Michael Sampson - Reimagining the way we work

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The rapidly changing environment is changing the way that the public sector is expected to deliver services. How can organisations do more when they are expected to do more with less?

The key could be through better utilisation of our most important resource – our people.

And the way to deliver better outcomes is through the relationship of people and technology. International Collaboration specialist Michael Sampson, was a special guest of Amcom as he shared insights into his work with global organisation on how to unlock business value from the marriage between technology and people.

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Michael Sampson - Reimagining the way we work

  1. 1. Collabora'on in Government with Michael Sampson
  2. 2. Michael Pivot Theme Market Independent Collabora'on Strategist End-­‐user organisa'ons (not vendors) Making Collabora'on Work Culture Strategy Adop'on Industry Analyst Author Workshop Leader Work with clients around the world
  3. 3. Opportuni'es Collabora'on in government today Strategy Developing a collabora'on strategy Adop'on Approaching adop'on for collabora'on
  4. 4. Opportuni'es Collabora'on in government today
  5. 5. Defining “collabora'on” Doing stuff together Ethos, Strategy, Ac'on, Behaviour Non-­‐ hierarchical way of coopera'ng Cross-­‐silo Cross-­‐agency Generic term, Mul'plicity of forms A way of improving sans compe''on 1
  6. 6. 2 The classic private sector reasons equally apply to the public sector Gaining access to exper'se Addressing difficult problems Held by people in a network of connec'ons Create willingness through par'cipa'on “Having a say” increases likelihood to par'cipate
  7. 7. Wider Interna'onal Trends in Government Open government, transparency Engaged ci'zens Open Data Demand for improved services Service delivery innova'ons Fiscal austerity and cost cuXng 3
  8. 8. Governments are responding to these trends By becoming smarter BeZer access to informa'on (New Zealand Police) Faster access to experts (Tampa General Hospital) By leveraging intelligence Interac've geospa'al maps (Landgate) Improving decision quality by managing grants (arts) By embracing the constraints New ways of mee'ng together (County of San Diego) New ways of learning together (development banks) 4
  9. 9. Aligning with trends can be overrated Constrains thinking Emphasis on risk avoidance Can miss current opportuni'es “No one else is doing it.” 5
  10. 10. Opportuni'es Collabora'on in government today Collabora'on is an emerging discipline for public and private sector organisa'ons Many opportuni'es to collaborate (across many different levels)
  11. 11. Opportuni'es Strategy Collabora'on in government today Developing a collabora'on strategy
  12. 12. something wanted strategy
  13. 13. (principle) drive from intent
  14. 14. R O A D M A P
  15. 15. R O A D M A P Outline the Vision Process Efficiency (Travel) Process Effec'veness (Mee'ngs) Organisa'onal Effec'veness (Duplica'on) Encourage Innova'on (Staffing) Improving Communica'on (Project Status)
  16. 16. 1 Which of your current work ac'vi'es need to be improved? How we hold mee'ngs Save millions (or lots) How we work on documents together Reduce 'me-­‐to-­‐ write by up to 50% How we share informa'on Get out of email jail
  17. 17. 2 What external changes challenge what you are doing today? Widespread adop'on of mobile devices Extending work capabili'es to new devices Recent Auditor General’s WA report Nega've IT narra've in Australian government Need to deliver a stream of successes Ac3on Point Get your IT house in order Ques3on Opportunity for collabora'on
  18. 18. 3 How does the wider opera'ng environment enable or constrain? Fiscal austerity, Financial challenges Embrace of cloud services in Australia Emerging field; various opportuni'es and risks Failure of Shared Services in Australia CenITex Businesslink CITEX Difficult 'me to make a case for Shared Services
  19. 19. Strategic Issues No single agency has the knowledge or resources to deal with on their own Na'onal Projects One-­‐off events of significant na'onal interest e.g., hos'ng the F1 Grand Prix Self-­‐Driven, Inter-­‐organisa'on, and Peer ini'a've Sharing resources, pursuing mutually beneficial projects, or resolving common problems Programmes sponsored by Central Agencies and Ministries To focus or steer agencies towards specific public sector priori'es Human resources programmes for networking Communica'ng common values, promo'ng an exchange of perspec'ves, networking with peers Technological plahorms for opera'onal efficiency Common ICT infrastructure and applica'ons to improve produc'vity
  20. 20. Strategic Issues Na'onal Projects Programmes sponsored by Central Agencies and Ministries Self-­‐Driven, Inter-­‐organisa'on, and Peer ini'a've Technological plahorms for opera'onal efficiency Human resources programmes for networking No single agency has the knowledge or resources to deal with on their own Major Policy-­‐Driven, Top-­‐Down Collabora've Relies on Collabora've Competence in One-­‐off events of significant na'onal interest e.Collaborag., hos'ng 'on the F1 Grand Prix Efforts To focus or steer agencies towards specific public sector priori'es Place Sharing resources, pursuing mutually beneficial projects, or resolving common problems Creates Connec'ons between People Common Local ICT infrastructure and applica'ons to improve produc'vity Collabora'on Builds Competence in Collabora've Behaviours Communica'ng common values, promo'ng an exchange of perspec'ves, networking with peers
