The document discusses the potential necessity for a Chief Collaboration Officer (CCO) role within organizations to enhance collaboration and address its current challenges. Findings indicate that a majority of employees feel disengaged and believe their organizations lack a cohesive collaboration strategy, often attributing issues to cultural, structural, and technological barriers. It highlights the importance of creating a formal leadership position dedicated to improving collaboration and developing actionable strategies to foster engagement and productivity.

1. Is it time for a Chief
Collaboration Officer - CCO ?
Peter Smit
Founder – Collabogence Inc.
September 25th, 2015

2. Cisco Confidential 2© 2013-2014 Cisco and/or its affiliates. All rights reserved.
Introduction
Polling
David Heather - CHRO Cisco Canada
David Coleman - Founder Collaborative Strategies Inc.
Summary
Q & A

3. Cisco Confidential 3© 2013-2014 Cisco and/or its affiliates. All rights reserved.
 From IT Manager to CIO
 Recent new arrivals:
 Chief Digital Officer
 Chief Engagement Officer
 The question for today?
Is it time for a Chief Collaboration Officer?
The evolution of new roles

4. Cisco Confidential 4© 2013-2014 Cisco and/or its affiliates. All rights reserved.
Who is here today?
(which functions are represented?)
69% ☐ Human Resources
2% ☐ Workplace Strategy
0% ☐ Corporate Real Estate
4% ☐ Workplace Strategy
17% ☐ Information Technology
8% ☐ Business Champion or other
Results

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What level of importance does improving
Collaboration have in your organization ?
Results
45% ☐ Critical – Corporate-wide initiative is in place or planned
37% ☐ Nice to Have - but left up to divisions or business units
16% ☐ Laissez-faire – up to individuals and teams to figure out
2% ☐ Not important at all – not on our radar

6. Cisco Confidential 6© 2013-2014 Cisco and/or its affiliates. All rights reserved.
What is currently preventing more / better collaboration?
Results
32% ☐ Our own culture - Lack of trust?
47% ☐ Lack of common vision and/or objectives
4% ☐ Space is not suitable
8% ☐ Wrong technology or the tech does not work
9% ☐ Lack of required skillset

7. Cisco Confidential 7© 2013-2014 Cisco and/or its affiliates. All rights reserved.
Who currently “owns” Collaboration ?
Results
7% ☐ CHRO - Human Resources
27% ☐ CEO – Chief Executive Officer
0% ☐ Head of Corporate Real Estate
6% ☐ CIO – Chief Information Officer
23% ☐ Do not know
37% ☐ Nobody

8. David Heather
Vice President, Human Resources, Cisco Canada
Is it time for a Chief
Collaboration Officer?

9. Cisco Confidential 9© 2013-2014 Cisco and/or its affiliates. All rights reserved.
Volatility Uncertainty Complexity Ambiguity
V U C A
The Case For Change
Digitization
Technology
Enablers
Disruptive
Innovations
Demographic
Shifts1. 2. 3. 4.

10. Cisco Confidential 10© 2013-2014 Cisco and/or its affiliates. All rights reserved.
(Across 142 Countries)
87%
of the workforce
is disengaged
A Workforce of the…..
Source: Gallup Source: Fast Company
Nearly 9 out of 10
employees
Disengaged

11. Cisco Confidential 11© 2013-2014 Cisco and/or its affiliates. All rights reserved.
What is innovation?
To innovate is to combine values
That are not easily joined…
Therefore scarce...
Therefore profitable
Successful leaders have the propensity and
competence to help organizations and their
teams reconcile dilemmas for better
sustainable business performance

12. Cisco Confidential 12© 2013-2014 Cisco and/or its affiliates. All rights reserved.
What do you want the CCO to drive?
 Recruitment
 Rewards
 Benefits
 Retention
 Increase productivity &
efficiency
 Merge physical & virtual
communities
 Drive sharing across the
organization
 Break down silos
EngagementCulture

13. CCO or CDO?
David Coleman
Chief Disruptive Officer,
Collaborative Strategies, Inc.
9/25/15
Collaboration or Disruption, Which Is More Productive?

14. Cisco Confidential 14© 2013-2014 Cisco and/or its affiliates. All rights reserved.
“Multiple coordinated interactions occurring between two or more people that
include the transfer of complex information for some common purpose or
goal.”(most everything else is gossip!)

15. Cisco Confidential 15© 2013-2014 Cisco and/or its affiliates. All rights reserved.
Holistic Collaboration
SPACE
PEOPLE PROCESS
TECHNOLOGY
VIRTUAL
TEAMS

16. Cisco Confidential 16© 2013-2014 Cisco and/or its affiliates. All rights reserved.
What is “Collaboration?”
Collaboration
Cooperation
Coordination
Communication
Conversation
Level of
purpose or
Goal
Low
High
Level of Commitment HighLow

