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One size doesn’t fit all – The left dimension

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All organizations that consider implementing Office 365 face the challenge of how to use O365 to its full potential. Experience has shown that one single implementation approach is often not optimal because of the many differences in collaboration cultures and organizational structures within companies. ‘The Left Dimension’ is a collaboration culture survey developed by Spikes that helps to understand these differences. The survey helps organizations to define a diversified implementation approach, change management & communication strategy that fits the end-users needs and make the implementation of Office 365 a success.

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One size doesn’t fit all – The left dimension

  1. 1. Collaboration Culture Survey Joris Antheunissens & Jolien Van de Vliet
  2. 2. Special thanks to our sponsors
  3. 3. http://tinyurl.com/mf62fwj https://i.engage.ms/spikespulse/BIWUG-2803
  4. 4. Why the “left” dimension?
  5. 5. Business outcomes Source : Gallup, Inc – Employee Engagement – What’s your Engagement Ratio ? Productivity Profitability Quality (defects) Safety incidents Absenteism 18 % 16 % 60 % 49 % 37 % Employee engagement
  6. 6. “Humanity will change more in the next 20 years, than in the previous 300.” -Gerd Leonhard “We will never evolve as slowly anymore as today.” -Piet Zwart Change
  7. 7. How do organizations deal with change?
  8. 8. New insights
  9. 9. Organizational Culture keywords Connect ParticipativeBottom-up Feedback Co-create Self-organizing
  10. 10. Optimizer of digital workplaces at ihop.
  11. 11. We deliver new digital collaboration cultures to make organizations more customer-centric. We connect people and teams with culture, processes and technologies.
  12. 12. Focus on teams Team Culture(s) Team Tooling & Training
  13. 13. One size doesn’t fit all SMS
  14. 14. The Left Dimension Survey Based on 2 reference models: Internal focus & Integration External focus & Differentiation Stability & Control Flexibility & Discretion Collaboration Workplace Open Workplace Paternalistic Workplace Defensive Workplace Quinn The Collaboration Breakthrough
  15. 15. The Survey outcome is used for The tone of voice of the communication The change management style The solution variant(s) in Office 365
  16. 16. Internal focus & Integration External focus & Differentiation Stability & Control Flexibility & Discretion Organizational Structure 1/2 - Quinn
  17. 17. Organizational Structure 2/2 - Quinn Teams | Shared values & goals | Commitment | Empowerment | Human development | Participation| Leaders as Mentors | Loyalty Collaborate Control Conservative | Careful decisions | Eliminate errors | Consistency & reliability | Efficiency | Routines | Organizers & administrators | Rules Innovative initiatives | Change & risk | Freedom of thought | Dynamic task forces | Foster entrepreneurship | Flexibility & Adaptability Create Compete Move fast, & play to win | Monitor the market | Deliver shareholder value | Achieving goals | Leaders are hard-driving & directive
  18. 18. How would you rate your organizational structure? http://tinyurl.com/mf62fwj https://i.engage.ms/spikespulse/BIWUG-2803
  19. 19. Organizational Structure - Quinn Teams | Shared values & goals | Commitment | Empowerment | Human development | Participation| Leaders as Mentors | Loyalty Collaborate Control Conservative | Careful decisions | Eliminate errors | Consistency & reliability | Efficiency | Routines | Organizers & administrators | Rules Innovative initiatives | Change & risk | Freedom of thought | Dynamic task forces | Foster entrepreneurship | Flexibility & Adaptability Create Compete Move fast, & play to win | Monitor the market | Deliver shareholder value | Achieving goals | Leaders are hard-driving & directive
  20. 20. Collaboration Culture 1/2 - The Collaboration Breakthrough Collaboration Workplace Open Workplace Paternalistic Workplace Defensive Workplace Paternalistic Workplace • Top-Down communication • “We only talk about the good things” • Leadership makes decisions • Firmly hierarchical • Healthy conflict is discouraged Defensive Workplace • Mission, vision & values not defined • No focus & a lot of confusion • Employees rarely meet with supervisors • Limited/no information
  21. 21. Collaboration Culture 2/2 - The Collaboration Breakthrough Collaboration Workplace Open Workplace Paternalistic Workplace Defensive Workplace Collaboration Workplace • Common purpose • Open & respectful conversations • Commitment • Simple tools • Opportunities to innovate, learn & grow • Complete trust & confidence Open Workplace • Flat structure • “We have nothing to hide!” • Problems & ideas shared freely • open disagreement is encouraged • Information flows everywhere • Chaotic & Stressful
  22. 22. How would you rate your collaboration culture? http://tinyurl.com/mf62fwj https://i.engage.ms/spikespulse/BIWUG-2803
