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   Building a collaborative Enterprise
   Harvard Business Review July-August 2011


                              Thomas CLUZEL
                              Alexandra FLEURY
                              Antoine JOLY
                              Axel PAQUIN
                              Olga ZRAZHEVSKAYA
Grade: 16/20
2




1° )About the authors


2°) Key points of the article


3°) Key examples of the article


4°) Our view of the article
3



The authors
   Paul Adler   Charles Heckscher   Laurence Prusak
4



 The authors

                        Paul Adler                Charles Heckscher            Laurence Prusak

                                                 Pr at Rutgers University
                 Pr of Management and                                          Researcher (USC) and
  Current                                        (USA)
                 Organization at University of                                 Consultant (WB,
  position                                       Director : Center for Work
                 Southern California (USC)                                     NASA..)
                                                 place Transformation
                                                                               Founder of IBM
                 Education in Australia and
                                                                               Institute for Knowledge
                 France                          Education and first faculty
 Biography                                                                     Management
                 1981 USA with Columbia,         position in Havard
                                                                               Work wih NGO and
                 Harvard and Stanford
                                                                               authorities
                 Technology and Innovation,      Collaborative work,
                 Management Division and         organizational change,        Information and
Specialization
                 the Critical Management         andthe future of organized    knowledge resources
                 Studies                         labor

                                                 - The development of          "Working Knowledge," a
  Current                                        stakeholder systems           knowledge research
  research                                        - The effects of team work   program at Babson
                                                 in acute hospital care        College
5



Key points of the article (1/2)

Three models of corporate community
                   Traditional                                        Collaborative Community
                                           Free-Agent Model
                 Industrial Model                                              Model
                                              Self-interest &
 Loyalty of     Strong shared values
                                              Affection for a            Sense of shared purpose
 employees          & Tradition
                                            charismatic leader
                 Huge bureaucratic
                                            Modular structure          Communities coordinated
Organization   structure with densely
                                          without bonds between         through collaboratively
 structure         interconnected
                                               communities           developed procedures (Matrix)
                     community
                                                                     Economies of scale, Innovative
  Strengths      Economies of scale        Innovative & Flexible
                                                                             & Flexible

                 Inflexible, Slow to                                 Model hard to sustain (long term
 Weaknesses                             Organizationnal problems       investment, time consuming, lose of
                      innovate                                                     autonomy)


          In the era of knowledge-based work, the Collaborative Community Model is
          emerging and will replace the existing model because of the satisfaction it provides for all
          stakeholders.
6



Key points of the article (2/2)

The organizational efforts to build a collaborative enterprise

    Defining & building a         Cultivating an ethic of
      shared purpose                   contribution



                         SUCCESS

  Developing processes that
                                Creating an infrastructure
   enable people to work
                                 in which collaboration is
   together in flexible but
                                   valued and rewarded
     disciplined projects
7



Key examples : Computer Service Corp
              Tools

Capability Maturity Model build in
collaboration with key technical
workers to combine talents of        Ethic of contribution
specialists                          •  Less autonomy make the work
                                        understandable and criticized
New employees have to read              by the team
“Instructions” => Every code is
readable by the entire team          Interdependent processes
                                     •  Written processes help people
                                        work faster

             Results                 Collaborative infrastructure
                                     •  Team has to be involved in the
-75% errors
+10% productivity                       procedure building
Many innovations
8



 Key examples : Kaiser Hospital
                Tools

 Labor Management Partnership to
 streamline more cash and time
 consuming surgery
                                           Collaborative infrastructure
 Composed of every kind of people          •  Help to increase coordination
 working in the process                       and expression zone for people
                                              with different interests
 To analyze processes coordination         •  Show how communication is
                                              crucial in an organization

                                           Ethic of contribution
                                           •  Increased satisfaction when
                  Results
                                              people take part in a project
Operations/day *2
Time between procedures from 45 to 20 mn
85% increase in job satisfaction
9



