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Collaboration and The Human Factor - Reut 2022.pdf

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Collaboration and The Human Factor - Reut 2022.pdf

  1. 1. STKI.INFO 1 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph Communication and Collaboration in Product-Led Organizations VP & Senior Analyst STKI Reut Shefer- Bar Jiaqi Wang STKI IT Knowledge Integrators Company Confidential Page 1
  2. 2. STKI.INFO 2 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph identitasunhas of time HBR *Time spent on email, IM, phone, and video calls STKI IT Knowledge Integrators Company Confidential Page 2
  3. 3. STKI.INFO 3 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph Collaboration Cooperation ‫ד‬ " ‫מירון‬ ‫אלי‬ ‫ר‬ ‫פעולה‬ ‫שיתוף‬ = ‫אנשים‬ ‫של‬ ‫פעולה‬ ‫שיתוף‬ / ‫צוותים‬ , ‫ידע‬ ‫שיתוף‬ ‫מוחות‬ ‫וסיעור‬ ‫מוגדרת‬ ‫מטרה‬ ‫להשגת‬ . STKI IT Knowledge Integrators Company Confidential Page 3
  4. 4. STKI.INFO 4 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph Internal Collaboration Collaboration within the team Collaboration between teams "Break all barriers to effective communication - instant and intuitive” flock.com STKI IT Knowledge Integrators Company Confidential Page 4
  5. 5. STKI.INFO 5 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph Twitter.com : https://www.whatsapp.com Loss of ability to connect We Need Backups STKI IT Knowledge Integrators Company Confidential Page 5
  6. 6. STKI.INFO 6 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph WhatsApp – Collaboration tool? Security, compliance and data management problems (even though its end-to-end encryption) No interoperability with other platforms No admin-level permissions element.io en.isoc.org.il GettyImage 30% Of time Unsupervised ISLAND STKI IT Knowledge Integrators Company Confidential Page 6
  7. 7. STKI.INFO 7 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph Break Down Silos Anahi Alanis STKI IT Knowledge Integrators Company Confidential Page 7
  8. 8. STKI.INFO 8 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph Cross-functional Collaboration Product managers and teams tend to work in silos, forgetting the diverse teams behind working towards the same goals, When product teams fully realize the support available from OTHER TEAMS, it creates collectively work towards goals faster and more efficiently. Shared data Increased innovation Develop a common language and inclusive culture Goal Alignment Hotjar  Information retrieval ‫מידע‬ ‫אחזור‬ Hive mind Wisdom of the crowd STKI IT Knowledge Integrators Company Confidential Page 8
  9. 9. STKI.INFO 9 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph Alludo Team collaboration effect 12% STKI IT Knowledge Integrators Company Confidential Page 9
  10. 10. STKI.INFO 10 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph Ineffective communication channels and protocols Doing things more than once (different software, same data) Misunderstandings and miscommunication Low trust and mutual respect Conflict and differences in culture and values Collaboration Challenges 11 Guaranteed Collaboration Challenges with Action Steps (theecmconsultant.com) www.searchenginejournal.com STKI IT Knowledge Integrators Company Confidential Page 10
  11. 11. STKI.INFO 11 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph Collaboration Tools Gartner, Alludo +44% Collaboration Tools 2019 vs. 2021 STKI IT Knowledge Integrators Company Confidential Page 11
  12. 12. STKI.INFO 12 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph STKI IT Knowledge Integrators Company Confidential Page 12
  13. 13. STKI.INFO 13 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph Overflow of team collaboration tools hbr.org - ‫ברקוני‬Barkuni (@barkuni) • Instagram photos and videos STKI IT Knowledge Integrators Company Confidential Page 13
  14. 14. STKI.INFO 14 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph hbr.org i4cp Collaboration Overload Is Sinking Productivity STKI IT Knowledge Integrators Company Confidential Page 14
  15. 15. STKI.INFO 15 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph Bloomberg Savanna Judd The Marker Okta, WalkMe Collaboration Fatigue 2015 – 59 2022 – 89 Enterprises - 187 30% are duplicative or add no value STKI IT Knowledge Integrators Company Confidential Page 15
  16. 16. STKI.INFO 16 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph Product-Led Productivity Productplan.com How can we overcome? • Delegating tasks internally • Automation • Inhouse Outsourcing tasks 123rf.com STKI IT Knowledge Integrators Company Confidential Page 16
  17. 17. STKI.INFO 17 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph Create collaboration when we know What to look for And not Who to look for. Gig Collaboration Its not a social tool, but an option to create interaction and collaborate with employees you don’t know or familiar with from other teams/departments etc. STKI IT Knowledge Integrators Company Confidential Page 17
