Creating a Collaborative Enterprise

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Great changes are occurring throughout organizations worldwide. New and rapidly evolving web 2.0 networking technologies promise the next generation advances in information technology and business …

Great changes are occurring throughout organizations worldwide. New and rapidly evolving web 2.0 networking technologies promise the next generation advances in information technology and business capabilities. An increase array of multimedia communications technologies such as virtual workspaces, social networking tools, web conferencing applications, text messaging, internet phone services, and as if you are there video meetings are creating new possibilities for organizations to more quickly and effectively connect people.

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  • 1. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco FrameworkCreating a Collaborative Enterprise A Guide to Accelerating Business Value with a Collaboration Framework
  • 2. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework <  >Foreword Businesses are increasingly under pressure to find new ways to increase productivity and stay ahead of the competition. At Cisco, we have identified collaboration - and social networking in the enterprise - as the next phase of the Internet that will increase productivity, innovation, and growth. To date, we have seen a 900 percent return on our investment in collaboration solutions, but we believe that there is much more to come. During the past 8 years, Cisco has been We hope that the Cisco® Collaboration incorporating collaboration into the way we Framework, contained herein, will provide do business. First at the executive level and you with guidance about how to approach now, as the network has enabled even greater collaboration in your own organization and that collaboration regardless of hierarchy or it will help you accelerate and attain greater geography, we are extending collaboration to business value and results. every employee across the globe. What we In an affirmation of collaboration at work, the have discovered is that using a framework development of this framework included that couples people, process, and technology contributions from many thought leaders, together allows us to reap greater business including members of the Collaboration benefits in a shorter amount of time than if we Consortium, an international group of had approached this process without a vision private- and public-sector organizations that and a plan to guide us. > ContinuedCreating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 3. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework <  >Foreword have prioritized efforts focused on collaboration. Global Supply Chain Management, Human This consortium is now using the Cisco Resources, Internet Business Solutions Group, Collaboration Framework as the foundation IT, Marketing, Operations, Processes and for its industrywide collaboration reference Systems, and Sales—for their keen insights and model. In addition, Francois Joanette, managing contributions. partner of SBT Advisors and an expert on Our hope is that our collective work in this using collaboration to increase business value, guide will help you create your own provided content and clarity to this work. collaboration framework and inspire you to new Special thanks also go to the cross-functional ways of thinking about collaboration in your review team—which included members from own business. Cisco Corporate Communications, Corporate Positioning, Customer Advocacy, Engineering, Gary Bridge, Senior Vice President, Randy Pond, Executive Vice President, Internet Business Solutions Group Operations, Process and Systems Blair Christie, Senior Vice President, Ron Ricci, Vice President, Corporate Communications Corporate PositioningCreating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 4. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework <  >Contents Foreword 2 Cisco on Cisco: Lessons in Organizational Collaboration 47 Executive Overview 5 Cisco on Cisco: Implementing Collaboration Introduction 6 in Cisco’s Global Supply Chain 47 Why Is Collaboration So Important? 7 Cisco on Cisco: Cisco Creates an Executive Collaboration Process 50 Overview: The Cisco Collaboration Framework 10 Cisco on Cisco: Watch Your Language— How Was the Collaboration Do Not Overlook the Basics 52 Framework Validated? 12 Cisco on Cisco: Creating Collaborative Implementing the Cisco Collaboration Behavioral Changes 53 Framework 15 Cisco on Cisco: Transformational Changes Components of Collaboration 15 Through Web 2.0 56 Developing the Components of Collaboration 19 Guiding Your Organization Through the Three Phases of Collaboration 26 The Investigative Phase 26 The Performance Phase 31 The Transformation Phase 36 How to Begin 38Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 5. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework <  >Executive “A great wind is blowing and that gives you eitherOverview imagination or a headache.” Catherine the Great management is the most effective way to create the organizational changes necessary to take best advantage of advances in technology. With this philosophy in mind, Cisco has developed the Cisco® Collaboration Framework. Guided by the best practices of this framework, Cisco saved US$691 million and increased productivity 4.9 percent in fiscal year 2008. The Cisco Collaboration Framework provides New networking technologies are offering a clear evolutionary path and a portfolio of organizations far greater freedom as to when, structured methodologies that organizations where, and how they collaborate. Is your can use to improve the way that information company ready to take advantage of these and expertise is shared among employees, major communications innovations? partners, and their communities. By following the collaboration framework, enterprises can Investments in information technology help strategically harness a rapidly expanding organizations change the way they can do array of Web 2.0 and social networking business. But technology cannot change technologies, in the process dramatically old habits. Time and time again, Cisco has improving their operations and potentially found that leadership coupled with strategic transforming their business.Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 6. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework <  >IntroductionWhy Is CollaborationSo Important?Overview: TheCisco CollaborationFrameworkHow Was theCollaborationFramework Validated? Great changes are now occurring throughout organizations worldwide. New and rapidly evolving Web 2.0 networking technologies promise the next great advances in information technology and business capabilities. An increasing array of multimedia communications technologies such as virtual workspaces, social networking tools, web conferencing applications, text messaging, Internet phone services, and as-if-you-are-there video meetings are creating new possibilities for organizations to more quickly and effectively connect people, information, and knowledge communities. As with other pivotal developments in the edge by making profound improvements in evolution of information technology, such their operations. as database software, email, and enterprise Cisco, for example, saved US$691 million and resource planning (ERP) systems, organizations increased productivity 4.9 percent in fiscal that are first to figure out the best ways to use year 2008 by using collaboration and Web 2.0 these new technologies can gain a competitive > ContinuedCreating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 7. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework <  >Introduction technologies. The technology investments, the benefits of the full potential of these which cost US$81 million to deploy, provided a technologies while leaving companies 900 percent return on investment (ROI). dangerously exposed to damage from uncontrolled content and haphazard processes. More importantly, organizations need to make use of new collaboration possibilities or face a significant competitive disadvantage.Why Is CollaborationSo Important? Companies that successfully adopt new collaborative processes will be able to moveOverview: TheCisco Collaboration faster, make better decisions, draw fromFramework a deeper base of information, and moreHow Was the effectively operate across time and distanceCollaboration barriers. As is always the case in business,Framework Validated? either you pull ahead or the competition will. To be sure, new Web 2.0 collaborative technologies will be difficult to ignore. Why Is Collaboration So Important? Younger employees—especially Generation Collaboration is the act of people working Y, employees now in their twenties—and together to reach a common goal. It involves other early adopters are now bringing these getting the right information to the right people networking tools into the workplace—whether at the right time to make the right decision. Such the IT manager or the CEO wants them there well-informed and speedy decisions in turn help or not. In any case, businesses will need to organizations get work done. develop a concerted strategy to proactively But collaboration is much more than manage these technologies and, ideally, communication. It is the way that all the people develop organizational capabilities to take in an enterprise function together. Better best advantage of them. A noninterventionist collaboration means better business operations. management approach will fail to gain > ContinuedCreating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 8. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework <  >Introduction By improving these capabilities with improved Now, however, new collaboration technologies collaboration, organizations can increase the can help organizations share information scale and capacity of their processes and and expertise in ways that simply have not develop new ways of doing business. Good been possible. Much the way that databases collaborative information sharing and decision revolutionized sales and marketing efforts, email making lead to better business results by transformed communications, or ERP systems reducing manufacturing costs, stimulatingWhy Is Collaboration innovation, speeding time-to-market, improvingSo Important? product and service quality, and opening newOverview: The business opportunities.Cisco CollaborationFramework Certainly, collaboration has always beenHow Was the fundamental to business. After all, humansCollaboration are highly social animals, and by interactingFramework Validated? with each other, we gain important information. But new pressures on businesses are making collaboration more important than ever. In addition to economic conditions that are remade corporate operations, new networked requiring even more cost-efficient operations, collaboration technologies promise to radically several long-term trends, including information improve the way that people interact and share overload (from email and its ilk), globalization, information. and partnering (through increased outsourcing Unlike past IT advances, however, collaboration and virtual companies), have put collaboration in technologies provide a way for organizations to the spotlight. In all these cases, various barriers increase their access to the latent knowledge (organizational, physical, and psychological) “stored” within employees, partners, customers, inhibit the optimum exchange of information to and even the broader public (which might make decisions and get work done. harbor unknown experts with special insight). > ContinuedCreating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 9. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework <  >Introduction It is this human element that makes Web 2.0 and social networking tools different from information technology improvements of the past. The tacit knowledge in a person’s mind is much harder to capture and codify. It is complex, rapidly changing, and often a bit messy. New collaborative communicationsWhy Is Collaboration tools, including blogs, virtual workspaces, wikis,So Important? desktop video, telepresence conferences, webOverview: The conferencing, presence communications, andCisco CollaborationFramework instant messaging, offer new ways to tap such crucial information.How Was theCollaboration But using these new tools to create a moreFramework Validated? collaborative enterprise is not an easy task. Deploying the technology is only one part of the process. Moving from experimental, impromptu use of social networking capabilities to strategic, companywide implementation requires close attention to cultural and procedural changes throughout an organization. > ContinuedCreating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 10. