SlideShare a Scribd company logo
1 of 16
Organizational
Collaboration Survey
Results
Results from 140 Companies
Mark Nyman, President,
Organizational Strategy and Design
2
Collaboration Definition
People from different parts of the organization/s
working together as individuals or cross unit teams
on a common task
1 Plus 1 Equals 3
Challenges
• Often requires interaction by
people who don’t work together
everyday
• Competing goals and priorities
are the norm
• Politics and “winning” often drive
decision making
• Limited resources
3
“Collaboration Overload”
Time spent on collaborative work has ballooned
• At many companies 80% of time spent in meetings or
answering colleague requests
• Managers and employees time spent on collaborative
activities has increased 50% or more
• A significant amount of the value-added collaboration
comes from a small percentage of the employees
“Too much teamwork exhausts employees and saps productivity.”
“Although the benefits of collaboration are well documented, the costs
often go unrecognized.”
-HBR, Jan – Feb 2016, Cross, Rebele, & Grant
4
“Stop the Meeting Madness”
• Every minute spent in a wasteful meeting eats into time
for solo work that’s equally essential for creativity and
efficiency. For another, schedules riddled with meetings
interrupt “deep work”.
• Many organizations we have worked with endure the triple
whammy of meetings that are (1) too frequent, (2) poorly
timed, and (3) badly run, leading to losses in productivity,
collaboration, and well-being for both groups and
individuals. This is the worst-case scenario—and,
unfortunately, the most prevalent.
- HBR, July-August 2017, Perlow, Hadley, and Eun
5
HR Leadership Program Survey
Questions
1. How well does your company collaborate today?
2. How important is collaboration for continued success?
3. How well does your organization determine when/when not to collaborate?
4. Where do you have the biggest collaboration needs?
5. What is the primary benefit you hope to achieve in your collaboration efforts?
6. What are your main criteria for when to set up a collaborative work team?
7. What prevents effective collaboration in your company?
8. What results would you expect from more effective collaboration?
6
3%
18%
45%
25%
9%
Extremely well
Very well
Average/OK
Slightly well
Not at all well
How well does your company collaborate
today?
7
How important is collaboration for
continued business success?
53%
42%
4%
1%
1%
Extremely important
Very important
Average
Slightly important
Not at all important
8
How well does your organization
determine when to collaborate and when
not to?
1%
14%
44%
26%
15%
Extremely well
Very well
Average/OK
Slightly well
Not at all well
9
45%
44%
52%
22%
Where do you have the biggest
collaboration needs?
With outside businesses,
partners, suppliers
Between businesses
and functions
Between different
internal businesses
Between different
functions
10
What is the primary benefit you hope to
achieve by improved/increased
collaboration in your company?
24%
76%
Creating new, innovative ideas,
processes, products, etc.
Sharing information about existing
customers, processes, products, etc.
11
What are your criteria for when to set up a
collaborative work team?
35%
24%
13%
13%
8%
7%
Cross functional impact
Multiple perspectives
needed
Only when required
Complexity & scope of
project
No criteria
Collaboration is default
12
What prevents effective collaboration in your
company?
32%
33%
17%
18%
Alignment issues
Interpersonal problems
Lack of resources and
support
13
What results would you expect from more
effective collaboration?
28%
18%
22%
15%
7%
10%
Increased efficiency
Better internal culture
Better organizational results
Better alignment and communication
Increased innovation
Overall improvement
14
Survey Observations
• Almost every organization sees the need for effective
collaboration – 95% see it as critical (4 or 5)
• Interesting contrast with how few collaborate well
• Only 21% of respondents feel they collaborate well (4 or 5)
• The reaction is often to over collaborate
• 87% of the companies surveyed are average or lower in
determining when to collaborate (3 or lower)
• Significant implications for how peoples time gets used
• Most collaboration needs are internal to the company
• We anticipate that this will trend toward more external
collaboration which is a unique skill set
15
Survey Observations
• The primary benefit is reportedly innovation
• This is a surprise – everyone talks about innovation as
key but well over 50% of the companies we work with
are most focused on internal coordination and sharing
• Do we focus enough on alignment issues versus the time
spent on interpersonal skills?
• The easy fix is for companies to train people on how to
collaborate but in our experience training has less
impact than aligning your systems to reinforce
collaboration
• Effective collaboration has a positive correlation with
productive work cultures and employee engagement
To learn more about developing
collaboration in your
organization, please contact
The RBL Group.
Visit our Website: www.rbl.net
Email Us: mnyman@rbl.net

More Related Content

What's hot

Improving agency partnerships
Improving agency partnershipsImproving agency partnerships
Improving agency partnershipsWeiss Ideas
 
