Category: Innovation (Page 2 of 2)

Blast from the past: “Organisational Usability”

I’ve had to delve into the Internet Archive Wayback Machine – to about 2005/6 it looks like to find an old article I wrote on “Organisational Usability”.  I thought this was going to be big at the time.  In fact I think it is starting to be big:

See here for original article: http://web.archive.org/web/20060507201901/http://www.managewithoutthem.com/show_article.asp?statement_id=114 

…and the MWT Archive here: http://www.managewithoutthem.com/Archive-Feb-2007/MWT%20Complete%20Archive%20Feb%202007.pdf

 

Organisational Usability I

 
Related Articles

The Internet:
Anti-Capitalism or Hyper-Capitalism?

MWT Systems Framework
Managing At, Managing Within, Managing Out…!

   

In the hyper-capitalism of the Internet your web site’s usability can make or break it. A bunch of competitor web sites are only a click away; so if your site is too hard to use, ‘click away’ your visitors will. If the effectiveness of your web site depends on its usability, why not use that model for your entire company? 

One of the Core Concepts of ManageWithoutThem is Organisational Usability. Organisational Usability is a broad term, created specifically for the ManageWithoutThem model. We will be revisiting Organisational Usability in future articles.

Organisational Usability uses the analogy of an Internet web site for your entire organisation. It is the advent of the Internet (and other personal communication technologies) that has made apparent the need for organisational redesign – so the analogy is a good fit.

Your organisation exists as a resource to be used by your customers and your employees. That is not to say that your organisation should be left to the whim of your employees and customers. What we mean is that as your employees are serving customers or creating new value through projects, they are leveraging the resources of your company. In this sense, your customers and employees are ‘using’ your organisation.

The effectiveness and efficiency in which the resources of the organisation can be leveraged is the Organisational Usability of the organisation.

And now some examples of the Web Site analogy in action… 

Link to Homepage

One of the first lessons you learn in any web site usability course is that each page should have a link to the home page. This is because users of your web site might not enter the site from your homepage. Users need a way of exploring other pages of your site and other information or services you might offer.

As you gain experience with web site development you start to realise that the ‘link to homepage’ approach is an inadequate solution to the problem of mid-site entry into a web site. In Organisational Usability this is the equivalent of having to call the CEO to get something done!

Links to Related Services

Your organisational will have high Organisational Usability if it has a more sophisticated strategy than ‘ask the CEO’ whenever somebody finds itself lost within it.

Departments, particularly shared service providers, should be aware of any services that are related to their offerings. This will include relationships up and down the value chain, as well as peer relationships. This will also include relationships outside your company. Your IT department should know about the IT industry. Your Accounting department should know about the Accounting industry. Your Procurement department should know about the Procurement industry. (etc)

Pre-emptive Processes

When somebody visits your web site you have no idea how much of their purchase they have already completed. The web site user might need background information on how to start looking for products in your industry. Alternatively, the web site user might already have a part number and their credit card ready.

The importance of this to Organisational Usability is that the customers and employees of your organisation may wish to enter your processes from a point other than the beginning.

Equally as important, your employees and customers will be of varying levels of sophistication. Some may want you to manage things for them; but others (probably the best ones) will want to manage things themselves.

Still more sophisticated, might be those that want to ‘outsource’ the activity you provide for them – with very high expectations of service and quality. It is also likely that users have entered your site through a Portal of some kind.

For these reasons your customers (or employees from other departments) may not always want your Project Management services. Your customers may want to define their relationship with your process themselves.

Process in context

Your web site might have the most easy-to-use ordering system ever created, but it is not very helpful if your customers can’t get to it from the product they wish to buy. For this reason, the practice of placing ‘Buy Me’ and ‘Go to Checkout’ buttons beside each item is well established.

As far as Organisational Usability is concerned it should be understood that the context of day-to-day business will never be your companies business management system (which lists all of your organisation’s processes) – and you don’t want it to be.

If you want employees and customers to use particular processes you should think very carefully aboutwhen they will need to use those processes. Process owners should ask themselves: What would an employee be doing at the time that they should use my process? Then, every effort should be made to make the process visible from that context.

Frames

For those that don’t know, ‘frames’ (or ‘framesets’) is the term used when building web sites to describe a page made up of multiple sub pages viewed together. Frames are often seen as poor web site design because you don’t know if you are viewing a page as a stand-along page or if you are viewing the page in the context of the rest of the frameset.

