introductory deck re ngenera and cem 7-09 (2)

8/14/2019 Introductory Deck Re nGenera and CEM 7-09 (2)

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Business ValueBusiness ValuethroughthroughCollaborationCollaboration

July 2009

I n t r

o d u c

t i o n t o


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Creating Value through Collaboration

{ The core challenge and primary opportunity for value creation in the current economy is the utilization of complexknowledge, formed through the contributions of manyspecialists in other words, collaboration

{ nGenera is the worlds foremost expert on managing the

enterprise collaboratively Industry-recognized thought leaders

300+ customers in the Global 2000

{ Introducing: The PATH to Collaborative EnterpriseManagement (CEM)

Our approach to rapidly deliver business outcomes through applied collaboration


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About nGenera

nGenera was founded in 2006 by StevePapermaster. Hesaw that companies needed to find new ways to collaborate

to survive market disrupters, break free of 100-year-oldmodels,

and be more productive than ever before.

{ Employees: More than 200{ Locations: US, Canada, Europe{ Customers: 950, with more than 300 in the Global

2000

{ Building on the capabilities and heritage of fivestrong firms:

Insight &AdvisoryCustomer-

drivenresearch,

SoftwareOn-demand

enter-prise

InsightOver-the-horizon

research,

SoftwareBusiness

simulation andscenario visual-

SoftwareCustomer

InteractionManagement

| 2009 nGenera Corp. All Rights Reserved.


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The New Web 2.0 Technologies

{ Bring people together and

let them interact, withoutspecifying how they shoulddo so

{ Cause patterns andstructure to appear overtime

{ Offer significantimprovements in:

generating, capturing, and sharingknowledge

letting people find helpful colleagues tapping into new sources of innovation and

expertise harnessing the wisdom of crowds

The adjective social is accurate, but unfortunate:

| 2009 Tamara Erickson and nGenera. All RightsReserved.


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The Last Ten Years:A Dramatic Set of New Social Technolo ies

1998Google founded

2 001

iTunes formed

2002Wikipediafounded

2005 YouTubefounded

2003My Spacefounded

2003Skypefounded

2004Facebook

2006 Twitter founded2008

Yammer founded(in-companymicroblogging)



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6 | 2009 nGenera Corp. All Rights Reserved.

Wikinomics : Seven Exciting Ways of CreatingValue

{ Peer-to-Peer Production Applying open source principles to

create products made of bits from operating systems toencyclopedias{ Ideagoras Giving companies access to a global marketplace

of ideas and uniquely qualified minds to extend their problem-solving capacity

{Prosumer Communities Giving customers the tools theyneed to participate in value creation

{ Scientific Research Lowering the cost and accelerate thepace of increased understanding

{ Open Platforms Inviting participation of external partners to

build new tools, leverage databases, or invent applications{ Boundary-Crossing Manufacturing Processes leveraginghuman capital to design and assemble physical things

Enter rise 2.0


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Web 2.0 is Not Confined to NewEconom Com anies

{ . . . Nor to those full of Gen Yworkers{ The business use of the new tools

of collaborationis benefits of Enterprise 2.0 are available to any

organization.

Michael Gass

The future is already hereits just not evenly

distributed.



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The Twentieth Century: Mastery of Scaleand Sco e{ Organizations that mastered scale and scope were the ones

that dominated the twentieth-century economy Mobilized productive effort at a cost and quality never before seen

{ Organizations optimized around meeting this challenge: Strong hierarchy and division of responsibility needing only top leaders to worry about the overall

goals, freeing workers to focus on performing the defined work Strong units or silos allowing each component skill to be developed to a high level Strict accountability providing excellent control

{ Frederick Taylor explicitly worked to remove knowledge fromthe daily production process and to center knowledge in a fewmanagers and engineers

Maximize value by making organizational behavior routine

{ Today those techniques have become routine and lead tocommodity models

Necessary, but not sufficient



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Now, Everyones Challenge: MobilizingIntelli ence

{ The core problem of the current economy:

The utilization of complex knowledge, formed through the contributions of many specialists Harnessing the smallest units of knowledge

{ Now, bringing knowledge back in: Encourage production workers to think about improvements Encourage sales people to take initiative and responsibility in dealing with customers Achieve more flexible ways of combining different forms of knowledge and expertise to come up with

something better than any one function Innovate faster Respond to the market and environment more effectively Learn and continually improve processes and routines

{ Get people to use their particular knowledge and capacities inways that continuously contribute to the success of the whole