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework < 10 >Introduction Overview: The Cisco Collaboration can use to improve the way that information Framework and expertise is shared among employees, How can an organization best harness customers and partners. the disparate concepts and technologies By following the framework’s business of new collaborative Web 2.0 advances? management guidance, enterprises can Certainly, new technologies can hurt as well strategically harness the expanding array of as help an organization. ERP systems, while Web 2.0 and social networking technologiesWhy Is Collaboration now a foundational element for most large ¬and in the process dramatically improve theirSo Important? companies, proved daunting and disruptive operations and transform the way they doOverview: TheCisco Collaboration as organizations struggled to adapt to the business.Framework new business processes these technologies The collaboration framework provides a guide toHow Was the required. Indeed, new technologies on their ownCollaboration establishing collaboration in your organization can do little to improve a company. SignificantFramework Validated? based on your enterprise’s unique business and new technologies require commensurate operational models. The framework focuses on organizational changes. how organizations should manage their people, As Cisco has seen time after time, an processes, and technology to advance their organization needs to focus as much on collaborative capabilities through three phases change management efforts for its people of development: investigative, performance, and its processes as it does on technology. and transformation. As an organization moves The more all three work in concert, the more through these phases, it gains increasingly an organization will reap rewards from its greater value from collaboration. investments in new technologies. To gain the most benefit from investments To help businesses and other enterprises in in collaborative tools, organizational leaders this effort, Cisco has developed the Cisco must make cultural, management, and process Collaboration Framework. The framework details changes a priority. Without such behavioral a clear evolutionary path and a portfolio of and procedural initiatives, new collaborative structured methodologies that organizations > ContinuedCreating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 11. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework < 11 >Introduction technologies will offer only limited benefits, If employees do not actively use the tools, then but if carried out well, implementation of these technologies will fail to gain the critical these new technologies has the potential to mass so important to making the best possible transform an organization and bring exceptional connections with people and information. new operational efficiencies and business But such impromptu use only goes so far. opportunities. Critically, the collaboration framework provides guidance to help organizations get beyondWhy Is CollaborationSo Important? a tactical, fragmented approach to a truly strategic approach to collaboration that can beOverview: TheCisco Collaboration implemented throughout the entire organization.Framework While the trigger for all this collaborativeHow Was the change is clearly networking technology,Collaboration comprehensive enterprise collaboration willFramework Validated? struggle if it remains an IT-only initiative. In its own experience, Cisco has seen repeatedly how important it is for IT advancements to progress in concert with The Cisco Collaboration Framework’s build- changes in real-world processes and behaviors. as-you-go model provides guidance for This view requires radically different thinking organizations at any point of development. The and behavior from an organization’s strategic focus is on taking advantage of the uses that leadership and operational management. New are most likely springing up in your organization habits need to be formed, new technologies (likely perpetrated by your younger, Generation scaled, and new processes invented. The Cisco Y employees). Such unprompted use is a great Collaboration Framework provides the guidance thing. Enthusiastic, motivated interest in new to make these necessary changes. collaboration tools is perhaps the most crucial > Continued element to the success of collaborative efforts.Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 12. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework < 1 >Introduction How Was the Collaboration Framework Cisco is now using the principles of the Validated? framework to transform its own operations. As To develop effective methods and best one of the most successful corporations of its practices for addressing the complex generation, the networking equipment maker challenges of building new collaborative has grown rapidly in the past decade while capabilities within organizations, Cisco expanding across an ever-greater breadth Systems and SBT Advisors, a New York–basedWhy Is Collaboration consulting group specializing in collaboration,So Important? established the Collaboration ConsortiumOverview: TheCisco Collaboration in July 2008. This forum is composed ofFramework an international group of private and publicHow Was the organizations that are focusing on collaborationCollaboration as a way to improve and transform theirFramework Validated? businesses. The member organizations have been regularly discussing their ongoing insights into collaboration, with the goal of developing a and variety of geographical and technological business management model applicable to any markets. The new scale and complexities type of organization. Consortium members have of Cisco’s business, however, have posed adopted the Cisco Collaboration Framework increasing challenges to the company. as the foundation for this model. Consortium members are now testing the framework’s Cisco has a long history of using Internet methodology in their own organizations as they technologies to improve business performance. develop additional insights into collaboration. Beginning in 1995, the company implemented a series of Web 1.0 solutions that led first to The collaboration framework is also based on automated, paperless transactions and then Cisco’s own lessons learned and best practices > Continued for establishing a collaborative environment.Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 13. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework < 1 >Introduction to information exchanges through electronic to increase profit margin by $142 million, and interactions. Cisco’s investments in a broad to generate time savings for employees worth range of these Web 1.0 technologies now US$380 million. The total cost to achieve these account for US$3.7 billion in cumulative savings. benefits was just $82 million, resulting in overall net savings of $691 million. Cisco is now focused on the next era of the Figure 1. Cisco’s Productivity Journey Internet, in which Web 2.0 and social networking technologies are making it possible to link Web 1.0 Web 2.0Why Is Collaboration 5So Important? employees, customers, and partners in entirely Web 2.0 Collaboration Solutions: new ways. Just as when organizations evolved 4 $691MOverview: The Benefits ($B /Yr.)Cisco Collaboration from paper-based transactions to electronic- 3 Web 1.0Framework based transactions more than a decade ago, 2 Internet Solutions: $3.7BHow Was the Cisco sees a major transformation ahead. Cisco 1Collaboration believes that collaboration is the “next big 0Framework Validated? Information Transformation Interactions Collaboration thing” that will transform commerce, enabling FY95 Source: Cisco IBSG, 2009 FY00 FY05 FY08 increased business agility and exceptional Enlarge Reduce levels of productivity. Cisco is already benefiting from this second As one of the world’s largest functional wave of technological innovation. In fiscal organizations, improving collaboration across year 2008, the company’s Web 2.0–based Cisco’s now $40 billion business is vital to benefits accrued in three areas: cost reduction, the company’s continued success. Unlike increased margin through revenue acceleration, some corporations, Cisco has one primary and time savings. operations organization for the vast majority of the company, with few divisions or large Specifically, research from the Cisco Internet subsidiaries. Everything must work together as Business Solutions Group (IBSG) shows that one. The more transparently that happens, the in fiscal year 2008 Cisco used collaboration more productively Cisco’s 60,000 employees technologies to reduce costs by $251 million, > ContinuedCreating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 14. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework < 1 >Introduction will be. For the company, that means greater speed, agility, and quality when anticipating and responding to an ever-shifting competitive and technological landscape. Though these are still early days for Web 2.0 and social networking, Cisco and other companies are finding the collaborationWhy Is CollaborationSo Important? framework an effective roadmap for guiding organizations toward better and more effectiveOverview: TheCisco Collaboration collaboration.FrameworkHow Was theCollaborationFramework Validated?Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 15. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework < 1 >Implementingthe CiscoCollaborationFrameworkComponents ofCollaborationDeveloping the People Components of CollaborationComponentsof Collaboration To efficiently and effectively move through the Also described as the cultural aspect ofGuiding Your investigative, performance, and transformation collaboration, the people component of theOrganization Through phases of collaboration, organizations must Cisco Collaboration Framework focuses on waysthe Three Phases of carefully cultivate the three components to influence people’s attitudes and collaborativeCollaboration of collaboration: people, processes, and behaviors: what people believe, how theyThe InvestigativePhase technology. feel about something, and what they think is Figure 2. Components of Collaboration proper behavior. Main areas of focus includeThe PerformancePhase leadership expectations, management practices,The Transformation performance measurements, incentives andPhase People rewards, role models, and hiring policies.How to Begin New behavioral expectations need to be clearly defined, developed, and incorporated into an organization’s culture. Leadership and management systems need to align with new Process Technology > Continued Enlarge ReduceCreating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 16. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework < 1 >Implementing collaboration efforts for the proper behavior • Management and execution principlesthe Cisco expectations to be set, operationalized, • Employee and workspace policiesCollaboration and measured (that is, made accountable). Companies can influence the cultural aspects of • Collaboration readiness benchmarking andFramework collaboration through such management tools as: progress tracking • Company, management and individual • Role models, especially ones from the performance metrics executive levelComponents of > ContinuedCollaboration • Leadership values and competenciesDeveloping theComponentsof CollaborationGuiding Your Cisco on Cisco If you want to collaborate effectively, everyoneOrganization Through Watch Your Language: Do Not has to be speaking the same language. Newthe Three Phases of Web 2.0 collaboration tools enable better Overlook the Basics communications options for widely dispersedCollaboration teams—and thesecapabilities make the basics ofThe Investigative communications even more important. C-Change,Phase Cisco’sexecutive collaboration process, addressesThe Performance these challenges by prescribing steps to establishPhase group “norms,”which offer a common social foundation for virtual, global teams.The Transformation > Read MorePhaseHow to BeginCreating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 17. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework < 1 >Implementing Processes • Support servicesthe Cisco Process changes are changes in the way • Leadership and management developmentCollaboration you get your work done. Processes include processesFramework governance, decision making, skills cultivation, • Data sharing policies and practices funding, and operational logistics, with a strong emphasis on review-and-improve cycles. • Internal change management consulting Collaborative processes are the institutional (collaboration experts)Components of support structures necessary for helpingCollaboration • Systems of accountability and management people implement collaboration.Developing the for group performanceComponents The unit of performance shifts from individualof Collaboration to group or team in a collaborative setting. AnGuiding Your organization that uses collaboration well needsOrganization Throughthe Three Phases of to understand that the traditional systems ofCollaboration performance will not work effectively (thatThe Investigative is, individual systems produce competition,Phase whereas team systems produce collaboration).The Performance Management models (or human resourcesPhase [HR] systems) need to change to reward andThe Transformation recognize the right behaviors.Phase To adjust processes to best supportHow to Begin collaboration, organizations need to Technology develop business and management models encompassing: There are many types of collaborative applications—and there will be many more. • Staffing Wikis, blogs, virtual workspaces, video • Priority setting and funding > ContinuedCreating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 18. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework < 1 >Implementing presentations, instant messaging, social Organizations can build efficiency intothe Cisco networking sites, web conferencing, and collaborative tool development by findingCollaboration Twitter are just a start. With this in mind, chief replicable models, such as “virtual expert”Framework information officers (CIOs) need to build a or “virtual teaming” modules that can be foundation to support those applications. repurposed for a wide range of business scenarios. These kinds of models focus on the The range of collaborative possibilities will type of interaction rather than the business be limited by the network’s infrastructure. AComponents of model or operational function. Cisco estimatesCollaboration collaborative network infrastructure should be that up to 80 percent of all collaboration able to carry a host of multimedia services withDeveloping the processes can be addressed by replicable tools.Components quality-of-service (QoS) capabilities, especiallyof Collaboration for video and audio traffic. Also, organizations need to look at waysGuiding Your to integrate packages of tools into a singleOrganization Through Networks ideally should support: collaborative environment, such as pullingthe Three Phases of • Voice over IP (VoIP) to provide fully integrated desktop sharing, video sharing, wikis, blogs, andCollaboration teleconferencing capabilities with multimedia forums onto a single intranet portal. Importantly,The InvestigativePhase web applications these tools, while standardized, should alsoThe Performance • Video capabilities, especially to facilitate provide individuals with personalization optionsPhase collaboration among remote employees to best support their unique needs.The Transformation For managing information, organizationsPhase • High-fidelity communications, which enhance the effectiveness of many collaboration tools will benefit from intranet search, tagging,How to Begin and aggregation capabilities that can be • Easy-to-use, dependable tools readily continuously refined and adapted to deliver the available through the corporate network most relevant information to a given population • Integration with internal systems for of users. > Continued supporting existing business processes, such as inventory management, sales, and manufacturingCreating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 19. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework < 1 >Implementing Note: It is no accident that people and processes are virtue. As Cisco has seen, just when you thinkthe Cisco listed before technology as framework components. a change management initiative will never takeCollaboration People and process concepts blend fluidly. They both hold, momentum passes the tipping point, andFramework combine to create behavioral changes that lead to widespread adoption occurs. operational improvements in an organization. While To keep an organization on course as it strives technology is the crucial catalyst for enabling improved to improve its collaborative capabilities, the collaborative activities, the success of such efforts hinges organization needs to develop a collaborationComponents of on the behavioral changes that must take place throughCollaboration vision and strategy. Only by carefully developing leadership, people, and processes. a vision and strategy will an organization knowDeveloping theComponents Developing the Components when and how to best develop these crucialof Collaboration components. By making a careful assessment, of CollaborationGuiding Your an enterprise also will know much more about The components of collaboration take timeOrganization Through the kind of work it needs to do.the Three Phases of to mature in an organization. They require a > ContinuedCollaboration sustained effort, and patience is the proverbialThe InvestigativePhaseThe Performance Cisco on Cisco Cisco has spent the past 8 years moving from aPhase command-and-control operation dominated by Cisco Creates an Executive competing departments to a widely cross-functionalThe Transformation Collaboration Process company that uses collaborative councils, boardsPhase and working groups. These senior leadership teamsHow to Begin facilitate executive decision-making, create cross- functional alignment, and guide business initiatives. Cisco documented what works in these councils and boards and, through it’s C-Change guide, offers insights on how new teams can collaborate more effectively. > Read MoreCreating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 20. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework < 20 >Implementing Creating Your Collaboration Vision Finding Your Collaboration Impact Zonesthe Cisco and Strategy Collaboration “impact zones” are the buildingCollaboration To successfully develop the people, processes, blocks of the Cisco Collaboration Framework.Framework and technology capabilities necessary for new Collaboration zones are the highest-intensity forms of collaboration, an organization must intersections of interactions, information, and carefully align its new collaboration efforts expertise in your organizational ecosystem with its business goals. By establishing a clear (employees, partners, customers, etc.). TheseComponents of 3- to 5-year vision for its collaboration efforts are the high-value areas that, if improvedCollaboration and explicit 1- to 2-year plans for its strategy, through better collaboration, can most improveDeveloping the an organization will be able to successfully your organization’s business and managementComponentsof Collaboration identify, prioritize, and sequence the initiatives processes.Guiding Your necessary for establishing new business and Figure 3. Collaboration Impact ZoneOrganization Through management processes.the Three Phases of ExpertiseCollaboration Some of the questions to ask include:The Investigative • How do you want the organization to changePhase in the next 3 to 5 years?The PerformancePhase • What does the organization need to do to Collaboration ImpactThe Transformation get there? ZonePhase Information Interactions • What role can collaboration play in achievingHow to Begin additional levels of process performance? Enlarge Reduce • What sequence of activities is needed to build the necessary collaborative An organization’s deployment strategy for capabilities? collaboration is based on prioritizing and sequencing the rollout of the people, processes, To answers these questions, organizations need and technologies necessary for improving to identify their collaboration impact zones. > ContinuedCreating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 21. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework < 1 >Implementing the exchange of information and expertise in quality of the information people canthe Cisco these communications crossroads. It is at these access? Is it difficult to discern or highlyCollaboration intersections that Web 2.0 and social networking usable? Is it inspiring or dull? Timely, high-Framework collaboration tools can help most. quality information can help employees interpret, understand, learn, and contribute Organizations need to consider four dimensions to better ways of doing business. Is this of interaction when assessing impact zones: information being provided in the best reach, richness, openness, and speed. TheseComponents of virtual environment? What is most effective:Collaboration dimensions define the scope of collaboration text, graphics, or video in synchronous or for a given activity and places where anDeveloping the asynchronous communications?Components organization may need to make improvement.of Collaboration • Openness: An open environment enables • Reach: Reach is the capability to identify,Guiding Your individuals, teams, and organizations toOrganization Through access, and employ internal and external have visibility into and the capability tothe Three Phases of resources at the right time to influenceCollaboration easily contribute to the results of a work better business results. How extensive and effort. How easily can others join yourThe Investigative exhaustive are your knowledge networks inPhase collaborative groups? Would a group benefit the impact zone? Are you reaching the bestThe Performance from more outsiders? Are employees, experts (even those you do not know about)Phase suppliers, customers, academics, interests from inside and outside the organization?The Transformation groups, and the general public even aware Are you reaching the knowledge of outsiders,Phase of what groups they can join? Can they such as various employee groups, suppliers,How to Begin easily contribute to these groups? Are you customers, and public communities? accessing the “wisdom of the crowd?” Can • Richness: Richness refers to the capability your collaborative environments operate to effectively and efficiently foster the across the corporate firewall so outsiders can development and communication of new join easily? How do you manage boundaries ideas, concepts, and strategies to make of confidentiality? > Continued decisions and take actions. What is theCreating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 22. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework <  >Implementing • Speed: The speed dimension looks at how But to prioritize further, organizations mustthe Cisco new collaboration processes can increase determine how improved tacit informationCollaboration the speed at which organizations can get exchange in these impact zones can changeFramework things done and respond to changes. Where their business operations. Perhaps a company can time be saved? Do people know where can gain the greatest return on efforts by information is and who the experts are? If so, addressing just a few of the impact zones. is the speed at which people can access that Perhaps efforts need to be cross-functional orComponents of information causing problems? Is information focused on various bottlenecks.Collaboration not being used because it takes too long toDeveloping the find? Does it take a long time for customers,Componentsof Collaboration suppliers, vendors, and customers to reach necessary information? Does it take aGuiding YourOrganization Through long time for your organization to accessthe Three Phases of information and collaborate with customers,Collaboration supplies, and vendors?The InvestigativePhase Much of the work in collaboration zonesThe Performance focuses on improving these four dimensionsPhase to make tacit knowledge more accessible.The Transformation According to Wikipedia, “tacit knowledge is not To assess the most important collaborationPhase easily shared. With tacit knowledge, people impact zones:How to Begin are not often aware of the knowledge they possess or how it can be valuable to others. • Identify the primary and secondary Tacit knowledge is considered more valuable processes that directly bear on the success because it provides context for people, places, of your strategic initiatives ideas, and experiences. Effective transfer of • Identify and survey or interview the tacit knowledge generally requires extensive individuals who are part of those processes to personal contact and trust.” understand what is being produced and how > ContinuedCreating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 23. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework <  >Implementing it relates to the final deliverable of the process messaging, scheduled meetings, impromptuthe Cisco (be sure to include not just those individuals meetings, etc.)?Collaboration who are part of the formal process, but also • With whom do your constituents interact?Framework the people with knowledge and influence When do they interact? Why do they interact? to help ensure that you identify as many What role does that interaction plays in connections and interactions as possible) achieving strategic goals? • Identify the challenges and problem areas inComponents of • What information or content is used duringCollaboration the existing processes these interactions and what form does thatDeveloping the • Identify where and how your organization can information or content take (slides, videos,Components promote additional levels of performance documents, email, etc.)?of Collaboration by adding people, process, and technologyGuiding Your • What subject-matter experts are involved in components to enable more reach, richness,Organization Through the process? Who are they, and when are theythe Three Phases of and openness used in the process?Collaboration • Identify any elements of reach, richness, andThe Investigative • What are you trying to accomplish?Phase openness that may need to be fine-tuned to gain additional collaboration and business Assessing Your Collaboration ReadinessThe PerformancePhase performance After an organization has established its visionThe Transformation and strategy for using collaboration to help When assessing and prioritizing collaborationPhase address its business goals, it needs to focus impact zones, the questions you should askHow to Begin on building collaborative capabilities. Vision, include: strategy, and the particular characteristics of an • What interactions are your target constituents organization’s collaboration impact zones will (employees, partners, customers, etc.) determine when, where, and how it will prioritize undertaking and what form do these and sequence the development efforts of its interactions take (email, phone, instant people, processes, and technology. > ContinuedCreating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 24. