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Stockholm University 2003-03-13 Sven Hamrefors, SSE sven.hamrefors@hhs.se

The Attentive Organisation Business Intelligence for Intelligent Business. Stockholm University 2003-03-13 Sven Hamrefors, SSE sven.hamrefors@hhs.se. There are two sides of the coin. Threat. Opportunity. Prerequisites for opportunity attention. Confirming information Enactment

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Stockholm University 2003-03-13 Sven Hamrefors, SSE sven.hamrefors@hhs.se

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  1. The Attentive Organisation Business Intelligence for Intelligent Business Stockholm University 2003-03-13 Sven Hamrefors, SSE sven.hamrefors@hhs.se

  2. There are two sides of the coin Threat Opportunity

  3. Prerequisites for opportunity attention • Confirming information • Enactment • Organisational context

  4. Statement No 1: An organisation must be attentive to opportunities in order to be attentive at all!

  5. How smart are we? To say that people are more stupid than you can imagine, is more stupid than you can imagine. People are more stupid than you can imagine

  6. Maintenance of Memories Present Past

  7. Sensory deprivation

  8. Charles’ Environment Enactedenvironment (Task Environment) Remote environment Contextual environment

  9. Charlie ”Reads the Game” Attention Perceive events ”See” the whole Stimulus Memory Make sense of perceived whole and perceived events Feeling of understanding Enactment Room for superstition Feedback Prediction of future events

  10. Perspectives Conservative Constructive Superstitious Novel + - Previous enactment - Present enactment +

  11. The Organisational Influence

  12. Organisational Influence on Scanning General situation Work situation Co-ordinating logic Content Transparency Knowledge transfer Intrinsic motivation Directing Factors Narrowing Expanding Motivating Factor Focus Intensity

  13. Types of Scanning + Anarchistic Scanning Intrinsic Motivation Private Scanning - None Work situation General situation Directing factors

  14. The Task Environment

  15. Types of Scanning + Anarchistic Scanning Intrinsic Motivation Private Scanning Scanning in principle - None Work situation General situation Directing factors

  16. The Task Environments

  17. Types of Scanning + Anarchistic Scanning Targeted Scanning Intrinsic Motivation Private Scanning Scanning in principle - None Work situation General situation Directing factors

  18. The Task Environments

  19. Statement No 2: Targeted attention is the foundation of efficient organisational attention

  20. The Challenge Probability to catch the task relevant Probability to catch the unexpected Monitoring Undirected Scanning

  21. Case: Post-it Notes 20% latitude Network Champions EngineerPastor

  22. What can we do to optimise the prerequisites for spontaneous scanning? Co-ordinating logic Transparency Knowledge Transfer Work Situation

  23. Improve the processes: Flow

  24. Perceived co-ordinating logic Expectations on internal processes Perspective of external processes Process flow Bottle-necks

  25. Improve the processes: Flow Levels

  26. The centralistic paradox of decentralisation Fragmentation Rectifying Diverse perspectives Common perspectives Process influence Decentralisation Centralisation

  27. What can we do to optimise the prerequisites for spontaneous scanning? Co-ordinating logic Transparency Knowledge Transfer Work Situation

  28. Increase transparency: • Physical

  29. Physical Transparency • Necessary but not sufficient condition for transparency • To get information is not the same to get to know what it is all about • Fog causes problems - the Macheavellian leader does not realise that

  30. Increase transparency: • Physical • Message

  31. Awareness of Policy • Formulation of policy: • Policy related to what to do creates focus on core business • Policy related to the role to fulfill creates focus on core competence • Communication of policy: • Awareness of policy decreases drastically lower down

  32. Increase transparency: • Physical • Message • Social

  33. Social Transparency • Technical imprisonment • Un-comprehencible decision-making

  34. What can we do to optimise the prerequisites for spontaneous scanning? Co-ordinating logic Transparency Knowledge Transfer Work Situation

  35. Increase Knowledge Transfer: • Increase contact possibilities

  36. The Information System Tools for the active information searcher

  37. Compensate Limitations Find sources Pull, not push!

  38. Increase Knowledge Transfer: • Increase contact possibilities • Improve arenas

  39. The Human Moment • Differentiate the discussions • Develop the dialogue. Kill the debate

  40. What can we do to optimise the prerequisites for spontaneous scanning? Co-ordinating logic Transparency Knowledge Transfer Work Situation

  41. Cognitive Flow Perceived demands Increased attention and creativity ”Flow channel” Perceived proficiency

  42. Cognitive Flow Perceived demands Anxiety ”Flow channel” Boredom Perceived proficiency

  43. Spontaneous Scanning is the foundation to alertness, but • It will not cover the blind spots • The remote environment will not be attended to • Threats will not be attended to as good as opportunities.

  44. Organised environmental scanning is needed to challenge the internal“truths”

  45. Organising Business Intelligence

  46. Prerequisites for attention to threats • Opportunity attention • Organised scanning & analysis (BI- operation: • Well implemented • Knowing its context • Turning signal of threat into perceived opportunity

  47. Organising Principle Integration but not captivity

  48. Case 1: IBM Microsoft Intel IBM Inventors Customers Suppliers

  49. Case 2: SEB ”S-E-Banken EU-bank” Big Banks HQ ”No problem!” List Branch office ”Routine matter” OK Credit Report Local office Customer OK

  50. Pitfalls Organised Scanning Separated from the Spontaneous Scanning Organised and Spontaneous Scanning Mixed More of the Same Incompatible Perspectives

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