Building Intelligent Organizations with Sogeti TeamPark

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Information about Building Intelligent Organizations with Sogeti TeamPark
Business & Mgmt

Published on April 7, 2009

Author: patricksavalle



In every organization processes can be identified that do not function optimal in the normal, so called bureaucratic or formal structure.

Finding people or expertise, sharing and leveraging implicit knowledge, exploiting the wisdom of the crowd, using the special talents of people, driving sustainable innovation.

Many processes run more efficient and are more effective using the social networks of the organisation. Many tasks can be accomplished better by organizing people in communities instead of teams. An organization that knows how to use communities, social networks, crowd-sourcing, broadcast communication, self-organization and other ‘2.0’ concepts has an advantage over competitors and offers an appealing working environment.

The Intelligent Organization knows, build it with TeamPark

The Intelligent Organizationand how to build it with TeamPark® A short introduction By I&I, Innovation-experts at Sogeti More information:

A changing society, customer and employee force organizations to adapt5 REASONS for ‘TeamPark’

1 Free and unrestricted collaboration proves difficultThe communication mis//match Formalandsynchronousoutbound -> informalanda.syn.chro.nousinbound ← Teams and organizations often work like a machine: internally synchronized and formalized. This creates a mismatch with customers and other teams and organizations that have there own synchronization and rhythm

The new world of won’t workAny place, but any time? People who are bound by workflows and direct communication cannot collaborate ‘anytime’, because they need to be synchronized 2

Limitations to classic business process improvementWhere to find more effectiveness? 3 Remaining Underperforming and misplaced processes cannot be optimized without consequences > We reached the limits of the current model <

Talented people in untalented organizationsHidden talent Formal, standardized structures, processes and functions can never draw on all available collective and individual talent -> people can do more then their functions allow, organisations can do more then their procedures allow 4

Peak-oil, peak-coal, peak-uranium, peak-everythingTransition to sustainability The future must be green and sustainable, organizations must be able to react on big changes, flexibility andadaptivity are not properties of our current organization models 5

The legacy of Taylor and Ford: intensive knowledge farmingKnowledge processing factories What is the problem? Can inabilities this fundamental and profound be solved? Modern organizations are like factories,based on an industrial model (Taylorism). And that’s limiting when working with information because information-processing doesn’t require physical presence

The problems with the ‘industrial’ modelLimiting communication and procedures The industrial model is based on direct, synchronous communication and standardized workflows. The organization adopted a fixed structure and way of working. Based on the views of Taylor (scientific management) . > Centralized control < > Synchronous communication < > Standardized workflows and work dispatch < > Standardized function profiles < > ‘machine-bureaucracy’ <

Social collaboration and communicationFundamentals of TeamPark®

A new way of collaboration has emergedit is called ‘social’ and it ‘works’

Stigmergy drives socialNature’s way of setting up mass-collaboration Part of the new science of ‘complex self-organizing systems’. Structure of stigmergy: A platformSignals (the state of the platform)Agents or actors leave of change signalsPredictable reactions on these signalsExamples of stigmergy: Ants and social insectsRoad / trafficAll over nature and organisms…

A platform

Signals (the state of the platform)

Agents or actors leave of change signals

Predictable reactions on these signals

Ants and social insects

Road / traffic

All over nature and organisms

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