolving requests

– No level 1/2/3 – No escalations within support

• The first person to take the request is the person most likely to be able to resolve it (intelligent matching)

• The person who takes the request owns it until it is resolved– Eliminate queue bouncing – Improve learning and skills transfer

• People can find the best available person to help • People can see all the work that is relevant to them• Measuring the creation of value (not activity) by individuals and teams• Managers as facilitators and coaches – not judges and not “owners” of the teams

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The Shift….The Current Model Streaming

– Silos and hierarchies– Directed – Predefined, linear process– Escalation based– Measure activity

The Emerging Model Intelligent Swarming

– Network– Opt-in– Emergent, loopy processes– Collaboration based– Measure value creation

Level 1

Level 2

Level 3

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How Does it Work?

• Variety of ways to facilitate collaboration• Some common themes:

• Requires engaged and aligned people • Incident/case/request ownership is clear• Best if designed by the people using the process• Iterate on the process (continuous improvement) • People profiles and reputations are a key enabler• Same classification model for work, people, content• Exception detection and management• Performance assessment: from activity to value

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Definition of Collaboration

Collaboration is a process defined by:• the recursive interaction of knowledge and • mutual learning between two or more people, • who are working together in an intellectual endeavor, • toward a common goal, • which is typically creative in nature.

Collaboration does not necessarily require leadership and can even bring better results through decentralization and egalitarianism (from Wikipedia)

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A Few Definitions

••The group of people who could benefit from interaction

A Collaboration Group

••Two or more people working to resolve a request

A Swarm

••“Work is work”, efficiently resolving requests and increasing organization learning and capability is the goal

Work

•• Facilitating the connections between people with increasing relevance over time

Intelligent Swarming

Who is Doing Intelligent Swarming?

Case Studies:Early Adopter Experience

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Early Adopters Implementation Spectrum of Automation

MostlyManual

Highly Automated

BMC Red HatMicrosoft

andCisco

PTC

For case studies, visit www.serviceinnovation.org/intelligent-swarming

Sage

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Early Adopters: Results

• Improved Resolution– Reduction in call backs– Reduction in time to resolve, increase in capacity– Resolve complex and multi-technology issues more quickly

• Support Analysts Love It– Increased employee satisfaction/loyalty/engagement– Skills growth, accelerated learning– Backlog down dramatically– Reduced new hire training time by up to 50%

• Customers Love It– Better customer experience, focused on customer success and value realization– Dramatically increased customer satisfaction/loyalty– A better way to deliver on company’s brand promise

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• BMC• Red Hat• Microsoft• Cisco

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BMC

• One product group – 60 support agents, across multiple locations• People assigned to “swarm team” for one week • Five years of experience and many, many iterations on the process • Two swarm teams, three people each

– New case assessment– Severity 1s (critical situations)

• Goal of the “swarm”– Can we solve it quickly – Is it a known issue?– What additional information is needed?– Who is the best person to take the lead?

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BMC Results

• Support engineers love it– “I don’t feel alone anymore!”– “I am not constantly interrupted with sev 1s!”– “I have learned more in the past year by swarming than in my

five years prior.” (Level 3 engineer)

• Backlog down dramatically• Reduced new hire training time by 50% • Customers love it

– Customer sat for this team went from the lowest at BMC to the highest!

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Red Hat

• S&P 500 Enterprise software company• Platform, middleware, and cloud product lines

• Open software support: Linux, Apache….

• Global Support Service operates 24/7 in 16 countries and 9 languages

• Complex technical questions, often consultative in nature

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Red Hat - SwarmingGoal: Get the right resources on cases as quickly as possible with as few touches as possible.• Solve issues faster• Remove the overhead of ticket escalation• Make it easier for engineers to collaborate• Allow people to focus on their areas of

interest and expertise

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Red HatOld Process: an Escalation Model

Cases

Cases

Cases

• People could only see cases in the queue(s) they were assigned to

• Once someone took a case it was not visible to others

• If Level 1 could not solve the issue, they escalate the case to level 2

• People worked independently

Level 1

Level 2

Level 3

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Red HatOld Process

Cases CasesCases

CasesCases

Cases

Cases

Cases

And, cases managed in product silos.