  21. 21. What is possible now that you could have never done before? Re-­‐Imagining Effec've Work Predic've crime analy'cs Vehicle Registra'on Disc in the UK New 4 technology to change organisa'on design Cisco Sales Specialists Video from First Responders for Data Insight
  22. 22. (principle) quick wins prove competence
  23. 23. 1 Current processes with highly visible costs Travel for mee'ngs Video Mee'ngs, Online Mee'ngs Distribu'ng documents by email for input and review Real-­‐'me document co-­‐authoring
  24. 24. 2 Current processes that require people to work with many IT systems “Cut-­‐and-­‐ paste” between systems Manual processes (inefficient) Hard for frontline staff to get a complete view Decisions are sub-­‐op'mal
  25. 25. Current processes with high error rates or visible pain points Staff spend too much 'me searching for informa'on Decisions are delayed in order to wait for monthly mee'ng 3
  26. 26. They are pursued since they are quick, not valuable They don’t address the core problems 4 They deal with surface or cosme'c issues Quick wins can be overrated (speed vs. effec'veness) Staff become cynical and disengaged
  27. 27. Strategy Developing a collabora'on strategy Intent and strategy work together There are specific ac'vi'es you should be pursuing now
  28. 28. Opportuni'es Strategy Adop'on Collabora'on in government today Approaching adop'on for collabora'on Developing a collabora'on strategy
  29. 29. R O A D M A P Apply Inten'onal Energy to Adop'on
  30. 30. (principle) adop'on is a process
  31. 31. Vendors have released some amazing collabora'on tools Unified Comms Team Collabora'on Social Business Tools Increase clarity and empathy Connect with experts across the firm 1
  32. 32. 2 Having great technology available is not enough Technology maturity the least important factor 90% of success is people factors Responsive applica'ons = avoid failure Culture Priority Willingness Driving success requires a different approach
  33. 33. 3 Adop'on doesn’t just happen No adop'on = no value Training isn’t enough Poor adop'on is a common issue Business cases assume 100% adop'on Across many IT systems
  34. 34. 4 Work prac'ces (and some'mes culture) have to change for the technology to succeed Various strategies for different outcomes Create conducive social condi'ons Making the “new way” the “now way”
  35. 35. (adop'on) use the right strategies
  36. 36. Winning AZen'on Exemplar Stories Real-­‐to-­‐Life Scenarios Senior Execu've Support Custom Lists for Facili'es Management Mee'ngs only by Unified Comms stage 1 Organisa'onal Chaos Christchurch earthquake, Building shim
  37. 37. stage 2 Cul'va'ng Basic Concepts Classroom Training Web-­‐Based Training Pages on the Intranet Content, Comfort, Connec'ons Reference material, Engagement opportunity
  38. 38. stage Enlivening Applicability Facilitated Group Re-­‐Imagining Easy First Steps 3 One-­‐to-­‐One Coaching Help teams embrace new ways of working Coaching on geXng beZer
  39. 39. stage Making It Real Zero Other Op'ons Internal User Group 4 Stop Doing, Start Doing PaZerns Remove compe'ng alterna'ves (desk phones) New group agreement about how to work together
  40. 40. Total Respondents 186 Microsom SharePoint 105
  41. 41. SharePoint Respondents (105)—Employees
  42. 42. SharePoint Respondents (105)—Use
  43. 43. 1 SharePoint Respondents (105)—Use
  44. 44. 2 1 SharePoint Respondents (105)—Use
  45. 45. 3= 2 1 3= 3= SharePoint Respondents (105)—Use
  46. 46. STAGE 4 Making It Real STAGE 3 Enlivening Applicability STAGE 2 Cul'va'ng Basic Concepts STAGE 1 Winning AZen'on Execu've Sponsorship Embedded Champion Pages on the Intranet Classroom Training Web-­‐Based Training SharePoint Respondents (105)—Use
  47. 47. SharePoint Respondents (105)—Effec'veness
  48. 48. 1 SharePoint Respondents (105)—Effec'veness
  49. 49. 1 2 SharePoint Respondents (105)—Effec'veness
  50. 50. 1 2 3 SharePoint Respondents (105)—Effec'veness
  51. 51. 4 1 2 3 SharePoint Respondents (105)—Effec'veness
  52. 52. 5 4 1 2 3 SharePoint Respondents (105)—Effec'veness
  53. 53. 6 5 4 1 2 3 SharePoint Respondents (105)—Effec'veness
  54. 54. STAGE 4 Making It Real STAGE 3 Enlivening Applicability STAGE 2 Cul'va'ng Basic Concepts STAGE 1 Winning AZen'on Execu've Sponsorship Internal User Group One-­‐to-­‐One Coaching Embedded Champion Easy First Steps Real-­‐to-­‐Life Scenarios Pages on the Intranet Classroom Training Web-­‐Based Training SharePoint Respondents (105)—Effec'veness
  55. 55. Execu've Sponsorship Embedded Champion
  56. 56. Execu've Sponsorship Easy First Steps Embedded Champion One-­‐to-­‐One Coaching Real-­‐to-­‐Life Scenarios Internal User Group
  57. 57. Adop'on Approaching adop'on for collabora'on You need to do more than release new collabora'on technology in your agency Develop an adop'on strategy so as to pull through the desired business value
  58. 58. Opportuni'es Strategy Adop'on Collabora'on in government today Approaching adop'on for collabora'on Developing a collabora'on strategy
  59. 59. call to ac'on call to ac'on call to ac'on Opportuni'es Strategy Adop'on There are many opportuni'es to collaborate in government; start looking Great technology isn’t enough. Need to re-­‐form work prac'ce; start planning Drive from intent, but know what is possible; start exploring
  60. 60. Books Workshops Consul'ng Collabora3on Roadmap (2011) User Adop3on Strategies (2012) and others On collabora'on strategy, adop'on, business value, governance On collabora'on strategy, adop'on, and human prac'ces michaelsampson.net In-­‐house workshops Consul'ng services to develop competence to give direc'on and external viewpoint

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