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Presentation from the keynote at the MatchPoint Snow Release Party in Zurich on 30.01.2014. A look at (social) collaboration from a strategic perspective and some typical problems.
Citation preview
1
Collab-
orationChatter or Business-
critical Core Capability?
Zürich
30.01.2014
Stephan Schillerwein
www.schillerwein.net
www.intranet-matters.de
@IntranetMatters
Keynote @ MatchPoint Snow Release Party
2
This presentation contains someto give insights into those slides, that don’t make an awful lot of sense without the«audio».
3
Still stuck with Tool Foolishness
http://www.youtube.com/watch?v=1EBfxjSFAxQ
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360° Intranet Assessment
Findability & Semantic
Change Management
…
About Stephan Schillerwein
15+ years of experience in Digital Media and Information Management, specializing in Intranets, Social Collaboration and the Digital Workplace
100+ projects at 50+ organizations of all sectors & sizes
Formerly Online and Intranet Manager at several large enterprises and Director at the Intranet Benchmarking Forum
Business computer scientist – speaks language of “both sides”
Author, conference speaker, seminar trainer, blogger, …
Partner of the Worldwide Intranet Challenge Intranet & Digital Workplace Advisor
Project Focus:
Vision & Strategy
Coaching & Enabling
System evaluation
Lean Intranet Projects
5
I’m also a collector of …
Intranet Names
Intranet Cases Studies
Digital Workplace Maturity models
…
All on http://www.intranet-matters.de/
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COLLABORATION SHOULDHAVE TAKEN OFF LIKE A ROCKET …
7Photo credits: Alex Proimos, «On bended knee», http://www.flickr.com/photos/34120957@N04/7390981910
Your CEO should get on his knees, begging youto do everything you
can to fostercollaboration. And thesimple reason why is …
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What is the core function of everyOrganisation?
“Firms come into being in order to enable human
beings to achieve collaboratively what
they could not achieve alone.
If one accepts this as the true purpose of any
organization, then the main focus of executives’
attention should be on how to foster
collaboration within their companies.”
(Hansen and Nohria, 2004)
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Maybe it’s just that kind of
collaboration that management
doesn’t really like …
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Photo credits: mypokcik, «Social Media Concept in word collage», http://www.shutterstock.com/pic-130460969/stock-photo-social-media-concept-in-word-collage.html
… that social
collaboration!
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Extrinsic Motivation
Knowledge Work – the misunderstood key success
factor in a high-tech, global world
Manual Labour Case Work Knowledge Work3 Work
types
Percentage
of
Knowledge
Work60% of all employees have medium (27%) to high (33%)
amounts of knowledge work in their jobs!
Source: The work foundation: “Knowledge Workers and Knowledge Work, 2009
Planing, Steering, Processes
Repetition, Standardisation
Self-organised
Creativity, Finding Solutions
Time- and Volume-based
Today / RevenueFocus Future
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Some Facts about Knowledge Work
25%
Time-loss due to informationoverflow and interruptions
29%
Reduction in organisational performance
63%
Managers taking businesscritical decisions w/o theright information
14k$
Cost per employee and yearjust for internal search
80%
of all knowledge is «boundto persons»
25%
Percentage that «outperformers» value information managementmore
85%
Employees who could be moreproductive if work was betterorganised
62%
Companies that don’t trust their owninformations (and have no proper information management)
18x
more growth in employeeengagement if social media is usedinternally
40%
of productivity is directly explainedby the amount of communicationamounf employees
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Sources for previous slide
1. Basex: “Information Overload: Now $900 Billion – What is Your Organization’s Exposure?”, 2008, http://www.basexblog.com/2008/12/19/information-overload-now-900-billion-what-is-your-organizations-exposure/
2. Capgemini, 2008 (as cited in: Stephen E. Arnold, Martin White: SuccessfulEnterprise Search Management)
3. Capgemini: “The Information Opportunity Report“, 2008, http://www.uk.capgemini.com/news/pr/pr1605/
4. IDC: “Hidden Costs of Information Work: A Progress Report”, 05/2009, http://www.idc.com/getdoc.jsp?containerId=217936
5. Giga Information Group, Inc.: “Collaboration and Communities: an Update”, 2002
1. IBM Global Business Services: “Business analytics and optimization for the intelligent enterprise”, 2009,http://www-935.ibm.com/services/us/gbs/bus/html/gbs-business-analytics-optimization.html
2. Workplace Productivity Report, http://www.stuff.co.nz/the-press/news/8928152/Digital-stress-overwhelming-workers-study
3. AIIM Industry Watch: „State of the ECM Industry 2011”
4. Chris McGrath & Ephraim Freed, ThoughtFarmer: «SOCIAL INTRANETS & EMPLOYEE ENGAGEMENT», 2012 (based on Research by Aberdeen Group)
5. Global Knowledge Training LLC (B. Bulleit): “Effectively managing team conflict”, 2006
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Knowledge Work is
fundamentallydifferent!
15
16
Organisationswere not
designed for it!
