Zürich
30.01.2014

Collaboration

Stephan Schillerwein
stephan@schillerwein.net
www.schillerwein.net
www.intranet-matters....
This presentation contains some
to give insights into those slides,
that don’t make an awful lot of sense without the
«aud...
Still stuck with Tool Foolishness

http://www.youtube.com/watch?v=1EBfxjSFAxQ
3
About Stephan Schillerwein








15+ years of experience in Digital Media and Information
Management, specializing...
I’m also a collector of …

Intranet Names

Intranet Cases Studies
Digital Workplace Maturity models

…
All on http://www.i...


COLLABORATION SHOULD
HAVE TAKEN OFF LIKE A
ROCKET …

6
Your CEO should get on
his knees, begging you
to do everything you
can to foster
collaboration. And the
simple reason why ...
What is the core function of every
Organisation?

“Firms come into being in order to enable human
beings to achieve collab...
Maybe it’s just that kind of
collaboration that management
doesn’t really like …

9
… that social
collaboration!

Photo credits: mypokcik, «Social Media Concept in word collage», http://www.shutterstock.com...
Knowledge Work – the misunderstood key success
factor in a high-tech, global world
Percentage
of
Knowledge
Work

3

Work
t...
Some Facts about Knowledge Work

25
%
29
%
63
%
14
k$
80
%

Time-loss due to information
overflow and interruptions

Reduc...
Sources for previous slide
1.

Basex: “Information Overload: Now
$900 Billion – What is Your
Organization’s Exposure?”, 20...
Knowledge
Work is
fundamentally
different!

14
15
Organisations
were not
designed for it!
16
The Gap between Goals and Tools

Business
Goals

Tools

17
Value Drivers bridge the Gap between Goals
and Tools

Business
Goals

Value
Drivers

Tools

18
Case study: Knowledge work related Value
Drivers rank highest
21 - MARKENBOTSCHAFTERTUM

Content Management
Social Collabo...


AT LEAST COLLABORATION
ITSELF IS EASY, ISN’T IT?

20
«Three unquestionable thruths about
Collaboration»

Collaboration is a Silo

All Colllaboration is equal

Any Tool will do...


Collaboration is a Silo

22
Testing the Silo Theory: Areas of Overlap

Intranet  Collaboration
Functionality



Content

/?

Context



Users


2...
Today’s Intranets don’t play an important role
for employees because …
Today

Tomorrow

Source: Thomas Maeder, Swisscom, i...
0.450

0.400

0.350

0.300

0.250

Total - Interactivity
Time
Documents
Work instructions
Intranet improvement
Online form...
Content Curation connect different content
types

Source: Unknown
26


All Collaboration is equal

27
Collaboration ≠ Collaboration

Team /
Project
Defined goal

Community

Organisationwide

Topics at the core

Identifying
e...
Highest value ironically to be found in the not
directly goal oriented collaboration types

Source: “The Knowledge-Creatin...


Any Tool will do

30
If you think, this is already confusing, wait
until you look below the surface …

31
Once you look beneath
the surface, it will be
like looking at the sky
at night: the longer you
look, the more you see
…

P...
Case study: Candidate drop-out in a purely
functional approach*
System Category/ies
Evaluation which type(s) of systems is...


TO SUM UP

34
Source: http://www.wallpaperlibrary.net/12261/2013/albert-einstein-wallpapers-quotes/albert-einstein-wallpapers-quotes-2/
...
Thank you !

36
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Collaboration - Just idle Chatter or Business-critical Core Capability?

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Presentation from the keynote at the MatchPoint Snow Release Party in Zurich on 30.01.2014. A look at (social) collaboration from a strategic perspective and some typical problems.

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Collaboration - Just idle Chatter or Business-critical Core Capability?