Talent Management
Talent ManagementTalent Management
Talent Managementshalabh222
 
HR Transformation: A High-level Introduction
HR Transformation: A High-level IntroductionHR Transformation: A High-level Introduction
HR Transformation: A High-level IntroductionThe RBL Group
 
Employee Engagement - Talent Summit
Employee Engagement - Talent Summit Employee Engagement - Talent Summit
Employee Engagement - Talent Summit Qualtrics
 
Growing business performance through people
Growing business performance through people Growing business performance through people
Growing business performance through people Mandy Cartwright
 
Business Driven Human Resources
Business Driven Human ResourcesBusiness Driven Human Resources
Business Driven Human ResourcesGreg Chartier, PhD
 
Dave Ulrich HR Academy Brochure
Dave Ulrich HR Academy BrochureDave Ulrich HR Academy Brochure
Dave Ulrich HR Academy BrochureThe RBL Group
 
Transforming your field techs into top talent
Transforming your field techs into top talentTransforming your field techs into top talent
Transforming your field techs into top talentRami Barqouni (MBA)
 
Strategy Execution: Planning for 2017, EO Forum
Strategy Execution:  Planning for 2017, EO ForumStrategy Execution:  Planning for 2017, EO Forum
Strategy Execution: Planning for 2017, EO ForumDan Griffiths
 
Agility - The Key to Every Successful Business
Agility - The Key to Every Successful BusinessAgility - The Key to Every Successful Business
Agility - The Key to Every Successful BusinessKavitha Shankaran
 
Nchra hr as a strategic partner designing strategic initiatives
Nchra   hr as a strategic partner designing strategic initiativesNchra   hr as a strategic partner designing strategic initiatives
Nchra hr as a strategic partner designing strategic initiativesDavid Kovacovich
 
Leadership Development Strategy and Strategic Planning: The Chicken and Egg ...
Leadership Development Strategy and Strategic Planning:  The Chicken and Egg ...Leadership Development Strategy and Strategic Planning:  The Chicken and Egg ...
Leadership Development Strategy and Strategic Planning: The Chicken and Egg ...Elijah Ezendu
 
Dave Ulrich HR Academy Detailed Overview
Dave Ulrich HR Academy Detailed OverviewDave Ulrich HR Academy Detailed Overview
Dave Ulrich HR Academy Detailed OverviewThe RBL Group
 
Reinventing Your Business By Reinventing Your Talent
Reinventing Your Business By Reinventing Your TalentReinventing Your Business By Reinventing Your Talent
Reinventing Your Business By Reinventing Your Talentmatt_stencil
 
Employee Engagement RBS
Employee Engagement RBSEmployee Engagement RBS
Employee Engagement RBSAnkit Malhotra
 
Performance Management
Performance ManagementPerformance Management
Performance Managementrahulipathak
 

What's hot (20)

Improving agency partnerships
Improving agency partnershipsImproving agency partnerships
Improving agency partnerships
 
Talent Management
Talent ManagementTalent Management
Talent Management
 
HR Transformation: A High-level Introduction
HR Transformation: A High-level IntroductionHR Transformation: A High-level Introduction
HR Transformation: A High-level Introduction
 
Employee Engagement - Talent Summit
Employee Engagement - Talent Summit Employee Engagement - Talent Summit
Employee Engagement - Talent Summit
 
Growing business performance through people
Growing business performance through people Growing business performance through people
Growing business performance through people
 
Business Driven Human Resources
Business Driven Human ResourcesBusiness Driven Human Resources
Business Driven Human Resources
 
Fast track critical leadership skills
Fast track critical leadership skillsFast track critical leadership skills
Fast track critical leadership skills
 
Dave Ulrich HR Academy Brochure
Dave Ulrich HR Academy BrochureDave Ulrich HR Academy Brochure
Dave Ulrich HR Academy Brochure
 
Transforming your field techs into top talent
Transforming your field techs into top talentTransforming your field techs into top talent
Transforming your field techs into top talent
 
Strategy Execution: Planning for 2017, EO Forum
Strategy Execution:  Planning for 2017, EO ForumStrategy Execution:  Planning for 2017, EO Forum
Strategy Execution: Planning for 2017, EO Forum
 
Employee Engagement
Employee Engagement  Employee Engagement
Employee Engagement
 
The Evolution of HR Metrics
The Evolution of HR MetricsThe Evolution of HR Metrics
The Evolution of HR Metrics
 
Agility - The Key to Every Successful Business
Agility - The Key to Every Successful BusinessAgility - The Key to Every Successful Business
Agility - The Key to Every Successful Business
 
Nchra hr as a strategic partner designing strategic initiatives
Nchra   hr as a strategic partner designing strategic initiativesNchra   hr as a strategic partner designing strategic initiatives
Nchra hr as a strategic partner designing strategic initiatives
 
Leadership Development Strategy and Strategic Planning: The Chicken and Egg ...
Leadership Development Strategy and Strategic Planning:  The Chicken and Egg ...Leadership Development Strategy and Strategic Planning:  The Chicken and Egg ...
Leadership Development Strategy and Strategic Planning: The Chicken and Egg ...
 
