© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
STRATEGIES FOR INTEGRATING GROUP
SUPPORT TECHNOLOGY INTO GROUP WORK
GroupSystems Worldwide Conference ‘99Building Knowledge-Based Solutions
MODELS FOR DEPLOYING, SUSTAINING AND INSTITUTIONALIZING
COMPUTER-SUPPORTED COLLABORATIONIN ORGANIZATIONS
by Paul Collins
Jordan-Webb - Lincolnwood, IL
QDI Strategies, Inc. - Chicago, IL
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
What we do (Marketing Business)
Strategic Marketing Consulting helping clients develop 20/20 vision for marketing breakthroughs that
require both decision & implementation
Marketing Research using primary and secondary research and analytical techniques to help
clients bring market understanding to marketing decisions
Marketing Breakthroughs / Transformations process - discovery, creation, judgment, commitment decisions - the result of fundamental shifts in the way clients view
themselves, customers, competitors, the marketplace areas - channel strategy/conflict, new market entry, growth potential,
territory analysis, new product development, product commercialization, brand positioning
GroupSystems Worldwide Conference ‘99Building Knowledge-Based Solutions
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
What we do (GroupSystems Business)
Computer-Supported Collaboration Ventana Business Associate since 1992 Deployment Strategy Consulting (Center of Competency) Session Leader Competency (Coaching, Mentoring) Neutral Third Party Facilitators 20 station “LAN in the CAN” Rental Public Marketing & Educational Seminars Market Transformation Seminars
Use GSWIN to support client projects - marketing planning workshops & consumer research focus groups
Midwest Facilitators Network (Chicago-based - Regional Focus) 4 Full-day conferences annually (January, May, August, October)
GroupSystems Worldwide Conference ‘99Building Knowledge-Based Solutions
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
Why we use GroupSystems?
Value to QDI Strategies
It is both a planning tool and a learning tool - helping us learn what we don’t know and re-learn what we already know
It puts us into a new businesses that we might not have entered or might have outsourced
It allows us to place client work teams in a safe place to challenge standard assumptions and disrupt the status quo
It allows us to push client work teams to levels of knowledge, understanding, buy-in and commitment that would be extremely difficult (if not impossible) to reach otherwise
In some cases, it has favorably differentiated us from competitors
GroupSystems Worldwide Conference ‘99Building Knowledge-Based Solutions
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
ABSTRACT
The focus and payback of this session is to have the participants share information and knowledge about GroupSystems deployment from their current and past experiences so that we as a community might better understand how to develop more strategic and organizationally aware approaches to deployment. While this session will highlight some of the author’s observations, discoveries and research concerning the deployment of group support technologies such as GroupSystems (a.k.a. EMS, Electronic Meeting Support) in organizations, the key is the development of a model that contains the experiences and knowledge of the greater community.
The primary objective of this session is to help participants arrive at a basic level of understanding about the factors that might be driving and/or inhibiting acceptance, usage or growth of GroupSystems in their organizations. A secondary session objective is to assist the group in developing a set of strategies that could help them exploit the driving factors and overcome the inhibiting ones.
