Why next generation
companies embrace
Collaboration as the new
roadmap for Innovation
24/7
connected
In the new age of the ‘24/7 connected’ workforce – a more dynamic set of communi-                          ...
happens on the social arena,we will        expertise on very specific areas can be    while users often work in a multi-
 ...
Capabilities and tools
supporting work in this area



In addition to our global workforce of skilled profes-
sionals Acce...
To discuss this content
further - contact:

Consulting
lars.sverre.gjolme@accenture.com
Talent & Organization
Performance
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Collaboration as 1 of 9 Performance Accelerators

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An overview of the 9 performance accelerators to be adressed when struggling to become a Next Generation Workplace.

Made for Accenture to promote the Next Generation Workplace campaign and the power of Collaboration.

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Collaboration as 1 of 9 Performance Accelerators

  1. 1. Why next generation companies embrace Collaboration as the new roadmap for Innovation
  2. 2. 24/7 connected In the new age of the ‘24/7 connected’ workforce – a more dynamic set of communi- Other important drivers • A growing appetite on both the Our prediction is that high-performing Board level and within the total companies will break away – gaining cation capabilities will be vital when collaboration becomes the new roadmap for we believe will have a workforce to include themes like a distinct competitive advantag innovation. We see three important drivers behind the need for greater familiarity with great influence on the corporate responsibility and sustai- through use of communication and the new and advanced communication and collaboration tools within a company next generation work- nability in corporate strategies and collaboration technologies to connect, company brand marketing. share, network, team, learn and – the desire for continuous improved business process productivity, the challenges of places innovate internally and externally – working with a more geographically-distributed workforce, and the rising costs and Over the past few years we have seen faster, better and smarter than their • Wider acceptance of social soft- a big spike in demand for Unified competitors. complexity generated by a high bandwidth that consumes technical solutions and in- ware within companies and more Communication in particular (the frastructure: end-user computing will bring new often-used marketing word for a The best way to approach these innovation in collaboration and package of communication technolo- challenges is to accept that this is communication from the home to gies – traditional telephony, VoIP, Inte- truly a horizontal challenge – and 1. Productivity decline 2. Geographical distribution 3. Rising Infrastructure Costs the enterprise. • Traditional leadership models and guidelines for security will be grated messaging, presence, video and Web conferencing) and Collaboration technologies. Companies have begun to realize the unleashed power in that the solutions we seek are to be found when we understand how to use people, structures, processes and technology to create exiting, new, Many organizations are striving to of the workforce Companies run their business proc- further challenged. each individual and see that the new effective and collaborative business increase their productivity – much due Organizations are interacting increas- esses on software that is out-of-date workforce – the Net generation or environments of the future. to high use of ‘old’ or outdated ways ingly with geographically-distributed and past warranty and the end-user • Customers are beginning to expect Millenials – is challenging the ‘estab- of using information technology. Even teams, partners and suppliers. At the computing environment is distributed, organizations to deliver the same lishment’ significantly in its demand We have designed a discussion though many corporations often have same time, the number of forms of without great standardization and experience, speed, detailed informa- to be online – regardless of working framework based on the best lessons the latest and greatest technology, they communication have grown exponen- consistency – all increasing the total tion and flexibility that they receive hours, geographical location or access learned to address what we think are still suffer by the fact that the ‘normal’ tially, making it more challenging to cost of ownership. New ‘rich media’ from their personal technology plat- devices. Working with our annual the nine most important areas to con- way of introducing these new tools get the job done, since training and solutions also tend to drive demand form – good examples are found in research around our Technology vision sider when our clients want to elabo- means a lack of sufficient effort associ- adapting the workforce to new com- for increased bandwidth – with great the micro application area delivered shows us that we will probably see rate on how they can move forward in ated with training and change programs munication and collaboration tools support from the demands of the next to iPhones and other mobile devices. increased use of video and Web con- this business landscape: to create productivity gains that can be seems to have low priority generation workforce. ferencing tools and real-time informa- measured and are sustainable. tion sharing in the years to come. 2 3