Dave Ulrich HR Academy Detailed Overview
Dave Ulrich HR Academy Detailed OverviewDave Ulrich HR Academy Detailed Overview
Dave Ulrich HR Academy Detailed Overview
 
Reinventing Your Business By Reinventing Your Talent
Reinventing Your Business By Reinventing Your TalentReinventing Your Business By Reinventing Your Talent
Reinventing Your Business By Reinventing Your Talent
 
Employee engagement
Employee engagementEmployee engagement
Employee engagement
 
Employee Engagement RBS
Employee Engagement RBSEmployee Engagement RBS
Employee Engagement RBS
 
Performance Management
Performance ManagementPerformance Management
Performance Management
 

Similar to The RBL Group's Organizational Collaboration Survey Results

How to Improve Your Bottom-Line Through Employee Engagement
How to Improve Your Bottom-Line Through Employee EngagementHow to Improve Your Bottom-Line Through Employee Engagement
How to Improve Your Bottom-Line Through Employee EngagementDrake International
 
HRIA 2014 Conference Presentation - Employee Engagement
HRIA 2014 Conference Presentation - Employee EngagementHRIA 2014 Conference Presentation - Employee Engagement
HRIA 2014 Conference Presentation - Employee EngagementTalentMap
 
The importance of teamwork in the IT world
The importance of teamwork in the IT worldThe importance of teamwork in the IT world
The importance of teamwork in the IT worldMiglė Arūnienė
 
How To Increase Your Culture of Employee Engagement
How To Increase Your Culture of Employee EngagementHow To Increase Your Culture of Employee Engagement
How To Increase Your Culture of Employee EngagementMonster
 
Employee engagement survey
Employee engagement surveyEmployee engagement survey
Employee engagement surveypoojametiom
 
5 Ways to Give Feedback that Elicits Real Change
5 Ways to Give Feedback that Elicits Real Change5 Ways to Give Feedback that Elicits Real Change
5 Ways to Give Feedback that Elicits Real ChangeBambooHR
 
feedbackorgsuccessfnlnn-160303210336.pdf
feedbackorgsuccessfnlnn-160303210336.pdffeedbackorgsuccessfnlnn-160303210336.pdf
feedbackorgsuccessfnlnn-160303210336.pdfScottDomes1
 
5 Tips to Significantly Improve Efficiency and Output of Your Meetings
5 Tips to Significantly Improve Efficiency and Output of Your Meetings5 Tips to Significantly Improve Efficiency and Output of Your Meetings
5 Tips to Significantly Improve Efficiency and Output of Your MeetingsKhorus
 
Factors impacting new hire performance and engagement
Factors impacting new hire performance and engagementFactors impacting new hire performance and engagement
Factors impacting new hire performance and engagementNick Murphy
 
How to Use Technology to Build Connections and Improve Engagement
How to Use Technology to Build Connections and Improve EngagementHow to Use Technology to Build Connections and Improve Engagement
How to Use Technology to Build Connections and Improve EngagementLimeade
 
Beyond the Metrics: Creating Meaningful Engagement through Communication
Beyond the Metrics: Creating Meaningful Engagement through CommunicationBeyond the Metrics: Creating Meaningful Engagement through Communication
Beyond the Metrics: Creating Meaningful Engagement through CommunicationLimeade
 
The Power of Organizational Trust
The Power of Organizational TrustThe Power of Organizational Trust
The Power of Organizational TrustLimeade
 
Engage To Retain Azshrm Presentation 2010
Engage To Retain   Azshrm Presentation 2010Engage To Retain   Azshrm Presentation 2010
Engage To Retain Azshrm Presentation 2010Karen Loftus
 
Action Planning
Action PlanningAction Planning
Action PlanningJenRai
 
Employee Engagement when Senior Leadership is the Problem
Employee Engagement when Senior Leadership is the ProblemEmployee Engagement when Senior Leadership is the Problem
Employee Engagement when Senior Leadership is the ProblemTalentMap
 
ASHAVI Employee Engagement Program
ASHAVI Employee Engagement ProgramASHAVI Employee Engagement Program
ASHAVI Employee Engagement ProgramDinh Thi Diem Thuy
 
Employee engagement and business productivity
Employee engagement and business productivityEmployee engagement and business productivity
Employee engagement and business productivityMark Beatson
 

Similar to The RBL Group's Organizational Collaboration Survey Results (20)

