Finding the Right Cultural Fit for Collaboration

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A successful collaboration strategy includes technology, process alignment, and the user experiences. However, organizations tend to focus the most on technology, and the least on people -- when the opposite should be true. As this presentation explains, culture is the key to any successful collaboration strategy.

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  • Times have changed, end users now have choice and are not forced to follow IT
    Feel like they are better than IT
    “no more storage? I saw a good deal for hard drives at Costco”
  • Moving from “Collaboration” to “Digital Workplace”
    Beyond the buzzwords, what does that mean?
  • And what is your collaboration culture?

    Share story of cheese company in California, and over-eager admin who wanted to roll out every single feature

    Ask the question – How important is culture to successful collaboration?

    Different teams work in different ways
  • Include icons for
  • Your collaboration efforts will fail if you do not align your technology with your culture, period.
    Pilot, rinse, repeat.
    Talk to your end users regularly
    Internal user groups
    One-on-one sessions
    Friday brown bags, lunch-and-learns
    Locate your evangelists and support them
    Make your technology decisions transparent
  • Not that you need to have a perfect understanding of where you’re going, but to measure success you need three things: an end goal, a baseline of where you are today, and a plan to track progress along the way. Without these basics, it’s a lot of unnecessary pressure not just on your end users (who are not mind readers, and just want to get their work done) and also on the IT team – who historically get blamed for every bad technology decision the business makes, even if they were against the latest fad tool in the first place (yes, I have first-hand experience here, and yes, I am still bitter).
  • How do you build a healthy, engaged and aligned culture? And what are the benefits of the entire organization participating in social?
  • Finding the Right Cultural Fit for Collaboration