  3. 3. happens on the social arena,we will expertise on very specific areas can be while users often work in a multi- probably see an increase in the use of much smaller and deeply-defined (the purpose setup. The next generation 1. Training & Learning Training & Learning 3.Knowledge Knowledge ratings and performance indicators number of experts will grow) and can application toolbox will be ‘Single sign 2. JIT Process Support JIT Process Support that are easier to understand. The dis- thus be shared easily via new technology on’-oriented and deliver a role-based Management Management Management cussions related to whether we make solutions. Introducing functionality set of applications or subsets of appli- progress or not will be more graphical like rating and usage statistics from cations – focusing on solving specific instead of the traditional numbers we the social software arena will also tasks in a work stream, independent of often use today. The work we deliver help keep this knowledge ‘fresh’, user access device. will be linked more directly to personal and serve as a feedback channel to Instead of opening a new window incentive arrangements. the contributors – often seen to be for every single application, it will be 5. 4. Performance Performance 5.Search and Data Search and Data strongly driven by such ratings and much more convenient for the user to 6.Access to Experts Access to Experts statistics. pull out just the smaller piece of the Management & KPI’s Management & KPI's Relationship 7. same application that directly solves Search & understand data his/her task (e.g. not start all of SAP relationship when you only need the input panel The new search technology delivered Access to Business Intelligence to register delivered project hours). by companies like Google and FAST Business Intelligence is traditionally This is not really new, but it is time to 7. Access to Business will probably be the most effective discussed in terms of a data ware- deliver on the promise of yesterday’s 8. Access to 9. Collaboration tool for finding information and per- house or a reporting context, but can portals. Access to Business Intelligence & Analytics Intelligence Applications Access to Communication Collaboration & also be regarded in a much broader Applications & Communication forming ‘knowledge navigation’. The With today’s mash-up technology it is & Analytics delivery form will be both traditional, using a search interface within a por- perspective. In a business context it should cover all structured and more possible than ever to create tal or an application, but also appear unstructured sources of data and such solutions. There will also be more invisible as code lines incorpo- information – both inside and outside new delivery models for many of the rated in the solution to help the user the company. The real challenge is basic business functions that we need 1. is that we see an increasing demand box is a good example of how global find the fast track to the desired end then to present and map all of the to access every day. We predict an for delivering this support ‘on the companies manage to document, point. Also within the end user tools Business Intelligence objects in an increase in solutions based on models fly’ through digital channels and not share and reuse everything from our we will see a dramatic increase in how accessible and action-oriented format where some parts will be delivered Training and Learning preset to a fixed learning session in a corporate knowledge repositories, search technology will help us perform – often in the form of a ‘Dashboard’ or from your own IT department while Management traditional physical classroom. Again using a modern toolbox from the best our task more intuitively and much a ‘Scorecard’. others will be delivered as a service Our research shows that only 20% of we see a need to deliver this support vendors in the marketplace. faster and better. through the Internet (often referred to 6. traditional training concepts (class- more based on how it has been com- Easy access to information and data is as ‘Cloud Computing’ or ‘Software as room based, traditional eLearning monly known that the Millennials are We believe that more new ways of also a prerequisite for making the right a Service’. 9. etc.) support how people actually doing it – e.g. the young guitar player learning will be developed that will decisions, but unfortunately this is not learn. A more efficient way to organ- who finds inspiration for how to per- deliver just in time, point of need, Find and get access to Experts where many companies are today. ize this is through ‘on–the-job’-train- form a difficult guitar riff on YouTube bite-sized learning components – Knowledgeable people are the corner- Information is stored in people’s ing – gaining responsibility under su- when the challenge occurs – not in accessible on the device of your stone of any business, and the expert heads, which are still inaccessible. Communication & pervision, watching someone else do books or based on scheduled class choice – whether this is the person’s is perhaps the most valuable asset of Human databases are not connected Collaboration capabilities something, asking the person sitting room tutorials. PC, mobile phone or iPod. As long as to other similar databases and hence Experts and knowledge have no meaning 3. them all – if he or she can be made next to you how to do it, looking it up the learning component is digitized, available and used the right way. not searchable or collaboratively- if they appear to be small isolated in a manual or online when you need it can be shared and reused wherever This means that each individual must oriented to the best of the company. islands in the company – they have to it, searching the topic in a portal etc. and whenever applicable. be accessible (‘presence’), become connect and exchange knowledge and We do not want to wait till the next Knowledge Management (KM) familiar with a broad range of new Much of the corporate intelligence help grow the intellectual capital. New time slot for a training activity – it capabilities With the rise of the multi-polar communication channels (‘unified today is stored in information silos and unified communication tools like has to happen NOW! The collective knowledge capital world, and many of our customers communication’ tools) and be willing where the information owner has the instant messaging, Web conferencing 2. within a company should be based on having operations in different geo- to document and share his or her ‘gatekeeper’ approach, based on and Telepresence solutions give us tre- collecting, documenting, sharing and graphical locations, we see the need knowledge with others via knowledge security issues instead of the sharing mendous opportunities to utilize these reusing the knowledge we have about to connect the workforce and for this repositories (‘communities’) with co- and reuse-oriented approach that we capabilities and document their actual Just in Time Process Support areas like customers, employees, reason be able to conduct more of workers, partners and in the end with see dominates the younger workforce. business value. Knowledge can easily 8. The business landscape is becom- partners, products, competitors, pro- the training and learning activities ‘live’ customers. be captured, using the latest collabo- ing increasingly dynamic, and even cesses etc. To make this happen we through new digital communication ration technologies, stored and reused though the work stream in a company have to improve our performance to channels (Web and video-based train- All members of the workforce should using dynamically designed frame- can be preset and automated to overcome barriers on at least two im- ing and learning). be stimulated to participate in grow- Access to Applications and works for role-based access control. 