The Digital Workplace Manual They Didn't Give You: How To Make Great Collaborators
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Presentation given by Innosis partner Alister Webb at the Step Two conference 'Intranets 2017' in Sydney, Australia on June 01, 2017. A set of finite steps to build a culture of effective collaboration in the digital workplace.
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The Digital Workplace Manual They Didn't Give You: How To Make Great Collaborators
- 1. The digital workplace manual they didn’t give you: How to turn end users into great collaborators (and innovators) Alister Webb Partner, Consultant www.innosis.eu
- 2. Intranets 2017 May 31-June 02 Sydney, Australia 7 AGENDA steps Everyday innovators 2 to collaboration as a way of working
- 3. Intranets 2017 May 31-June 02 Sydney, Australia Intranet timeline (2011) Content ‘Whole of Intranet’ 3 Collaboration ‘Digital workplace’
- 4. Intranets 2017 May 31-June 02 Sydney, Australia THE SEVEN STEPS to establishing collaboration as a way of working 4 Set a vision for collaboration Establish the preconditions Taking collaboration to the next level: Active vs Passive collaboration Get people talking Align to business process and map tools Manage ongoing progress Manage digital workplace chaos Collaboration as a way of working
- 5. Intranets 2017 May 31-June 02 Sydney, Australia ESTABLISH THE PRECONDITIONS 1 5 Strong and simple messages from senior leaders (Comms Plan) Middle/people managers are key – they give real-time permission, embody and cascade the values (primary audience) Aim: build confidence the messenger won’t be shot! Identify ‘trust’ blockers – surveys, polls, workshops Take away the FEAR of having an open, honest conversation Permission to open up, be ourselves It’s okay to say something negative Take away the FEAR of being judged or punished No trust = no hope Everything starts with trust
- 6. Intranets 2017 May 31-June 02 Sydney, Australia A smarter customer feedback loop Release the creative potential of our team or group Remove steps from the internal processes that we control Respond faster to internal business demands Never allow a customer enquiry to go cold Learn from war stories 2 SET A VISION FOR COLLABORATION 6 Business objectives • Innovative products • Faster turnaround times • Improve customer NPS (Net Promoter Score) ‘To collaborate more effectively’ What’s the PRIMARY compelling reason we should change the way we work? VISION = the reason we do it ‘We need to use these tools so that ...........................’
- 7. Intranets 2017 May 31-June 02 Sydney, Australia Excitement of discovering a shared goal or interest Frustration Need to vent (say something negative) Negative emotion Disaster! What ignites a spontaneous conversation? What connects us as human beings and co-workers? 3 GET PEOPLE TALKING Conversations are the root of collaboration 7
- 8. Intranets 2017 May 31-June 02 Sydney, Australia 4 ALIGN TO BUSINESS PROCESS, THEN ASSIGN TOOLS Project Process Team ‘Everyone is part of one or more collaborative entities’ Typical starting point: ‘Here are some tools’ 8 Getting the logic in the right order • What process / project / team / business function do we belong to? • Who needs to collaborate with who for this function to be successful? • What is the knowledge that needs to be processed, generated, stored, transferred etc for this function to be successful? A better starting point:
- 9. Intranets 2017 May 31-June 02 Sydney, Australia ALIGN TO BUSINESS PROCESS, THEN ASSIGN TOOLS What knowledge needs to be created/ developed/stored? Short term or longer term, structured or unstructured? How often? Is the ‘tone’ of the collaboration formal or informal? Do we need an audit trail? Will it move us towards our vision if others in the organisation can see it? 4 9 Then drill down... What are the different layers of collaboration required?