Product Silos

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Red HatVision

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Red HatNew Process: a Collaboration Model

Case

CaseCase

Case

• People can see all the cases relevant to their skills and interests

OwnerAssist

• People take ownership for cases

• Others can contribute (opt-in) to the resolution of any open case

• People can request help from others in developing resolutions

• Exception management

• People collaborate on solving customer issues

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Red Hat Implementation

Critical functions

• Views: Knowing what to work on

• Tags: Enable unique views

• Notifications: Workflow management

• Service Entitlement: Prioritize work

• Reports: Is the ship on course?

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• Increase Visibility• Increased Relevance of Collaboration• Nurturing the Technical

Communities• Outcome:• Faster resolution, which drives CSAT

and loyalty• Skills transfer and continuous

learning

Red HatBenefits

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Microsoft

• 10,000+ support agents worldwide• Instant messaging system helps agents find known issues and/or

others who can help– Integrated KB search into IM

• People profiles: experience, reputation, availability, interests – Rich and automated, based on the content the individuals has worked

on/used recently (60-90 days)– Integrated with messaging system and case management

• System collects feedback from those who receive assistance which updates providers profile

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Cisco – TechZone“Play Catch, Not Ping Pong”

• 3500 Support Engineers (globally) • 1500 Partner Support Engineers (outsourced)• Problem solving and collaboration system is designed by support engineers, for

support engineers• 5 years of experience• Engineer skills development is top priority• “The first person to work on the issue is the person most likely to resolve it.”• Robust business rules and people profiles to prioritize and match work to people

– Match case to best available resource to resolve– Raise my hand: I need help– Offer help: visibility to cases relevant to me and offer help

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Cisco Results

• Skills growth, accelerate learning• Customer success and value realization

• Better customer experience = 7%+ in customer sat• A better way to deliver on our brand promise

• Improved resolution• 27% reduction in call backs• 40% reduction in time to resolve• Handled 300K more case fewer headcount (attrition)

• Resolve multi-technology issues more quickly• Improve employee satisfaction/loyalty/engagement

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Early Adopters:Lessons Learned

• Don’t over engineer the process or the tool– The people doing collaboration should be the ones to design and own

the process• Culture change

– It’s ok to ask for help (Support Analysts, managers)– Balance of individual outcomes and team outcomes– 1st and 2nd line managers must shift mindset

• Consistency and communication– Hearing vs experiencing (internalizing)– Rate of change made it hard to keep everyone informed

• Collaboration– Not all issues are worthy of collaboration: 60-70% issues solved with

initial swarm (the customer and a Support Analyst)

Is Swarming Right for Your Organization?

Type of work? Culture of the organization?

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Is Intelligent Swarming Right for Your Organization?

Some things to consider:• Identify a collaboration group (people who would benefit from

shared experiences)• Size of the collaboration group• Location of the group members• Group’s average work minutes to resolve (complexity)• New vs. Known ratio• % resolved at each level of support• % of severity 1 and 2 issues• Maturity and culture of the group

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Collaboration Health Spectrum

Transactions Interactions CollaborationTeamwork

Distinguishing Characteristics

EngagementWeak Strong

LearningNone Rich

TrustLow High

Structure/RolesSimplistic Dynamic

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Tools for Assessing the Health of the Network

• Collaboration Health Survey– Structure

– Trust

– Conflict

– Commitment

– Accountability

– Results

• ONA (Organizational Network Analysis)– Network map of who goes to who to solve issues

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Critical Enablers

Encouraging the Desired Behavior

Management Mindset

Process and Policy Changes

People Profiles: Skills and Reputation

Classification model: People and work

Tools and Integration

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• Place holder for ONA slides

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Promote or Inhibit Collaboration? Current Practice Impact: Promote or Inhibit

Process and Policy• Escalation rules• Workforce Mgt, time on queue• Visibility to work

Structure• Teams• Tiers (L1, L2, L3)• Geography

Measures• Performance Measures• Organizational Health• Customer Focus

Tools• Peer availability• Interaction• Queues• Session History

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Using Behavioral ScienceIn The Design

• The 6Ds (from For The Win by Werbach and Hunter )

– Define Business Objectives

– Delineate target behavior

– Describe your players

– Devise activity loops

– Don’t forget the fun

– Deploy appropriate tools

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What Motivates People?