   Key examples : City bank
                   Tools

E-solution team created to fight AOL threat

Shared purpose : “Be a leader in creating       Shared purpose
new and complex online banking products         •  Shared vision is multidimensional,
to tailor customer needs”                          practical and constantly enriched in
                                                   debate about concrete problem
E-business road map available on internet
for the entire company                          Interdependent processes
                                                •  Change in processes take into
Rules for the meeting                              account consequences on others

Divided management within the team =>           Ethic of contribution
Participative centralization                    •  Focus on capabilities and market
                                                   position instead of building
                                                   individual credibility
                     Results
Workers do not work on a project because “it    Collaborative infrastructure
is the job” but are able to explain how their   •  Matrix form help people to bring
project contribute to the share purpose            ideas
10


Our opinion : A complex set of skills to create
synergies
•  Define a shared purpose : A collaborative enterprise as opposed to a
   competitive enterprise ?
   ▫  Build long term and mutually beneficial relationships with all
      stakeholders
   ▫  More sustainable business practices
   ▫  From maximizing shareholder value to a long term socially responsible
      vision
•  From a traditional structure to an ever moving collaborative structure
11



 Collaborative knowledge management tools
Knowledge management tools add a new more powerful dimension to classic conversation

                                    Shared space



         Receiver/Sender             Conversation             Receiver/Sender
12



Criticisms of the “Collaborative approach”

•  Sharing costs, risks & technical challenges brings uncertainty
   of who is accountable?
•  Chaos and slowing down of decision making process
   (information overload can happen)
•  Long to implement
•  Not really a collective decision making  upper-level
   managers are still retain centralized control
•  Preserves the distinction between thinkers and doers
•  Collaborative tools can cause adjustment issues for people
   accustomed to traditional meeting formats.
•  Don’t forget the human challenge : tacit knowledge is hard to
   transfer
13



Reference list
Articles

•  Tencati, Antonio, and Laszlo Zsolnai. "The Collaborative Enterprise." Journal Of
   Business Ethics 85, no. 3 (March 30, 2009

•  Gerhard Fischer, Jonathan L. Ostwald. ”Knowledge Management: Problems, Promises,
   Realities, and Challenges”. IEEE Intelligent Systems, 2001: 60~72

Books

•  Skyrme, David, Knowledge Networking: Creating the Collaborative Enterprise (1999)
•  Schrage, M. , Collaborative Tools: A First Look, in Knowledge Management Tools
   (1997)

Website

•  Ryszard Barnat, LLM., DBA, Ph.D. (Strat. Mgmt) 3. The Collaborative Approach), The
  Nature Of Strategy Implementation
  http://www.strategy-implementation.24xls.com/en100
14



Thanks for your attention




                        Questions ?

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Building a collaborative enterprise