  18. 18. STKI.INFO 18 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph Gig Collaboration tools The unknown knowledge STKI IT Knowledge Integrators Company Confidential Page 18
  19. 19. STKI.INFO 19 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph Types of knowledge 95% 5% Helpjuice, document360 Implicit " ‫שבשתיקה‬ " " ‫מרומז‬ " •Learn another language •Innovation •Aesthetic Sense •Leadership STKI IT Knowledge Integrators Company Confidential Page 19
  20. 20. STKI.INFO 20 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph How can we handle Tacit knowledge? Proper documentation - presentations, user guides, case studies… Going through experiences – trial and error KIS – Keep It Simple Capturing data throughout a research period document360 STKI IT Knowledge Integrators Company Confidential Page 20
  21. 21. STKI.INFO 21 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph OK, and yet.. Freepik STKI IT Knowledge Integrators Company Confidential Page 21
  22. 22. STKI.INFO 22 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph 450% Employee Retention Esic Freepik 25% Increase in productivity STKI IT Knowledge Integrators Company Confidential Page 22
  23. 23. STKI.INFO 23 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph Internal to External NetPMI STKI IT Knowledge Integrators Company Confidential Page 23
  24. 24. STKI.INFO 24 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph NPD (New Product Development) Internal collaboration has a significant impact on time and product performance. William H. A. Johnson Roberto Filippini Iannaro STKI IT Knowledge Integrators Company Confidential Page 24
  25. 25. STKI.INFO 25 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph Touch-points Call Center Sales Customer Success Openviewpartners Gong.io hubspot • Social Media/ Advertisement • Peer Referral • Product Catalogs/ Product Reviews • Ecommerce • Upsell/Cross-Sell Emails • Subscription Renewals • Customer Support Channels • Customer Success Programs • Customer Onboarding • Customer Loyalty Programs • Self-Service Resources STKI IT Knowledge Integrators Company Confidential Page 25
  26. 26. STKI.INFO 26 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph Customer Success STKI IT Knowledge Integrators Company Confidential Page 26
  27. 27. STKI.INFO 27 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph Where are we heading 300-800% Call Volume Increase in enterprises financesonline STKI IT Knowledge Integrators Company Confidential Page 27
  28. 28. STKI.INFO 28 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph AI Supervisory Shift scheduling Manpower's needs Working time regulations Employee wishes Biometric Voice Recognition "Haglasha” Recording Analytics Forrester Bynet Callcenterhosting STKI IT Knowledge Integrators Company Confidential Page 28
  29. 29. STKI.INFO 29 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph Increasing use of AI financesonline STKI IT Knowledge Integrators Company Confidential Page 29
  30. 30. STKI.INFO 30 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph Contact Centers and help desk Trello STKI IT Knowledge Integrators Company Confidential Page 30
  31. 31. STKI.INFO 31 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph Service Employee Empowerment Bloomberg | Getty Images techtello Call center employee can MAKE DECISION– Give refunds, send another item… STKI IT Knowledge Integrators Company Confidential Page 31
  32. 32. STKI.INFO 32 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph Service Employee Empowerment Zippia Inside “way to build relationships, not make a sale” STKI IT Knowledge Integrators Company Confidential Page 32
  33. 33. STKI.INFO 33 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph huddle The relationship between Service and Knowledge Adoption to Advocacy Customer success and product management, MUST document and collect data, otherwise it will be lost and not available for other. STKI IT Knowledge Integrators Company Confidential Page 33
  34. 34. STKI.INFO 34 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph LTV - lifetime Value Popupsmart Tesla Device >Features >Service >Repairs USAGE STKI IT Knowledge Integrators Company Confidential Page 34
  35. 35. STKI.INFO 35 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph The Key to better Customer Experience Is Customer Success and Product Management Alignment. Gives customers control and anticipate their needs Value In conclusion STKI IT Knowledge Integrators Company Confidential Page 35
  36. 36. STKI.INFO 36 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph The half-life of most professional skills has shrunk to three years. Deloitte STKI IT Knowledge Integrators Company Confidential Page 36