These activities require collaboration


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our Key Business Challenge May Not BeCollaboration

{ We have to do more with a LOT less

Staff reductions have been severe: 10-25% Of those who remain, only 20% are truly engaged We have to work on the right things and re-engage key people

{ We must preserve our customerbase

Disruption is our greatest threat and opportunity

Decisions we make now affect our long-term viability{ Speed matters

Changes are happening faster than ever Short runways on execution (3-6 months)

{ We need to consider a new way tooperate

Global, flexible reinvention of obsolete models


But addressing all these challenges depends on the


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Collaboration is a Fundamental Wayto Address All Business Priorities Toda

{ Not something to do in addition to other business priorities

The coreopportunity for

re-thinking

The key tosuccessful

innovation

An essential element of employee engagement creating commitment

and stimulatin

A powerful tool forstrengthening the

customerexperience and

New



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This Train is Leaving the Station

{ Increasingly, all organizationswill leverage collaborativeapproaches to add value

{ Old approaches (scope, scale,cost) have been mastered and

although always important provide little competitiveadvantage

{ Technology now enables avery different level of performance

{ Competition will shift theplaying field



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Shifting to Collaboration Can BeExtremel Difficult1. Individuals are asked to contribute at a higher level

Dealing with rich content that flows through infinite links Interacting with peers in new and unfamiliar ways

2. Organizations must modify five centuries of Western tradition Moving away from loyalty reciprocated with protection and care, and individual autonomy Accepting performance-based arrangements, with greater interdependence

3. Collaboration covers a broad set of activities, each bestachieved through different organizational approaches andtechnologies

~



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14 | 2009 nGenera Corp. All RightsReserved.

Understanding the Nature of Collaboration

CollaborationCollaboration

is more thanconnecting,socializing ,sharing, orlearning (though

Collaboration isworking together to achieve a level of working together to achieve a level of

performanceperformance

CollaborationCollaboration createssynergy,where thevalue of thewhole is

reater thanCollaborationCollaboration isabout getting useful


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Collaborativ

PATH to Collaborative EnterpriseMana ement

BusinessOutcomes

Collaborative Intents

Collaborative Capacity

Collaborative

EnterpriseDesign

Collaboration

Platform

Collaboration Results

andMetrics

Alignmentand

CommunityEngagemen

t

Discover ~ Design ~ Deploy



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The Ten Collaborative Intents

| 2009 Tamara J. Erickson and nGenera. All RightsReserved.


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Some Organizations BetterSu ort Each Collaboration Intent

I l l u s t

r a t



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Collaborativ


BusinessOutcomes



Collaborative

EnterpriseDesign

Collaboration

Platform


andMetrics

Alignmentand

CommunityEngagemen

t



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The Collaborative Enterprise Requires aMa or Culture Shift


d b ll ff


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. . . And Substantially DifferentSu ortin Processes

Bureaucratic

{ Provide clear and consistent job definitions

{ Motivate employees to

perform consistently andobediently within those jobs{ Build a culture of company

loyalty{ Tie employee interests to long-

term company loyalty createpension funds and internalpromotion ladders based ontenure

Collaborative

{ Build and maintain a unifyingsense of purpose

{ Organize and formalize peer or

associational relationships{ Connect the system to the

outside world throughplanning and sensing

{ Enable the system to learn{ Allow the organization to form

and re-form



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A Major Academically-Grounded Study of The Cooperative Advantage An extensive, academically-grounded industry-based study of collaborative

teams Included results from over 50 work groups from 15 leading global companies Conducted in 2006 by The Concours Institute (now nGenera) and London


Th T F E bli C ll b i


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The Ten Factors Enabling CollaborativeCa acit

I l l u s

t r a t


Th C ll b i C i A


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The Collaborative Capacity AssessmentMeasures Your Current Stren ths Relative

* Based on scores of over 50 teams from 15 knowledge-intense multinational firms

K E Y

Median

Percentage

Enabling Factor

Higher scores are more

I l l u

s t r a t


PATH C ll b i E i


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Collaborativ


BusinessOutcomes



Collaborative

EnterpriseDesign

Collaboration

Platform


andMetrics

Alignmentand

CommunityEngagemen

t




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A Cluttered Landscape

How do I

driveresultsfrom

collaboration?

