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oliver wyman presentation may 2011

A presentation for a 12 participants, 1 hour virtual workshop to introduce our working mode and theoretical foundation

Radicalinclusion
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oliver wyman presentation may 2011

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Presentation Transcript

  1. WELCOME! HOW ARE YOU TODAY?

  2. OUR AGENDA: • Expectations for this meeting • Presentation: Radical Inclusion menu • Discussion • Next steps • Time: 60 minutes We will recordthe meeting

  3. WHY ARE WE MEETING TODAY?

  4. RADICAL INCLUSION PRESENTS

  5. APPETIZERS: • RADICAL INCLUSION STORY • RADICAL INCLUSION APPROACH • RADICAL INCLUSION SERVICES • MAIN COURSE: • DESIGNING VIRTUAL SPACES • TRANSLATING PHYSICAL TO VIRTUAL • VIRTUAL LEADERSHIP • VIRTUAL PERFORMANCE MANAGEMENT • DESSERT: • VIRTUAL OFFICES • VIRTUAL WORK PROCESSES

  6. Radical Inclusion is a self-organized virtual company specialized in effective and engaging blended collaboration processes. Stephan Dohrn (Berlin) Collaboration Tool Expert Juliane Neumann (Berlin) Virtual Process Expert Hans Gärtner (Brussels)Strategy and HR Specialist Dr. Sari Stenfors (San Francisco) Management and OB Scientist Dr. Holger Nauheimer (Berlin) Change Management Expert

  7. Our Approach: Effective and Engaging Collaboration Processes • People: Aligning needs and creating trust. • Processes: Combining the opportunities of virtual and face-to-face world. • Tools: What tools where? Social Psychology and Organization Studies meet Information Technology

  8. Radical Inclusion Inc. Products and Services • Collaboration analysis and strategy • Virtual facilitation training • Blended process designs • Coaching of groups, teams and individuals • Development of online tool portfolios • Strengthening of networks and crowdsourcing • Virtual performance management • Leadership training

  9. Designing Virtual Spaces

  10. Translating Physical to Virtual • Virtual is different • Examples: • Non-linear time (asynchronous and synchronous) • Equality, anonymity • Multilevel connections to many and one • Cost effective creation of effective spaces • Einsteinian physics

  11. Virtual Performance Management (VPM) What is it that managers need to learn to be effective in virtual conversations? Essential skills for VPM: • Generic EPC skills • Mastery of technical tools supporting virtual conversations (including documentation) • Methodologies for design and facilitation of virtual conversations • Interpersonal skills in virtual environments

  12. Virtual Leadership • Organizational structures are changing • Leadership vs. management • Creating structures, spaces and processes for everyday work • Virtual Leadership Package: structures and processes for motivation, belief, feedback, multiple perspectives, prototyping etc.

  13. Virtual Offices

  14. Virtual Work Processes

  15. Thank you!

  16. Discussion in Break-Out Rooms

  17. What are the virtual collaboration needs at Oliver Wyman (forclientsandnetworks)? • Take notes on a white board • 15 minutes for discussion • Roles: • Discussion leader • Note taker • Reporter • Time keeper

  18. NEXT STEPS?

  19. Howareyounow? Drag your pointer to a picture to express your mood.

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