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First Look: Enterprise Collaboration in Learning ResearchDavid Coleman, Principal, Collaborative Strategies & Catherine Upton, Publisher, Elearning! Media Group


Introductions

Catherine Upton, Publisher, Elearning! Media Group [email protected]

This session is accessible for 90 days within this environment. After which, it is viewable at www.2Elearning.com (In “Events” under “Web Seminar Series” in 24-hours)

Today’s session attendees will receive a The Enterprise

Collaboration in Learning Study Executive Summary

complimentary.

#ELWS – Join the conversation on Twitter

mailto:[email protected]

http://www.2elearning.com/

www.2elearning.com/events Twitter Hashtag: #ELS153

• 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 25 years. Consulting and advisory services:Help end-user organizations using collaborative tools to spend less and get more.

• [email protected]

• New web site – www.collaborativeshift.com

• Distributed Collaboration Summit (DCS), June 4-5 in 10 cities in US (simultaneously) dcs.collaborativeshift.com

[email protected]

www.collaborativeshift.com

Twitter = @dcoleman100Skype: ddcoleman100+1-650.342.9197+1- 415-867-9930 (cell)

David Coleman


http://www.collaborativeshift.com/






Top Business Drivers

4

TRIGGERS: Personalized, Predictive & Connected


Methodology

About The Study In December 2014, published a 26-questions online

survey to Elearning! subscribers, community members, and followers

Collaborative Strategies design the questionnaire, tabulated results and authored the Research report.

Study Objectives To determine how Enterprises are meeting business

objectives of Collaboration, tools used, and investments planned.

To identify trends vs. 2012 study And, the implication for near future


Enterprise Collaboration Survey

Six Sections of Questions: Section 1- TCEP (Technology, Culture, Economics, Politics)

a metric for a quick snapshot of collaboration in an organization

Section 2- How do we work? Section 3- The Tools we use Section 4- Social Collaboration Section 5- Meetings and Engagement Section 6 – Who buys and owns what?


1. TCEP – What is it?

TCEP is a group collaboration metric developed by Collaborative Strategies, Inc. (CSI) to provide a quick collaborative snapshot of their organization

4 scales: 1-10 (raw) score, scale weights 1-4 Technology – do you have the tech you need now to collaborate? Culture- is your culture supportive of collaboration? Economics – How critical is collaboration to your organization’s

financial health? Politics – Management’s behavior and modeling of collaborative

behaviors

Thousands of TCEPs done on all sized organizations and WW

Ratings of 10-60 = Poor, 61-80 = good, 81 -100 = excellent


The Collaborative Shift

A shift in an employee’s mental model such that they can see that working for the “we” is better (on all levels) than working for the “me.”

Changes in behavior follow: Transparency, sharing, respect, recognition, mental agility, openness, use of technology as an enabler of these new behaviors.


TCEP Scores:

Respondents Average TCEP Score: 60 (top of poor range) But, higher than USA average of 55.

Economic Reality Realized: The average economic score was 8, the highest of any of the scales and the highest score seen on this scale in the last 5 years.

What does this mean – People are beginning to move from denial to an understanding that collaboration has a huge effect on their productivity, profitability and sustainability!

Technology score = 5, Culture = 6, and Politics = 5. These scores indicate that there is a lot better technology needed to support collaboration, only a small percentage of cultures are seen as “open” and management is not modeling collaboration

State of Enterprise Collaboration Behavior


2. How we work: Mobile

We looked at the use of 4 types of devices for collaboration Cell phones – 12% Tablets – 8% Laptops – 45% Desktops – 35%

Desktop use is in decline, 42% surveyed don’t use at all

Content is accessible on all platforms, but devices are just a stepping stone. IoT (sensor-driven data), wearables, 3D and virtual environments are steps toward “intelligent environments”

Imagine your refrigerator telling you what is needed for the grocery list, or the walls or windows in a meeting room automatically displaying the data you need to talk about because it knows you are in that meeting in that room?


2. How We Work: Collaboration Software Use

e-mailChat/SMS/TextingRoom-based videoconfDesktop/ Web-based videoconfPublic/Private social networksScreen SharingCollab doc/cont mgt.Training

93%

65.2%

60%

64.3%

41.7%

49.6%

63.5%

47%

• Almost everyone still uses email• Desktop/web conferencing passes room-based conferencing• Training is used heavily as users are now in many different areas of the organization• Chat and Texting use is growing


2. How We Work: Top Tech Users

Technology Largest user

Second largest

Smallest

E-mail Ops/manufacture

Finance/Account

S&M

Desk/Web Conf S&M Training/HR Ops

Private Social Networks

S&M Training/HR Ops

Screen sharing S&M Training/HR C-suite

Mentor/coach Ops/manufacture

Training/HR C-suite

Corporate portals Training/HR *CPO Ops

Chat/IM/Texting S&M Training/HR OpsOverall Sales and Marketing was the biggest user of these toolsFinance/Accounting were the second biggest userOps/Manufacturing were third biggestGood traction for use in Training, HR, Talent, Learning

*CPO = Chief Learning/Talent/HR/OD/People Officer


2. How We Work: C-suite’s Role

Most CEO’s only have a few direct reports (larger organizations). But, they are key to OPEN workplaces- the Culture of an organization.