T h l


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Technology:Essential Enabler and Insufficient

{ Technological fixes are useful only when the collaborative

culture has developed to a significant degree in abureaucratic system, people are reluctant to enter theinformation or use the systems

{ Most efforts to implement systemic collaborative platforms

have fared poorly or failed Content- or technology-centric approach Isolated Web 2.0 experiments Lack of executive sponsorship Poor organizational change management Difficulty in measuring results

Peak of inflated

Technology

Trough of disillusion

Slope of enlighten

Plateauof

Gartners Hype


S T l d A li ti B tt


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Some Tools and Applications BetterSu ort Each Collaboration Intents

I l l u s t

r a t



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Collaborative Applications and Tools

{nGenera Collaboration PlatformWhat: Our core platform that hosts all applications, content andconnections

Benefits: Low-cost, scalable, secure environment for workgroupcollaboration

{ nGen CIMWhat: Customer Interaction Management integrating email, chat and

voiceBenefits: Customer retention, lower support costs, increased sales

(via suggestion)

{ nGen IdeagoraWhat: Idea generation and managementBenefits: Solicit and rank great ideas from any audience about any

topic

{ nJAMWhat: Large scale, external-facing Ideagora for thousands of

simultaneous usersBenefits: Customer, employee and constituent engagement, access

to great ideas

{ nGen SimulationWhat: Business and operating model simulationBenefits: Save costs by simulating the impact of new initiatives

before rolling them out

Applic



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PATH to Collaborative Enterprise


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Collaborativ


BusinessOutcomes



Collaborative

EnterpriseDesign

Collaboration

Platform


andMetrics

Alignmentand

CommunityEngagemen

t



Collaboration is Fundamentally a


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Collaboration is Fundamentally aDiscretionar Activit{ People have to want to share ideas and work together

{ It can be catalyzed, but it cant be mandated{ It is a pull rather than push approach



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Creating Community Engagement

{ Enrollment in the collaborative

enterprise occurs one person at atime it is discretionary { Incentives include:

Having a stake Having a voice Having an impact Having a community bond

{ Often a key element of anengagement process is reframingissue developing personalconnections to the issues

{ A dialogue strategy is crucial


PATH to Collaborative Enterprise


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Collaborativ


BusinessOutcomes



Collaborative

EnterpriseDesign

Collaboration

Platform


andMetrics

Alignmentand

CommunityEngagemen

t



Metrics and Results Geared to Each


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Metrics and Results Geared to EachCollaborative Intent


I l l u s t r

a t

Whats Your Entry Point into the PATH


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What s Your Entry Point into the PATHto Collaborative Enter rise Mana ement?


Diagnostic Stages: Collaborative


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Diagnostic Stages: CollaborativeEnter rise Mana ement

1. Business outcomes not yet formulated around collaboration2. Hierarchical, siloed, rule-driven environment3. Relationships characterized by mistrust/opacity4. Reliance on traditional communication tools (email, phone,

face-to-face)

LEVEL 1LEVEL 1

1. Business outcomes with growing requirements forcollaboration

2. Increasing use of cross-functional project teams3. Information is opened strategically, islands of trust4. Utilization of both 2.0 and traditional communication

LEVEL 2LEVEL 2

1. Business outcomes highlydependant on collaboration

2. Dynamic, distributed and highlyevolved collaborative structures

3. High trust and a community of adults

4. Well-integrated 2.0 tools

LEVEL 3LEVEL 3Business Outcomes andIntents

Enterprise DesignCollaborative CapacityCollaboration Platform

Alignment, Engagementand Results

Collaborative Enterprise Management:


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Collaborative Enterprise Management:All About Business Outcomes

{ Old way: Managing collaborative technologies

{ New way: Collaboratively managing the enterprise Opportunity to transform enterprise productivity,

engagement and innovation by applying collaboration tomanagement processes

{ An integrated PATH: Begins with thought leadership and innovative research

Focuses on business outcomes Provides end-to-end insight Leverages a new breed of collaborative applications on a

-


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Shift to Collaboration Has Been Underway

{Although the way the enterprise has been organized and how itgets work done has not changed fundamentally for the past100+ years, there has been some movement to reverse thelong trend toward stronger hierarchy:

{ 1970s Quality circle programs{

1980s Semi-autonomous team formation brainstorming,consensual prioritization bounded, homogeneous, stable{ 1990s Task forces people coming together from very

different bases of knowledge and experience for relatively brief periods, with no expectation of an on-going relationship thebeginning of extended collaboration

{ 2000s Web 2.0 facilitating distributed interaction on anunprecedented scale

introductory deck re ngenera and cem 7-09 (2)

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