4. a high degree, the need to portant dimensions – technologically ing the company’s intellectual capital Functionality support the workforce (creating the right tools and systems) and contribute to establish a new Many system vendors still deliver is necessary. The and culturally (creating and success- ‘knowledge sharing work culture’ – sophisticated single purpose solutions new aspect fully deploying new thinking and work Utilize Key Performance an approach that we anticipate will of this styles). Indicators be strongly supported by the next Everything we do (or do not do) cre- generation workforce. In this context, To fully understand the power of KM, ates results and the saying ‘What gets we often discuss it in the context of measured gets done’ is still very valid. how we solve these issues ourselves. Learning from the younger genera- The Accenture ‘Collaboration 2.0’ tool- tion and all that 4 5
  4. 4. Capabilities and tools supporting work in this area In addition to our global workforce of skilled profes- sionals Accenture, has a huge domain of capabilities and tools to support work in this area. Some good examples are: Presentation and research deploy project for a global company, Prototypes material for inspirational and e.g. based on our solid frameworks (change management, human capital A good demonstration of a solution Uinfied Communication & Collaboration — Discussion Model awareness sessions that actually works is always the best management, etc.). starting-point before developing some- Level of complexity Together with partners like Microsoft, IBM, Cisco, Tandberg, etc. we share thing new for a client. Accenture has Maturity assessment framework knowledge across all major industries A good starting-point is often to developed different fully-functional Change Management/Deployment and geographies to better serve our prototypes within many of the areas evaluate where we are today before addressed in the next generation customers and help them become high jumping into the ‘designing the future’ workplace concept. We always work performers. We can deliver this huge phase. Accenture has developed various together with all the leading tech Lean enabled & value adding processes knowledge repository together with frameworks – both paper-based inter- our own material from our research vendors in this area – Microsoft, Tand- centers and technology labs to deliver view guides and Web-based question- berg, IBM, Cisco etc. – and have many Connect Share Network Team Learn Innovate naires – to collect, structure and docu- research projects running together • Unified • Documents • People pages • Customer • eLearning • Brain presentations and workshop material ment insight in these matters. to demonstrate insight, benchmarks with the leading schools and educa- messaging • Multimedia • Expert finder sites • Virtual coach storming and describe potential future trends. tional environments in the world. We • Web • Wiki's • Social • Development • Podcasting • Decision Total economic impact model have also dedicated our best resources Conference • Blog's • Bookmarking sites • Streaming support A solid business case is often the Presentation material and to work together with our clients at • Video • Tweet's • Social sites • KPI's • Media library • Federated necessary foundation before final our many tech labs and innovation Conference • Time • Recordings brains project templates to kick start conclusions can be put to the app- centers all over the world. • Telepresence management • Visualization future work ropriate stakeholders. Accenture has We can deliver a variety of ‘ready various models for calculating the total One of these is the FAST Innovation designed’ templates to be able to start economic impact of implementing Center in Oslo, where we currently are Corporate intellectual capital ecosystem initiatives within one or a selection solutions that support the next gene- working on search technology as one of these areas in order to deliver ration workplace. Models like this will of the fundamental drivers for the new results according to a timeframe also deliver a potential framework of business models and discussion frame- "Business Productivity" – Tools & Infrastructure agreed with each customer. Projects performance indicators for use when works like the Unified Communication can be anything from a half-day we monitor if the solutions deliver & Collaboration model to the right. high-level workshop, a 12-week pre- results or not. Technical infrastructure study or a complete plan/build/test/ Scope of work 6 7
  5. 5. To discuss this content further - contact: Consulting lars.sverre.gjolme@accenture.com Talent & Organization Performance Mobile: +47 9829 0025 Technology andre.asbjornsen@accenture.com Workplace Technology & Collaboration Mobile: +47 9155 0592 Copyright © 2010 Accenture All rights reserved. Accenture, its logo, and High Performance Delivered are trademarks of Accenture. About Accenture Accenture is a global management consulting, technology services and outsourcing company, with more than 181,000 people serving clients in more than 120 countries. Combining unparal- leled experience, comprehensive capa- bilities across all industries and business functions, and extensive research on the world’s most successful companies, Accenture collaborates with clients to help them become high-performance businesses and governments. The company generated net revenues of US$21.58 billion for the fiscal year ended Aug. 31, 2009. Its home page is www.accenture.com

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