  • 1. 1 Building a collaborative Enterprise Harvard Business Review July-August 2011 Thomas CLUZEL Alexandra FLEURY Antoine JOLY Axel PAQUIN Olga ZRAZHEVSKAYA Grade: 16/20
  • 2. 2 1° )About the authors 2°) Key points of the article 3°) Key examples of the article 4°) Our view of the article
  • 3. 3 The authors Paul Adler Charles Heckscher Laurence Prusak
  • 4. 4 The authors Paul Adler Charles Heckscher Laurence Prusak Pr at Rutgers University Pr of Management and Researcher (USC) and Current (USA) Organization at University of Consultant (WB, position Director : Center for Work Southern California (USC) NASA..) place Transformation Founder of IBM Education in Australia and Institute for Knowledge France Education and first faculty Biography Management 1981 USA with Columbia, position in Havard Work wih NGO and Harvard and Stanford authorities Technology and Innovation, Collaborative work, Management Division and organizational change, Information and Specialization the Critical Management andthe future of organized knowledge resources Studies labor - The development of "Working Knowledge," a Current stakeholder systems knowledge research research - The effects of team work program at Babson in acute hospital care College
  • 5. 5 Key points of the article (1/2) Three models of corporate community Traditional Collaborative Community Free-Agent Model Industrial Model Model Self-interest & Loyalty of Strong shared values Affection for a Sense of shared purpose employees & Tradition charismatic leader Huge bureaucratic Modular structure Communities coordinated Organization structure with densely without bonds between through collaboratively structure interconnected communities developed procedures (Matrix) community Economies of scale, Innovative Strengths Economies of scale Innovative & Flexible & Flexible Inflexible, Slow to Model hard to sustain (long term Weaknesses Organizationnal problems investment, time consuming, lose of innovate autonomy) In the era of knowledge-based work, the Collaborative Community Model is emerging and will replace the existing model because of the satisfaction it provides for all stakeholders.
  • 6. 6 Key points of the article (2/2) The organizational efforts to build a collaborative enterprise Defining & building a Cultivating an ethic of shared purpose contribution SUCCESS Developing processes that Creating an infrastructure enable people to work in which collaboration is together in flexible but valued and rewarded disciplined projects
  • 7. 7 Key examples : Computer Service Corp Tools Capability Maturity Model build in collaboration with key technical workers to combine talents of Ethic of contribution specialists •  Less autonomy make the work understandable and criticized New employees have to read by the team “Instructions” => Every code is readable by the entire team Interdependent processes •  Written processes help people work faster Results Collaborative infrastructure •  Team has to be involved in the -75% errors +10% productivity procedure building Many innovations
  • 8. 8 Key examples : Kaiser Hospital Tools Labor Management Partnership to streamline more cash and time consuming surgery Collaborative infrastructure Composed of every kind of people •  Help to increase coordination working in the process and expression zone for people with different interests To analyze processes coordination •  Show how communication is crucial in an organization Ethic of contribution •  Increased satisfaction when Results people take part in a project Operations/day *2 Time between procedures from 45 to 20 mn 85% increase in job satisfaction
  • 9. 9 Key examples : City bank Tools E-solution team created to fight AOL threat Shared purpose : “Be a leader in creating Shared purpose new and complex online banking products •  Shared vision is multidimensional, to tailor customer needs” practical and constantly enriched in debate about concrete problem E-business road map available on internet for the entire company Interdependent processes •  Change in processes take into Rules for the meeting account consequences on others Divided management within the team => Ethic of contribution Participative centralization •  Focus on capabilities and market position instead of building individual credibility Results Workers do not work on a project because “it Collaborative infrastructure is the job” but are able to explain how their •  Matrix form help people to bring project contribute to the share purpose ideas
  • 10. 10 Our opinion : A complex set of skills to create synergies •  Define a shared purpose : A collaborative enterprise as opposed to a competitive enterprise ? ▫  Build long term and mutually beneficial relationships with all stakeholders ▫  More sustainable business practices ▫  From maximizing shareholder value to a long term socially responsible vision •  From a traditional structure to an ever moving collaborative structure
  • 11. 11 Collaborative knowledge management tools Knowledge management tools add a new more powerful dimension to classic conversation Shared space Receiver/Sender Conversation Receiver/Sender
  • 12. 12 Criticisms of the “Collaborative approach” •  Sharing costs, risks & technical challenges brings uncertainty of who is accountable? •  Chaos and slowing down of decision making process (information overload can happen) •  Long to implement •  Not really a collective decision making  upper-level managers are still retain centralized control •  Preserves the distinction between thinkers and doers •  Collaborative tools can cause adjustment issues for people accustomed to traditional meeting formats. •  Don’t forget the human challenge : tacit knowledge is hard to transfer
  • 13. 13 Reference list Articles •  Tencati, Antonio, and Laszlo Zsolnai. "The Collaborative Enterprise." Journal Of Business Ethics 85, no. 3 (March 30, 2009 •  Gerhard Fischer, Jonathan L. Ostwald. ”Knowledge Management: Problems, Promises, Realities, and Challenges”. IEEE Intelligent Systems, 2001: 60~72 Books •  Skyrme, David, Knowledge Networking: Creating the Collaborative Enterprise (1999) •  Schrage, M. , Collaborative Tools: A First Look, in Knowledge Management Tools (1997) Website •  Ryszard Barnat, LLM., DBA, Ph.D. (Strat. Mgmt) 3. The Collaborative Approach), The Nature Of Strategy Implementation http://www.strategy-implementation.24xls.com/en100
  • 14. 14 Thanks for your attention Questions ?