  37. 37. STKI.INFO 37 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph THE HUMAN FACTOR Of Product-Led Organizations VP & Senior Analyst STKI Reut Shefer- Bar ragan STKI IT Knowledge Integrators Company Confidential Page 37
  38. 38. STKI.INFO 38 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph Successful Organizations Source: Simon Sinek, TED STKI IT Knowledge Integrators Company Confidential Page 38
  39. 39. STKI.INFO 39 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph 39 WHO? STKI IT Knowledge Integrators Company Confidential Page 39
  40. 40. STKI.INFO 40 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph 40 The “new” golden circle WHY WHO HOW WHAT WHY – Purpose, belief – when you understand (and say!) how your company will change their world. WHO – are we empowering the teams and are they given autonomy? HOW – The Differentiator – what makes you special WHAT – What is the actual product/service STKI IT Knowledge Integrators Company Confidential Page 40
  41. 41. STKI.INFO 41 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph 41 Prioritized list of features, Gantt… The Product Road Map roadmunk, “Command- and control- style leadership” STKI IT Knowledge Integrators Company Confidential Page 41
  42. 42. STKI.INFO 42 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph 42 Marty Cagan STKI IT Knowledge Integrators Company Confidential Page 42
  43. 43. STKI.INFO 43 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph 43 Ensuring they have the necessary strategic context to understand the why and make good decisions. Empowered Teams Marty Cagan teodesk STKI IT Knowledge Integrators Company Confidential Page 43
  44. 44. STKI.INFO 44 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph 44 Source: Dr. Marcell Volmer & Alberto Carbone KPI 2023 Keep People INTERESTED Keep People INFORMED Keep People INVOLVED Keep People INSPIRED STKI IT Knowledge Integrators Company Confidential Page 44
  45. 45. STKI.INFO 45 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph 45 Great Resignation Recruit Difficulties Remote Work Work-Life Balance Peoplematters STKI IT Knowledge Integrators Company Confidential Page 45
  46. 46. STKI.INFO 46 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph 46 The #1 thing we need to realize is that STKI IT Knowledge Integrators Company Confidential Page 46
  47. 47. STKI.INFO 47 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph 47 Some employees who put no more effort into their jobs than necessary #ActYourWage * ‫ראש‬ ‫להקטין‬ Quiet Quitting Investopedia jobs.ie STKI IT Knowledge Integrators Company Confidential Page 47
  48. 48. STKI.INFO 48 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph 48 What? Jason Kaplan STKI IT Knowledge Integrators Company Confidential Page 48
  49. 49. STKI.INFO 49 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph 49 Generation Perspective 60% - H1 of career(18-45) 34% - H2 of career (45-65+) STKI IT Knowledge Integrators Company Confidential Page 49
  50. 50. STKI.INFO 50 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph 50 “Quiet quitting is less about intrinsic motivation — and more about the manager's ability to build a relationship that makes an employee want to stay.” Harvard Business Review University of Arkansas STKI IT Knowledge Integrators Company Confidential Page 50
  51. 51. STKI.INFO 51 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph Quick Quitting FOMO – Fear of missing out Quick Quitting – Changing jobs within less than a year Especially in the positions of Directors and VPs Josia Nakash STKI IT Knowledge Integrators Company Confidential Page 51
  52. 52. STKI.INFO 52 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph Recruiting and training are expensive Employees who leaves takes Relationships and knowledge. How much does is cost to replace employee? Entry Level – 3-5 Salary Months Middle Level – 18 Months High Level – 24- 48 Months! Alvernia University STKI IT Knowledge Integrators Company Confidential Page 52
  53. 53. STKI.INFO 53 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph Unemployment rate is low, salaries are (relatively) high SO…Why? STKI IT Knowledge Integrators Company Confidential Page 53
  54. 54. STKI.INFO 54 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph Absence of Engagement ‫המחוייבות‬ ‫אובדן‬ / ‫מעורבות‬ STKI IT Knowledge Integrators Company Confidential Page 54
  55. 55. STKI.INFO 55 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph 55 Employee Engagement Gallop, Gordon Tredgold STKI IT Knowledge Integrators Company Confidential Page 55
  56. 56. STKI.INFO 56 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph 56 “Actively Disengaged Employees –aren’t just unhappy at work, they’re busy acting out their unhappiness. Every day these workers undermine what their engaged coworkers accomplish.” “Energy Vampires” The Hustle, Recruiter.com STKI IT Knowledge Integrators Company Confidential Page 56
