Improving organizational collaboration at the individual and group level

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  • It needs to be: there’s all this data within an organization. Like an iceberg, all the real data is hidden below the water.KM, BI, “How is it being consumed, where is the organization going”
  • Improving organizational collaboration at the individual and group level

    1. 1. Improve Organizational Collaboration at the Individual and Group Level Analysis of organizational patterns for performance and effectiveness Wednesday, June 26, 2013 ©Hypersoft Informationssysteme GmbH, 2013
    2. 2. Four Key Factors that Influence Collaboration Success Page 2 Process & Structure Communication Purpose Resources ©Hypersoft Informationssysteme GmbH, 2013
    3. 3. Organizational Process & Structure Page 3 Real community members share a stake in both process and outcome Participation in shared activities(i.e. Meetings, SharePoint, LYNC) Defined member roles and policy Appropriate development speed Ability to adapt to change ©Hypersoft Informationssysteme GmbH, 2013
    4. 4. Communication Page 4 How frequent due individuals and groups communicate Which mediums of communications are most popular Which activities are formal or informal Who has initiated the communication ©Hypersoft Informationssysteme GmbH, 2013
    5. 5. Purpose Page 5 Are goals & objectives clear and obtainable Do members share the same vision Special Purpose Who has initiated the communication ©Hypersoft Informationssysteme GmbH, 2013
    6. 6. Resources Page 6 Are there sufficient staff, supplies, budget, and time Skilled leaders (knowledge) ©Hypersoft Informationssysteme GmbH, 2013
    7. 7. DATA TOOLS PEOPLE & PROCESSES PATTERNS & PROCESSES BUSINESS INTELLIGENCE OPERATIONAL INTELLIGENCE ORGANIZATIONAL INTELLIGENCE Enterprise Intelligences 1. Measuring Observations 2. End- User Simulation 1. Data Centric 2. After the Fact Pattern Identification 3. Database Reliant 1. Activity Centric 2. Real-time Pattern Identification 3. Monitoring 1. Operational Discovery 2. Discovery of Important People 3. Discovery of Patterns and processes ©Hypersoft Informationssysteme GmbH, 2013
    8. 8. Methodology OI attains insight in regards outcomes… 1. DISCOVERY OF OPERATIONAL STRUCTURES: automatic discovery of “communities” for analyses of individuals and/or groups and how they relate 2. KEY INDIVIDUALS OR GROUPS WHO GENERATE KNOWLEGE: who has knowledge, consumes knowledge, and blocks knowledge 3. PATTERNS/PROCESSES : identification of patterns related to internal or external collaboration, both at the individual and organizational level ©Hypersoft Informationssysteme GmbH, 2013
    9. 9. What is Presented I. Discovery of Actual Operational Structure 1. Verify operational structure design 2. Discover groups “communities” within one formal structure Exampleof a small group topography ©Hypersoft Informationssysteme GmbH, 2013
    10. 10. What is Delivered: II. Automatic delivery of Key individuals and Groups 1. Individuals with knowledge or knows someone with knowledge. 2. Individuals who contribute to projects? 3. Discovery of Important & Key individuals 4. Process & patterns identification 5. Identify individuals who blocks Information? Example of a small Department Width of line and thickness of the circles indicates levels of being engaged Width of line and thickness of the circles indicates levels of being engaged Example of a small Department ©Hypersoft Informationssysteme GmbH, 2013
    11. 11. What is Delivered? III. Identification of patterns related to internal and/or external processes, both at the individual and group level.  Verify organizational and individual processes?  Identify successful & unsuccessful processes  Find any barrier or bottleneck within the organization  Truly visualize information flow and exchange  Find experts and understand in which individuals and groups have expertise ©Hypersoft Informationssysteme GmbH, 2013
    12. 12. Case Study: Build Organizational Foundation Page 12 Present our understanding of the situation Understand the goals and objectives (short and long-term) of the project Align the methodology and hypothesis for the project Align the way forward Presentation of project members ©Hypersoft Informationssysteme GmbH, 2013
    13. 13. Agenda Project approach and methodology Time frame and team Company profiles Initial situation and project scope Page 13 ©Hypersoft Informationssysteme GmbH, 2013
    14. 14. External and internal developments call for action Page 14 Market opportunities Internal challenges Consequences for project scope  Priority focus on active business time  Focus on existing staff and structures  Analysis of active time e.g. key activities, interaction patterns ©Hypersoft Informationssysteme GmbH, 2013
