slides for hcl david coleman managing director collaborative strategies, inc. march 23, 2012

Slides for HCL

David Coleman

Managing Director

Collaborative Strategies, Inc.

March 23, 2012

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• Founder and managing director of Collaborative Strategies, Inc

• Author: of 4 books on collaboration

• Speaker. blogger, article and column writer, industry analyst (Collaboration)

• Industry Analyst for 20 + years. Consulting and advisory services:Help end-user organizations using collaborative tools to spend less and get more.

• [email protected]

• E-zine (Profitable Collaboration)

[email protected]

Twitter = @dcoleman100Skype: ddcoleman+1-650.342.9197

David Coleman

Upcoming Book by David

©2012 Collaborative Strategies 3

My Message

1. Don’t be satisfied with poor collaboration !

2. Poor collaboration leads to broken relationships, which cost you way more than you think!

3. Make a shift to holistic collaboration

4. I have a way to do it!

©2010 Collaborative Strategies

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Why do I do this?


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Shifting to better collaboration can change the world!

This is MY mission

Collaborative Levels


Collaboration

Cooperation

Coordination

Communication

Conversation

Level of purpose or Goal

Low

High

Level of Commitment HighLow

4 Benefits of Collaboration

1. Saving time or money ( most tangible)

2. Increasing quality (tangible, but less so)

3. Innovating and/or providing decision support (tangible but less than quality)

4. Easing access to and interactions with subject-matter experts (intangible)

7©2008 Collaborative Strategies 7©2010 Collaborative Strategies

Evolution of collaboration and Crowd-based Business

Stages of Evolution for Collaboration in the Enterprise

Stages of Adoption Collaborative Technology

Example Technology

Stage 1: Traditional Collaboration

Telephone Face-to-face meetings

E-mail

Stage 2: Specific Applications Audio, video, and data conferencing

EIM, IM, Chat, and presence detection

Virtual team spaces (VTS) PBWorks, Central Desktop

Stage 3: Collaborative Proliferation

Multiple audio, video, and data conferencing tools

Skype, GoToMeeting, WebEx, FuseMeeting, etc

Stage 4: Consolidation Standardize on SIP/Simple or XMPP

One client for all IM clouds

Common Virtual Team Space for everyone

Stage 5: Virtual Work Environment

Standard tools in place (real estate)

Integration with mobile environments

Standard desktop and Web interface for anyone

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PeoplePeople ProcessProcess

TechnologyTechnology

TeamTeamPerformancePerformance

20%

80%

Holistic Collaboration


Space

Trends in Collaboration -2012

10 Predictions for 20121.Broken Meetings are changing

2.From Teams to Crowds

3.Public Clouds, Private Clouds, Collaborative Clouds

4.The Nature of Work is Changing

5. Reinventing the collaborative supply chain©2012 Collaborative Strategies 11

Trends in Collaboration - 2012

6. BYOD: The Changing Nature of Video conferencing;

7. The Consumerization of Project/Task Mgt.

8. Rise of the Collaborative Frankenstein

7. Moving from Change Mgt. to Community Mgt.

8. Smarter social CIOs

9. From saving to growing

10. Growing new Collaboration Metrics


The Collaborative Shift


Shift Happens!!

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Necessary for collaboration and relationship success!

Collaboration and the CIO

• Most IT organizations and collaboration1- Someone in IT decides a specific technology is

cool and everyone should have it (no consultation with business units)

2- Business unit has a need and goes around IT

3- IT tries to accommodate the BU and does an exhaustive and expensive comparison of tools

4- Enlightened CIOs have BYOD strategies and see themselves as internal consultants


BYOD


20 - 40% of performance is determined by the quality of people’s relationships

Harvard and MIT http://www.theappgap.com/roi-of-being-social-at-work.html University of Amsterdam and Carnegie Mellon DeDreu Weingart JAP.pdf - table 3 and the section marked Conclusions and General Discussion Warwick Univeristy and Proudfoot Consulting Alexander.pdf - page 13, figure 1.6

Bruce Lewin, fourgroups.com

16©2010 Collaborative Strategies


ProblemRelation-Ships!


Bad relationships can create the following problems

Costa Concordia

Time wasted on conflicts and

disputes



Low performance



Low levels of engagement

and retention

Bruce Lewin, fourgroups.com ©2012 Collaborative Strategies

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Silos and communication problems

Bruce Lewin, fourgroups.com ©2012 Collaborative Strategies

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Dropping Bottom Line

How Collaborative Intelligence Helps


• Conflict reduction

• Clearer communication

• Willingness to work with others (and know how)

• High engagement and attention

• More productivity = more revenue

Collaborative Intelligence (CQ)


EQ – Emotional Intelligence

IQ – Intelligence Quotient

EQ - Components• Recognizing and managing your emotions

• 4 components:– Self Awareness – understanding self– Self Management – Control of self– Social Awareness – organization, empathy, taking

responsibility– Relationship Management - leadership, change

agent, managing conflict, high performance teams (closest to CQ)


CQ Value and Benefits

• Hire employees with collaborative skills

• Assess teams that are working/not working and find out why

• Determine if some type of training is necessary to get the collaborative outcome you want

• Benchmark against other companies and teams


CQ Components

Goal: to determine how collaborative a person is. What is their potential for collaboration, where might they have problems?