• Daniel Pink – looked at 40 years of research….– And… wrote a book– “Drive: The surprising truth about what motivates us”

• 10 Min annimation– https://www.youtube.com/watch?v=uwA97yWz9Uc

• 50 Min talk– https://www.youtube.com/watch?v=LFlvor6ZHdY

Designing A Collaboration Process

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Key Questions for the Collaboration Process

• How are we going to get the best person on the request, on the first touch? – Providing visibility to relevant requests?

• Request help – when someone needs help how do we find the best people to help them?

• Offer help – how do we allow people who can and are willing to help, to help?

• How do we capture what we learn from an interaction

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Seven Process Scenarios• I need help (I have searched KB)

– On a live call– Specific question– I know who could answer it

• I need help– On a live call– Specific question – I don’t know who could answer it

• I need help– On a live call – I have no idea about how to

pursue resolution

• I need help – In research mode (off line)– Don’t know who could help

• I see a request for help– How do I know someone is asking for help

in an area relevant to me– How do I respond?

• I see an incident/request (someone else has taken ownership for) that I know the answer to

– How do I find the incident?– How do I help?

• How do I find or see open/available requests that are relevant to me?

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Knowledge Use and Capture

• Search early search often• Requestor is responsible to update or create, if an article doesn’t

exist, knowledge gained from the interaction• Responder may review

Can Gamification Encourage the Desired Behaviors?

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What is Gamification?

Gamification is the use of game attributes to drive game-like player behavior in a non-game context with predictability

- Dr. Michael Wu, Lithium

Possible behaviors• Engagement• Learning• Competition• Awareness• Obsession• InteractionBe thoughtful about what behaviors you want!

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Game Dynamics

• Patterns of both the game and the players that make the game more enjoyable

• Effectiveness depends on the Bartle type:– Killer– Socializer– Explorer– Achiever

• Examples of Game Dynamics:– Progression

• Leveling up/Unlocks

– Reinforcement schedule• Variable interval

– Appointments and Countdowns– Community rediscovery

• Likes, Diggs, Mentions

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Gaming is Psychology,Not Technology

• Fogg’s Behavior Model (FBM http://bjfogg.org/ )– BJ Fogg - Persuasive Technology: Using Computers to Change

What We Think and Do.

• Three elements must converge at the same moment for a behavior to occur– Motivation– Ability– Trigger

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Three Elements Happening Simultaneously to Drive Behavior

Motivation:• I want to do this, I understand the value, positive feedback, • Move from extrinsic to intrinsic motivators, from Drive by Daniel Pink

– Autonomy (ownership and choice)– Mastery (accomplishment, set completion, leveling up)– Purpose (connection, meaning, belonging)

Ability:• I can do this, I have access to the resources at the right time• Finding Flow by Mihaly Csikszentmihalyi

– Balance of challenge and skill = Flow

Trigger: • Call to action, signal, reminder

– Good triggers are carefully timed to activate when the users have the motivation and ability

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HighMotivation

AbilityHard to do Easy to do

Mot

ivat

ion

BJ Fogg –Persuasive Technology: Using Computers to Change What We Think and Dowww.behaviorModel.org

Fogg Behavioral Model: Convergence of Motivation, Ability, and Trigger

Low Motivation

Triggersfail here

Triggers succeed here

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High

SkillLow High

Cha

lleng

e

From “Finding Flow”By Csikszentmihalyi

Flow: Balance of Challenge and Skill

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Apathy

Arousal

Confidence

Anxiety

RelaxationBoredom

Worry

High

SkillLow High

Cha

lleng

e

From “Finding Flow”By Csikszentmihalyi

Flow . . .Emotions

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What Are The Desired Behaviors?

• Take ownership of an issue/case

• Ask for help – at the right time– Not too early, not too late

– By the way… it’s ok to ask for help

• Offer help– When I see something I can help with

– When I see a request for help that is relevant to me

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The Process Design Template

Incident Ownership

Ask for Help Offer Help ExceptionManagement

Trigger Live call in queue

Ability Available to take call

Motivation Don’t want the caller to wait

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Process Design Team Deliverables

• Scope: What is the reach?– Support L1/L2/L3? Development teams? Partners? Customers?

• Design the ideal process first• Identify: Triggers, Motivators, Abilities

– Use the worksheets

• Process maps/flow charts for the 7 scenarios– Include knowledge use and capture

• Identify dependencies for: – Tool requirements (what we like the tool to do?) – People requirements (what do people have to do?)