    15. 15. Our understanding of the core objectives Page 15 Identify opportunities to increase active organizational collaboration Identify successful interaction patterns with customers (existing and new) Identify actions to reduce on-boarding time of new employees ©Hypersoft Informationssysteme GmbH, 2013
    16. 16. Agenda Project approach and methodology Time frame and team Company profiles Initial situation and project scope Page 16 ©Hypersoft Informationssysteme GmbH, 2013
    17. 17. Q&A phase gives fundamental input for interpretation Page 17 2 Approach Objectives  Two separate one-on-one interviews with each of the stakeholders  Analysis of data reports generated by the team (activities, contacts etc.)  Verification of data base (correct scope?)  Allocation of numbers to names/organizations  Development of clusters (e.g. sales active time, existing customers, customer A)  Identification of patterns ©Hypersoft Informationssysteme GmbH, 2013
    18. 18. Standard three step approach to gain necessary transparency Page 18 Data analysis Q&A Interpretation  Implementation of Hypersoft software  3 days of data collection  Collection of data from:  Telephones  Outlook  Lync  …  Quality check and sampling  Validation of activities:  Communities, Groups  Projects  Internal/external (maybe on unit level)  Customers  ...  Alignment on assumptions for interpretation (e.g. time not allocated)  Identification of patterns related to internal and external collaboration  Validation of time spent on Key activities  Validation of engagement with key customers and contacts  Identification of improve- ment levers Raw data processed Data allocated to entities Optimization potential 1 2 3 ©Hypersoft Informationssysteme GmbH, 2013
    19. 19. Focus of work is provided by aligned hypothesis Page 19 3 Organizational Collaboration represents less than 10% of average day Members spend 80% of that time with existing customers Members with high degree of new customers have a reverse relationship Successful collaboration needs to have a higher degree of direct personal interaction e.g. phone, meeting Frequent engagement with colleagues will lead to increased Organizational Collaboration Knowledge sharing is higher between members with > 2 years company affiliation Members do not use all available communication channels to max. sales active time 1 2 3 4 5 6 7 ©Hypersoft Informationssysteme GmbH, 2013
    20. 20. Presentation of results for hypothesis 1 and 6 Page 20 3 Admin. 30% Projects 40% Expert int. 15% Collab 15% Individual Activity Mark S Clustering of time into groups:  Administration & Leadership: Time spent with administrative and leadership tasks  Projects: Time spent with project work (as decision taker, leader, expert or team member)  Expert interchange: Time spent with knowledge sharing activities in respect to daily business  Collaboration: Time spent with members activities (existing/potential customers, direct interaction or preparation of actions) ©Hypersoft Informationssysteme GmbH, 2013
    21. 21. Presentation of results for hypothesis 2 and 3 Page 21 3 Existing Cust.. 35% Prospects 47% Initiatives 18% Sales Group Further detailing of time spent in sales:  Existing customers: Time spent with customers (ranking on time applied per customer)  New customers: Total time on new customers as well as detailed view  Initiatives: Time spent with sales initiatives that can not be assigned to a single customer Trend analysis on each level possible ©Hypersoft Informationssysteme GmbH, 2013
    22. 22. Presentation of results for hypothesis 5 Page 22 3 Group Engagement Patterns (per week) Detailing of interaction patterns:  Identification of standard interaction patterns  Identification of changes in interaction with colleagues  Identification of changes in composition of groups Marketing Group A:  Decrease of interaction 0 1 2 3 4 April May June July Trend Marketing Group R&D. Group Sales Group R&D Group:  No change in interaction Sales Group C:  Increase of interaction ©Hypersoft Informationssysteme GmbH, 2013
    23. 23. Presentation of results for hypothesis 4 and 7 Page 23 3 Phone 30% Meeting 40% Mail 15% Chat 15% Group Media use Used media per member and colleagues:  Telephone calls  Meetings out of outlook  LYNC traffic  SharePoint Collaboration  … ©Hypersoft Informationssysteme GmbH, 2013
    24. 24. Contact if you have questions Alex Akoto Organizational Business Analyst Hypersoft Information Systems Am Stadtpark 61 81243 Munich Tel. +49(89)15904160 www.hypersoft.com ©Hypersoft Informationssysteme GmbH, 2013

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