4 Scales:

Sharing: ImplementingMindsetTechnology


Exercise # 3: TCEP (handout)


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Scale

• 10 - 60 = poor

• 61 – 80 = Good

• 81 – 100 = Excellent

• U.S. average = 55

• Asia average = 65


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3 Criteria for Good Collaboration Tools

1. Use the right tool for the right interaction

2. Collaboration tools should be easy!– ( 1-2 clicks to do anything)3

• 3. Collaborative tools should not get in the way of the conversation!

• How do you choose the right tool?


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Are You Using the Right Collaboration Tools to Solve the Wrong Problem?


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Changing Organizational Structures


• Hierarchical•Fishnet•Matrix

Future work organization


Core group > 100 includes:Company ManagementR&D managementOperations managementMarketingOutsourced:

SalesITHRSupply chain

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1. Sales & marketing (proposal development)

2. Customer service/support (exception handling)

3. R&D (new product development)

4. Value network management/relationships with external organizations, DPM, and project management (exception handling)

5. Training (internal and external)

6. Decision support/crisis management

Critical Processes with Collaborative Leverage

What is a Crowd (and why is it important to business)• I have defined Goal Driven Crowd as:

• “a coordinated network that drives an outcome, task or goal which has business value”


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Metcalfe’s Law

Crowd Corollary Value = O(T*E / ATP ) Engagement drives network value

Dunbar’s # = number of social relationships = 150

The Energy of Commitment


E.F.F.E.C.T.S. (methodology)• Effect means 'the result or consequence of some action or

process’

• Engage- Determine relationship health (TCEP)

• Focus– Resources for greatest ROI?

• Find –Initial metrics

• Examine- What happened in the limited deployment

• Craft- Strategy to enroll the organization

• Technology- Determine appropriate technologies

• Support – hand holding for successful implementation


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E.F.F.E.C.T your collaborative shift to relationship profitability

•Engage – Corporate Relationship Health test

•Focus- Resources for greatest ROI

•Find- threshold metrics, pilot group

•Examine – initial pilot deployments and “final” metrics

•Craft – strategy for enrollment

•Technology- infrastructure and organizational alignment

•E -TCEP mini assessment, full assessment, workshop Agreements & virtual teams

•F- OntheSystem, (collaborative leadership framework), FourGroups (relationship mapping), Mind Alliance (Information flow mapping)

•F- Process cycle time, other performance indicators

•E- Performance indicators, ROI

•C- The Collaboration Game, Collaboratory, BTG

•T – OnTheSystem, training, workshops


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Costs of Not Doing It• Slip in market share• Lower bottom line (revenue)• Slower time to market• Lower product/service quality• Broken partnerships• Loss of critical talent• Loss of long term customers/clients• Less agility and responsiveness


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• Graphical Relationship Mapping:


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Some new holistic collaboration tools

Copyright (C) 2010 Mind-Alliance Systems. All Rights Reserved.

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Information Flow Analysis – Mind Alliance

Sharing commitment networksbetween individuals, roles, organizations

Geo-naming and mapping

Detection of required sharing agreements

Overall plan evaluation

(more...)

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(Uncertain) Knowledge (Certain)

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Pam Jones

Wendy Smith

Tom Cruse

Bill WaltersTamika Ward

Rodger Anton

I am uncertain becauseI have never seen this engine configuration.

Belief Map from Rational Decisions Inc.Belief Map from Rational Decisions Inc.

Copyright © 2010 by Robust Decisions Inc, www.robustdecisions.com

Collaboration Game


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•Document and improve one or more processes.•Open a new market•Solve a supply-chain issue•Develop a new product or service•Align strategic plan

Contact information- David

• [email protected]• [email protected]• @dcoleman100 on Twitter• LinkedIn Profile

http://www.linkedin.com/profile/view?id=4552&trk=tab_pro

• +1 650-342-9197 (office)• +1 415-867-9930 (cell)


slides for hcl david coleman managing director collaborative strategies, inc. march 23, 2012

Documents

collaborative strategies

collaborative clouds

collaborative tools

collaborative levels

collaborative shi

collaborative frankenstein

evolution of collaboration

holistic collaboration