• What can we do today with the tools we have? – Process maps/flow charts for the 7 scenarios

Designing People Profiles

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Key Questions:Implementing People Profiles

• What would we like to know about others that would help us collaborate more effectively?

• Ultimately … automation is required– Level of detail required, tedious to maintain manually– Self-declaration of skills is suspect

• How do we capture “implicit” information about people’s skills and competencies? – Recognize people for all the key competencies that they are good at– Transferable skills and non-transferable skills

• How do we capture feedback on the value created?

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Elements of People Profiles • My Identity (static, explicit)

– Name, contact info, language(s), location

• Interests (static, explicit/declared)• Preferences (dynamic, explicit, & implicit)

– Modes of interaction (phone, email, chat)– Roles (maven, connector, evangelist (from The Tipping Point) or Support

Analyst, Consultant….)– Relationship – existing and positive, based on past interaction

• About my competencies/skills (dynamic, explicit, & implicit)– Subject mater domain expertise: products and technologies– Soft/transferable skills, KM, CRM, customer interaction

• Reputation (dynamic, explicit, & implicit)– History of value created

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Managing Identity and PrivacyThe Layers of the Profile

ME

My Identity

Reputation

Skills &Competencies

Interests

Preferences

ExplicitImplicit

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Feedback?

• How do we give each other feedback in interpersonal (face to face) interactions?

• 80% is implicit– Facial expression, tone of voice, body language…

• 20% is explicit – Words, content of the message

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ME

My Identity

Reputation

Skills &Competencies

Interests

Preferences

Boundaries of VisibilityPublic

CompanyTeam

Managing Privacy

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My Identity

• Name• Email, instant messenger ID, twitter handle, phone #• Language(s)• Location, time zone

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Skill or Competency Levels

• What are the key skills/competencies for support? – Transferable skills? – Product or technology skills?

• How many levels of competency for each skill? Three? Five?– Gold, Silver, Bronze– Master, Expert, Novice– Black Belt, Green Belt, Yellow Belt

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Skills and Competencies

• Transferable skills– Soft skills– Skills that are valuable independent of the

product/technology being supported

• Product or technical skills– Product specific

• How products work

– Technology specific• Languages, protocols, architectures, policies, processes

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For Customer Support: Transferable Skills

• Customer interaction skills– Verbal, Written– Customer empathy

• Problem solving– Critical thinking– Kepner-Tregoe problem solving techniques

• Process and procedures– Case management – Knowledge management (KCS Certified)

• Time management • Project management

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Skills and Competencies

• Product and technical skills– Programing languages, reading/writing code (Java, PHP, C)– Platforms/OS (Linux, Windows, Mac)– Protocols and architectures (TCP/IP, FTP, SQL, HADOOP) – Product specific

• Products • Product components and/or functionality

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The Challenge Of How Much Detail?

• How do we decide how much detail to put into profiles?– Not enough detail won’t enable the necessary level

of relevance, – Too much detail becomes unmanageable and

difficult to maintain

• We want just enough detail to get to the right person 80-90% of the time

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Skills/Competency ProfileTransferable Skills

Interested (limitedexperience)

Capable Master

Customer Interaction

Problem Solving

Knowledge Management

Case Management

Social Networks

Community

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Skills/Competency ProfileProduct/Technology Skills

Interested (limitedexperience)

Capable Master

Migration

Installation

Product A

Product B

Process 1

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Example of Gamificationto Influence Behaviors

• Influence behavior towards a common purpose– Stack Overflow Example

• Pro-Social behaviors– Badges earned from things that are for the good of others

» It is in everyone’s best interest to have quality knowledge content

– Recognize achievements– No limit to the types and number of badges

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Quests and Badges

• Quests– Aligns with an initiative– Start and end date – Specific outcomes– Measures and accomplishment

• Badges– Aligns with skills – Multi-level: novice – master– Reflects credentials– Decay, fade over time unless renewed

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Other Ideas…

• Create autonomy by giving choices– Create their own badges and achievements

• Create social dynamics by giving visibility to all contributors of the content– Ask for likes– Ask for mentions

Common Classification Model

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Intelligence?

Vendor Offerings

People Profiles

KnowledgeArticles

Work orTasks

Customer Entity

• Our “intelligence” is dependent on: • Our ability associate data elements

• Recommend connections

• That are valued by the people involved

• Initially, we want to be able connect people with work in a highly relevant way

• Ultimately, we want to be able to connect many data elements

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Common Classification Model to Make Connections?