In terms of Organisational Usability frames represent the other things that your employee or customer knows when they use your processes. The fact is they may know more or less than you expect.

Markets: Employees and Customers Converge

There is constant reference to Employees and Customers within this article. The traditional view of organisations requires you to view these as fundamentally different groups. Once you start viewing your organisation from the perspective of it’s Organisational Usability your will see these two groups converge.

After all if your company’s web site really does provide useful information about your organisation your employees will also visit it regularly.

 

iCloud and the death of document-centric computing

It’s disturbs me a little that everything in the Apple ecosystem, from App Stores, to App icons on iPhone home screens and on Launcher for Mac, to application specific file systems, is stepping backwards from a document centric view of computing back to an application centric view. The iCloud experience appears to confirm this direction. I’m not sure what I think about this.  
 
iCloud isn’t just an Apple branded Dropbox.  The difference between iCloud and Dropbox based sync is application versus document-centricity.  Earlier in the history of computing there was a push away from application based computing, where the focus was on which application you were using to the idea of using multiple micro applications to edit documents. Microsoft’s object linking and embedded was an example  of this.  The old Microsoft Binder was in a way also a step towards this idea. Most explicitly, the Apple lead consortium developing the OpenDoc initiate had this idea at its core. 
 
All of these products are now dead.  More recently the dream of document-centric computing itself has died.   Perhaps to be replaced by synchronisation and mobility.  
 
The difference between Dropbox and iCloud synchronization is that Dropbox is theoretically just a file system. Multiple applications could easily edit the same files – as long as they pointed to the same file in Dropbox.  This was also true across platforms. If you have a document that you edit on your iPad and sync with Dropbox you can edit that same file, using a different application, on your PC. 
 
The iCloud experience is completely different.  The only way to edit a document across platforms or devices is to use a version of the application for each device. Not a compatible application. Not a micro application that uses the same file format. But the equivalent application from the same vendor.  Usually this additional application is purchased at an additional cost. 
 
This is the most interesting part of the iOS5 experience. Not because it’s any easier than Dropbox based synchronization but because it may actually make me change the desktop application that I use purely based on iCloud support.  It may also make me buy one application purely for synchronisation while I might use another for specific editing on a particular platform (after manually “syncing” on the platform). 

Note to self – innovation

I think innovation requires just four things:

1. idea management process – i.e. go from suggestion box-to-value creation

2. a reward mechanism – where the ultimate reward is working in an innovative company

3. scanning – i.e. scanning internally and externally for trends and small ideas that need to be nurtured

4. a structured approach to analysing the organisation to determine where to apply innovation

I think the structured approach bit (#4) is often missed and without it how do you grow or evaluate your ideas?

As an IT guy I know enterprise [business] architecture is the answer to this.

However, for a more general audience I think this approach is very interesting (free PDF book extract to download):

http://www.businessmodelgeneration.com/

Breaking down innovation accountabilities

I’m attending an ‘innovation workshop’ today.  I’m looking forward to it but it also feels a little bit dirty.  Innovation is important – but I’m not sure it can be managed directly.  Management of anything politicises it; but with vague notions like ‘innovation’ it’s hard to establish the accountability required to balance the politics.

The session today will interesting.  I’m sure we will have the inevitable ‘what is innovation?’  discussion.  But I’m sure the normal process of people wondering how this might help their career will interfere with that.  Also, participants come from multiple vendor and client organisations so this will limit the sorts of ideas that can be discussed.

I’m not lamenting this dynamic –  it’s a natural part of work life.  But the trick will be to quickly convert this forum into a set of processes that ensure value is directed towards the sponsoring organisation.  I believe breaking up ‘innovation’ into a number of separate processes for which accountabilities can be established is the answer to this.

My first cut of the breakdown is as follows:

  1. Idea management process (capture, rate, sponsor, formally reject, and reward/recognition)
  2. Scanning (internal and external scanning of practices, technologies, and trends)
  3. A formal approach to analysing the organisation
  4. Initiative delivery process (to manage sponsored initiatives)
  5. Slack for brainstorming and black-market idea generation

Some of these, such as scanning, may have separate accountabilities for each organisation (to create competitive tension).  The idea management process may be owned by the sponsoring organisation (to ensure transparency to the sponsoring organisation).  Items 3 and 4 are likely to be tendered.  Item 5 may be measured by the innovation forum but be considered an accountability of business units.

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