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The Gap between Goals and Tools
Business Goals
Tools
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Value Drivers bridge the Gap between Goals and Tools
Business Goals
Value Drivers
Tools
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Case study: Knowledge work related Value Drivers rank highest
79%
78%
75%
74%
74%
69%
67%
60%
58%
56%
54%
53%
52%
52%
52%
50%
49%
47%
47%
46%
39%
38%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90%
02 - AUFFINDBARKEIT VON INFORMATIONEN
07 - WISSENSTAUSCH
12 - PROJEKTARBEIT
01 - VERFÜGBARKEIT INFORMATIONEN
05 - PERSÖNLICHE INFORMATIONSFLÜSSE
14 - PROZESSE
18 - STEUERBARKEIT INTRANET
13 - TRANSPARENZ ÜBER GESCHÄFT
09 - AUFFINDBARKEIT PERSONEN UND EXPERTISE
06 - ZUSAMMENARBEIT
22 - MITARBEITERPRODUKTIVITÄT
08 - KOMMUNIKATIONSMÖGLICHKEITEN
17 - VERBINDUNG INTRANET MIT ANDEREN SYSTEMEN
04 - VERFÜGBARKEIT VON BILDUNGSANGEBOTEN
15 - ENTSCHEIDUNGSFÄHIGKEIT UND -QUALITÄT
10 - INNOVATIONSKRAFT
19 - UNTERNEHMENSKULTUR
11 - MITARBEITERZUFRIEDENHEIT
03 - PAPIER-BASIERTE VORGÄNGE
20 - ARBEITGEBERATTRAKTIVITÄT
16 - INFORMATIONSSICHERHEIT
21 - MARKENBOTSCHAFTERTUM Content Management
Social Collaboration
Projects
Personal Dashboard
Processes
20
AT LEAST COLLABORATIONITSELF IS EASY, ISN’T IT?
21
«Three unquestionable thruths aboutCollaboration»
Collaboration is a Silo
All Colllaboration is equal
Any Tool will do
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Collaboration is a Silo
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Testing the Silo Theory: Areas of Overlap
Intranet Collaboration
Functionality
Content / ?
Context
Users
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Today’s Intranets don’t play an important rolefor employees because …
Today Tomorrow
Source: Thomas Maeder, Swisscom, i2 Summit 2013
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0.000
0.050
0.100
0.150
0.200
0.250
0.300
0.350
0.400
0.450
0.500
Tota
l - In
tera
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Tim
e
Do
cum
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Wo
rk in
stru
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Intr
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On
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form
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New
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Po
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ure
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Staf
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Tota
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on
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Intr
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Bu
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app
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Tota
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ain
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Val
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ltu
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Exte
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fee
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Trai
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t ch
ange
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Ho
me
pag
e
Tota
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Pro
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& s
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Co
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Dis
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Fin
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Fin
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form
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Nav
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Re
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Lab
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Acc
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on
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Hie
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Tem
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Up
-to
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Ch
ange
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on
Tota
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Sear
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Cal
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dar
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Ava
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Off
-sit
e a
cces
s
Pe
rso
nal
isat
ion
Spe
ed
Mo
bile
acc
ess
Co
rrel
atio
n v
alu
e
Correlation of WIC questions to intranet value
Question categories
Interactivity ContentMaintenance Look and feel Finding information Performance
NoiseSignal
Source: Worldwide Intranet Challenge, 2013, http://www.worldwideintranetchallenge.com/
Is there a «Content Connection»?
26
Content Curation connect different contenttypes
Source: Unknown
27
All Collaboration is equal
28
Collaboration ≠ Collaboration
Team / Project
Defined goal
Definedparticipants
Limited timespan
Community
Topics at the core
Exchange andsharing
Open to «all»
Organisation-wide
Identifyingexpertise
Staying up-to-date & serendipity
Catalyst for theother types
Special
Ideas & Innovation
Jams
Decission Support
Workflows
Cases
Prediction Markets
…
29
Highest value ironically to be found in the not directly goal oriented collaboration types
Source: “The Knowledge-Creating Company” by Ikujiro Nonaka and Hirotaka Takeuchi; Oxford University Press, 1995; ISBN: 978-0195092691Via: “Knowledge Creation and Social Collaboration in the Digital Workplace”, Marc Jadoul, https://www.tallyfox.com/insight/knowledge-creation-and-social-collaboration-digital-
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Any Tool will do
31
If you think, this is already confusing, waituntil you look below the surface …
32Photo credits: Jim Gibbs, «M51 (The Whirlpool Galaxy) and NGC5195», http://www.flickr.com/photos/jrgibbs/8069745330/
Once you look beneaththe surface, it will belike looking at the sky
at night: the longer youlook, the more you see
…
33
Case study: Candidate drop-out in a purelyfunctional approach*
Best Fit for Purpose
Candidates for Proof-of-ConceptVisits, Proof of Concept, Contract
Negotiationsfrom 2-3 to 1
ShortlistDetailed Requirements, Demos, Research
Labfrom 4-8 to 2-3
LonglistPrimary Requirements from 10-15 to 4-8
Total MarketExclusion Criteria, Market Know-
how/Experiencefrom 100+ to 10-15
System Category/iesEvaluation which type(s) of systems is best suited to meet the requirements
3 (Sub)
>100
35
7
2
1
did not meet basic
functional criteria80%
* not recommended under normal circumstances
34
TO SUM UP
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Source: http://www.wallpaperlibrary.net/12261/2013/albert-einstein-wallpapers-quotes/albert-einstein-wallpapers-quotes-2/
36
Thank you !