How to Improve Your Bottom-Line Through Employee Engagement
How to Improve Your Bottom-Line Through Employee EngagementHow to Improve Your Bottom-Line Through Employee Engagement
How to Improve Your Bottom-Line Through Employee Engagement
 
collaboration at work
collaboration at workcollaboration at work
collaboration at work
 
HRIA 2014 Conference Presentation - Employee Engagement
HRIA 2014 Conference Presentation - Employee EngagementHRIA 2014 Conference Presentation - Employee Engagement
HRIA 2014 Conference Presentation - Employee Engagement
 
The importance of teamwork in the IT world
The importance of teamwork in the IT worldThe importance of teamwork in the IT world
The importance of teamwork in the IT world
 
How To Increase Your Culture of Employee Engagement
How To Increase Your Culture of Employee EngagementHow To Increase Your Culture of Employee Engagement
How To Increase Your Culture of Employee Engagement
 
Employee engagement survey
Employee engagement surveyEmployee engagement survey
Employee engagement survey
 
5 Ways to Give Feedback that Elicits Real Change
5 Ways to Give Feedback that Elicits Real Change5 Ways to Give Feedback that Elicits Real Change
5 Ways to Give Feedback that Elicits Real Change
 
feedbackorgsuccessfnlnn-160303210336.pdf
feedbackorgsuccessfnlnn-160303210336.pdffeedbackorgsuccessfnlnn-160303210336.pdf
feedbackorgsuccessfnlnn-160303210336.pdf
 
5 Tips to Significantly Improve Efficiency and Output of Your Meetings
5 Tips to Significantly Improve Efficiency and Output of Your Meetings5 Tips to Significantly Improve Efficiency and Output of Your Meetings
5 Tips to Significantly Improve Efficiency and Output of Your Meetings
 
Factors impacting new hire performance and engagement
Factors impacting new hire performance and engagementFactors impacting new hire performance and engagement
Factors impacting new hire performance and engagement
 
How to Use Technology to Build Connections and Improve Engagement
How to Use Technology to Build Connections and Improve EngagementHow to Use Technology to Build Connections and Improve Engagement
How to Use Technology to Build Connections and Improve Engagement
 
Beyond the Metrics: Creating Meaningful Engagement through Communication
Beyond the Metrics: Creating Meaningful Engagement through CommunicationBeyond the Metrics: Creating Meaningful Engagement through Communication
Beyond the Metrics: Creating Meaningful Engagement through Communication
 
Edinger - Building employee commitment
Edinger - Building employee commitmentEdinger - Building employee commitment
Edinger - Building employee commitment
 
The Power of Organizational Trust
The Power of Organizational TrustThe Power of Organizational Trust
The Power of Organizational Trust
 
Engage To Retain Azshrm Presentation 2010
Engage To Retain   Azshrm Presentation 2010Engage To Retain   Azshrm Presentation 2010
Engage To Retain Azshrm Presentation 2010
 
Action Planning
Action PlanningAction Planning
Action Planning
 
Employee Engagement when Senior Leadership is the Problem
Employee Engagement when Senior Leadership is the ProblemEmployee Engagement when Senior Leadership is the Problem
Employee Engagement when Senior Leadership is the Problem
 
ASHAVI Employee Engagement Program
ASHAVI Employee Engagement ProgramASHAVI Employee Engagement Program
ASHAVI Employee Engagement Program
 
Employee engagement and business productivity
Employee engagement and business productivityEmployee engagement and business productivity
Employee engagement and business productivity
 
Employee Engagement Presentation
Employee Engagement PresentationEmployee Engagement Presentation
Employee Engagement Presentation
 

More from The RBL Group

Evidence-based Leadership: Identifying and Building Leadership Attributes tha...
Evidence-based Leadership: Identifying and Building Leadership Attributes tha...Evidence-based Leadership: Identifying and Building Leadership Attributes tha...
Evidence-based Leadership: Identifying and Building Leadership Attributes tha...The RBL Group
 
Building Stakeholder Confidence
Building Stakeholder ConfidenceBuilding Stakeholder Confidence
Building Stakeholder ConfidenceThe RBL Group
 
Build Stakeholder Confidence in the Future that Increases Value
Build Stakeholder Confidence in the Future that Increases ValueBuild Stakeholder Confidence in the Future that Increases Value
Build Stakeholder Confidence in the Future that Increases ValueThe RBL Group
 
Future of HR 2022 Slides
Future of HR 2022 SlidesFuture of HR 2022 Slides
Future of HR 2022 SlidesThe RBL Group
 
HR Transformation: A High-Level Introduction
HR Transformation: A High-Level IntroductionHR Transformation: A High-Level Introduction
HR Transformation: A High-Level IntroductionThe RBL Group
 