GroupSystems Worldwide Conference ‘99Building Knowledge-Based Solutions
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
IN A WORLD OF PEOPLE,TECHNOLOGY CAN MAKE
THE DIFFERENCE
GroupSystems Worldwide Conference ‘99Building Knowledge-Based Solutions
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
GroupSystems Worldwide Conference ‘99Group Support Technology - Endangered Species
VanishingGroupSystems Facilities
(Fixed/Portable/Virtual)
VanishingGroupSystems Facilities
(Fixed/Portable/Virtual)
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
GroupSystems Worldwide Conference ‘99Environmental Protection for GroupSupport
Market Transformation& Understanding(Not Better Technology)
Market Transformation& Understanding(Not Better Technology)
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
TECHNOLOGY PRODUCTDEPLOYMENT APPROACH
IMPLEMENTING A GROUPWARE PRODUCT
GroupSystems Worldwide Conference ‘99Building Knowledge-Based Solutions
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
Computer-SupportedSessions
Computer-SupportedSessions
ClientManagement
ClientManagement
Benchmarks &Measures
Benchmarks &Measures
StakeholderManagement
StakeholderManagement
PracticeIntegration
PracticeIntegration
OrganizationCommitment
OrganizationCommitmentOrientationOrientation
Oversight / Supporting Organization(s)
EMSFacility
Marketing(Open House)
DistributedSessions
TechnicalInfrastructure
ProductCertification
FacilitatorTraining
TechnicalSupport
TechnographerTraining
ProcessIntegration
Integration withOther Tools
TECHNOLOGY PRODUCT MODEL - 3*FOR ELECTRONIC MEETING SYSTEMS
ExecutiveSupport
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
Characteristics
Sponsorship, understanding, utilization and endorsement by a Technology-Oriented Organization
Coordination, oversight and management by a Technology-Oriented Organization
Strengths of the Technology-Oriented Organization(s) are a good match with the skills required to manage and support technology and technology products
Services are provided within Technology-Oriented Organization and to narrower segments of greater organization
Utilization is driven by (or limited by) Technology-Oriented organization’s goals & objectives
Partnership with business or people-oriented organization(s) for support in marketing,, training, delivery etc. of service is incidental
Electronic Meeting System tools integrated into specific business processes ad hoc
TECHNOLOGY PRODUCT APPROACHFOR ELECTRONIC MEETING SYSTEMS
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
ENABLING TECHNOLOGYDEPLOYMENT APPROACH
BUILDING ACENTER OF COMPETENCY
GroupSystems Worldwide Conference ‘99Building Knowledge-Based Solutions
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
StakeholderDevelopment & Management
CENTEROF
COMPETENCY
Operational Oversight& Coordination
ExecutiveSupport & Advocacy
Orientation
Fixed/Portable/VirtualFacility
Technical InfrastructureInternal & External
Market Development
Client Development & Management
Technical Support Partnership
Enabling TechnologyProduct Deployment
Integration With OtherApplications / Technologies
Benchmarking & Measurement Session Leader Development
Public Relations &Communication
Process Integration
CENTER OF COMPETENCY MODEL (TOP)*FOR COMPUTER-SUPPORTED COLLABORATION
Practice Integration
Program orProject
Excellence
Program orProject
Excellence
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
Characteristics
Sponsorship, understanding, utilization and endorsement by Executive Management
Oversight and coordination by business or people-oriented organization
Strengths of Oversight Partners (from Organizations) are a good match with the skills required to manage the Center of Competency
Strategic services marketed and delivered to broad segments of the greater organization
Utilization driven by greater organization’s goals & objectives
Planned partnership with technology support organization such as (I/T, I/S, Office Automation, etc.)
Computer-Supported Collaboration positioned as integral support to greater organization’s business practices
CENTER OF COMPETENCY APPROACHFOR COMPUTER-SUPPORTED COLLABORATION
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
STAKEHOLDERDEVELOPMENT
& MANAGEMENT
Resourcesfor Support
Mutual Recognitionof Benefit and Value
Common Interest inSustained Usage
Project & ProgramOwnership
STAKEHOLDER MANAGEMENT MODELFOR COMPUTER-SUPPORTED COLLABORATION
Usage AcrossOrganization Boundaries
Broadly-Based,Joint Oversight
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
Advantages: Shared interest (stake) in success
Multiple channels of support
Leading by example - collaboration (partnering) at higher levels
Direct access to key projects and core processes
Risks of not doing: Duplication of effort or un-coordinated activities
Weak or unclear oversight
Inevitable demise due to loss of champion or key individual
STAKEHOLDER MANAGEMENTFOR COMPUTER-SUPPORTED COLLABORATION
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
MARKETING MODELFOR COMPUTER-SUPPORTED COLLABORATION
INTERNAL& EXTERNALMARKETING
Client EducationEvents
OpportunityAssessment
Client NeedsAnalysis & Assessment
Orientation
Benefit, Cost & ValueAnalysis
Client Development& Management
Benchmarking& Measurement
Public Relations& Communication
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
