You've Got Collaboration Tools - Now What?

You’ve Got Collaboration Tools—Now What?
Michael Sampson

Agenda
Introducing MichaelWhere Are We?Basic Principles of CollaborationRoadmap to Success with CollaborationWhat Should You Do Now?

Introducing Michael
1

Where am I coming from?
Collaboration Strategist
Author
Workshop Leader
Consultant
Serve end-user organisations

Making Collaboration WorkStrategy, Governance, User Adoption

Book: SharePoint Roadmap
How to do “the business stuff” with SharePoint
Governance
Engagement
User Adoption
Quick Start
michaelsampson.net/sharepointroadmap.html

Book: User Adoption Strategies
User adoption is the #1 challenge with collaboration tools and approaches
Theory
Framework
Practical Strategies
Developing an Approach
michaelsampson.net/useradoption.html

Next Book: Collaboration Roadmap
Collaboration Roadmap – Taking a Business- and People-Centric Approach
Doing “the business stuff”
Technology
Governance
Engagement
User Adoption
Due 2011
michaelsampson.net/collaborationroadmap.html

2
Where Are We?

“A place to read stuff” Policies, Procedures, Content
“A place where we’re told stuff” Corporate Communications
“Intranet” (late 1990s)

“A place where we’re told stuff” Corporate Comms
“A place to work with others”
Collaboration
“A place to do stuff”
Workflow, Processes
“Intranet” (late 1990s)
Lotus Notes

“A place where we’re told stuff” Corporate Comms
Collaboration
“A place to do stuff”
Workflow, Processes
“Intranet” (mid 2000s) – eg., SharePoint

Collaboration
Workflow / Processes
Policies Procedures Content
Corporate Communications
“Intranet” (mid 2000s)

1
CURRENT STATE
IT-dominated purchasing approach

“We need a blog and wiki.”

“It’s from Microsoft.”

“Let’s get activity streams.”

2
CURRENT STATE
Adoption is assumed, not crafted

“It’s available. Go for it.”
No engagement. No involvement.

“Build It, Throw It Out There”
BITIOT (“IDIOT”)

3
CURRENT STATE
Shortage of the wrong thing

No shortage of tools
Microsoft SharePointAtlassian ConfluenceCitrix GoToMeetingLotus ConnectionsOffice CommunicatorCisco Quad

Huge shortage of usage
They make life more difficultPeople don’t understandPeople like the old wayPeople hate the “IT Idiots”

INTELLIGENT
Huge shortage of usage
They make life more difficultPeople don’t understandPeople like the old wayPeople hate the “IT Idiots”Recreating the File ServerIgnoring the New Capabilities

Basically, we’re in trouble
SUMMARY

Basic Principles of Collaboration
3

1
DEFINITION
Defining Collaboration

“… the action of working with someone to produce or create something.”

2
COMPONENTS
The 3 P’s of Collaboration

3
2
1
potential
process
practice

3
VALUES
Being Collaborative

Sharing not-fully-formed ideas

Openness to the ideas of others

Shared exploration of decisions

Shared risk and reward

Traditional,Hierarchical
Collaborative,Participatory

pronouncements
perfectly formed
radically fresh

pronouncements
perfectly formed
radically fresh
feedback
sign of failure
engagement

pronouncements
perfectly formed
radically fresh
feedback
sign of failure
engagement
decision making
closely-held
widely-shared

pronouncements
perfectly formed
radically fresh
feedback
sign of failure
engagement
decision making
closely-held
widely-shared
risk and reward
individual
collective

BARRIERS
Barriers to Collaboration
4

“I don’t know howto work with them”
“I didn’t know aboutthe opportunity”
“It’s not my job”
“I can’t see anyvalue or benefit”
“I don’t have the right tools”

“I don’t know howto work with them”
“I didn’t know aboutthe opportunity”
SHARED PRACTICE
OPPORTUNITY
“It’s not my job”
“I can’t see anyvalue or benefit”
ROLE AWARENESS
PURPOSE
“I don’t have the right tools”
TECHNOLOGY