The 7 Essential Steps of Talent Development
The  7 Essential Steps of Talent DevelopmentThe  7 Essential Steps of Talent Development
The 7 Essential Steps of Talent DevelopmentThe RBL Group
 
RBL Omnia, a world-class offering
RBL Omnia, a world-class offeringRBL Omnia, a world-class offering
RBL Omnia, a world-class offeringThe RBL Group
 
RBL Omnia, a world-class offering
RBL Omnia, a world-class offeringRBL Omnia, a world-class offering
RBL Omnia, a world-class offeringThe RBL Group
 
RBL Omnia - Detailed Deck
RBL Omnia - Detailed DeckRBL Omnia - Detailed Deck
RBL Omnia - Detailed DeckThe RBL Group
 
The Dave Ulrich HR Academy Brochure
The Dave Ulrich HR Academy Brochure The Dave Ulrich HR Academy Brochure
The Dave Ulrich HR Academy Brochure The RBL Group
 
The Dave Ulrich HR Academy Brochure
The Dave Ulrich HR Academy BrochureThe Dave Ulrich HR Academy Brochure
The Dave Ulrich HR Academy BrochureThe RBL Group
 
The Dave Ulrich HR Academy Brochure
The Dave Ulrich HR Academy BrochureThe Dave Ulrich HR Academy Brochure
The Dave Ulrich HR Academy BrochureThe RBL Group
 
Organizational Collaboration Survey Results
Organizational Collaboration Survey ResultsOrganizational Collaboration Survey Results
Organizational Collaboration Survey ResultsThe RBL Group
 

More from The RBL Group (13)

Evidence-based Leadership: Identifying and Building Leadership Attributes tha...
Evidence-based Leadership: Identifying and Building Leadership Attributes tha...Evidence-based Leadership: Identifying and Building Leadership Attributes tha...
Evidence-based Leadership: Identifying and Building Leadership Attributes tha...
 
Building Stakeholder Confidence
Building Stakeholder ConfidenceBuilding Stakeholder Confidence
Building Stakeholder Confidence
 
Build Stakeholder Confidence in the Future that Increases Value
Build Stakeholder Confidence in the Future that Increases ValueBuild Stakeholder Confidence in the Future that Increases Value
Build Stakeholder Confidence in the Future that Increases Value
 
Future of HR 2022 Slides
Future of HR 2022 SlidesFuture of HR 2022 Slides
Future of HR 2022 Slides
 
HR Transformation: A High-Level Introduction
HR Transformation: A High-Level IntroductionHR Transformation: A High-Level Introduction
HR Transformation: A High-Level Introduction
 
The 7 Essential Steps of Talent Development
The  7 Essential Steps of Talent DevelopmentThe  7 Essential Steps of Talent Development
The 7 Essential Steps of Talent Development
 
RBL Omnia, a world-class offering
RBL Omnia, a world-class offeringRBL Omnia, a world-class offering
RBL Omnia, a world-class offering
 
RBL Omnia, a world-class offering
RBL Omnia, a world-class offeringRBL Omnia, a world-class offering
RBL Omnia, a world-class offering
 
RBL Omnia - Detailed Deck
RBL Omnia - Detailed DeckRBL Omnia - Detailed Deck
RBL Omnia - Detailed Deck
 
The Dave Ulrich HR Academy Brochure
The Dave Ulrich HR Academy Brochure The Dave Ulrich HR Academy Brochure
The Dave Ulrich HR Academy Brochure
 
The Dave Ulrich HR Academy Brochure
The Dave Ulrich HR Academy BrochureThe Dave Ulrich HR Academy Brochure
The Dave Ulrich HR Academy Brochure
 
The Dave Ulrich HR Academy Brochure
The Dave Ulrich HR Academy BrochureThe Dave Ulrich HR Academy Brochure
The Dave Ulrich HR Academy Brochure
 
Organizational Collaboration Survey Results
Organizational Collaboration Survey ResultsOrganizational Collaboration Survey Results
Organizational Collaboration Survey Results
 

Recently uploaded

BAILMENT & PLEDGE business law notes.pptx
BAILMENT & PLEDGE business law notes.pptxBAILMENT & PLEDGE business law notes.pptx
BAILMENT & PLEDGE business law notes.pptxran17april2001
 
Appkodes Tinder Clone Script with Customisable Solutions.pptx
Appkodes Tinder Clone Script with Customisable Solutions.pptxAppkodes Tinder Clone Script with Customisable Solutions.pptx
Appkodes Tinder Clone Script with Customisable Solutions.pptxappkodes
 
PSCC - Capability Statement Presentation
PSCC - Capability Statement PresentationPSCC - Capability Statement Presentation
PSCC - Capability Statement PresentationAnamaria Contreras
 