MARKETINGFOR COMPUTER-SUPPORTED COLLABORATION
Advantages: Stakeholders are also clients
Better understanding of client needs
Insight into client motivation for initial and repeat usage
Discovering unrecognized or unmet client needs or new ways to use
Risks of not doing: Difficult time building extensive client base
Best kept secret in the organization
Not used to resolve most critical problems
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
CLIENT MANAGEMENT MODEL*FOR COMPUTER-SUPPORTED COLLABORATION
CLIENTDEVELOPMENT &
MANAGEMENT
Client Project & Program Issues
Client Process Issues
Client Relationships
Internal & ExternalClients
Practice Integration
Client Expectations
Process Integration
Internal & ExternalMarket Development
Benchmarking& Measurement
StakeholderDevelopment
& Management
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
CLIENT MANAGEMENTFOR COMPUTER-SUPPORTED COLLABORATION
Advantages:– Selling projects & programs instead of sessions
– Managed client relationships
– Exceeding client expectations becomes standard
– Repeat business with repeatable work processes
Risks of not doing:– Incidental client engagements or special events
– Low perception of quality and/or value by client
– Inconsequential repeat business
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
PRACTICE INTEGRATION MODELFOR COMPUTER-SUPPORTED COLLABORATION
PRACTICEINTEGRATION
Client Practice AreaBusiness Area Best Practices
Public Relations& Communication
Integration withOther Applications /
Technologies
Session LeaderDevelopment
Internal & ExternalMarket Development
Process Integration Benchmarking& Measurement
Client Development& Management
Enabling TechnologyDeployment
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
PRACTICE INTEGRATIONFOR COMPUTER-SUPPORTED COLLABORATION
Advantages:– Positioned as strategic business tool
– Accepted and used across practice areas
– Supports organizational goals
Risks of not doing:– Silos of expertise and usage
– Seen as the latest “initiative of the month” (quarter, year, etc.)
– Seen as a solution looking for a problem
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
SYSTEM INTEGRATION MODELFOR COMPUTER-SUPPORTED COLLABORATION
INTEGRATIONWITH
OTHER APPLICATIONS/TECHNOLOGIES
ClientProject Needs
ClientProcess Requirements
Public Relations& Communication
Internal & ExternalMarket Development
Benchmarking& Measurement
Process Integration
Session LeaderDevelopment
Enabling TechnologyDeployment
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
SYSTEM INTEGRATIONFOR COMPUTER-SUPPORTED COLLABORATION
Advantages:– Extends capabilities of use beyond current EMS tool constraints
– Brings focus to future EMS enhancements
– May discover process innovations
Risks of not doing:– Current EMS limitations may be a barrier to client usage
– Failure to exploit technology
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
BENCHMARKING MODELFOR COMPUTER-SUPPORTED COLLABORATION
BENCHMARKING&
MEASUREMENT
Client Project& Program Issues
Client ProcessIssues
Process Integration
Client Development& Management
Internal & ExternalMarket Development
ProcessImprovements
Measures, Benefits,Costs, Values
PracticeIntegration
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
BENCHMARKINGFOR COMPUTER-SUPPORTED COLLABORATION
Advantages:– Understand benefits/values for clients
– Focus on most significant improvements
– Audit trail of process improvements
– Repository of process metrics
Risks of not doing:– Under-charge or over-charge (budget) for services
– Difficult to justify cost of EMS as adding any value
– Cannot demonstrate continuous progress
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
CENTER OF COMPETENCYDEPLOYMENT STRATEGIES
GroupSystems Worldwide Conference ‘99Building Knowledge-Based Solutions
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
Enterprise-Wide Deployment: One or more senior-level executives understand the potential for major
transformation offered by Computer-Supported Collaboration and it is adopted as a major strategy (not initiative) for change.
Staged Deployment: Computer-Supported Collaboration is deployed using a more conservative
approach. Stakeholders identify groups more likely to succeed, then select appropriate projects / sessions for those groups. The scope of deployment throughout the Enterprise may expand as more successful projects / sessions are completed.
Departmental Deployment: Computer-Supported Collaboration is explored as a solution to a particular
localized project / session. Departmental stakeholders may be able to “convert” additional stakeholders at their level but would need to develop substantial Executive support and advocacy for Enterprise-Wide acceptance.
DEPLOYMENT STRATEGIESFOR COMPUTER-SUPPORTED COLLABORATION
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
Experimental Pilot Phase: Low risk pilot projects / sessions confirm that Computer-Supported
Collaboration would be useful under the best possible circumstances.
Expanded Pilot Phase: Pilot projects / sessions involve more complex issues and establish the
organization’s effective use of and commitment to Computer-Supported Collaboration.
Critical Mass Phase: Computer-Supported Collaboration is widely used throughout the organization,
and issues of oversight, infrastructure, accessibility and cross-functional barriers have been resolved.
