Adoption & dissemination of collaborative practices

ADOPTION & DISSEMINATION OF COLLABORATIVE PRACTICES
CO-LAB : ATELIER 4
July 3, 2009
Miguel Membrado
Kimind Consulting

CASE STUDIES

(c) 2009 - Miguel Membrado - Kimind Consulting
LEARNING CURVE
Risk
Attention
Success
4
Efficiency
3
Adoption
(second nature)
today’s efficiency level
Acquisition
(assimilation)
2
Learning
(comprehension)
1
Lost of time
(incomprehension)
Time
3 months
6 months
© 2006-2009, Miguel Membrado – Kimind Consulting

CASE STUDY: ESANGATHAN ADOPTION PATH
Customizable
Homepages / RSS
Instant messaging
+ VoIP + Video
Social
bookmarking
WIKI
Collaborative
Workspaces
Online
Publication
Online
Publication
Online
Publication
Social
bookmarking
Websites/Blogging
E-mails + file attachments
Pligg
Netcipia
Diigo
Skype
WordPress
NetVibes
Scribd
mayeticVillage
SlideShare
Google Video
Months
18
3
6
9
12
15
0

TECHNOLOGY VS ORGANIZATION
Informational Dimension
Heterarchical
(Participatory)
Your organization
tomorrow
Management Evolution
Organizational Dimension
IS Evolution
Hierarchical
Structured
Unstructured
(knowledge)
© 2006-2009, Miguel Membrado – Kimind
Your organization
today

USAGE TRANSFORMATION

1. FROM “FILES" TO “PAGES"
New way
The information is produced, shared, and retrieved online using search engine and navigational links
Old wayThe information is produced, shared and classified using files and folders

2. FROM "SEND" TO "SHARE"
New way
The information is stored in a single repository and accessed by the co-workers
Old wayPeople are sending e-mails to each co-worker which receives it in his mailbox

3. FROM « CLOSE » TO « OPEN »
FROM:
Locked by default and accessrights are grantedlittle by little
Information is not really accessible whennecessary
No fluent communication
Hierarchyiscontrolling information
Stronghierarchywith no autonomy of the people
TO:
Opened by default and accessrights are lockedonly if necessary
Information isalways accessible
Comments are always possible
Onlyreallyconfidential information isprotected
Organization management must bechanged
People are responsible and autonomous

DIFFÉRÉ VS INSTANTANEITE
Circuits longs de remontée d’information
Hiérarchies autoritaires
=> retours de bâtons négatifs
Pas le droit à l’erreur
Travail « parfait »
=> élitisme dévié
Les gens cachent les problèmes le plus longtemps possiblepour ne pas s’exposer
Circuits courts de décision
Hiérarchies plates
Transparence
=> hiérarchie devient une aide et non un sanctionneur
Droit à l’erreur
Travail en mode brouillon
=> vraie collaboration

ADOPTION & DISSEMINATION

IRRADIATING SPIRAL DISSEMINATION
Team
Leaders
IS Team
Early
Adopters
All
Company
Team
Members
Managers
© 2008-2009 - Miguel Membrado

ADOPTION CYCLE
Adoption
Communication
Coaching
Evangelization
© 2008-2009 - Miguel Membrado
Adoption
Jan. 16, 2009
(c) 2009 - Miguel Membrado - XWIKI
13

SOCIAL LEVERAGES
Ego / Reputation
I want to share
I get satisfaction from it
I want to share more
Ethics / Transparency
CWE increases transparency spirit

CONCLUSION

OBSTACLES
Individualism
Lack of understanding
Lack of time
Lack of global vision
Lack of leadership
Lack of successfulexamples
Lack of tools and coherentenvironment
…

SUCCESS KEY FACTORS
Findusersalreadyinitiated to web 2.0 usages
Have a strong leadership, engaged & being an example
Switch right management mindset
Start withconcreteprojectsfrom the daily life
Initiate real-time collaboration first
Dictate good sens rules
One collaborative workspace per project (acting as repository and portal)
No more files attached in emails
Promoteprojectblogging
Replace corporate newsletters by blogs
Create transversal best practice communities to shareknowledgeamong people