Enterprise Social Systems explained

What is Enterprise Social Systems (ESS)?
It is a theory, a set of tools and a framework for organizational change that allow to accelerate the transformation and modernize  any company.

Unlike classical theory that focuses on seeing the organisation as interactions between machines and human beings, the neo-classical theory that focuses on mechanical and physiological variables, ESS focuses on four interdependent fixed areas (Social Systems, Mindset, Formal Organization and Value Creation) with a strong focus on the Value Networks (or how the value is created).

Its main hypothesis is that business value is a key element and that the increase of relevant information flows, learning, the way in which the work is made visible, how the blockades are managed and the decrease in complexity will have a positive impact on the creation of business value and therefore in profit .

What are its benefits?
ESS is not intrusive therefore it allows people to feel comfortable when using them regardless of the methodology, mindset or types of structures used in the company.
ESS helps change to get viral and supports the creation of innovative ways of working and plans that support the modernisation of the company in record time.

What are the foundations of ESS?
ESS explains the company as a complex system of 4 interdependent and fix parts (Social System, Mindset, Formal Organization and Value Creation) where each of them has a set of specific characteristics which are affected by different factors.
The fact of seeing the organization in a standarised and consolidated way helps aligning how employees see the company´s structures, their dependencies and available options to make a change.

What are the main ESS components?
ESS has the following 5 components:

– Enterprise Social Density
– Enterprise Social Visibility
– Enterprise Blocking Collaboration
– Permission to learn pattern
– Complexity and complication pattern

ESS also offers two change framework called ELSA an DELTA which makes possible to implement a change in a company in an effective way and in record time.

DELTA change framework is used to accelerate a transformation or change when leaders in the company are not involved with the change or transformation of the organization, while ELSA is used when they are fully supporting it.

This is a birds-eye view of the framework:

ESS_Framework_English_Small
Clic here to download the PDF file containing a brief description of the Enterprise Social Systems.

Where to learn more?
You can 1st watch the Webinar about Enterprise Social Systems from Scrum Alliance.

WebinarScrumAlliance

Then you can read our pocket book about ESS:
Dummies.png

If you are interested about the theory, clic –HERE– and get a description of what the Enterprise Social Systems are.

And finally download the the original 34-page booklet that explains about social systems (initially called Social Models).

SuccessfulSocialDesignsForAgile

Download it from here and enjoy!

También disponible en Español.


Enterprise Social Systems for Dummies

Introduction to Enterprise Social Systems..... Click here
 First steps on ESS........................... **Soon**
 Learn the main components in ESS............. **Soon**
 ¿What is Enterprise Social Density?.......... **Soon**
 ¿What is Enteprise Blocking Collaboration?... **Soon**
 ¿What is Enterprise Social Visibility?....... **Soon**
 ¿What is Permission to Learn Pattern?........ **Soon**
 ¿What is Complexity & Complication Pattern?.. **Soon**
 Learn techniques to use the 5 components..... **Soon**
 Meet the ELSA change model................... **Soon**
 ¿How do I make a change with ELSA model?..... **Soon**
 Some additional ideas........................ **Soon**

Introduction to Enterprise Social Systems

Imagine that you want to make a change in your company. Where would you start? There are thousands of people around the world trying to modernize (transform) organizations and they all have one thing in common … they know how frustrating it is to make a change where there are people involved, social interactions, company policies, multiple roles, special rules and habits acquired for decades.

It is clear that in recent years we have experienced dramatic changes due to the acceleration of events in the markets, robotics, artificial intelligence, digitization of companies and the internet, increase of global markets and increase of technology use. That is why it is important to be able to create much more flexible companies that can adapt to the markets in the shortest possible time and learn constantly about the mistakes they made, as well as discover new skills to cope with the current demand for innovation .

It is also clear that the models we used 20 or 30 years of cost and efficiency are a legacy of the industrial age and are no longer so useful.

How to make a change?
Some companies have departments in charge of the transformation of the organization (human resources, transformation teams, etc.), while others have people from the same company with brilliant ideas, who have passion and want to carry it forward. In other cases, the organization decides to hire an external consultant to help with the transformation.

There are also other cases, where the company requires a change due to an emergency, such as a new competitor in the market or the star product being not more competitive.

There are other factors from where change can be initiated. It can be driven from the top of the hierarchy (CEOs, managers, etc.) or start in software development teams or other lower parts of the organization where a group of people have a brilliant idea and decide to make the company a better place. But regardless of the case, people will do their best and invest many hours in planning, educating, creatig alignment, creation of supporting teams, etc.

What has happened in recent years?
We have had different mindsets or ways of thinking (Agile, Lean, etc.) and frameworks, such as Scrum, Kanban, etc. We have been primarily concerned with initiating change as a result of a business-to-digital transformation.

Changes in structures have also been applied, such as having fewer hierarchies to eliminate part of the bureaucracy, reducing complexity and thus having a greater reaction to market changes.

The introduction of visual management (Kanban) and Scrum has made an unprecedented contribution, and we are in the process of discovering new ways of organizing and interacting within the company.

What is Enterprise Social Systems (ESS)?
ESS is an organizational theory, as well as a set of tools and a solid change framework that makes it possible to accelerate the transformation and modernization of any company regardless of their culture, way of thinking or mindset, density of their  hierarchical structures or framework in use.

What are the benefits of Enterprise Social Systems (ESS)?
Enterprise Social Systems can help you accelerate a change/transformation process more than TWICE compared to other ways and can be used in conjunction with known techniques. This is achieved thanks to its practices of social re-engineering, which supports the change to become positively contagious.
The result is organizations that can create new ideas, people who feel safe and more at ease and connected with the change, structures that support innovation, continuous growth of business value to customers and increased profits.

ESS can be learnt with relative ease and even techniques partially used to fit different scenarios.
One of the most important features of ESS is that it is not invasive at the time of implementation, which allows for greater adoption in less time.

What does non-invasive mean?
In many cases, organizational changes are made through the use of a new frameworks (eg Scrum, SAFe, Less, etc.) or the establishment of a new ways of thinking (eg Lean, Agile, etc.). This implies that you have to start using new words, types of meetings, change in social interactions between people, their values, and more …
This often produces the opposite effect, that is, employees not accustomed to radical changes offer a high resistance to change.

The consequence is translated in different types of friction at different levels of the company, which results in conflicts and finally in the delay or loss of interest for the change itself.

Many companies spend more time and money on diminishing friction than on making the changes!

As you will see later, ESS provides concepts that can be adopted and learned naturally by people, which decreases resistance to minimums and allows you to invest energy in thinking of more adequate plans to be able to adapt and seek innovative solutions.

Next chapters coming soon …

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