Transformation Phase: A highly visionary phase, where everyone has access to shared workspace and a
clear sense of purpose. Groups become self-managed and leadership is shared.
DEPLOYMENT PHASESFOR COMPUTER-SUPPORTED COLLABORATION
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
StakeholderDevelopment & Management
CENTEROF
COMPETENCY
Operational Oversight& Coordination
ExecutiveSupport & Advocacy
Orientation
Fixed/Portable/VirtualFacility
Technical InfrastructureInternal & External
Market Development
Client Development & Management
Technical Support Partnership
Enabling TechnologyProduct Deployment
Integration With OtherApplications / Technologies
Benchmarking & Measurement Session Leader Development
Public Relations &Communication
Process Integration
CENTER OF COMPETENCY MODEL (TOP)*FOR COMPUTER-SUPPORTED COLLABORATION
Practice Integration
Program orProject
Excellence
Program orProject
Excellence
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
STAKEHOLDERAUDIENCE
STAKEHOLDERAUDIENCE
STAFFAUDIENCE
STAFFAUDIENCE
EXECUTIVEAUDIENCE
EXECUTIVEAUDIENCE
Client Development& Management
Client Development& Management Practice IntegrationPractice Integration
Public Relations & Communications
Session LeaderDevelopment
Process Integration
Enabling TechnologyDeployment
Fixed/Portable/VirtualFacility
TechnicalInfrastructure
Technical SupportPartnership
Benchmarking& Measurement
Integration with OtherApplications/Technologies
Internal & ExternalMarket Development
Internal & ExternalMarket Development
Orientation
Stakeholder Development& Management
Stakeholder Development& Management
ExecutiveSupport & Advocacy
ExecutiveSupport & Advocacy
CENTER OF COMPETENCY MODEL (SIDE)*FOR COMPUTER-SUPPORTED COLLABORATION
Operational Oversight& Coordination
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
ENTERPRISE-WIDEDEPLOYMENT
STRATEGY
One or more senior-level executives understand the potential for major transformation offered by Computer-Supported Collaboration and it is adopted as a major strategy for change.
GroupSystems Worldwide Conference ‘99Building Knowledge-Based Solutions
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
STAKEHOLDERAUDIENCE
STAFFAUDIENCE
EXECUTIVEAUDIENCE
EXECUTIVEAUDIENCE
Internal & ExternalMarket Development
Internal & ExternalMarket Development
EXECUTIVE AUDIENCE FOCUSFOR ENTERPRISE-WIDE DEPLOYMENT
OrientationOrientation
ExecutiveSupport & Advocacy
ExecutiveSupport & Advocacy
Stakeholder Development& Management
Stakeholder Development& Management
Practice IntegrationPractice Integration
Client Development& Management
Client Development& Management
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
STAKEHOLDERAUDIENCE
STAKEHOLDERAUDIENCE
STAFFAUDIENCE
EXECUTIVEAUDIENCE
Client Development& Management
Client Development& Management
Practice IntegrationPractice Integration
Internal & ExternalMarket Development
Internal & ExternalMarket Development
Stakeholder Development& Management
Stakeholder Development& Management
ExecutiveSupport & Advocacy
ExecutiveSupport & Advocacy
STAKEHOLDER AUDIENCE FOCUSFOR ENTERPRISE-WIDE DEPLOYMENT
OrientationOrientation
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
STAKEHOLDERAUDIENCE
STAFFAUDIENCE
STAFFAUDIENCE
EXECUTIVEAUDIENCE
Practice IntegrationPractice Integration
Internal & ExternalMarket Development
Internal & ExternalMarket Development
Stakeholder Development& Management
Stakeholder Development& Management
ExecutiveSupport & Advocacy
ExecutiveSupport & Advocacy
STAFF AUDIENCE FOCUSFOR ENTERPRISE-WIDE DEPLOYMENT
OrientationOrientation
Client Development& Management
Client Development& Management
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
STAKEHOLDERKEY PROGRAMS, PROJECTS &
CORE PROCESSES
STAKEHOLDERKEY PROGRAMS, PROJECTS &
CORE PROCESSES
STAKEHOLDER PROJECT AREAS - I FOR ENTERPRISE-WIDE DEPLOYMENT
Marketing R & D•Distribution Channel Strategy•Product Positioning