Excvation Safety for safety officers reference
Excvation Safety for safety officers referenceExcvation Safety for safety officers reference
Excvation Safety for safety officers referencessuser2c065e
 
Darshan Hiranandani [News About Next CEO].pdf
Darshan Hiranandani [News About Next CEO].pdfDarshan Hiranandani [News About Next CEO].pdf
Darshan Hiranandani [News About Next CEO].pdfShashank Mehta
 
EUDR Info Meeting Ethiopian coffee exporters
EUDR Info Meeting Ethiopian coffee exportersEUDR Info Meeting Ethiopian coffee exporters
EUDR Info Meeting Ethiopian coffee exportersPeter Horsten
 
WSMM Technology February.March Newsletter_vF.pdf
WSMM Technology February.March Newsletter_vF.pdfWSMM Technology February.March Newsletter_vF.pdf
WSMM Technology February.March Newsletter_vF.pdfJamesConcepcion7
 
Lucia Ferretti, Lead Business Designer; Matteo Meschini, Business Designer @T...
Lucia Ferretti, Lead Business Designer; Matteo Meschini, Business Designer @T...Lucia Ferretti, Lead Business Designer; Matteo Meschini, Business Designer @T...
Lucia Ferretti, Lead Business Designer; Matteo Meschini, Business Designer @T...Associazione Digital Days
 
Traction part 2 - EOS Model JAX Bridges.
Traction part 2 - EOS Model JAX Bridges.Traction part 2 - EOS Model JAX Bridges.
Traction part 2 - EOS Model JAX Bridges.Anamaria Contreras
 
GUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdf
GUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdfGUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdf
GUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdfDanny Diep To
 
trending-flavors-and-ingredients-in-salty-snacks-us-2024_Redacted-V2.pdf
trending-flavors-and-ingredients-in-salty-snacks-us-2024_Redacted-V2.pdftrending-flavors-and-ingredients-in-salty-snacks-us-2024_Redacted-V2.pdf
trending-flavors-and-ingredients-in-salty-snacks-us-2024_Redacted-V2.pdfMintel Group
 
The-Ethical-issues-ghhhhhhhhjof-Byjus.pptx
The-Ethical-issues-ghhhhhhhhjof-Byjus.pptxThe-Ethical-issues-ghhhhhhhhjof-Byjus.pptx
The-Ethical-issues-ghhhhhhhhjof-Byjus.pptxmbikashkanyari
 
Send Files | Sendbig.comSend Files | Sendbig.com
Send Files | Sendbig.comSend Files | Sendbig.comSend Files | Sendbig.comSend Files | Sendbig.com
Send Files | Sendbig.comSend Files | Sendbig.comSendBig4
 
Jewish Resources in the Family Resource Centre
Jewish Resources in the Family Resource CentreJewish Resources in the Family Resource Centre
Jewish Resources in the Family Resource CentreNZSG
 
Guide Complete Set of Residential Architectural Drawings PDF
Guide Complete Set of Residential Architectural Drawings PDFGuide Complete Set of Residential Architectural Drawings PDF
Guide Complete Set of Residential Architectural Drawings PDFChandresh Chudasama
 
Go for Rakhi Bazaar and Pick the Latest Bhaiya Bhabhi Rakhi.pptx
Go for Rakhi Bazaar and Pick the Latest Bhaiya Bhabhi Rakhi.pptxGo for Rakhi Bazaar and Pick the Latest Bhaiya Bhabhi Rakhi.pptx
Go for Rakhi Bazaar and Pick the Latest Bhaiya Bhabhi Rakhi.pptxRakhi Bazaar
 
Memorándum de Entendimiento (MoU) entre Codelco y SQM
Memorándum de Entendimiento (MoU) entre Codelco y SQMMemorándum de Entendimiento (MoU) entre Codelco y SQM
Memorándum de Entendimiento (MoU) entre Codelco y SQMVoces Mineras
 
Unveiling the Soundscape Music for Psychedelic Experiences
Unveiling the Soundscape Music for Psychedelic ExperiencesUnveiling the Soundscape Music for Psychedelic Experiences
Unveiling the Soundscape Music for Psychedelic ExperiencesDoe Paoro
 
Fordham -How effective decision-making is within the IT department - Analysis...
Fordham -How effective decision-making is within the IT department - Analysis...Fordham -How effective decision-making is within the IT department - Analysis...
Fordham -How effective decision-making is within the IT department - Analysis...Peter Ward
 

Recently uploaded (20)

BAILMENT & PLEDGE business law notes.pptx
BAILMENT & PLEDGE business law notes.pptxBAILMENT & PLEDGE business law notes.pptx
BAILMENT & PLEDGE business law notes.pptx
 