  23. 23. Collaboration Culture - The Collaboration Breakthrough Collaboration Workplace • Common purpose • Open & respectful conversations • Commitment • Simple tools • Opportunities to innovate, learn & grow • Complete trust & confidence Open Workplace • Flat structure • “We have nothing to hide!” • Problems & ideas shared freely • open disagreement is encouraged • Information flows everywhere • Chaotic & Stressful Paternalistic Workplace • Top-Down communication • “We only talk about the good things” • Leadership makes decisions • Firmly hierarchical • Healthy conflict is discouraged Defensive Workplace • Mission, vision & values not defined • No focus & a lot of confusion • Employees rarely meet with supervisors • Limited/no information
  24. 24. Your Left Dimension results…
  25. 25. Some examples 1. Paternalistic culture & Hierarchical structure 2. Open culture & Market structure 3. Collaborative culture & Adhocracy structure
  26. 26. Defensive Adhocracy Clan Market Hierarchical Hierarchy | Control Conservative | Careful decisions | Eliminate errors | Consistency & reliability | Efficiency | Routines | Organizers & administrators Collaborative Open Paternalistic Paternalistic Top-Down | “We only talk about the good things” | Leadership makes decisions | No decision-making authority 1. Paternalistic culture & Hierarchical structure
  27. 27. Intranet Landing page LawCo 1. Paternalistic culture & Hierarchical structure
  28. 28. Scenario Tools Ask something don’t know who to ask FAQ Where should I put and share documents? Library (secure) Provide a note of congratulations/ praise Employee i/t picture Make an organizational announcement SP Newscarrousel Remind the team of an important deadline Outlook Calendar 1. Paternalistic culture & Hierarchical structure Solution variants
  29. 29. 1. Paternalistic culture & Hierarchical structure Communication and change management style Change Management Style Clearly defined rules in a change plan Communication Style Top-down Only the positive side of change is communicated Procedures define the communication style Detailed documentation & Manuals distributed top-down Classroom training No interactivity or participative learning Metrics system to measure efficiency Self-learning organization by train-the-trainer Choices are made at the top
  30. 30. Defensive Adhocracy Clan Market Hierarchical Market | Compete Move fast, & play to win | Monitor the market | Deliver shareholder value | Achieving goals | Leaders are hard-driving & directive Collaborative Open Paternalistic Open Flat structure | “We have nothing to hide!” | Problems & ideas shared freely | Open disagreement | Information flows everywhere 2. Open culture & Market structure
  31. 31. Sales teamwork 2. Open culture & Market structure
  32. 32. Scenario Tools Ask something don’t know who to ask Yammer Where should I put and share documents? Teams Provide a note of congratulations/ praise Yammer Make an organizational announcement SP Newsblog Remind the team of an important deadline Groups Calendar 2. Open culture & Market structure Solution variants
  33. 33. 2. Open culture & Market structure Communication and change management style Official communication by top managers Emphasize competitive advantages of change Open communication New information everywhere Interactive workshops Target focused Renomated trainers Give competitive advantage Metrics to measure added customer value Change Management StyleCommunication Style share ideas and participate in discussions
  34. 34. Defensive Adhocracy Clan Market Hierarchical Adhocracy | Create Innovate | change & risk | Freedom of thought | Learning from mistakes | Entrepreneurs & visionaries | Not afraid of uncertainty Collaborative Open Paternalistic Collaborative Common purpose | Open & respectful conversations | Commitment | Simple tools | Opportunities to innovate, learn & grow | Complete trust & confidence 3. Collaborative culture & Adhocracy structure
  35. 35. Project work 3. Collaborative culture & Adhocracy structure
  36. 36. Scenario Tools Ask something don’t know who to ask Yammer Where should I put and share documents? Groups Provide a note of congratulations/ praise Yammer Make an organizational announcement Yammer Remind the team of an important deadline Groups Calendar 3. Collaborative culture & Adhocracy structure Solution variants
  37. 37. 3. Collaborative culture & Adhocracy structure Communication and change management style Ad hoc communication Focus on the future Open communication between colleagues Ad hoc learning groups Interactive workshops & webinars Learning on the job Develop a self-learning organization by learning from colleagues Change Management StyleCommunication Style Creativity & entrepreneurship are encouraged Constructive feedback Decentralized decision-making
  38. 38. What do you think about all this?
  39. 39. Follow us on ... http://www.facebook.com/workingtogetherspikes http://www.linkedin.com/company/spikes http://spikesnv.wordpress.com/ @SpikesNV

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