Online Collaboration for Business: Frameworks for Success Kate Carruthers Sydney - Dec 2007 Online Social Networking & Business Collaboration World 2007 This work is licensed under the Creative Commons Attribution-Noncommercial-Share Alike 2.5 Australia License. To view a copy of this license, visit http://creativecommons.org/licenses/by-nc-sa/2.5/au/

Why is Collaboration Important? Why? Organisations seek to achieve their strategic intent How? By harnessing the power of a wide spectrum of competencies across the company Effective collaboration enables diverse people to work collectively to achieve organisational objectives

Why?

Organisations seek to achieve their strategic intent

How?

By harnessing the power of a wide spectrum of competencies across the company

Why is Collaboration Important? Building Organisational Competency Getting Things Done

Building Organisational Competency

Getting Things Done

Framework Strategic Intent : what are we trying to accomplish? Organizational Capabilities we require How able are we to manage the work processes and change in order to accomplish our Strategy? What is the Organisation we need to accomplish our strategy? What are the standards and consequences requires to accomplish our strategy? What are the Competencies we require to accomplish our Strategy? Work- Process/ Capacity for Change Governance Consequence Competence

Source: http://www.oreillynet.com/pub/a/oreilly/tim/news/2005/09/30/what-is-web-20.html

Phillip Keller, Tag history and Gartner's hype cycles

Source: Dion Hinchcliffe, A checkpoint on Web 2.0 in the enterprise, Part 2

Generation Gap? Facebook MySpace YouTube SMS > IM > Twitter Connected Phone Email Paper Meeting Asynchronous

Facebook

MySpace

YouTube

SMS > IM > Twitter

Connected

Phone

Email

Paper

Meeting

Asynchronous

Generations

Different Needs Source: Mark McCrindle, http://www.mccrindle.com.au/wp_pdf/BridgingTheGap_Employers.pdf

Collaboration Culture Leadership Rules of engagement Structure Opportunity Technology

Culture

Leadership

Rules of engagement

Structure

Opportunity

Technology

Values RESPECT: We treat others as we would like to be treated ourselves. We do not tolerate abusive or disrespectful treatment. Ruthlessness, callousness, and arrogance don't belong here. INTEGRITY: We work with customers and prospects openly, honestly and sincerely. When we say we will do something, we will do it; when we say we cannot or will not do something, we won't do it. COMMUNICATION: We have an obligation to communicate. Here, we take the time to talk with one another...and to listen. We believe that information is meant to move and that information moves people. EXCELLENCE: We are satisfied with nothing less than the very best in everything we do. We will continue to raise the bar for everyone. The great fun here will be for all of us to discover just how good we can really be. Source: Enron’s 1998 Annual Report, “Our Values”

RESPECT: We treat others as we would like to be treated ourselves. We do not tolerate abusive or disrespectful treatment. Ruthlessness, callousness, and arrogance don't belong here.

INTEGRITY: We work with customers and prospects openly, honestly and sincerely. When we say we will do something, we will do it; when we say we cannot or will not do something, we won't do it.

COMMUNICATION: We have an obligation to communicate. Here, we take the time to talk with one another...and to listen. We believe that information is meant to move and that information moves people.

EXCELLENCE: We are satisfied with nothing less than the very best in everything we do. We will continue to raise the bar for everyone. The great fun here will be for all of us to discover just how good we can really be.

Online Collaboration Tools

Online Collaboration Tools

References Champy, James L. ed., Nohria, N. Fast Forward: The Best Ideas on Business Change , 1996, Harvard Hinchcliffe, D. 2007, A checkpoint on Web 2.0 in the enterprise, Part 2 , http://blogs.zdnet.com/Hinchcliffe/?p=135 Keller, P. Tag history and Gartner's hype cycles , http://www.pui.ch/phred/archives/2007/05/tag-history-and-gartners-hype-cycles.html Kotter, J. & Cohen, D. The Heart of Change: Real-Life Stories of How People Change Their Organizations , 2002, Harvard Levine, R., Locke, C. , Searls, D. The Cluetrain Manifesto: The End of Business As Usual , 2000, Perseus Group McCrindle, M. Bridging the Gap for Employers , http://www.mccrindle.com.au/wp_pdf/BridgingTheGap_Employers.pdf Merholz, P. Web 2.0 - It's not about the technology , 2005, http://www.peterme.com/archives/000560.html O’Reilly, T. What Is Web 2.0 - Design Patterns and Business Models for the Next Generation of Software , http://www.oreillynet.com/pub/a/oreilly/tim/news/2005/09/30/what-is-web-20.html Enron Annual Report 1998, A copy of this presentation can be found at http://www.katecarruthers.com/writings.html

Champy, James L. ed., Nohria, N. Fast Forward: The Best Ideas on Business Change , 1996, Harvard

Hinchcliffe, D. 2007, A checkpoint on Web 2.0 in the enterprise, Part 2 , http://blogs.zdnet.com/Hinchcliffe/?p=135

Keller, P. Tag history and Gartner's hype cycles , http://www.pui.ch/phred/archives/2007/05/tag-history-and-gartners-hype-cycles.html

Kotter, J. & Cohen, D. The Heart of Change: Real-Life Stories of How People Change Their Organizations , 2002, Harvard

Levine, R., Locke, C. , Searls, D. The Cluetrain Manifesto: The End of Business As Usual , 2000, Perseus Group

McCrindle, M. Bridging the Gap for Employers , http://www.mccrindle.com.au/wp_pdf/BridgingTheGap_Employers.pdf

Merholz, P. Web 2.0 - It's not about the technology , 2005, http://www.peterme.com/archives/000560.html

O’Reilly, T. What Is Web 2.0 - Design Patterns and Business Models for the Next Generation of Software , http://www.oreillynet.com/pub/a/oreilly/tim/news/2005/09/30/what-is-web-20.html

Enron Annual Report 1998,

A copy of this presentation can be found at http://www.katecarruthers.com/writings.html