Marketing R & D•Distribution Channel Strategy•Product Positioning
Strategic Planning•SWOT Analysis•Opportunity Assessment
Strategic Planning•SWOT Analysis•Opportunity Assessment
Organization Development•Capability Assessment•Team Development
Organization Development•Capability Assessment•Team Development
Human Resources•Candidate Evaluation•Stress Analysis
Human Resources•Candidate Evaluation•Stress AnalysisRe-engineering
•Process Modeling•Functional Decomposition
Re-engineering•Process Modeling•Functional Decomposition
Manufacturing•Capacity Planning•Production Scheduling
Manufacturing•Capacity Planning•Production Scheduling
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
STAKEHOLDER PROJECT AREAS - II FOR ENTERPRISE-WIDE DEPLOYMENT
Information Technology•Joint Application Design (JAD)•Information Strategy Planning
Information Technology•Joint Application Design (JAD)•Information Strategy Planning
Purchasing•RFP Evaluation•Vendor & Contract Selection
Purchasing•RFP Evaluation•Vendor & Contract Selection
Product R & D•New Product Concepts•Packaging Design
Product R & D•New Product Concepts•Packaging Design
Quality Management•Customer Focus Groups•Product Quality Measurement
Quality Management•Customer Focus Groups•Product Quality MeasurementLogistics/Distribution
•Material & Information Flow•Supply Chain Analysis
Logistics/Distribution•Material & Information Flow•Supply Chain Analysis
Finance•Pre-Approval Audits•Financial Policy Analysis
Finance•Pre-Approval Audits•Financial Policy Analysis STAKEHOLDER
KEY PROGRAMS, PROJECTS &CORE PROCESSES
STAKEHOLDERKEY PROGRAMS, PROJECTS &
CORE PROCESSES
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
STAKEHOLDER PROJECT AREAS - III FOR ENTERPRISE-WIDE DEPLOYMENT
Performance Management•Standards Development•Performance Assessment
Performance Management•Standards Development•Performance Assessment
Training•Needs Analysis & Assessment•Program Evaluation
Training•Needs Analysis & Assessment•Program Evaluation
Ideation/Creativity•“Out-of-the-Box” Thinking•Visioning
Ideation/Creativity•“Out-of-the-Box” Thinking•Visioning
Merger Re-Organization•Resource Re-Alignment•Systems Re-Design
Merger Re-Organization•Resource Re-Alignment•Systems Re-DesignCompetitive Intelligence
•Behavioral Analysis•Environmental Analysis
Competitive Intelligence•Behavioral Analysis•Environmental Analysis
Military•Disinformation Strategy•Operational Needs Analysis
Military•Disinformation Strategy•Operational Needs Analysis STAKEHOLDER
KEY PROGRAMS, PROJECTS &CORE PROCESSES
STAKEHOLDERKEY PROGRAMS, PROJECTS &
CORE PROCESSES
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
STAKEHOLDER PROJECT AREAS - IVFOR ENTERPRISE-WIDE DEPLOYMENT
Conflict Resolution•Problem Identification•Organizational Politics Analysis
Conflict Resolution•Problem Identification•Organizational Politics Analysis
Education•Collaborative Authoring•Distributed Learning
Education•Collaborative Authoring•Distributed Learning
Environmental Impact•Causal Analysis•Community Town Meetings
Environmental Impact•Causal Analysis•Community Town Meetings
Sales Planning•Territory Analysis & Alignment•Customer Profitability
Sales Planning•Territory Analysis & Alignment•Customer ProfitabilityRisk Management
•Strategy Failure Analysis•“OST” Planning
Risk Management•Strategy Failure Analysis•“OST” Planning
Change Management•Organization Climate Analysis•Transition Planning
Change Management•Organization Climate Analysis•Transition Planning STAKEHOLDER
KEY PROGRAMS, PROJECTS &CORE PROCESSES
STAKEHOLDERKEY PROGRAMS, PROJECTS &
CORE PROCESSES
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
END
Paul Collins - Jordan-Webb3700 W Devon Avenue
Suite F
Lincolnwood, IL 60712
Bringing 20/20 Vision to Computer-Supported Collaboration
E-mail: [email protected]
Phone Fax
Jordan-Webb Office: (847) 673-2288 (847) 673-9322
QDI Strategies Office: (312) 739-2020 ext. 231 (312) 739-2017
ENTERPRISE DEPLOYMENT OFCOMPUTER-SUPPORTED COLLABORATION