PurposeOpportunityShared PracticeRole Awareness
Technology

Example – NSW DET and Yammer

1
SUMMARY
It’s mostly human stuff,not technology

2
SUMMARY
People enact collaboration through technology

3
SUMMARY
Technology does not make us collaborative

4
Roadmap to Success with Collaboration

Success requires the same skills
Purpose, benefit, and business valueRelevance to the usersGovernance of key concernsEngagement with the businessMaking it part of the way we work

Really Understand the Technology
Outline the Vision
Accept that Technology is a Small Factor in Success
Determine Your Governance Approach
Make the Betterment of People/Processes the Priority
Adoption Requires Intentional Effort
Pursue Increasing Value

2
outline the vision

How people work on documents
40%-60% time and effort reduction
1
VISION

How people manage projects
30% faster time-to-market
2
VISION

3
VISION
How HR hires new people
Huge reduction in cost, 30% faster decision cycle

4
VISION
How people make decisions
Huge reduction in cost/time … plus refactoring

5
engage people

ENGAGE
How do your people work together today?
Activities and scenariosIntent and purposeIssues, concerns, and limitations

Build relationships
1
ENGAGE
Get away from your deskMeet peopleDo coffee, have lunchGo and see them (face-to-face)

Explore relevance
Issues, Concerns, Challenges, Roadblocks, Frustrations
2
ENGAGE

Demonstrate value
3
ENGAGE
Show what’s possible – proof of conceptPrompt imagination (“What if …”)

Win confidence
Deliver value quickly (focus)
4
ENGAGE

6
cultivate adoption

Adoption doesn’t just happen
ADOPTION
No adoption = No valueAdoption = Increasing the odds of valueBusiness case assumes 100% adoption. Oops.Adoption converts money at rest to money being used

MakingIt Real
Four Stage Framework
EnliveningApplicability
CultivatingBasic Concepts
WinningAttention

Stage 1. Winning Attention
1
ADOPTION
They aren’t interested in features and capabilities
How do we get them interested?
What others are doing

Real-to-Life Scenarios
Narrative scenarios about how a group works
“A day in the life of customer services”
“A project in the day of a research team”
Shows the possibilities embedded in their reality
E.g., Seamless Teamwork
Team project scenario (end-to-end)

2
ADOPTION
Stage 2. Cultivating Basic Concepts
Explain how the new stuff works
Train how to use it
Provide grounding, conceptual understanding, and practical experience

Classroom Training
Teach the “what” of <insert tool name>
Various design considerations
Good for dense concentrations of people
Hands-on = better learning

Stage 3. Enlivening Applicability
3
ADOPTION
Explore reasons and valueHow could it apply to their work?“me, us, my group and team”

Facilitated Group Re-Imagining
What are the activities the group does today?
These are underpinned by assumptions about technology capability sets
BUT … these have changed
So what now?
How can we re-imagine work?

Stage 4. Making It Real
4
ADOPTION
Make it real and personally relevantIt’s the new “now” wayDon’t shoot yourself in the foot

Stop Doing, Start Doing Patterns
A mini-activity or set of sequences for a group
Frequently repeated, well embedded
A way of encapsulating the transition from the old to the new
Document reviews
Discussions
Finding expertise
Accountability lever

7
pursue value

Deliver value in the initial areas
1
VALUE

Deepen value – extend to new areas
2
VALUE

Broaden value – extend to new groups
3
VALUE

Explore new horizons
4
VALUE

What Should You Do Now?
5

Strengths
Weaknesses
People focus
Constrained view
Same skills
Intranet Manager
Opportunities
Threats
Collaboration
Collaboration

Intranet Manager, incl. Collaboration
Collaboration is an Opportunity

Friday May 13, 2011
Attend Michael’s User Adoption workshop

Monday May 16, 2011
0900 What tech have we got? (coffee with IT)
1000 How could we use it (Google, call people)
1100 Who is doing good stuff at our firm?
1200 Lunch with intranet team (discuss findings)
1300 How do we make this happen more?

Intranet Manager, excl. Collaboration
Play up the messinessDisallow collaborative activityGet sidelined and offshored
Collaboration is a Threat

Collaboration is an opportunity for you … will you take it?

Michael Sampsonmichael@michaelsampson.net

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You've Got Collaboration Tools - Now What?

by Michael Sampson on May 15, 2011

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You’ve Got Collaboration Tools - Now What? — Presentation Transcript