  1. 1. Zürich 30.01.2014 Collaboration Stephan Schillerwein stephan@schillerwein.net www.schillerwein.net www.intranet-matters.de @IntranetMatters Chatter or Businesscritical Core Capability? Keynote @ MatchPoint Snow Release Party 1
  2. 2. This presentation contains some to give insights into those slides, that don’t make an awful lot of sense without the «audio». 2
  3. 3. Still stuck with Tool Foolishness http://www.youtube.com/watch?v=1EBfxjSFAxQ 3
  4. 4. About Stephan Schillerwein       15+ years of experience in Digital Media and Information Management, specializing in Intranets, Social Collaboration and the Digital Workplace 100+ projects at 50+ organizations of all sectors & sizes Formerly Online and Intranet Manager at several large enterprises and Director at the Intranet Benchmarking Forum Business computer scientist – speaks language of “both sides” Author, conference speaker, seminar trainer, blogger, … Partner of the Worldwide Intranet Challenge Project Focus:  Vision & Strategy  Coaching & Enabling  System evaluation  Lean Intranet Projects     Intranet & Digital Workplace Advisor 360° Intranet Assessment Findability & Semantic Change Management … 4
  5. 5. I’m also a collector of … Intranet Names Intranet Cases Studies Digital Workplace Maturity models … All on http://www.intranet-matters.de/ 5
  6. 6.  COLLABORATION SHOULD HAVE TAKEN OFF LIKE A ROCKET … 6
  7. 7. Your CEO should get on his knees, begging you to do everything you can to foster collaboration. And the simple reason why is … Photo credits: Alex Proimos, «On bended knee», http://www.flickr.com/photos/34120957@N04/7390981910 7
  8. 8. What is the core function of every Organisation? “Firms come into being in order to enable human beings to achieve collaboratively what they could not achieve alone. If one accepts this as the true purpose of any organization, then the main focus of executives’ attention should be on how to foster collaboration within their companies.” (Hansen and Nohria, 2004) 8
  9. 9. Maybe it’s just that kind of collaboration that management doesn’t really like … 9
  10. 10. … that social collaboration! Photo credits: mypokcik, «Social Media Concept in word collage», http://www.shutterstock.com/pic-130460969/stock-photo-social-media-concept-in-word-collage.html 10
  11. 11. Knowledge Work – the misunderstood key success factor in a high-tech, global world Percentage of Knowledge Work 3 Work types Case Work Knowledge Work             Repetition, Standardisation Self-organised Creativity, Finding Solutions Time- and Volume-based Focus  Source: The work foundation: “Knowledge Workers and Knowledge Work, 2009 Manual Labour Planing, Steering, Processes Extrinsic Motivation 60% of all employees have medium (27%) to high (33%) amounts of knowledge work in their jobs!   Today / Revenue     Future 11
  12. 12. Some Facts about Knowledge Work 25 % 29 % 63 % 14 k$ 80 % Time-loss due to information overflow and interruptions Reduction in organisational performance Managers taking business critical decisions w/o the right information Cost per employee and year just for internal search of all knowledge is «bound to persons» 25 % 85 % 62 % 18 x 40 % Percentage that «outperformers» value information management more Employees who could be more productive if work was better organised Companies that don’t trust their own informations (and have no proper information management) more growth in employee engagement if social media is used internally of productivity is directly explained by the amount of communication amounf employees 12
  13. 13. Sources for previous slide 1. Basex: “Information Overload: Now $900 Billion – What is Your Organization’s Exposure?”, 2008, http://www.basexblog.com/2008/12/1 9/information-overload-now-900billion-what-is-your-organizationsexposure/ 1. IBM Global Business Services: “Business analytics and optimization for the intelligent enterprise”, 2009, http://www935.ibm.com/services/us/gbs/bus/html /gbs-business-analyticsoptimization.html 2. Capgemini, 2008 (as cited in: Stephen E. Arnold, Martin White: Successful Enterprise Search Management) 2. Workplace Productivity Report, http://www.stuff.co.nz/thepress/news/8928152/Digital-stressoverwhelming-workers-study 3. Capgemini: “The Information Opportunity Report“, 2008, http://www.uk.capgemini.com/news/p r/pr1605/ 3. AIIM Industry Watch: „State of the ECM Industry 2011” 4. IDC: “Hidden Costs of Information Work: A Progress Report”, 05/2009, http://www.idc.com/getdoc.jsp?contai nerId=217936 4. Chris McGrath & Ephraim Freed, ThoughtFarmer: «SOCIAL INTRANETS & EMPLOYEE ENGAGEMENT», 2012 (based on Research by Aberdeen Group) 5. Giga Information Group, Inc.: “Collaboration and Communities: an Update”, 2002 5. Global Knowledge Training LLC (B. Bulleit): “Effectively managing team conflict”, 2006 13
  14. 14. Knowledge Work is fundamentally different! 14