  57. 57. STKI.INFO 57 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph 57 7geese, involve 99% They know what is expected of them at work 89% 98% They have opportunities to learn and grow 13% 92% Someone has talked about their progress 13% 91% Their opinion count at work 19% Highly Engaged Low or no engagement What makes an employee engaged? STKI IT Knowledge Integrators Company Confidential Page 57
  58. 58. STKI.INFO 58 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph 58 When employee has a problem: First, he/she will turn to their manager Then they go to a trusted colleague Try to handle it by them self Will approach other leader in the organization last resort - HR HR Trust is an issue The way most HR work doesn’t work for employees HBR PNGitem STKI IT Knowledge Integrators Company Confidential Page 58
  59. 59. STKI.INFO 59 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph Bad “Vibes” Motivation Why does is bother us? Gaps emerge STKI IT Knowledge Integrators Company Confidential Page 59
  60. 60. STKI.INFO 60 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph Whatever is not really defined into the IT department organizational chart And does not exist in any of the employee's position definition. “Falls through the cracks” STKI IT Knowledge Integrators Company Confidential Page 60
  61. 61. STKI.INFO 61 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph GAPS Lack of clear definition Knowledge handling shortage Rapidly changing skills STKI IT Knowledge Integrators Company Confidential Page 61
  62. 62. STKI.INFO 62 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph The half-life of most professional skills has shrunk to three years. Deloitte Strong communicators Cultivated interpersonal skills Good writing skills Emotional intelligence and empathy STKI IT Knowledge Integrators Company Confidential Page 62
  63. 63. STKI.INFO 63 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph People aren’t willing to travel to work (and pay for parking etc..). Daily commute is an issue. People are RETHINKING. Micro-Management – doesn’t work anymore. Look and Listen for Lsport 2023… what next? When you drive 1.5 hours each way everyday 720Hours per year 30 Days STKI IT Knowledge Integrators Company Confidential Page 63
  64. 64. STKI.INFO 64 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph Under Pressure Employees work under so much pressure- most of them needs to deliver a new feature every 2 weeks Geektime Every WEEK? STKI IT Knowledge Integrators Company Confidential Page 64
  65. 65. STKI.INFO 65 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph Days off, We TRUST our employees to take a break when they need and still Be responsible for their Projects/Product. Trust HRZone Jason Kaplan STKI IT Knowledge Integrators Company Confidential Page 65
  66. 66. STKI.INFO 66 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph Autonomy and Empower Applauz WHERE physical location really matter? WHEN 9-5’? WHAT Freedom within the responsibilities HOW Freedom over how to accomplish WHY Meaning and motivation Employee empowerment leads to innovation STKI IT Knowledge Integrators Company Confidential Page 66
  67. 67. STKI.INFO 67 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph 35% of ideas come from outside of the team/group 75% of executives Are concerned of not having enough ideas Plainview, Gallop, Marty Kagen Only 18% of Employees believe their managers encourage them to take risks at work that could lead to important new products, services, or solutions Significant and ongoing innovation 82% Don’t STKI IT Knowledge Integrators Company Confidential Page 67
  68. 68. STKI.INFO 68 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph Having a culture that encourages its employees to innovate, even though success is not guaranteed Source: Plainview, Gallop fuckupnights.com Techcrunch AWS, Netflix Chaos Monkey Investigation of Failure Win-loss meetings STKI IT Knowledge Integrators Company Confidential Page 68
  69. 69. STKI.INFO 69 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph Leadership and Coaching An effective manager-as-coach asks questions instead of providing answers, supports employees instead of judging them, and facilitates their development instead of dictating what must be done. hbr.org insperity STKI IT Knowledge Integrators Company Confidential Page 69
  70. 70. STKI.INFO 70 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph Employee Success jostle.me Geekworldtour STKI IT Knowledge Integrators Company Confidential Page 70
  71. 71. STKI.INFO 71 Copyright@STKI_2022 Do not remove source or attribution from any slide, graph or portion of graph Thank you STKI IT Knowledge Integrators Company Confidential Page 71

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