Work

Knowledge

PeopleOffering

Customer Entity

Ability to relateMany to many

Can technology make the associations for us?

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Example of a Classification Model

MarketSegments CustomerRoles BusinessTypes Products

Small Owner/CEO/GM/President Construction&RealEstate FixedAssetsmgtMedium Accountant Farming,NaturalResourceMgmt&Xport HumanResourceMgtLarge OfficeManagement Government/Education/Members-Community ERP

Controller Hospitality,FoodandBeverage ContractormgtCFO/Finance Legal/Insurance/FinancialInstitution&Services ReportingpackageOther Manufacturing ConstructionandRealEstateMgt

Management Other BusinessAccountingbasic

Payroll Services BusinessAccountingPremiumIT Transportation/Distribution RetailAccountingPackage

Operations Wholesale/Retail Timeslips mgt

HumanResources BusinessVision AccountingSales

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People Profiles Team Deliverables• What would we like to know about each other that would enable

relevant connections?• Design the ideal process first• Identity • Skills profile worksheets

– Transferable skills, Product/technology skills

• Classification model?– Sources of data– Where to store profile info?


• What can we do today with the tools we have?

Summary of Process and Profiles

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Tenets of Gamification

• Gaming is psychology, not technology • Game mechanics are used to drive behavior• Actions happen when motivation, ability, triggers converge• Encourage by moving from extrinsic to intrinsic motivators• Value and recognition type vary by player • Feedback is real-time and changes over time• Gamification is more effective and sustainable if:

– Built on the community values– Designed by the community

• Expect the game to change• To promote collaboration… don’t do leaderboards!

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Do’s and Don’ts

Do• Be very thoughtful about the

desired behaviors • Leverage the intrinsic motivators • Recognize all the critical skills

and competencies • Make it outcome based• Provide visibility to impact of

contribution• Recognize teams and individuals

Don’t• Make it activity based• Make it competitive• Use leader boards• Aggregate independent, critical

indicators into a single index

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Teams

• Process team

• People profiles

• Readiness and communications

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Process Design Team Deliverables

• Scope: What is the reach?– Support L1/L2/L3? Development teams? Partners? Customers?

• Design the ideal process first• Identify: Triggers, Motivators, Abilities

– Use the worksheets

• Process maps/flow charts for the 7 scenarios– Include knowledge use and capture


• What can we do today with the tools we have? – Process maps/flow charts for the 7 scenarios

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People Profiles Team Deliverables• What would we like to know about each other that would enable

relevant connections?• Design the ideal process first• Identity • Skills profile worksheets

– Transferable skills, Product/technology skills

• Classification model?– Sources of data– Where to store profile info?


• What can we do today with the tools we have?

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Readiness and Communications TeamDeliverables

• Adoption matrix: organizational landscape• Adoption timeline• Communications plan

– Identify audiences– Key messages and elevator pitch for each audience

• Training– Outline for training (using content from the process and

profiles teams)– Map training to adoption timeline

Indicators of SuccessBaseline Measures

Progress Value Creation

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Measures• Benefits, expected outcomes (stakeholders)

– Baseline Measures– Progress

• Individual contribution– Value Creation, triangulation (value foot print)– Reputation model, badges and quests– Connectedness (ONA)

• Leadership performance (management)– Team value creation– Connectedness in and beyond the team

• Organizational health indicators– Collaboration health – ONA

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Benefits, Expected OutcomesExample Baseline Measures

• Increase/improve:– Skills development – time to

expertise/proficiency– First touch resolution– Employee engagement, buy-

in, understanding– Collaboration health: ONA

indicators, survey– Knowledgebase maturity

• Reduce:– Number of handoffs, queue bouncing– Call back rate, number of interactions/case– “work in progress”– Average time to resolve/relief (elapsed

time)– Average handle time (work min)– Average time to service restoration– Backlog– Customer escalations to executives

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Indicators of Value Creationfor Individuals Who Are Swarming

• Frequency of use of analyst’s expertise (how often do we go to an individual?)

• How long to ask for help (case open to raise hand)– Too long? Too quick? – Manual process to track for a period of time?