Appkodes Tinder Clone Script with Customisable Solutions.pptx
Appkodes Tinder Clone Script with Customisable Solutions.pptxAppkodes Tinder Clone Script with Customisable Solutions.pptx
Appkodes Tinder Clone Script with Customisable Solutions.pptx
 
The Bizz Quiz-E-Summit-E-Cell-IITPatna.pptx
The Bizz Quiz-E-Summit-E-Cell-IITPatna.pptxThe Bizz Quiz-E-Summit-E-Cell-IITPatna.pptx
The Bizz Quiz-E-Summit-E-Cell-IITPatna.pptx
 
PSCC - Capability Statement Presentation
PSCC - Capability Statement PresentationPSCC - Capability Statement Presentation
PSCC - Capability Statement Presentation
 
Excvation Safety for safety officers reference
Excvation Safety for safety officers referenceExcvation Safety for safety officers reference
Excvation Safety for safety officers reference
 
Darshan Hiranandani [News About Next CEO].pdf
Darshan Hiranandani [News About Next CEO].pdfDarshan Hiranandani [News About Next CEO].pdf
Darshan Hiranandani [News About Next CEO].pdf
 
EUDR Info Meeting Ethiopian coffee exporters
EUDR Info Meeting Ethiopian coffee exportersEUDR Info Meeting Ethiopian coffee exporters
EUDR Info Meeting Ethiopian coffee exporters
 
WSMM Technology February.March Newsletter_vF.pdf
WSMM Technology February.March Newsletter_vF.pdfWSMM Technology February.March Newsletter_vF.pdf
WSMM Technology February.March Newsletter_vF.pdf
 
Lucia Ferretti, Lead Business Designer; Matteo Meschini, Business Designer @T...
Lucia Ferretti, Lead Business Designer; Matteo Meschini, Business Designer @T...Lucia Ferretti, Lead Business Designer; Matteo Meschini, Business Designer @T...
Lucia Ferretti, Lead Business Designer; Matteo Meschini, Business Designer @T...
 
Traction part 2 - EOS Model JAX Bridges.
Traction part 2 - EOS Model JAX Bridges.Traction part 2 - EOS Model JAX Bridges.
Traction part 2 - EOS Model JAX Bridges.
 
GUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdf
GUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdfGUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdf
GUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdf
 
trending-flavors-and-ingredients-in-salty-snacks-us-2024_Redacted-V2.pdf
trending-flavors-and-ingredients-in-salty-snacks-us-2024_Redacted-V2.pdftrending-flavors-and-ingredients-in-salty-snacks-us-2024_Redacted-V2.pdf
trending-flavors-and-ingredients-in-salty-snacks-us-2024_Redacted-V2.pdf
 
The-Ethical-issues-ghhhhhhhhjof-Byjus.pptx
The-Ethical-issues-ghhhhhhhhjof-Byjus.pptxThe-Ethical-issues-ghhhhhhhhjof-Byjus.pptx
The-Ethical-issues-ghhhhhhhhjof-Byjus.pptx
 
Send Files | Sendbig.comSend Files | Sendbig.com
Send Files | Sendbig.comSend Files | Sendbig.comSend Files | Sendbig.comSend Files | Sendbig.com
Send Files | Sendbig.comSend Files | Sendbig.com
 
Jewish Resources in the Family Resource Centre
Jewish Resources in the Family Resource CentreJewish Resources in the Family Resource Centre
Jewish Resources in the Family Resource Centre
 
Guide Complete Set of Residential Architectural Drawings PDF
Guide Complete Set of Residential Architectural Drawings PDFGuide Complete Set of Residential Architectural Drawings PDF
Guide Complete Set of Residential Architectural Drawings PDF
 
Go for Rakhi Bazaar and Pick the Latest Bhaiya Bhabhi Rakhi.pptx
Go for Rakhi Bazaar and Pick the Latest Bhaiya Bhabhi Rakhi.pptxGo for Rakhi Bazaar and Pick the Latest Bhaiya Bhabhi Rakhi.pptx
Go for Rakhi Bazaar and Pick the Latest Bhaiya Bhabhi Rakhi.pptx
 
Memorándum de Entendimiento (MoU) entre Codelco y SQM
Memorándum de Entendimiento (MoU) entre Codelco y SQMMemorándum de Entendimiento (MoU) entre Codelco y SQM
Memorándum de Entendimiento (MoU) entre Codelco y SQM
 
Unveiling the Soundscape Music for Psychedelic Experiences
Unveiling the Soundscape Music for Psychedelic ExperiencesUnveiling the Soundscape Music for Psychedelic Experiences
Unveiling the Soundscape Music for Psychedelic Experiences
 
Fordham -How effective decision-making is within the IT department - Analysis...
Fordham -How effective decision-making is within the IT department - Analysis...Fordham -How effective decision-making is within the IT department - Analysis...
Fordham -How effective decision-making is within the IT department - Analysis...
 

