Collaborattion Across Communications

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Collaborattion Across Communications

  1. 1. Collaboration Across Communications Caitlin McConoughey July 22, 2010
  2. 2. Case Study: Ivy University <ul><li>Collaboration tools </li></ul><ul><li>SharePoint – established in other departments </li></ul><ul><li>Jive – some employees may be using </li></ul><ul><li>Issues </li></ul><ul><li>no centralized document storage </li></ul><ul><li>future viability? operation costs? </li></ul><ul><li>Goal for collaboration </li></ul><ul><li>seamless interdepartmental communications </li></ul><ul><li>to improve rankings in the sciences </li></ul><ul><li>Metrics </li></ul><ul><li>needs to be developed </li></ul>
  3. 3. Case Study: Ivy Hospital <ul><li>Collaboration tools </li></ul><ul><li>SharePoint – limited to document sharing and project management </li></ul><ul><li>custom – for sharing information and photos </li></ul><ul><li>Issues </li></ul><ul><li>SharePoint – too technical, intimidating </li></ul><ul><li>Goal for collaboration </li></ul><ul><li>maintain unified voice and vision </li></ul><ul><li>Metrics </li></ul><ul><li>employee surveys, compliance, XX goals </li></ul>
  4. 4. Case Study: Medical School <ul><li>Collaboration tools </li></ul><ul><li>none </li></ul><ul><li>Issues </li></ul><ul><li>competitive internal environment </li></ul><ul><li>possible external confusion, conflict </li></ul><ul><li>internal charge-back for technology </li></ul><ul><li>redundancy creating higher costs </li></ul><ul><li>Goal for collaboration </li></ul><ul><li>no formal goals - lack of leadership on this issue </li></ul><ul><li>Metrics </li></ul><ul><li>none </li></ul>
  5. 5. Case Study: Consumer Products <ul><li>Collaboration tools </li></ul><ul><li>SharePoint established across company </li></ul><ul><li>mini-site for communications team in use </li></ul><ul><li>Issues </li></ul><ul><li>IT support is critical to launch and understand all of the features </li></ul><ul><li>Goal for collaboration </li></ul><ul><li>improve engagement and information flow </li></ul><ul><li>reduce duplication of efforts </li></ul><ul><li>Metrics </li></ul><ul><li>usage will be measured </li></ul>
  6. 6. A larger perspective p.144-146, Stephen Covey cited in Made to Stick by Dan Heath and Chip Heath 37% of employees understand their organization’s goals Four of 11 soccer players know which goal is theirs 15% are equipped to execute against those goals Two of 11 soccer players know how they can help the team score
  7. 7. SharePoint vs. Jive <ul><li>SharePoint </li></ul><ul><ul><li>Advantage </li></ul></ul><ul><ul><ul><li>established vendor </li></ul></ul></ul><ul><ul><li>Disadvantage </li></ul></ul><ul><ul><ul><li>potential high cost </li></ul></ul></ul><ul><ul><ul><li>needs IT launch </li></ul></ul></ul><ul><li>Jive </li></ul><ul><ul><li>Advantage </li></ul></ul><ul><ul><ul><li>ability to scale usage </li></ul></ul></ul><ul><ul><li>Disadvantage </li></ul></ul><ul><ul><ul><li>start-up company </li></ul></ul></ul>
  8. 8. SharePoint Each document has a “permalink” based on its unique ID, which lets people retrieve the document even after it has been moved to a new area.
  9. 9. Jive
  10. 10. Metrics from Yum Brands using Jive
  11. 11. Jive use on iPhone
  12. 12. Caitlin McConoughey <ul><li>Communications professional </li></ul><ul><ul><li>15 years of experience </li></ul></ul><ul><ul><li>persuasive writing/editing </li></ul></ul><ul><ul><li>management strategy orientation </li></ul></ul><ul><li>Strategic initiative at GE Corporate </li></ul><ul><ul><li>led cross-functional teams </li></ul></ul><ul><ul><li>managed outside vendors </li></ul></ul><ul><ul><li>reduced development time by 75% (vs. J&J) </li></ul></ul><ul><li>“ Essential Tools to Become a Leader” PRWeek </li></ul><ul><ul><li>best practice for developing an online tool </li></ul></ul><ul><ul><li>launched across all business units </li></ul></ul><ul><ul><li>improved standards of communications team </li></ul></ul>
  13. 13. How I can help you Challenges Solutions <ul><li>decentralized staff </li></ul><ul><li>10 years as an interdepartmental supervisor </li></ul><ul><li>possible cost containment issues </li></ul><ul><li>investigated and corrected errors in a $6.4 million program </li></ul><ul><li>need for tech-savvy, internal champion </li></ul><ul><li>led five internal initiatives to improve technology </li></ul><ul><li>requisite for metrics </li></ul><ul><li>initiated benchmarking for GE toolkit </li></ul>

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