C-suite was lowest in: Chat/IM/Texting In-app messaging Room-based video Online communities Screen sharing Wikis 3D/Virtual workspace Training Mentoring/coaching SaaS tools and services Blogging/microblogging Distributed Project management Virtual team spaces Process-specific collaboration


2. How We Work: “Collaborative Leverage” “Collaborative Leverage” is a concept developed by Collaborative Strategies,

Inc. which talks about optimum performance in a process that utilizes some aspect of collaboration. It is the ability to apply the right technology to the right process at the right time with the right people. Some examples of collaborative leverage are: Sales & marketing (proposal development) – benefit: win more proposals, increase

revenues Customer service/support (exception handling) – benefit – getting good answers to

complex questions more quickly – more happy customers R&D (new product development) – benefit – cutting the time to get a new product to

market, resulting in more new revenues Value network management/relationships with external organizations, DPM

(distributed project management), and project management (exception handling) – benefit – partnering with both customers and suppliers – more happy customers, better relationships with suppliers (resulting in better prices, more on time delivery, etc.)

Training (internal and external) – benefit – better alignment with everyone in the company around the brand, the message, and service

Decision support/crisis management – benefit – ability to quickly harness the needed expertise and create a (tiger) team to deal with the issue correctly and swiftly. The result is less bad PR, regaining the trust of customers, avoiding law suits.


2. How We Work: Processes with Most Collaborative Leverage

1. Project Management

2. Mentoring/Coaching

3. Training and Education

4. Operational Processes

5. On-boarding

4 of the 5 top ranked processes have to do with HR/Training/Learning


How important is social collaboration?


4. Social: Business Social Networks (BSN) and Business On-line Communities (BOC)

The difference between a social network and an online community is determined by the strength of its social ties (with social ties being stronger in an online community.) For example, if you are in a social network and you are not present, you are not missed. But, if you are in an online community and you are not present, you are missed.”

Employees in companies of all sizes were on average in 3 BSNs or BOCs

More people in companies 5k-10k employees had 8+ BSN/BOC

93% of people in small companies were in 3 BSN or BOC

Companies of 25k + employees 72% were in at least 1 BSN/BOC

Only 12% perceived good or critical value from BSN… long way to go


5. Meetings: Time Spent

41%

39%

18%

3%

5-15% time/wk.20 -40% time/wk.45-65% of time/wk.> 65% time/wk.

How much time per week do you spend in meetings each week?

0.0%20.0%40.0%60.0%80.0%

Job Role and Time in Meeting Types

0% 5-15% 20-40% 45-65% >65%

Amount of time in meetings each week by role


5. Meetings: Better Meetings?

27.60%

4.00%

13.90%

13.90%

41.60%Follow pre-set agendaBetter speakers and contentPre-post meeting workNo more status update meetingsBetter/faster decisions

Better and Faster decisions! In all sized organizations


5. Meetings: Culture

26.70%

19.80%

27.70%

19.80%

6.90%

Not very openStarting to open up a littleGoal or initiative to be more openPretty OpenVery transparent organization

How open or transparent do you see your corporate culture


5. Meetings: Engagement Techniques

Flexible work environments (time, location, etc.)

Ability to provide input to leaders and teams

Opportunity to promote and grow professionally

Recieving validation for personal contributions

Videoconferencing

Getting better content to engage with

Getting more time for your ideas, projects, etc.

Making the form of the engagement more "fun" like a game, puzzle or challenge

Smaller class size or meetings

0.0% 20.0% 40.0% 60.0% 80.0%

Q20. What techniques do you use to increase engagement? (Check all that apply)

The most popular ways to increase engagement was to focus on the PERSON. Flexible work, recognition, access to leaders and experts as well as career growth.

This focus on the PERSON fits with a more open and transparent culture


5. Meetings: Overall Engagement Level

On a scale of 1 (low) and 10 (high), the respondents average was 5.27, so people are only half engaged.

This is low, not out of line with the 2/3 disengagement reported in the literature, but it does show that engagement is a bit higher with the use of collaborative tools.

In question 22 we asked for a text response of what people thought would improve engagement the most; the overwhelming response I will paraphrase as “If management wants greater engagement then we want greater interaction, engagement, honesty and transparency from management.”


6. Collaborative Solutions Buyers

52.6%

24.4%

34.6%43.6%

10.3%

10.3%

9.0%

5.1%

9.0%24.4%

2.6%

Q25. Who in your organization purchases col-laborative solutions? (Check all that apply)

CEO/CIO/COO/CFO/Executive LeadershipChief Learning/Talent/HR/OD/People OfficerHR/Talent/Learning/OD/Training ManagementIT/IS ManagementSales & Marketing ManagementEngineering/R&D managementOperations/Manufacturing ManagementFinancial/Accounting ManagementTraining/HR/Talent RepresentativeIT/Technology AdministratorOther Non-management

IT is a significant player at 43.6%, and IT admin at 24.4% buys a predominant amount of the collaborative software. However, balance shifting to exec leadership (52.6 %), but not buying collaborative tools for the whole company (as IT would), but rather for their own individual organizations (Finance, Sales, Marketing, R&D, etc.) or the CLO for training and learning


Conclusions

- Engagement & Collaboration are top business drivers for investments

- Respondents see the benefits of Collaboration 8/10

- Barriers to improving collaboration is engagement

- Engagement strategies that are most effective are- PERSONALIZED- CONNECTED- RECOGNIZED

- Technology is advancing faster than behaviors

- Enterprises competing for talent will be the first to embrace Open, Collaborative Cultures

twitter hashtag: #els15 david coleman, principal, collaborative strategies & catherine upton,...

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