Management 2.0 : Manage Collaboration inside Enterprise

© IDRH HEC – CESA MGA -

Management 2.0 : HEC – CESA MGA –

IDRH

CESA MGA Management 2.0 : manage collaboration inside enterprise

01/23/10

HEC Jouy en Josas Anthony Poncier



web 2.0 and enterprise

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Web 2.0 is a social eco-system based on tools and usages

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Web 2.0 has triggered enterprise 2.0 organization

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Dynamics:

- Collaboration,

- Communities,

- Openess and sharing,

- Crossing and ascending



Social medias: branding and e-reputation

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Why enterprises use social media

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Source benchmark group october 2009



Web 2.0 : Talk to your client

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Build a community or a social network with your stake holders

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NING



Recruit with social network

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Communicate and change your brand image

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Watch your brand

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Why collaboration inside enterprise ?

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Increase business performance

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« Contribution of the management in XXth century : 50 fold increase in the productivity of

the manual worker in the manufacturing The most important contribution

management needs to make the XXIst century ? Increase identicaly the productivity

of knowledge worker. »

Peter Drucker (Management Challenges of the XXIst century)

“If HP knew what HP knows, we would three time more profitable”

Lew Platt – Former CEO of HP



Managers spend 2h/day searching information

50 % of the information found have no value

59% see no internal information that are useful

53% say they have no value

36% say there is too much, making it difficult to find the right information

From @ceciiil / Accenture : Survey 1000 middle managers US/UK – Jan 2007



The generational fact

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Baby-Boomers (1946/1964)

X Generation (1965/1977)

Y Generation (1978/2000)

Technology

Organisation

Baby-boomers’culture in enterprise : • Hierarchy, procedures, automation of tasks

X generation’s culture in enterprise : •  Process, competencies, pluridisciplinary teams

Y generation’s culture in enterprise : •  Collaboration, network, community

Boomers are retiring : Transfer of skills Gen Y will be the more numerous: New management way



The benefits of increasing collaboration

  Corporate transformation into a collaborative organization contributes to corporate goals : perform better and at lower cost strategy and processes established by the organization

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Open KM Social networking, Emergent collaboration

Knowledge retention, strengthening of weak ties / knowledge sharing, collective intelligence, innovation

Worker efficiancy Complex problems solved by collaboration Improved process

New products and services, Increased profitability, Higher quality work, Higher project efficiency, Higher customer satisfaction, Employee retention

Inspired by Dion Hinchcliffe



Earnings for employees

Learning techniques

Information sharing and collaboration

Problems solved

Development of knowledge

Development of new networks of influence

Worker efficiancy

Personal Saving time

Appetite for risk increased with the support of the community

Reducing isolation

Sense of belonging and moral support

Increased innovation and creativity

Reducing the costs of duplication or repeated errors

Profits

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Grow the collaboration spirit



Are you ready for collaboration

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TO WORK COLLABORATIVELY, WE NEED TO CHANGE CULTURES

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The establishment of collaborative work faces 4 challenges

• Communicate to employees the value the organization places on sharing Organizational

• Create real value for members Community

• Establish a system that facilitates the exchange of information and reflection Technical

• Open to new ideas and maintain its commitment to develop the practice of his community

Personal

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People before SI



The legacy of the twentieth century managerial opposed to collaboration

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Hierarchical Barriers

Functionnal Barriers

Disconnected islands

Source: Martin Roulleaux-Dugage : Gérer la confiance



Many obstacles exist with regard to collaboration

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Obstacles

Behavioral

Unconscious

Tech-adverse

Hostility to new forms of organization

Organizational

Hierarchical structure

Managerial

Lack of management involvement

Lack of formation

No cross-communication

Hardly measurable ROI

Management focuses on the individual and not the group

Technicals

Security risk

Complexity of implementation

Source: Entreprise 2.0 Management et collaboration à l’ère de l’entreprise dynamique



Create new reflexes in the organization

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Individuals • Giving before receiving • Go beyond the contract • Experiment

Groups • Networks • Communities • Collaboration



Succeed in collaboration

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Success factors Seekers Contributors

Awareness How to find the right person ?

How to introduce myself ?

Connection Does this person will help me ?

How best sharing my expertise ?

Motivation Do I want to work with this person?

Do I want to collaborate with this person?

Needs Do I have the tools to collaborate effectively?

Process Do I know how to collaborate ?

Based on a slide by IBM



Enable collaboration

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To b

e w

illin

g to

coo

pera

te

Establish a culture that promotes collaborative

To le

arn

to c

oope

rate

Collaborative management to train and develop the organization to implement this culture

To b

e ab

le to

coo

pera

te

Benefit from technical, human and financial resources to sustain this culture



Management 2.0

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• Active listening • Trust • Bi-lateral appraisal

Community Management

• Respect the authorship of an achievement

• Allow the author to defend it

Creative commons • Training our staff

• Let them self-forming

• Recruit a potential, not an experience

Beta

• Integrate atypical profiles

• Enable them to be atypical

Long tail • I am the sum of individuals

• Monitor performance, not people

Wisdom of crowd

Inspired by Sandrine Szabo in Paris 2.0



Create collective intelligence

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Source: Olivier Zara : Management de l’intelligence collective



Making choices based on impact and urgency

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Collegiate Collective

Collegiate Individual

Urgent Important/ Complex

Strong impact

Weak impact Source: Olivier Zara : Management de l’intelligence collective



What about COLLABORATIVE TOOLS?

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Changing the culture of the organization

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FromPCtoonline Frommailtoshare

Changemanagement



Maturation of enterprises for collaborative technologies Technologies=culture

• Individual work • Closed personal

space

Desktop

• Group input • Connection

between closed personal spaces

Mail • Shared spaces • Individual

publishing

Groupware

• Shared spaces • Group editing • Collective

ownership

Wiki

• Open space • Individual

publishing

Blog • Open space • Group editing • Find experts

Social networking

Inspired: Nathan Wallace, http://www.e-gineer.com



Collaborative tools to support a global and dynamic partitioning off

Meet the needs of employees

Facilitate access and sharing of

information

Make a maximum

contribution of actors

(desynchronization)

Connecting collaborators

The commitment of each

Develop its expertise and

its own network

Become a driving force

in the dynamics of

project

Contribute to the project

« at their own pace »



CONCLUSION

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Incontournables laws of collaboration

  Collaborative work in a company is based on a vision to make sense

  Collaboration is based on voluntary and can not be an obligation

  We share our knowledge when we know that our work is recognized and appreciated by others

  The added value of collaboration must be demonstrated quickly

  It’s not just about exchange, but having the right information at right time

  Business networks (formal and informal) are one of the main responses to the collaboration. It is not just finding the right document, but also find the expert who will answer

  Tools (wiki, blog, forum, rss) each have a role, but it is their practices which are crucial



Don’t be afraid

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News Briefing

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Thank you!

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