The RBL Group's Organizational Collaboration Survey Results

  • 1. Organizational Collaboration Survey Results Results from 140 Companies Mark Nyman, President, Organizational Strategy and Design
  • 2. 2 Collaboration Definition People from different parts of the organization/s working together as individuals or cross unit teams on a common task 1 Plus 1 Equals 3 Challenges • Often requires interaction by people who don’t work together everyday • Competing goals and priorities are the norm • Politics and “winning” often drive decision making • Limited resources
  • 3. 3 “Collaboration Overload” Time spent on collaborative work has ballooned • At many companies 80% of time spent in meetings or answering colleague requests • Managers and employees time spent on collaborative activities has increased 50% or more • A significant amount of the value-added collaboration comes from a small percentage of the employees “Too much teamwork exhausts employees and saps productivity.” “Although the benefits of collaboration are well documented, the costs often go unrecognized.” -HBR, Jan – Feb 2016, Cross, Rebele, & Grant
  • 4. 4 “Stop the Meeting Madness” • Every minute spent in a wasteful meeting eats into time for solo work that’s equally essential for creativity and efficiency. For another, schedules riddled with meetings interrupt “deep work”. • Many organizations we have worked with endure the triple whammy of meetings that are (1) too frequent, (2) poorly timed, and (3) badly run, leading to losses in productivity, collaboration, and well-being for both groups and individuals. This is the worst-case scenario—and, unfortunately, the most prevalent. - HBR, July-August 2017, Perlow, Hadley, and Eun
  • 5. 5 HR Leadership Program Survey Questions 1. How well does your company collaborate today? 2. How important is collaboration for continued success? 3. How well does your organization determine when/when not to collaborate? 4. Where do you have the biggest collaboration needs? 5. What is the primary benefit you hope to achieve in your collaboration efforts? 6. What are your main criteria for when to set up a collaborative work team? 7. What prevents effective collaboration in your company? 8. What results would you expect from more effective collaboration?
  • 6. 6 3% 18% 45% 25% 9% Extremely well Very well Average/OK Slightly well Not at all well How well does your company collaborate today?
  • 7. 7 How important is collaboration for continued business success? 53% 42% 4% 1% 1% Extremely important Very important Average Slightly important Not at all important
  • 8. 8 How well does your organization determine when to collaborate and when not to? 1% 14% 44% 26% 15% Extremely well Very well Average/OK Slightly well Not at all well
  • 9. 9 45% 44% 52% 22% Where do you have the biggest collaboration needs? With outside businesses, partners, suppliers Between businesses and functions Between different internal businesses Between different functions
  • 10. 10 What is the primary benefit you hope to achieve by improved/increased collaboration in your company? 24% 76% Creating new, innovative ideas, processes, products, etc. Sharing information about existing customers, processes, products, etc.
  • 11. 11 What are your criteria for when to set up a collaborative work team? 35% 24% 13% 13% 8% 7% Cross functional impact Multiple perspectives needed Only when required Complexity & scope of project No criteria Collaboration is default
  • 12. 12 What prevents effective collaboration in your company? 32% 33% 17% 18% Alignment issues Interpersonal problems Lack of resources and support
  • 13. 13 What results would you expect from more effective collaboration? 28% 18% 22% 15% 7% 10% Increased efficiency Better internal culture Better organizational results Better alignment and communication Increased innovation Overall improvement
  • 14. 14 Survey Observations • Almost every organization sees the need for effective collaboration – 95% see it as critical (4 or 5) • Interesting contrast with how few collaborate well • Only 21% of respondents feel they collaborate well (4 or 5) • The reaction is often to over collaborate • 87% of the companies surveyed are average or lower in determining when to collaborate (3 or lower) • Significant implications for how peoples time gets used • Most collaboration needs are internal to the company • We anticipate that this will trend toward more external collaboration which is a unique skill set
  • 15. 15 Survey Observations • The primary benefit is reportedly innovation • This is a surprise – everyone talks about innovation as key but well over 50% of the companies we work with are most focused on internal coordination and sharing • Do we focus enough on alignment issues versus the time spent on interpersonal skills? • The easy fix is for companies to train people on how to collaborate but in our experience training has less impact than aligning your systems to reinforce collaboration • Effective collaboration has a positive correlation with productive work cultures and employee engagement
  • 16. To learn more about developing collaboration in your organization, please contact The RBL Group. Visit our Website: www.rbl.net Email Us: mnyman@rbl.net

Editor's Notes

  1. Not about teamwork though that is important – typically when we talk about collaboration we mean people from different functions or different businesses working together. IN GENERAL, THE MORE POLITICAL THE PROCESS THE GREATER THE POTENTIAL FOR POSITIVE IMPACT