  15. 15. 15
  16. 16. Organisations were not designed for it! 16
  17. 17. The Gap between Goals and Tools Business Goals Tools 17
  18. 18. Value Drivers bridge the Gap between Goals and Tools Business Goals Value Drivers Tools 18
  19. 19. Case study: Knowledge work related Value Drivers rank highest 21 - MARKENBOTSCHAFTERTUM Content Management Social Collaboration Projects Personal Dashboard Processes 38% 16 - INFORMATIONSSICHERHEIT 39% 20 - ARBEITGEBERATTRAKTIVITÄT 46% 03 - PAPIER-BASIERTE VORGÄNGE 47% 11 - MITARBEITERZUFRIEDENHEIT 47% 19 - UNTERNEHMENSKULTUR 49% 10 - INNOVATIONSKRAFT 50% 15 - ENTSCHEIDUNGSFÄHIGKEIT UND -QUALITÄT 52% 04 - VERFÜGBARKEIT VON BILDUNGSANGEBOTEN 52% 17 - VERBINDUNG INTRANET MIT ANDEREN SYSTEMEN 52% 08 - KOMMUNIKATIONSMÖGLICHKEITEN 53% 22 - MITARBEITERPRODUKTIVITÄT 54% 06 - ZUSAMMENARBEIT 56% 09 - AUFFINDBARKEIT PERSONEN UND EXPERTISE 58% 13 - TRANSPARENZ ÜBER GESCHÄFT 60% 18 - STEUERBARKEIT INTRANET 67% 14 - PROZESSE 69% 05 - PERSÖNLICHE INFORMATIONSFLÜSSE 74% 01 - VERFÜGBARKEIT INFORMATIONEN 74% 12 - PROJEKTARBEIT 75% 07 - WISSENSTAUSCH 78% 02 - AUFFINDBARKEIT VON INFORMATIONEN 79% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 19
  20. 20.  AT LEAST COLLABORATION ITSELF IS EASY, ISN’T IT? 20
  21. 21. «Three unquestionable thruths about Collaboration» Collaboration is a Silo All Colllaboration is equal Any Tool will do 21
  22. 22.  Collaboration is a Silo 22
  23. 23. Testing the Silo Theory: Areas of Overlap Intranet  Collaboration Functionality  Content /? Context  Users  23
  24. 24. Today’s Intranets don’t play an important role for employees because … Today Tomorrow Source: Thomas Maeder, Swisscom, i2 Summit 2013 24
  25. 25. 0.450 0.400 0.350 0.300 0.250 Total - Interactivity Time Documents Work instructions Intranet improvement Online forms News Policies & procedures Staff details Publish content Total - Content Intranet feedback Business applications Total - Maintenance Values & culture External web sites Look & feel Work tasks Training Intranet changes Home page Total - Look and feel Products & services Collaboration New starters Forms Intranet training Discussion forums Easy to read Find information Consistency Finding information Navigation Re-usable documents Labelled Accurate content Hierarchy Reports Customers Templates Up-to-date content Change notification Total - Peformance Search Calendars Availability Off-site access Personalisation Speed Mobile access Correlation value Is there a «Content Connection»? Correlation of WIC questions to intranet value 0.500 Question categories Signal Noise  Interactivity  Content  Maintenance  Look and feel  Finding information  Performance 0.200 0.150 0.100 0.050 0.000 Source: Worldwide Intranet Challenge, 2013, http://www.worldwideintranetchallenge.com/ 25
  26. 26. Content Curation connect different content types Source: Unknown 26
  27. 27.  All Collaboration is equal 27
  28. 28. Collaboration ≠ Collaboration Team / Project Defined goal Community Organisationwide Topics at the core Identifying expertise Special Ideas & Innovation Jams Decission Support Defined participants Exchange and sharing Staying up-to-date & serendipity Workflows Cases Limited timespan Open to «all» Catalyst for the other types Prediction Markets … 28
  29. 29. Highest value ironically to be found in the not directly goal oriented collaboration types Source: “The Knowledge-Creating Company” by Ikujiro Nonaka and Hirotaka Takeuchi; Oxford University Press, 1995; ISBN: 978-0195092691 Via: “Knowledge Creation and Social Collaboration in the Digital Workplace”, Marc Jadoul, https://www.tallyfox.com/insight/knowledge-creation-and-social-collaboration-digita 29
  30. 30.  Any Tool will do 30
  31. 31. If you think, this is already confusing, wait until you look below the surface … 31
  32. 32. Once you look beneath the surface, it will be like looking at the sky at night: the longer you look, the more you see … Photo credits: Jim Gibbs, «M51 (The Whirlpool Galaxy) and NGC5195», http://www.flickr.com/photos/jrgibbs/8069745330/ 32
  33. 33. Case study: Candidate drop-out in a purely functional approach* System Category/ies Evaluation which type(s) of systems is best suited to meet the requirements Total Market Exclusion Criteria, Market Knowhow/Experience from 100+ to 10-15 Longlist Primary Requirements from 10-15 to 4-8 Shortlist Detailed Requirements, Demos, Research Lab from 4-8 to 2-3 Candidates for Proof-of-Concept Visits, Proof of Concept, Contract Negotiations from 2-3 to 1 Best Fit for Purpose 3 (Sub) >100 35 7 80% did not meet basic functional criteria 2 1 * not recommended under normal circumstances 33
  34. 34.  TO SUM UP 34
  35. 35. Source: http://www.wallpaperlibrary.net/12261/2013/albert-einstein-wallpapers-quotes/albert-einstein-wallpapers-quotes-2/ 35
  36. 36. Thank you ! 36
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