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework <  >Implementing However, an organization first needs to adopts new Web 2.0 communications tools,the Cisco find out where it is relative to collaboration and how other age groups respond to theseCollaboration adoption before it can start developing its technologies. While books are being filled onFramework collaborative framework. Organizations vary what Generation Y means to corporations, this widely in their collaborative cultures and is a crucial constituency for any organization technology environments, and attitudes toward to carefully consider when building their collaboration can vary widely within individual collaboration capabilities. For this group, WebComponents of departments of a larger organization: The 2.0 and social networking tools appear to beCollaboration human resources department may prefer to what a personal computer was to workers in theDeveloping the be left alone, while the marketing folks love late 1980s. Though organizations must considerComponentsof Collaboration to chat. Or compensation structures may their entire employee population while keeping discourage sales representatives from sharing their strategic collaborative goals in mind, theyGuiding YourOrganization Through their customer and market data with some should pay close attention to their youngestthe Three Phases of colleagues. People can be covetous of their members—they may have some very goodCollaboration knowledge. Knowledge is power, and it can be a ideas.The Investigative difficult for people to share such power.Phase To help in assessing collaboration readiness,The Performance Some employees only need to be pointed in organization can tap a range of new socialPhase the right direction, and they will start proactively mapping techniques and tools to identifyThe Transformation figuring out the best ways to make the most of where they have strong collaboration hubs andPhase new Web 2.0 capabilities. Other employees may where they have voids. With this informationHow to Begin be resistant or, at least, less than enthusiastic, in hand, organizations can then systematically about adopting new collaborative processes operationalize collaboration. and tools. Also, organizations need to take an inventory For example, at Cisco, managers can see of their physical collaboration environments. distinct differences between how its younger What technologies are already in place? What workers—the Generation Y workforce— > ContinuedCreating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 25. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework <  >Implementing is the network’s bandwidth and what tools are from headquarters? Do partners have thethe Cisco available to employees, partners, and others necessary IT environments to participate inCollaboration in the enterprise ecosystem? How do these new collaboration initiatives? Answers to theseFramework physical environments differ depending on and other environmental questions will help location? Do telecommuting employees have organizations assess the practical limits on the the same capabilities as employees working new collaborative tools that they adopt. > ContinuedComponents ofCollaborationDeveloping the Overview: The Three Phases of CollaborationComponents To capture the full value of collaboration, every organization (or group within an organization) will go throughof Collaboration each evolutionary phase of collaboration, though the pace will depend on business priorities and collaborationGuiding Your readiness.Organization Through • Investigative phase: The investigative phase involves learning and preparing. This phase is marked bythe Three Phases of spontaneous use of various Web 2.0 tools to help individual’s increase productivity with discrete tasks. WhileCollaboration the investigative phase provides limited benefits for improving broader business operations, it forms the crucialThe Investigative groundwork for more extensive collaboration efforts.Phase • Performance phase: To achieve organizationwide benefits from new Web 2.0 collaboration tools, organizationsThe Performance must make a big shift to the performance phase. In this pivotal phase, organizations move from segmentedPhase collaboration efforts to carefully organized, supported, and broader adoption of collaboration that improves major business processes. In the performance phase, organizations must turn from strictly organic andThe Transformation opportunistic efforts to a more structured and prescriptive approach to development of collaborationPhase capabilities. Focus must shift from the technology aspects of collaboration to the people and processHow to Begin components of change management. Awareness and educational campaigns, for example, play important roles. • Transformation phase: The ultimate goal of Web 2.0 collaboration is the transformation phase. In this phase, building on the capabilities developed in the previous two phases, organizations can do things that were previously impossible. Such changes can include reaching new markets, accessing new types of information, and implementing new business processes that were previously too costly or onerous. Such transformational changes are becoming increasingly important as commerce becomes more global and boundaries between organizations become more fluid as enterprises more closely coordinate activities with external supplies, partners, and customers. > Read MoreCreating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 26. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework <  >Implementing Guiding Your Organization Through time to maintain momentum and increase thethe Cisco the Three Phases of Collaboration ROI from your collaboration efforts.Collaboration The three components of collaboration Figure 4. Three Phases of CollaborationFramework (people, processes, and technology) must Investigative Performance Transformational work in concert for organizations to gain Enterprise Value from Collaboration the greatest advantages from investments % Adoption in new collaboration capabilities. All three The Value PlateauComponents of must be purposefully developed over time Enlarge ReduceCollaboration as organizations move through the threeDeveloping theComponents phases of collaboration: the investigative The Investigative Phaseof Collaboration phase, the performance phase, and the The investigative phase involves learning andGuiding Your transformation phase. Subsequent efforts build preparing. Many organizations are likely alreadyOrganization Through on the progress made in previous phases. As in the investigative phase. This phase is markedthe Three Phases ofCollaboration organizations proceed through this evolutionary by spontaneous use of various Web 2.0 tools to process, benefits from collaboration grow. help increase individual productivity. The use ofThe InvestigativePhase Every company and every organization these tools spreads “virally,” or person to personThe Performance within a company will go through each through word-of-mouth recommendations.Phase evolutionary phase, though the pace will You will know you are in the investigative phaseThe Transformation depend on business priorities and collaboration when you start hearing statements like these:Phase readiness. To achieve major performance “I need a wiki (or blog),” “I want to be able toHow to Begin and capabilities improvements (ones that host a video conference (or web meeting).” increase an organization’s profitability), however, Cisco calls this the “single tool, single task” organizations must make concerted efforts to mindset, in which collaboration is viewed as an evolve their culture and processes. The key is event or activity that benefits a few individuals developing the right components at the right or a small group. > ContinuedCreating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 27. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework <  >Implementing Tools used in the investigative phase typicallythe Cisco run autonomously, with little, if any, integration Investigative Phase in Action: into an organization’s information technologyCollaboration Cisco’s C-VisionFramework systems. As companies become more Cisco’s C-Vision is an example of an investigative- deliberate in the way that employees adopt Web phase effort. C-Vision is a video forum like YouTube, but inside the corporate firewall. On 2.0, such tools and associated activities should C-Vision, employees can easily make and post be isolated to protect the network and test theirComponents of desktop-quality videos for viewing at websites effectiveness in controlled use scenarios.Collaboration or on blogs. Cisco does not yet have a specific strategy for C-Vision. For now, it just provides While an organization can glean some niceDeveloping the another way to communicate besides emails andComponents written blogs. This is okay, though. By making it benefits from these separated instances ofof Collaboration easy for employees to try video, Cisco is helping collaboration, many collaborative tools, such asGuiding Your employees become more adept at using the wikis, discussion forums, and blogs, increase inOrganization Through technology. > Read More value with the increase in use. Social networksthe Three Phases ofCollaboration Figure. 5. Cisco CEO, John Chambers, using C-Vision for information exchange also follow Metcalf’s Law for computer networks, which states theThe InvestigativePhase value of a network increases proportionatelyThe Performance to the square of the number of its connectedPhase users.The Transformation The investigative phase provides crucialPhase groundwork for wider deployment efforts. ItHow to Begin generates best practices and examples of success that the company can use to teach and inspire. In the investigative phase, coaches and mentors grow from the community of experts. Organizations must be sure to cultivate the enthusiasm, creativity, and inclusion that > ContinuedCreating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 28. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework <  >Implementing naturally germinate in this phase, to provide a its leaders, need to enact the necessarythe Cisco crucial foundation for future collaborative efforts. change management efforts, with their people,Collaboration processes, and technologies. However, in the investigative phase, adoption ofFramework collaborative tools and techniques plateaus as Figure 6. Focus Areas for the Investigative Phase the clusters of early adopters and enthusiasts become saturated, and efforts stop when Process Culture Technology individual employees gain the personalComponents ofCollaboration productivity improvements they were seeking. Self Service Support Model Rework Intellectual Property and Code of Business Conduct Policies Web 2.0, Video, Unified Communications, and other Also, wider use of new collaboration tools may Community Collaboration Technologies Knowledge Space Boards and Councils – Vision,Developing the Strategy, and Execution Development Firewall Sandbox from Production Web 2.0 Expert Community SupportComponents be beyond the ambition or power of these earlyof Collaboration Enlarge Reduce adopters. To create substantial improvements in > ContinuedGuiding Your collaboration, the organization, and especiallyOrganization Throughthe Three Phases ofCollaborationThe InvestigativePhaseThe Performance Cisco on Cisco Reaching critical mass with collaboration effortsPhase Creating Collaborative requires leadership. At Cisco, leadership startsThe Transformation Behavioral Changes with CEO John Chambers. Chambers overcamePhase his initial resistance and is now a self-proclaimedHow to Begin convert to Web 2.0 technology. Now, using the new technology, he regularly speaks directly with Cisco employees while getting unfiltered feedback from them. More important, Chambers is now a role model for Cisco’s leadership team and employees, demonstrating how they can put Web 2.0 tools to work in their jobs. > Read MoreCreating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 29. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework <  >Implementing This phase is important if your organization definition exists in your organization. Bethe Cisco is looking for collaboration to increase levels explicit in communicating what collaborationCollaboration of business performance. It also needs to be means in your organization. An organizationFramework fostered and supported at the corporate level. needs a clear behavioral roadmap to follow on Like a foundation for a structure, this phase its path to new collaborative behaviors. will establish the core capabilities on which an • Help ensure that executives lead the way: organization can build its collaborative business Moving from an organization that operatesComponents of and management models.Collaboration through command-and-control to one that When developing the three components of operates through collaboration means thatDeveloping theComponents collaboration in the investigative phase, you can the leaders need to lead, take risks, and moveof Collaboration take some of the possible steps described here. beyond behaviors that may be comfortableGuiding Your to them to demonstrate the importance ofOrganization Through collaboration. Executives are the all-importantthe Three Phases ofCollaboration role models.The Investigative • Establish a code of business conduct:Phase A code of business conduct should reflectThe Performance the way that you want your employees toPhase interact among themselves and also with yourThe Transformation customers, partners, and the general public.Phase In this new world of collaboration and socialHow to Begin networking, the line between work time and personal time is blurring. People • Define collaboration: An organization • Create intellectual property and needs to clearly define what it means by nondisclosure policies: Collaboration collaboration and what activities collaboration is fundamentally about the benefits from entails. Do not assume that a common collective thinking and knowledge. In environments in which intellectual property > ContinuedCreating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 30. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework < 0 >Implementing is crucial to the core business, the way that processes. To maintain our collaborativethe Cisco information is recognized and protected is momentum, we created a website focusedCollaboration more critical than ever. Promote innovation on those early adopters called the CiscoFramework through collective knowledge, but have a Communications Center of Excellence way to identify who is bringing what to the (CCoE). This tool gave the company a discussion. gathering spot for anyone who wanted to know about collaboration and Web 2.0 • Develop collaborative decision-making Components of technologies, projects, and resources.Collaboration processes: While difficult to execute, the We included discussion forums that were single decision to create and deploy a cross-Developing the moderated by the early adopters.Components functional collaborative decision-makingof Collaboration process sets the pace for moving throughGuiding Your the three phases of collaboration. Start at theOrganization Through executive level with the vision, strategy, andthe Three Phases ofCollaboration execution planning for the company’s 3- to 5-year plan and migrate down through theThe InvestigativePhase organization when you have success at theThe Performance previous level. Organizations can use theirPhase executive development programs to build outThe Transformation and develop decision-making models and thePhase collaborative decision-making process.How to Begin Processes Technology • Develop a community of experts: At • Create a technology “sandbox,” for Cisco, we realized that early adopters were experimentation: Do not discourage a valuable resource, providing support that experimentation—instead, encourage it—but we did not have built into our systems and carefully observe it in action and be part of > ContinuedCreating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 31. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework < 1 >Implementing the learning experience. Encourage your The Performance Phasethe Cisco employees to participate in the selection While the investigative phase is a natural andCollaboration and adoption process. The more open and necessary introduction to Web 2.0 tools andFramework inclusive your selection process is, the faster enterprise collaboration as a means to you will discover the best approaches to improved operations, organizations must collaboration for your business. move into the performance phase to reap • Consider virtual teaming and organizationwide benefits. In this crucial stage,Components of collaborative processes: Keep global organizations move from one-off collaborationCollaboration teaming and 24-hours-a-day workflow in efforts that help personal productivity toDeveloping theComponents mind as you move through the investigative carefully organized, supported, and broaderof Collaboration phase. As your employees start playing in adoption aimed at improving the way that aGuiding Your the technology sandboxes, look for ways to business works. > ContinuedOrganization Through use these tools to unite larger teams that facethe Three Phases ofCollaboration your greatest time or geographic barriers.The InvestigativePhase Cisco on Cisco With Cisco rapidly increasing its global operationsThe Performance Implementing Collaboration in and moving to a lean manufacturing businessPhase model, the company’s supply chain group Cisco’s Global Supply Chain turned to new collaboration technologies to helpThe Transformation meet its massive coordination challenges. ThePhase group’s experience during the past 18 monthsHow to Begin demonstrates how organizations can evolve from the investigative to the performance phase of collaboration by taking a step back and looking strategically at collaboration impact zones. > Read MoreCreating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 32. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework <  >Implementing In the performance phase, organizations turn to this phase is a shift in goal setting andthe Cisco their focus toward improving company and performance management from individual unitsCollaboration process performance. In this phase, efforts of performance to group units of performance.Framework shift from a strictly organic and opportunistic In the performance phase, organizations approach to a more structured and prescriptive start the strategic implementation of a matrix approach to development of collaboration. In of collaboration tools by systematically this phase, the company looks to its internal applying these tools to critical businessComponents of business models, organizational models, andCollaboration processes to boost operational capabilities support systems to provide the foundation across the organization. The focus shouldDeveloping the points that it can build on to improveComponents be on development of a collaborative workof Collaboration organizational performance. environment that encourages and rewardsGuiding Your collaborative participation. At the same time,Organization Through organizations need to develop collaborativethe Three Phases ofCollaboration business processes and create the tools and support services that facilitate collaborationThe InvestigativePhase improvements.The Performance The performance phase takes the lessonsPhase learned by individuals and small groups duringThe Transformation the investigative phase and applies them toPhase broader business processes and operationalHow to Begin goals. Unlike in the investigative phase, Now the organization begins to move from the organizations need to apply all the framework technological aspects of collaboration to the components of people, processes, and people and process aspects of collaboration. technology to help ensure proper and thorough Collaboration becomes a foundational adoption of new collaboration capabilities within element for business performance. Crucial the targeted constituencies. > ContinuedCreating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 33. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework <  >Implementing Organizations must recognize that adoption of new collaborative methods, then rank-and-the Cisco collaborative tools and techniques will reach file employees will not see these changesCollaboration a plateau and cease without broader support as important. With good examples to follow,Framework and well-defined benefits. Only a certain employees will understand what behaviors they segment of your workforce will proactively learn need to emulate for their professional success. and use new Web 2.0 tools. The rest of the In particular, an enterprise must formalize its employee population will ask, “What’s in it for strategy for using collaboration technologiesComponents of me?” These proportions will vary widely amongCollaboration to change its business. The investigative phase organizations, and your answer to this question should offer plenty of ideas about what anDeveloping the will vary, depending on the culture of yourComponents appropriate strategy might be. What is crucial isof Collaboration organization. that any collaboration efforts must be prioritizedGuiding Your Much of the work in the performance phase is based on the organization’s long-term vision forOrganization Through in developing the most fruitful ways to cultivate itself and its strategy for achieving this vision.the Three Phases ofCollaboration adoption. Certainly, a mix of incentives will likely To build adoption, companies must create be necessary to overcome traditional barriersThe Investigative awareness and educational campaigns. TheyPhase to collaboration among various groups within an also need to help Web 2.0 tools evolve byThe Performance organization. integrating them into the company’s businessPhase While strong incentives (bonuses based on processes and existing IT architecture. Luckily,The Transformation collaborative efforts) are important, Cisco has these new Web 2.0 tools are proving muchPhase seen that adoption hinges most on leadership easier to integrate into a corporation than ERPHow to Begin and on whether collaboration is made relevant systems and some other major IT initiatives of to employees lives. Executive examples of the past. Organizations also need to take steps collaborative behavior provide role models and to make the tools replicable and scalable. clearly assert collaboration as an organizational > Continued priority. If executive leaders do not adopt theCreating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 34. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework <  >Implementing Figure 7. Focus Areas for the Performance Phase can assess these components by creatingthe Cisco collaboration profiles of individuals, teams,Collaboration and organizations. Managers can then use this inventory to identify any collaboration- TechnologyFramework Process Culture Self Service Support Model Rework Intellectual Property and Web 2.0, Video, Unified readiness gaps. Code of Business Conduct Policies Communications, and other Community Collaboration Technologies Knowledge Space Web 2.0 Expert Community Support Boards and Councils – Vision, Strategy, and Execution Development Firewall Sandbox from Production • Reward cross-functional teaming: In Individual and Organizational Network, Bandwidth, and Collaboration Funding Model Collaboration Readiness Technology Access environments in which intellectual propertyComponents of Virtual Small /Medium Enterprise Incentives , Rewards, and Next Generation Employee is crucial to the core business, the way that Business Model Compensation WorkspacesCollaboration Internal Consulting Service Change Management Collaborative Process Applications Collaboration Metrics information is recognized and protected isDeveloping theComponents Enlarge Reduce critical. Promote innovation through collectiveof Collaboration knowledge, but have a way to identify who is When developing the three components ofGuiding Your collaboration in the performance phase, you can bringing what to the discussion.Organization Throughthe Three Phases of take some of the possible steps described here. • Reward information sharing and discourageCollaboration information hoarding: Cross-functional PeopleThe Investigative collaboration hinges on active sharing.Phase • Focus on collaboration readiness: Your Employees need incentives to share,The Performance organization’s ability to collaborate effectively especially with other groups outside theirPhase and efficiently is critical to increasing current reward system. Busy employeesThe Transformation business performance through collaboration. will typically give far less priority to peoplePhase Divide collaboration readiness into two areas: who do not directly influence their jobsHow to Begin environment and ability. Each of these areas or compensation. Organizational reward has specific subcomponents that, when systems need to make cross-functional or combined, enable an organization to use other new collaborative interactions primary collaboration as a performance platform. You to professional success. > ContinuedCreating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 35. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework <  >Implementing Processes Technologythe Cisco • Focus on your collaboration impact zones: • Build team workspaces and processCollaboration Much of the performance phase focuses applications: In the investigative phase, effortsFramework on improving collaboration impact zones: focus on the use of one tool for a specific the hubs of interactions that can influence task to enhance personal productivity. In the quality of major business processes. the performance phase, organizations The investigative phase exists to prepare an need to build collaborative systems thatComponents of organization to enact major changes to these harness multiple tools to facilitate multistepCollaboration crucial activities. If your organization is not workflows and multiple types of collaborativeDeveloping the making changes to these interactions, you are information, expertise, and interaction. In thisComponentsof Collaboration still in the investigative phase. phase, organizations also need to more tightlyGuiding Your > ContinuedOrganization Throughthe Three Phases ofCollaborationThe InvestigativePhase Cisco on Cisco By harnessing the power of wikis, Cisco launched Initiating Transformational Changes the I-Prize, a global competition to develop aThe Performance concept for Cisco’s next $1 billion business.Phase Through Web .0 More than 2,000 people from 104 countriesThe Transformation participated. The I-Prize was inspired by the I-Phase Zone, Cisco’s internal business idea wiki. Any one of Cisco’s 60,000 employees can post businessHow to Begin ideas to the I-Zone. Both the I-Prize and I-Zone are showing Cisco that organizations can use social networking tools to find new, promising ideas, no matter where they might be. > Read MoreCreating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 36. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework <  >Implementing integrate collaboration technologies with The new collaborative capabilities of yourthe Cisco their existing IT systems, to prevent fractured organization have become so profound thatCollaboration systems and orphaned information. you are now able to do things that wereFramework previously impossible. • Create an open technology architecture: The performance phase depends on aligning New collaboration tools are already helping collaboration technologies with business Cisco transform its business. One of Cisco’s processes. Any substantial business process major challenges is globalizing its operations.Components ofCollaboration will likely have multiple collaboration points The company has grown rapidly during its requiring different types of collaboration more than 20-year history, and now it is oneDeveloping theComponents tools. To best support the business process, of the world’s biggest information technologyof Collaboration an organization needs a holistic collaboration companies.Guiding Your architecture. The IT architecture must be ableOrganization Through Going global is not easy, but Cisco is finding that to orchestrate the mix-and-match integrationthe Three Phases of Web 2.0 and social networking technologiesCollaboration of various tools into collaboration hubs or are making its globalization efforts far more process centers while also supporting theseThe Investigative effective than was previously possible.Phase tools across multiple devices, operating systems, and networks (wired, Wi-Fi, The asynchronous (communicating at differentThe PerformancePhase cellular, etc.). Such capabilities will facilitate times, as with email) capabilities of newThe Transformation easier inclusion of partners, customers, networking tools are helping employees inPhase and suppliers into the organization’s new scattered global teams stay in touch evenHow to Begin collaboration processes. across many time zones. Cisco’s supply chain team, for example, runs virtual meetings The Transformation Phase with Cisco WebEx™ web conferencing In the transformation phase, you use services, which support document sharing, collaboration to reinvent your organization. demonstrations, presentation, video chats, instant messaging, group votes, and integrated > ContinuedCreating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 37. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework <  >Implementing teleconferencing. All of these exchanges are In the transformation phase, organizations putthe Cisco recorded so that employees who were unable in place the core operational components ofCollaboration to attend the meeting can play back and their collaboration framework. In this phase, theFramework review everything. These follow-on attendees organization is ready to employ concepts such of the meeting can then provide additional global, 24-hour workflows and virtual teams. commentary in the workspace. By being able to easily include employees, partners, and customers in collaborative To gain the most value from the transformationComponents of systems, organizations can successfullyCollaboration phase, you need to focus on removal of any implement the ideal of the boundaryless functional, political, and process barriers thatDeveloping the enterprise. may remain. Management’s ability to identify > ContinuedComponentsof Collaboration and prioritize any collaboration problems isGuiding Your clearly crucial.Organization Through Figure 8. Focus Areas for the Transformation Phasethe Three Phases ofCollaborationThe InvestigativePhase Process Culture TechnologyThe Performance Self Service Support Model Rework Intellectual Property and Web 2.0, Video, UnifiedPhase Community Collaboration Code of Business Conduct Policies Communications, and other Technologies Knowledge Space Boards and Councils – Vision, Strategy, and Execution Development Firewall Sandbox from ProductionThe Transformation Web 2.0 Expert Community Support Individual and Organizational Network, Bandwidth, and Collaboration Funding Model Collaboration Readiness Technology AccessPhase Virtual Small /Medium Enterprise Incentives , Rewards, and Next Generation Employee Business Model Compensation WorkspacesHow to Begin Internal Consulting Service Change Management Collaborative Process Applications Collaboration Metrics Process Application Access to External Boundaryless Workforce Personalization Applications Enlarge ReduceCreating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 38. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework <  >Implementing Step 1 Step 2 Step 3 Step 4 Step 5 Step 6the CiscoCollaborationFramework How to Begin Perhaps the most important advice in developing a collaborative workplace is this: just get started. The Cisco Collaboration Framework provides the guidelines for designing yourComponents ofCollaboration development roadmap, and that process starts with a few simple steps.Developing theComponents  Investigate collaboration tools.  1.of Collaboration  Draft a collaboration vision statement.  2.Guiding Your  Run a series of workshops.  3.Organization Through  Benchmark important collaboration metrics.  4.the Three Phases ofCollaboration  Start building collaboration capabilities.  5.The Investigative  Establish test-and-learn processes.  6.Phase > ContinuedThe PerformancePhaseThe TransformationPhaseHow to BeginCreating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 39. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework <  >Implementing Step 1 Step 2 Step 3 Step 4 Step 5 Step 6the CiscoCollaborationFramework different vendors in many categories. Tools can be combined or integrated in a variety of ways. Start trying a few to get a sense of how they might help your organization.Components ofCollaboration As an organization moves through theDeveloping the investigative phase, it should consider all theseComponents IT components:of CollaborationGuiding Your • Web 2.0 and collaboration toolsOrganization Throughthe Three Phases of • Productivity and business applicationsCollaboration • Infrastructure: servers, desktops, and otherThe Investigative user devicesPhaseThe Performance • Network and bandwidthPhase • Existing internal IT systemsThe Transformation > ContinuedPhase Step 1. Investigate collaboration toolsHow to Begin Organizations should begin by investigating the various collaboration tools available. The market is highly fragmented, with dozens ofCreating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 40. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework < 0 >Implementing Step 1 Step 2 Step 3 Step 4 Step 5 Step 6the CiscoCollaborationFramework • What would be the benefit of greater collaboration for the company? • What are the business trends that might makeComponents of collaboration even more important?Collaboration • Where are information and expertise mostDeveloping the Step . Draft a collaboration vision needed to improve your operations?Components statement.of Collaboration Your business posture will influence As you become familiar with new collaborativeGuiding Your your collaboration vision, strategy, andOrganization Through technologies and their capabilities, beginthe Three Phases of implementation: drafting a collaboration vision statement.Collaboration Start simply by reflecting on how improved • Survival business posture: “We need to shrinkThe Investigative collaboration could help your organization. Ask to grow, and collaboration will allow us toPhase these questions: reduce costs throughout the enterprise.”The PerformancePhase • What are the company’s vision and strategic • Transition business posture: “We willThe Transformation priorities? selectively use collaboration to extract greaterPhase performance from our current business • What are the main trends in the industry andHow to Begin processes, especially for R&D and sales.” how do they affect your business? • Attacking business posture: “Now is the time • Which parts of the business are information, to differentiate ourselves and get ahead of the expertise, and interaction intensive? pack. We will use collaboration to create new • Which of those collaboration factors need ways to interact with our customers, partners, improvement given the company’s vision and and each other that will set us far ahead of our strategic priorities? competitors.” > ContinuedCreating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 41. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework < 1 >Implementing Step 1 Step 2 Step 3 Step 4 Step 5 Step 6the CiscoCollaborationFramework these workshops, organizations should identify their most important collaboration impact zones, which will then guide their strategy and tactics for rolling out new collaboration capabilities.Components ofCollaboration Prepare for the workshops by assessingDeveloping the business priorities, primary business processesComponents that relate to those priorities, and examplesof Collaboration of ways in which employees, experts, andGuiding Your information interact to facilitate these processes.Organization Throughthe Three Phases of At the workshops, primary participants inCollaboration these processes discuss problem areasThe Investigative and ways collaboration might improve theirPhase processes. Workshop participants should lookThe Performance at collaboration in terms of the extent to whichPhase reach, richness, openness, and speed canThe Transformation be influenced. These workshop assessmentsPhase Step . Run a series of workshops. should lead to a prioritized list of collaborationHow to Begin Next, organizations should run a series of impact zones. workshops to identify the ways in which > Continued collaboration can help them reach their business vision. Workshops can focus on initiatives in specific product groups, process chains, or cross-functional interactions. FromCreating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 42. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework <  >Implementing Step 1 Step 2 Step 3 Step 4 Step 5 Step 6the CiscoCollaborationFramework following adoption and use of collaboration tools. Are people actually reading the blogs or listening to podcasts? Are the expert videos being downloaded? Are people getting accessComponents ofCollaboration to better information? If not, why not?Developing the Organizations should benchmark currentComponents perceptions about the value of collaborationof Collaboration as well as readiness. Formal and informalGuiding Your surveys of both business leaders and rank-Organization Throughthe Three Phases of and-file employees will help set baselines.Collaboration Such established benchmarks are invaluable,The Investigative given the multiphase, long-term developmentPhase Step . Benchmark important required for meaningful collaboration collaboration metrics.The Performance improvements. Without such references, aPhase After you have outlined several strategic company will have difficulty assessing long-The Transformation collaboration efforts, benchmark the main term progress.Phase metrics. These metrics are the starting points > ContinuedHow to Begin that will provide the necessary references for assessing progress. They will tell managers whether and how much new collaboration capabilities are improving product development times, increasing customer satisfaction, or reducing manufacturing errors. Organizations also should establish a matrix of metricsCreating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 43. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework <  >Implementing Step 1 Step 2 Step 3 Step 4 Step 5 Step 6the CiscoCollaborationFramework The main focus will be on improving the reach, richness, openness, and speed of the critical collaboration impact zones identified through workshops. Here are some specific steps youComponents ofCollaboration can take to improve each of these aspects of collaborative interactions:Developing theComponents • Steps to improve reach:of CollaborationGuiding Your – Identify and make visible internal andOrganization Through external expertise across your organization.the Three Phases ofCollaboration – Recognize and reward expertise and theThe Investigative proactive sharing of knowledge.Phase – Cultivate visible communities of knowledgeThe Performance Step . Start building collaborationPhase focused on sharing best practices. capabilities.The Transformation – Remove organizational barriers preventing After benchmarks are established, thePhase alignment of expertise with business organization needs to start buildingHow to Begin priorities. collaboration capabilities in each dimension of people, processes, and technology. The – Develop management skills for managing a goal here is to gain some early successes to matrix of collaborative resources. demonstrate how improved collaboration can – Design workflows to use “click-to-link” virtual help your business. These successes will help expertise at critical points in processes. build adoption momentum and provide how-to > Continued examples to guide subsequent efforts.Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 44. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework <  >Implementing Step 1 Step 2 Step 3 Step 4 Step 5 Step 6the CiscoCollaborationFramework • Steps to improve richness: – Provide visible schedules for workflow. – Promote a culture of trust and proactive, – Create visible and logical content areas. open, and respectful sharing of ideas. – Create group editing and documentComponents of – Implement collaborative decision-making management mechanisms.Collaboration processes that require and rewardDeveloping the – Establish centralized forums for discussions participation.Components and comments.of Collaboration – Design and cultivate communities of and a – Help ensure that the interactions needed toGuiding Your process for innovation and idea sharing.Organization Through support your processes are as engaging,the Three Phases of – Design processes that promote the use interactive, and effective (visual and contentCollaboration of visualization (video, pictures, physical rich) as they need to be to promote andThe Investigative representations, etc.) to achieve business reward inclusion and knowledge sharing.Phase goals.The Performance – Help ensure team alignment throughPhase – Develop and promote content templates management and stakeholder videoThe Transformation that logically support the phases of your messaging and blogging.Phase processes and the desired outcomes of • Steps to improve speed:How to Begin your phases. – Build cross-functional teams that represent • Steps to improve openness: every facet of the collaborative business – Help ensure that content is stored in and process you want to improve. made available through a central workspace – Make improvements in business process that supports the logical workflow of your speed a corporate priority. processes. > ContinuedCreating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 45. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework <  >Implementing Step 1 Step 2 Step 3 Step 4 Step 5 Step 6the CiscoCollaborationFramework – Identify critical inputs, decision points, and outputs where partners, suppliers, and customers can influence the speed of collaboration for a given process.Components ofCollaboration – Choose a speed dimension that is a stretchDeveloping the but attainable for your enterprise.Componentsof Collaboration – Communicate from senior leadershipGuiding Your the sense of urgency in building newOrganization Through collaborative capabilities for improving thethe Three Phases of speed of operations.CollaborationThe Investigative – Create plans to help partners and suppliersPhase build their communication and collaborationThe Performance capabilities. > ContinuedPhaseThe TransformationPhaseHow to BeginCreating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 46. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework <  >Implementing Step 1 Step 2 Step 3 Step 4 Step 5 Step 6the CiscoCollaborationFramework Step . Establish test-and-learn • Visible: A large number of people can processes. participate in the new collaborative process or can see its results.Components of • Unambiguous: There is no argument aboutCollaboration the success of the new collaborative process.Developing the • Transformational: The new collaborativeComponentsof Collaboration process should directly support the vision forGuiding Your the company.Organization Through Finally, organizations should establish test-the Three Phases of Early successes offer several benefits:Collaboration and-learn processes. These are still early days • They provide evidence of the benefits of for Web 2.0, social networking and other newThe Investigative collaborative change.Phase collaboration capabilities. We are only at theThe Performance beginning of the evolution of collaboration. • They help an organization fine-tune itsPhase Everyone is still figuring out what to do, and the collaborative vision.The Transformation technologies promise to evolve rapidly during • They build collaboration knowledge and skills.Phase the next few years. Who knows what the nextHow to Begin great thing will be next year? Whatever their • They build the momentum of interest and goals, organizations must keep in mind that support for new collaboration efforts. the new era of collaboration is still a work in Ultimately, organizations need to constantly progress. assess how new Web 2.0 tools are helping or Organizations should aim to obtain, memorialize, could possibly help them achieve their goals. and publicize early successes using new The ones that figure this out fastest will have a collaboration methods. An early success is: lot to gain.Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 47. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework <  >Cisco on Cisco:Lessons inOrganizationalCollaborationCisco on Cisco:ImplementingCollaboration inCisco’s Global SupplyChainCisco on Cisco: CiscoCreates an ExecutiveCollaboration Process Cisco on Cisco: Implementing The group’s experience over the past 18 monthsCisco on Cisco: Collaboration in Cisco’s Global demonstrates how organizations can evolveWatch Your Supply Chain from the investigative to the performance phaseLanguage—Do Not Until recently, most collaboration in Cisco’s of collaboration by strategically improvingOverlook the Basics supply chain happened through phone, email, critical collaboration impact zones.Cisco on Cisco:Creating Collaborative and in-person meetings, says Christine Fisher, Early in the investigative phase, supply chainBehavioral Changes the head of the company’s supply chain teams started using individual collaborationCisco on Cisco: collaboration center. Since 95 percent of Cisco’s tools to address discrete tasks. For example,Transformational manufacturing is outsourced, the 9000 Cisco employees used the collaborativeChanges ThroughWeb 2.0 employees in the supply chain organization workspace and document sharing capabilities must work with 30,000 employees who are not of Cisco WebEx Connect to create a employees of Cisco. With the company rapidly 100-page blueprint for lean manufacturing. increasing its global operations and moving to a The document required the input of many lean manufacturing business model, the group people to make it as comprehensive and turned to new collaboration technologies to effective as possible. Employees also started help with its massive coordination challenges. > ContinuedCreating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 48. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework <  >Cisco on Cisco: using Cisco TelePresence™ video conferencing These early successes then made Fisher’sLessons in technology to replace in-person meetings. team begin thinking about how to strategicallyOrganizational and systematically take advantage of new In both cases, the adoption of these newCollaboration collaboration tools to increase capacity and kinds of collaboration tools lowered costs help ensure quality as Cisco’s operations by eliminating travel. They also increased become increasingly global. productivity by enabling people to connect and share information much more easily. Most But her group found that simply providingCisco on Cisco:Implementing importantly, Fisher says, these tools helped collaborative tools to employees was notCollaboration in boost the quality of their efforts. With Cisco enough to reach these broader goals. ThoughCisco’s Global Supply TelePresence video conferencing, global team employees clamored for corporate variants ofChain members can now meet more often “face-to- wikis, Facebook, or My Yahoo sites, these toolsCisco on Cisco: CiscoCreates an Executive face.” With Cisco WebEx web conferencing, often quickly became graveyards of information.Collaboration Process Fisher found that employees provided richer “We’ve seen this not just in the supply chainCisco on Cisco: contributions that were easier for all participants team, but throughout Cisco,” Fisher says.Watch Your to see and comment on. “People were so focused on the tools they didn’tLanguage—Do Not really think about how they would use them.”Overlook the BasicsCisco on Cisco: So to help the supply chain move from theCreating Collaborative investigative to the performance phase ofBehavioral Changes collaboration, Fisher took a step back. TheCisco on Cisco: group held twenty-five 90-minute introductoryTransformationalChanges Through workshops, where participants got a basicWeb 2.0 education about Web 2.0 tools and then were asked to identify high-touch areas and problem areas where people and information intersect > ContinuedCreating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 49. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework <  >Cisco on Cisco: (collaboration impact zones). The workshop In pilot runs of the workspace, the supply chainLessons in participants then detailed various what-if team has discovered that new collaborationOrganizational scenarios to see how Web 2.0 tools might be tools need comprehensive support services,Collaboration able to address various operational challenges. from basic how-to technical information to consultation on how best to apply and use the tools, to coaching and best practices mentoring. But as people become more familiar with theCisco on Cisco: system, distinct changes in operations areImplementing starting to happen, Fisher says.Collaboration in > ContinuedCisco’s Global SupplyChainCisco on Cisco: CiscoCreates an ExecutiveCollaboration ProcessCisco on Cisco:Watch YourLanguage—Do NotOverlook the Basics With the information gathered in theseCisco on Cisco:Creating Collaborative workshops, Fisher’s team then held a 2-dayBehavioral Changes workshop to plan the best strategy for using newCisco on Cisco: collaborative technologies to meet their needs.Transformational What they came up with was the “ConnectedChanges ThroughWeb 2.0 Supply Chain Workspace,” a place where all the people involved in Cisco’s supply chain (partners and Cisco employees) could more effectively share pertinent information for coordinating their activities.Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 50. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework < 0 >Cisco on Cisco:Lessons inOrganizationalCollaborationCisco on Cisco:ImplementingCollaboration inCisco’s Global SupplyChainCisco on Cisco: CiscoCreates an ExecutiveCollaboration Process Cisco on Cisco: Cisco Creates an In 2006 Ron Ricci, vice president of corporateCisco on Cisco: Executive Collaboration Process positioning, formed a team to observeWatch Your Organizational structures need to reflect what works in councils and boards. The teamLanguage—Do Not collaborative activities. Command-and- documented what it saw and called itOverlook the Basics control management does not work well with C-Change. C-Change teaches “the peopleCisco on Cisco: aspect: culture and process, and helps applyCreating Collaborative collaboration. Cisco has spent the past 8 yearsBehavioral Changes moving from a command-and-control operation the technology aspect. The principals of dominated by competing departments to a C-Change can lead to effective collaborationCisco on Cisco:Transformational widely cross-functional company that uses for any type of group,” Ricci says.Changes ThroughWeb 2.0 collaborative councils, boards, and working C-Change guides Cisco employees through groups. These senior leadership teams five steps: facilitate executive decision making, create • Establish a common vocabulary. cross-functional alignment, and guide business initiatives. • Develop collaborative processes. > ContinuedCreating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 51. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework < 51 >Cisco on Cisco: • Cultivate a belief system. priorities in fiscal year 2009, compared to only 2Lessons in priorities in fiscal year 2007. Certainly, C-Change • Scale through participation.Organizational has delivered significantly better decisions andCollaboration • Measure and improve. results. For example, in 2008 Cisco was able to C-Change also defines collaborative groups reform and refocus its small-business efforts as cycling through a series of discrete stages: in just 6 months, quickly marshalling US$100 startup, agreement, alignment, accountability, million in resources to go after this latent marketCisco on Cisco: and review. By providing a more effective opportunity.ImplementingCollaboration in approach for making decisions, coordinating Cisco now has more than 750 company leadersCisco’s Global Supply resources, and tracking accountability, Cisco involved in councils, boards, and relatedChain has greatly expanded its operational capacity working groups. But Cisco’s goal is to broadenCisco on Cisco: Cisco and flexibility.Creates an Executive participation to 2500 or more employees. ToCollaboration Process scale, Ricci’s team developed online tutorial kitsCisco on Cisco: to teach employees about the best practicesWatch Your Cisco discovered during the past 8 years.Language—Do NotOverlook the Basics Cisco expects C-Change to greatly increaseCisco on Cisco: the speed at which collaborative groups form,Creating Collaborative accomplish their goals, and disband. TeamsBehavioral Changes scattered around the world, with differentCisco on Cisco: cultures and languages, are expected toTransformationalChanges Through produce results quickly, leaving little time forWeb 2.0 communication logistics. Collaborative skills, The company credits C-Change and its including technical, managerial, and social, are collaborative decision-making process with all basics for the job at Cisco. C-Change is a helping the company take on 28 business crucial aid in this effort. > ContinuedCreating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 52. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework <  >Cisco on Cisco:Lessons inOrganizationalCollaborationCisco on Cisco:ImplementingCollaboration inCisco’s Global SupplyChainCisco on Cisco: Cisco Cisco on Cisco: Watch Your necessarily share the same vernacular, and theyCreates an Executive Language—Do Not Overlook the likely do not share all the same social norms.Collaboration Process Basics C-Change, Cisco’s executive collaborationCisco on Cisco:Watch Your If you are going to collaborate effectively, process, addresses these challenges byLanguage—Do Not everyone has to be speaking the same prescribing steps to establish group norms.Overlook the Basics language. That’s something Ron Ricci, head of These norms provide a common socialCisco on Cisco: Cisco’s C-Change program, found out early in foundation for a collaborative group that mightCreating CollaborativeBehavioral Changes Cisco’s collaboration efforts. At an executive span the globe. Individuals in such a group meeting a few years ago, attendees were asked do not have the usual cues for socializingCisco on Cisco:Transformational to define “strategy.” One by one, MBA after MBA, their interactions. To overcome this challenge,Changes Through each person at the table gave a different answer. organizations must fill the void by providing aWeb 2.0 New Web 2.0 collaboration tools offer better common set of collaborative group norms for communications options for disparate teams, such things as vocabulary and behaviors. Also, and these capabilities make the basics of seemingly simple activities, such as running communication more important than ever. virtual meetings, need new guidance Individuals and groups working independently to compensate for the loss of face-to-face from other groups within an organization do not social cues. > ContinuedCreating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 53. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework <  >Cisco on Cisco: Cisco on Cisco: Creating Collaborative Setting an example can be challenging. LikeLessons in Behavioral Changes most employees, executives are comfortableOrganizational Most experts agree that change management with their old ways and have little time to investCollaboration begins with leadership, and the move to a in a theoretically better tool. But also like other collaborative enterprise is no exception. The employees, executives need to try and test new development of that all-important critical mass collaborative tools and start using the ones that and full buy-in throughout the organization show the most promise for their jobs.Cisco on Cisco: hinges on leadership. If one branch office isImplementingCollaboration in collaborating a theoretical 100 percent whileCisco’s Global Supply another branch office is collaborating 10Chain percent, then the collaboration level betweenCisco on Cisco: Cisco the two will be no greater than 10 percent. WithCreates an ExecutiveCollaboration Process collaboration, the lowest common denominatorCisco on Cisco: of participation determines (or limits) the overallWatch Your level of cross-functional activity.Language—Do NotOverlook the Basics To avoid areas within an organization whereCisco on Cisco: collaboration levels are low, the foundation ofCreating Collaborative a collaboration framework must begin withBehavioral Changes corporate executives. If leaders offer onlyCisco on Cisco: words, with no real action, in support of the idea, This was the approach taken by Cisco CEOTransformational John Chambers. In the beginning, ChambersChanges Through the rank-and-file employees will sense this lackWeb 2.0 of priority and respond accordingly. resisted suggestions to write blogs to communicate with the company’s workforce. Although a variety of communications and He recognized that even for fast typists, written messaging tactics are appropriate, perhaps blogs can take a lot of time, so the benefits-to- the best way for leaders to demonstrate the costs of such a collaboration tool were low, since importance of new collaboration techniques is Chambers’s time is a very valuable resource. through example. > ContinuedCreating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 54. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework <  >Cisco on Cisco: But then video came along. Anyone who has new communication tools, and that blogging isLessons in seen Chambers in action knows that public an effective way to get your message out to aOrganizational speaking is his strength. The genial Southern broad and dispersed audience.Collaboration salesman can easily capture an audience and But promoting collaboration should not be left keep them listening. So video blogging became just to executives. Blair Christie, Cisco’s senior Chambers’s collaborative tool of choice. vice president for corporate communications, Now Cisco employees regularly receive video says that getting employees—or anyone—toCisco on Cisco:Implementing messages from this self-proclaimed convert. change their habits is extremely difficult.Collaboration in Rather than receiving formal messages or third-Cisco’s Global Supply “Cisco loves technology, but ‘deploying’ hand information from other employees aboutChain technology is much easier than ‘employing’ it,” what Chambers thinks or says, employees getCisco on Cisco: Cisco she says. “We have 60,000 people. That’s a lot ofCreates an Executive to hear it directly from him. More importantly, different behaviors to manage.”Collaboration Process through the video blogs discussion forum,Cisco on Cisco: Chambers can gain direct and immediateWatch Your feedback from his employees, allowing himLanguage—Do Not to gauge the mood of the company and toOverlook the Basics identify possible management challenges andCisco on Cisco:Creating Collaborative opportunities.Behavioral Changes Such collaboration is now building an evenCisco on Cisco: tighter bond between Cisco employees andTransformationalChanges Through their leader, helping the global company stayWeb 2.0 in tune with their CEO’s vision and strategy. Most importantly, thanks to Chambers’s video Christie says her group started a collaboration blogs, employees understand first-hand that website in 2006 to help educate employees Chambers has personally embraced these about the new collaboration technologies that > ContinuedCreating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 55. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework <  >Cisco on Cisco: were then just becoming popular. The site also Incentive programs are a manifestation of aLessons in allows employees to share ideas about using belief system. If it is a good behavior, then itOrganizational the tools with other employees. “The site helped should be rewarded—this approach is not hardCollaboration the best practices bubble to the top,” Christie to understand. But the dilemma is how to reward says. collaborative behavior. Money is not necessarily the best incentive. Often, simply gaining recognition in a user’s own community can beCisco on Cisco: enough. If an engineer becomes the expert onImplementing a certain topic, that gives him or her meaningfulCollaboration inCisco’s Global Supply public recognition.Chain But whatever the incentives, collaborativeCisco on Cisco: CiscoCreates an Executive progress needs to be measured. In fact,Collaboration Process another Cisco motto, “If it moves, measureCisco on Cisco: it,” also applies to the Cisco CollaborationWatch Your Framework. Besides assessing the quality of theLanguage—Do Not She said her group has worked in close interactions, organizations should know someOverlook the Basics partnership with Cisco’s IT group to “be basic metrics, such as how frequently tools areCisco on Cisco:Creating Collaborative the megaphone” for the changes that new being used and in what way. Analytics can helpBehavioral Changes collaboration tools are introducing to the an organization identify healthy and anemicCisco on Cisco: company. “The act of communicating these social networks. Basic statistics can show blogTransformational changes is half the battle,” she says. visitors, the number of wiki entries, and who isChanges ThroughWeb 2.0 watching the most video blogs. Any and all of Incentive programs are also a crucial step in these types of statistics will give organizations cultivating the kinds of collaborative behaviors important insights for taking the next step that will make best use of new communications forward. technologies. > ContinuedCreating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 56. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework <  >Cisco on Cisco:Lessons inOrganizationalCollaborationCisco on Cisco:ImplementingCollaboration inCisco’s Global SupplyChainCisco on Cisco: CiscoCreates an ExecutiveCollaboration Process Cisco on Cisco: Transformational all parts of the world, especially from peopleCisco on Cisco: Changes Through Web .0 outside the traditional technology and venture-Watch YourLanguage—Do Not Cisco has seen first-hand the transformative capital communities.Overlook the Basics capabilities of Web 2.0 technologies. By The contest prize was US$250,000 and aCisco on Cisco: harnessing the power of wikis, Cisco launched chance to join Cisco as a leader of the newCreating CollaborativeBehavioral Changes the I-Prize, a global competition to come up business venture. In the end, a team of threeCisco on Cisco: with a concept for the networking giant’s next people from Russia and Germany won theTransformational US$1 billion business. (A wiki is a collection of contest for an idea about improving electricalChanges Through webpages designed to enable anyone withWeb 2.0 systems with networking technology. Cisco says access to easily contribute or modify content, it will commit as much as US$10 million over the such as on Wikipedia). next 3 years to fund the effort. More than 2000 people from 104 countries While innovation contests are not new and some contributed ideas to the Cisco I-Prize. As was companies have offered more prize money, the intention, the contest attracted interest from > ContinuedCreating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 57. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework <  >Cisco on Cisco: industry observers say no corporation has ever BrightIdea, an innovation managementLessons in run a contest to start a major new business company, hosted the I-Prize site and usedOrganizational operation. its WebStorm online brainstorming andCollaboration collaboration software for organizing idea Most previous corporate innovation submissions and collaboration among competitions have focused on products for participants. solving a specific problem. Cisco’s I-Prize was wide open: Would this idea make a good Matthew Greeley, chief executive of theCisco on Cisco:Implementing business for Cisco? Does it allow Cisco to use company, says the Internet and Web 2.0Collaboration in its expertise in networking technology to full technologies have revolutionized the ability ofCisco’s Global Supply advantage? companies to collect ideas, helping boost whatChain he calls the “signal-to-noise” ratio for large-scaleCisco on Cisco: Cisco The I-Prize was inspired in part by Cisco’sCreates an Executive brainstorming. “With these new networking internal innovation wiki, the I-Zone. Any ofCollaboration Process tools, you can get more ideas faster from more Cisco’s 60,000 employees can post businessCisco on Cisco: areas with far less work and resources,” he says. ideas, work collaboratively with other CiscoWatch Your “And the more ideas you have, the more goodLanguage—Do Not employees to develop an idea, and, if lucky, be ideas you have.”Overlook the Basics a part of launching a new business. I-Zone wasCisco on Cisco: working so well that Cisco wanted to open the His company, now 8 years old, started helpingCreating Collaborative concept to the public. companies generate ideas long before theBehavioral Changes days of Web 2.0. He laughs when recallingCisco on Cisco: The I-Zone is one of the new tools in Cisco’s the overwhelming amount of labor involved inTransformational Emerging Technologies group. Cisco formed theChanges Through manually sorting through proposals by using group in 2006 as an internal venturing operationWeb 2.0 sticky notes and highlighters. dedicated to hatching all-new billion-dollar businesses from within the company. The group But now the Internet and social networking has already made its mark as the birthplace have eliminated those kinds of barriers. These of the company’s extremely successful Cisco new tools dramatically improve or even replace TelePresence video meeting system. intensive person-to-person meetings with > ContinuedCreating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved. | This document is Cisco Confidential Information. For Internal use only. Not for distribution.
  • 58. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework <  >Cisco on Cisco: university researchers, venture capitalists,Lessons in individual inventors, and startups, Greeley says.Organizational He says most of BrightIdea’s Fortune 1000Collaboration customers use his company’s software for managing internal innovation processes, and about 35 percent of his customers tie incentives to their idea collection programs.Cisco on Cisco:Implementing But the simple lesson for Cisco is that WebCollaboration inCisco’s Global Supply 2.0 tools can indeed help the company doChain things it never did before. Now, more than ever,Cisco on Cisco: Cisco companies do not know where the next idea willCreates an Executive come from. Certainly, Cisco realizes that SiliconCollaboration Process Valley can no longer claim to have a monopolyCisco on Cisco: on technology innovation. But the I-Prize isWatch YourLanguage—Do Not giving Cisco the ability to find those new ideas,Overlook the Basics no matter where they might beCisco on Cisco:Creating CollaborativeBehavioral ChangesCisco on Cisco:TransformationalChanges ThroughWeb 2.0Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved. | This document is Cisco Confidential Information. For Internal use only. Not for distribution. C11-533734-00 05/09