• Frequency of requests for help from anyone• Time to respond – how long for individual to respond• Frequency of response by individual• Un-answered requests• Feedback from requestor of help• Feedback from responder• Ask for help from a specific person• Unsolicited offers of help • Articles created/improved as a result of collaboration

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An Architecture for Reporting

Presentation

Analysis

Associations

Data

Support Analysts Executives

Coaches

Managers

Four Layers

Adoption ConsiderationsAssessDesign

PilotImplement

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Intelligent SwarmingAdoption

• Initial Qualification– Online questionnaire to assess relevance

• Organizational Analysis– Conference calls, ONA and collaboration health surveys, data

analysis, understanding the brand promise

• Adoption Planning and Design– 3-5 day workshop and design session, onsite, heavy participation

by Support Analysts/engineers

• Pilot – a team of 25-50 people – Test and refine the design: processes, tools, measures

• Organizational roll out

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Adoption

• Start with a pilot (identify a collaboration group)– Collaboration Health Survey– ONA

• Let the Support Analysts design the process– Triggers, ability, motivation for seven scenarios

• Iterate on the process• Start with manual process and define technology requirements

based on that experience– People profiles– Measures– Integration of collaboration tools

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Technology Considerations

• Ability to see all incidents/cases/work that are relevant to me

– From any queue

– Owned or available

• Ability to request help - raise my hand

• Ability to ask a specific person or small group of people a question

• Ability to join groups

• Ability to see and respond to requests for help that are relevant to me

• Ability to offer unsolicited help

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Technology Considerations (continued)

• Ability to see others’ availability, status• People profiles

– Reflect my skills, interests, preferences, reputation

• Ability to see open requests for help and aged requests for help– Configurable by team

• Options on how to connect• Ability to create unique, separate “collaboration space” for two or

more people to work on an issue

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Technology Considerations(continued)

• To support measurements:– Time: incident open to request help– Frequency of requesting help– Frequency of offering help: unsolicited and requested – Frequency of being requested (by name)– Unanswered requests– Feedback from requestor about the help received– Feedback from the provider about the requestor– Who is interacting with who and how often (input to ONA)

Summary

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Emerging Principles• Alignment with the needs of the people doing the work AND alignment with the purpose

and goals of the organization– Sweet spot - Intersection of employee’s skills and interests with the company goals and

objectives• Promotes collaboration (not competition - I can only win if you lose)• Recognize diversity of skills/competencies (lots of them), all that are required to be

successful• Leverage the principles of:

– Motivation elements of: accomplishment, recognition, interesting work (Hertzberg), mastery, autonomy (“Drive” Pink)

– Flow: balancing skill and challenge (“Finding Flow” Csikszentmihalyi)• Develop reputation through implicit means (people's behavior) rather than by explicit

means (surveys and people's feedback) (Marc Smith)• Based on abundance not scarcity

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Critical Success Factors

• Culture of collaboration

• Engagement in, alignment to the purpose/brand promise and the values of the company

• New indicators of organization health and value creation

• Transformation of Management’s role – 1st and 2nd line managers as coaches

– Executive expectations (measures)

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A Good Outcome

• Alignment: common understanding of what we are up to and why• Definition of the collaboration process and people profiles that

are…..sufficient to start….– Process: how will it work

• Ideal state?• What can we do now?

– People profiles: identity, skills…– Communications plan: what are we doing and why?– Adoption road map: how do we get everybody in support doing it?– Measurement framework:

• Indicators of success: how do we know how we are doing?

Intelligent Swarming Design Workshop

The Consortium for Service Innovationwww.serviceinnovation.org

Greg [email protected]

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• Drive: The Surprising Truth About What Motivates Us by Daniel Pink

• Transforming Performance Measurement by Dr. Dean Spitzer

• The Five Dysfunctions of a Team: A Leadership Fable by Patrick Lencioni

• The Wisdom of Crowds by James Surowiecki

• The Medici Effect: What You Can Learn from Elephants and Epidemics by FransJohansson

• Group Genius: The Creative Power of Collaboration by Keith Sawyer

• Wikinomics: How Mass Collaboration Changes Everything by Don Tapscott andAnthony Williams

• The Only Sustainable Edge: Why Business Strategy Depends On Productive Friction And Dynamic Specialization by John Hagel III and John Seely Brown

• The Support Economy: Why Corporations Are Failing Individuals and the Next Episode of Capitalism by Shoshana Zuboff and James Maxmin

• The Future of Knowledge by Verna Allee

References

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