17. Cisco Confidential 17© 2013-2014 Cisco and/or its affiliates. All rights reserved.
Current Collaboration Technologies
2.5%
6.9%
7.4%
7.4%
9.6%
18.4%
21.7%
23.4%
25.0%
25.5%
27.5%
30.5%
37.1%
40.4%
44.2%
49.5%
53.6%
59.3%
69.0%
72.5%
86.0%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Virtual and 3D workspaces
Process specific collaboration tools
Mentoring and Coaching
Other
Virtual team space
Blogging or microblogging
In-app messaging
SaaS – based tools and services
Distributed project and task management
Wikis
Online community (internal)
Training
Collaborative corporate portals
Google apps
Social network
Room-based video conferencing
Collaborative content and document management
Screen sharing
Chat/IMSMS/Texting
Desktop or Web-based video conferencing
E-mail
What collaboration tools or infrastructures have already been implemented?
Resp.= 364

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18
Changing Organizational Structures
Core group > 100 includes:
 Company Management
 R&D Management
 Operations Management
 Marketing
 Outsourced: Sales, IT, HR, Supply Chain
A Network of Networks

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 Survey was done Spring 2015: 3 populations, 506 surveys
 People on average work in 3-5 distributed/hybrid teams, no matter what sized
company, or your role
 43% work on 2-4 projects simultaneously,
 1/3 of those surveyed had 2/3 of their projects
working as part of a distributed team
 By 2020 – 40% of the workforce will be
freelancers (UpWork and IFTF)
 Almost 52% felt their tools and infrastructures
did not support distributed work
 2/3 were not satisfied with their collaboration tools.
Recent Research Results on Distributed Collaboration

20. Cisco Confidential 20© 2013-2014 Cisco and/or its affiliates. All rights reserved.
What are the Biggest Challenges in Distributed Collaboration?
51.9% who felt that their
tools and infrastructure
do not support
distributed work.
51.9%
25.1%
31.3%
24.9% 25.7%
0 0
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
What are the biggest challenges you face in distributed
collaboration? (select all that apply)
Tools and infrastructure
Work at home/distance
Time zones and different languages
More face-to-face interactions
We have no significant challenges

21. Cisco Confidential 21© 2013-2014 Cisco and/or its affiliates. All rights reserved.
What makes Collaboration Successful?
 Get the best talent
 Let them work the way they
want to and where
 Use technology to provide a
common context, and messaging

22. Cisco Confidential 22© 2013-2014 Cisco and/or its affiliates. All rights reserved.
 Better collaboration has been on the CEO’s top 5 list for last decade
 Today, collaboration is often at the project or team level
 Is the role of the CCO to coordinate these efforts?
 Is it the role of the CCO to create a collaborative strategy for the organization?
 Why does everyone say they are “good collaborators” yet complain that collaboration is not
working well?
 Why are most organizations not willing to spend $ on collaboration (except for software,
which is only 20% of the solution)?
Why a CCO (Chief Collaboration Officer) Now?

23. Cisco Confidential 23© 2013-2014 Cisco and/or its affiliates. All rights reserved.
 CDO – Chief Disruptive Officer
 Ask the tough questions
 Challenge assumptions
 Determine what the cultural challenges to
collaboration might be?
 Develop metrics to determine value
 Determine where the organization is with
collaboration (snapshot) TCEP
 Look for processes that have “Collaborative
Leverage”:
“Collaborative Leverage occurs when you apply the Right tool, to the Right process,
at the Right time, with the Right people”… getting a big win, can cut cycle time by up to 40%
What does a CDO do?

24. Cisco Confidential 24© 2013-2014 Cisco and/or its affiliates. All rights reserved.
 The biggest challenges to collaboration are not technical, but behavioral
 How to deal with the behavioral challenges of collaboration?
 Don’t try to change the process (even if poor)
 Don’t try to change culture (even if poor)
 Optimize sub-tasks (plays), steps of collaborative
behavior
 Combine “plays” into a “playbook” for more leverage
 In business you deal with multiple plays simultaneously!
 Make it fun and engaging!
“The Soft Stuff is the Hard Stuff”

25. Is it time for a Chief
Collaboration Officer - CCO ?
Peter Smit
Founder – Collabogence Inc.
September 25th, 2015

26. Cisco Confidential 26© 2013-2014 Cisco and/or its affiliates. All rights reserved.
• Multi-stakeholder initiatives (in a very collaborative manner)
Human Resources
Bringing collaboration into performance metrics
Organizational Learning and Development searching to help improve
collaboration
Corporate RE / Workplace Strategy
Being pressured to shift “employee to desk ratio” from 1 to 1, to 1 to
?? Want “Collaboration” at the table and seeking measurement

27. Cisco Confidential 27© 2013-2014 Cisco and/or its affiliates. All rights reserved.
• The bases which need to be covered
in pursuit of improved collaboration:
By CCO (or these multi-stakeholder teams)
Assessment and Analysis Business Case
Information Governance & Access Technology tools
Work configuration (including space) Org Learning & Development
Social/ Community Measurement and adjustment

28. Q & A
Peter Smit - peter@collabogence.com
David Heather - daheathe@cisco.com
David Coleman – david@collaborativeshift.com
Research project: Interested in knowing your “Collaborator Type”?
Go to www.themindsuite.com and ender code: VSH476
(20 minute assessment – your profile will be sent to you upon completion of the research)
September 25th, 2015