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I’m too busy to collaborate


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Presented by Daniel Siddle at Social Connections 1 on 4th July.

Presented by Daniel Siddle at Social Connections 1 on 4th July.

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  • 1. I’m too busy to collaborate…addressing user engagement challengesJoseph D’ArmiSolution ConsultantContact:Telephone: +44 (0) 1344 386000Fax: +44 (0) 1344 386001hello@chooseportal.comAvis House - Park Road - Bracknell - Berkshire - RG12 2EW 1
  • 2. “If HP knew what HP knows, we would be three times as profitable.” Lew Platt - Former CEO of Hewlett-Packard 2
  • 3. © 2009 Hugh MacLeods Gapingvoid 3
  • 4. Most social initiatives fail Install and see who uses it No clear objective No management buy-in No clear user value Led by IT not business people Inappropriate governance Culture, structuresMcKinsey Global Survey:“Building the Web 2.0 Enterprise” 4
  • 5. Where to start Solve real problems Communications critical Motivated people Trust building People-centric processes 5
  • 6. Understanding users 1% 9% 90% All  Mandating use does not impact quality or quantity  Consistent pattern of content creators, critics, and consumers  Content is driven by the active 10%European Commission JRC: “Web 2.0 in Government: Why and How? ” 6
  • 7. Active 10% personality typesMalcolm Gladwell, “The Tipping Point” 7
  • 8. Active 10% personality types Exploration & Production O’Brien Senior Vice President Jones Stock The community leverages Cole’s Explorations Drilling Production knowledge to do Williams Taylor Stock their jobs Shapiro Paine G&G Petrophysical Production Reservoir Cohen Cross Sen O’Brien ShapiroSmith Andrews Moore Paine Cohen Cole JonesHughes Miller Kelly AndrewsRamirez Smith Miller Hughes Williams Bell Cross Hussain Cole TaylorHussain Moore Ramirez Bell Sen Kelly Social Network Analysis 8
  • 9. Important relationships Strong Ties Weak Ties Close relationships  Casual relationships Shared world view  Varied world view Team dynamics  Professional Shared dynamics (interest) knowledgebase &  Specialised assets knowledgebase & Similar perspectives assets & experience  New approaches & Email lists, phone, perspectives shared and managed  Enables “6 degrees” documents, team-  Communities, blogs, rooms wikis, tweets, IM 9
  • 10. People participate when… the subject is important to them they trust they have the right audience organisational roadblocks are removed they play a key role in quality & governance 10
  • 11. Social collaboration success factors1. Senior management involvement2. Users drive how it is used3. Users make it a part of their daily routine4. Personal (not material) incentives5. Include peer leaders in key roles6. Balance of freedom and controlThe McKinsey Quarterly: “Six ways to make Web 2.0 work ” 11
  • 12. Getting the balance rightTop Down Bottom Up Provide vision and a  Present and promote yourself collaborative environment  Connect to people and expand Be accessible and less formal your network Broad input and spontaneous  Create, share and participate interactions actively Trust your co-workers and let  Be a role model ideas flow  Coach and guide your colleagues Remove barriers and leverage initiatives 12
  • 13. Accelerated adoption 13
  • 14. Appraise – Social business goals  Drive Innovation  Support communications  Manage projects effectively  Catalogue staff skills, interests for opportunities 14
  • 15. Assess – goals & choose the team Initiative goals – Engage inter-departmental team members – Solve difficult problems – Provide peer review – Share insights, practices – Generate & rate ideas Select team for: – Cross-functional work, different locations and different businesses/divisions – Shown peer leadership – Connectors, mavens, salespeople 15
  • 16. Adopt – tools, for day to day, personal use  How to engage in cross-functional work, in different locations businesses & divisions How would YOU fit this  Adapt tools to support your projects for day to day interactions, brainstorming, into your daily job? information sharing, and problem solving  Understand how to personally benefit while supporting team innovation goals  Establish best practice and success measures 16
  • 17. Adapt – behaviours & recognise opportunities Understand barriers to use (network speed, practices) Document unexpected benefits (novel approaches, etc.) Gather ideas on how to improve collaboration Determine relationship to other initiatives and combine/link complementary communities 17
  • 18. Case study Support research activities – Collaborate on research activities across people and teams – Extend core teams to include regional and multidiscipline experts – Access expertise when solving shared or perplexing problems Support communications – Communication vehicle for management, innovation team, and other areas of interest – Generalised project resource to collaboratively manage project constraints & resources Catalogue staff skills & interests for projects, promotions 18
  • 19. Case studies: University manage bids (for funding) – Improve success rate by bringing together the most qualified team with best practice from previous bids. – Jointly select, compose, manage and review bids. Global Sales Coordination – Reduce customers ability to “shop around” causing regional sale teams to compete against each other Product Promotion Best Practice – Provide European knowledge base from all promotional campaigns, detailing displays, results, improvements, competition etc. 19
  • 20. Process – Resource – Measures 20
  • 21. In summary Think big – Start now! Broaden your definition of a “team” Solve real “communication” problems Respect users “world view” Help users drive use, participation Get the balance right Drive toward critical mass 21
  • 22.