    1. 1. Finding the Right Cultural Fit for Collaboration Christian Buckley Founder & CEO of CollabTalk LLC Office Servers and Services MVP
    2. 2. Christian Buckley Founder & CEO of CollabTalk LLC Office Servers and Services MVP cbuck@collabtalk.com www.buckleyplanet.com @buckleyplanet
    3. 3. CollabTalk.com CollabTalk provides academic research and community-driven conversations around key tools and trends in the enterprise collaboration, social, and business intelligence ecosystem, allowing you to stay on top of these changes -- and ahead of the game. Our latest research project: The State of Hybrid SharePoint http://hybrid-sp.collabtalk.com/
    4. 4. What is your strategy?
    5. 5. Turn the Promises of the Digital Workplace to Reality by David Roe http://www.cmswire.com/digital-workplace/turn-the-promises-of-the-digital-workplace-to-reality/ “In a recent CMSWire series of interviews with digital workplace specialists, some common elements and themes emerged. One of the most consistent is the belief that the best digital workplaces take a synergistic approach to fulfilling the wants and needs of people through processes and technologies.”
    6. 6. Sharon O'Dea, an independent digital strategy consultant, specializes in intranets, social media and digital engagement. She defines the digital workplace as the place where work gets done, connecting people through an ecosystem of tools so they can be productive, informed and engaged, wherever they are. “First, it’s a means of communication top-down, bottom-up and, increasingly, peer-to- peer. Content in its myriad forms, from published pages to snippets of conversation, is the lifeblood of the digital workplace and the digital workplace is what makes that content accessible, findable and usable,” she told CMSWire. The digital workplace should also provide a gate to an organization’s knowledge while at the same time enabling organizations so that intellectual capital to be effectively captured and shared with others as more of it is produced. Thankfully, he continues:
    7. 7. In The Social Organization by Bradley and McDonald (Gartner), the authors talk about the components of successful collaboration:  Community  Social  Purpose
    8. 8. But where do we begin?
    9. 9. WHAT IS THE STATE OF COLLABORATION IN YOUR ORG?
    10. 10. THERE ARE FOUR COLLABORATION “TRUTHS” • The traditional intranet has failed • The standalone ESN is dead • Real work happens between the workloads • Culture directs communication
    11. 11. What is your collaboration culture?
    12. 12. Scenario 1  Meet Stephanie  Web developer, millennial  Personalization is important  Lives on her mobile device  Very collaborative, in constant contact with her team, sharing ideas and discussing the state of customer projects  Values real-time interactions, having fun while working, and is very passionate about her work
    13. 13. Scenario 2  Meet Tasha  Program Manager  Responsible for several key business processes  Has worked to develop several form and workflow-based sites to help automate and ensure that her team is compliant  Her team includes a number of attorneys and financial analysts, who prefer in-person meetings  She spends a lot of time working in email, and manages a number of vendors and parallel projects
    14. 14. Scenario 3  Meet Hugo  Customer Success Manager, business development  Manages a number of projects and events with large teams of external vendors and partners  Very involved in the customer community  Helps drive their partner and customer portals, provides online and in-person product training  Also manages his company’s social profiles, interacts with customers and partners wherever they congregate
    15. 15.  Real-time  Team-based  Persistent chat  In-person  Process-based  Email  Mix  Community-based  Social
    16. 16. The reality is that most organizations have all three With differences across your business – or even within a single team or business unit
    17. 17. Which tool to use when?
    18. 18. So many options…
    19. 19. Outlook Groups Skype for Business Yammer Microsoft Teams SharePoint Social ISV solutions
    20. 20. BUT IT SHOULD BE PART OF A PLAN
    21. 21. Modern SharePoint and Office 365 Groups
    22. 22. WHAT IS THE RIGHT USER EXPERIENCE? Wants real-time communication Wants process and structure Wants community and transparency
    23. 23. Conversation-as-a-Service?
    24. 24. Conversation-as-a-Service?
    25. 25. It Depends. What is the right solution for your org?
    26. 26. Teams are scrambling to find the right tools and technologies to fit their cultural needs What we know is that the traditional intranet approach has failed to deliver what we need
    27. 27. CULTURE IS KEY
    28. 28. GIVE THEM CHOICES
    29. 29. BUT NOT WITHOUT CONTROL OR GUIDANCE
    30. 30. As project complexity increases, the ability for individual participants to maintain sight of the larger vision and whole will often decrease.
    31. 31. Where is your focus?
    32. 32. Focus on Key Business Problems  Many transformative efforts fail because key users decide to “play with the tools” rather than take the planning process seriously.  The lack of goals and purpose quickly leads to low levels of engagement and superficial usage. Without clear goals and engaged users, you’ll never gain a clear assessment of the end results.  Take it seriously. You will be using other people’s time to make your decisions on how to move forward. Make good use of their time – and yours.
    33. 33. What does success look like?
    34. 34. If you haven’t defined the end result, how do you know when you’ve reached it?
    35. 35. How will you decide if your transformation is successful?  Know your evaluation criteria before you start!  Set specific goals and indicators related to your business goals.  Put in place mechanisms to collect data and measure your success (or failure…) at the end of each phase.  For example, if one of your business goals is to “reduce internal communication and email overload” you might measure success by:  Creating a baseline of current activity  Measuring email volume today and then again after the pilot.  Comparing the email open-to-read ratio  Tracking the volume of “Likes” and other metrics based on the collaboration features being used within your pilot.
    36. 36. • Activity within communities • Interest in content, keywords, ideas • Level of engagement • Overall platform adoption • Measuring the increase in innovation • Decreasing the cycle of new product introduction • Sharing of content and expertise What does this mean within enterprise collaboration?
    37. 37. Make it part of your ongoing support model  Due to the fluid nature of enterprise collaboration, organizations today find that implementing a true change management program to monitor and adjust based on analysis is critical.  Formation of a ‘Center of Excellence’ to both manage change and administrate your platforms is becoming the standard approach.
    38. 38. Culture is Important
    39. 39. Wrap-Up
    40. 40. In my personal experience, what works is:  Focus on specific business problems – and clear outcomes.  Make governance and change management the priority.  Look at your systems holistically, understanding both company-wide and line of business needs – and the gaps between them.  Be prepared to regularly iterate on your strategy.  Organic growth through pilots is the most sustainable model for successful enterprise collaboration.
    41. 41. Christian Buckley cbuck@collabtalk.com @buckleyplanet Thank you very much!

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