- 10. Intranets 2017 May 31-June 02 Sydney, Australia 5 LIFT COLLABORATION TO THE NEXT LEVEL ACTIVE vs. PASSIVE collaboration 10 Passive collaboration Task centric Pulling knowledge from the network (aka Knowledge Management) Active collaboration Enhancing/building on knowledge Distributing knowledge Vision-driven Post questions Seek answers Supply answers * Transactional @mentions Informative posts (sharing insights) Comments containing additional thoughts/views Generate conversations Targeting Groups to share with * Organic
- 11. Intranets 2017 May 31-June 02 Sydney, Australia LIFT COLLABORATION TO THE NEXT LEVEL His qualities as an ‘innovator’, as described by colleagues: • “Part of a network, always communicating, always connecting what he is doing with what other people are doing.’’ • Prolific sharer • Celebrates the work of others • Shares favourite tricks • Documents his progress • Delights at corrections in the comments • Organises online efforts to solve problems Exemplary ACTIVE COLLABORATION behaviours Generating conversations5 11 Terence Tao
- 12. Intranets 2017 May 31-June 02 Sydney, Australia More Active Collaboration examples, generating conversations Create contained spaces for disruptive conversations @ mention specific people Change expectations of meeting etiquette Lose the agenda in meetings Senior leaders active in digital conversations Introduce knowledge from outside of immediate teams and tasks • The rules are: there are no rules • Problems encouraged • Harness the nay-sayers • Start a conversation outside the group/team • Run team meetings like a corridor conversation • What’s the burning platform? What sucks? • Equal speaking and listening, diversity • Focus on common goal, not tasks • ‘Digital leadership’. Trickle down management • Listen, respect, respond; model the behaviour • Staff emboldened, will start talking • What is our client/customer complaining about? • Day in the life from another department 12 5
- 13. Intranets 2017 May 31-June 02 Sydney, Australia 6 MANAGE DIGITAL WORKPLACE CHAOS (aka GOVERNANCE) 13 Create a starter’s chart – make some high level calls Flexibility for different business areas – leaders should encourage teams, projects and processes to develop their own guidance Owned by middle management/people leaders – they need to lead ‘What should I use when????’ Community/Intranet Manager – curate a Group
- 14. Intranets 2017 May 31-June 02 Sydney, Australia MANAGE ONGOING PROGRESS 7 14 The flip side of stats: the key behaviours that will sustain collaboration DIAGNOSTIC • Rate from 1-10 • Repeat at regular intervals • Who does it? Expose the blockers What are the behaviours that are not improving? What I can control What I can influence Beyond any control or influence Develop a strategy/tactics for each blocker. Start small. Work within Circles of Control/Influence. Action
- 15. Intranets 2017 May 31-June 02 Sydney, Australia THE SEVEN STEPS to establishing collaboration as a way of working 15 Set a vision for collaboration Establish the preconditions Taking collaboration to the next level: Active vs Passive collaboration Get people talking Align to business process and map tools Manage ongoing progress Manage digital workplace chaos Collaboration as a way of working ‘The Collaboration Stack’
- 16. Intranets 2017 May 31-June 02 Sydney, Australia Collaboration tools ...etc EVERYDAY INNOVATORS 16 Innovation engine Collaboration and Innovation start at the same place - Conversations How do we get people innovating?
- 17. Intranets 2017 May 31-June 02 Sydney, Australia Create an environment in which half-formed ideas can connect across borders, to generate novel solutions. Diversity. Use your collaboration tools • Create disruption spaces - Groups, Teams, threads – to tackle business challenges, big and small • @mention, comment, encourage distribution of ideas and feedback • Communicate the difference between Active and Passive collaboration 17 EVERYDAY INNOVATORS Build an idea capture tool Build good collaborative habits. Active collaboration. Remember Terence Tao! How do we get people innovating? innovation engine
- 18. Intranets 2017 May 31-June 02 Sydney, Australia Consider calling your Community Manager your Innovation Manager 18 Ideation, Idea capture Innovation process... EVERYDAY INNOVATORS Think of collaboration as... • A safe environment • Led by a vision • The ability to have conversations across borders • A place where partially formed ideas can intersect Innovation needs the same things: Innovation John Bessant Professor of Innovation at University of Exeter
- 19. Intranets 2017 May 31-June 02 Sydney, Australia @ajwebb31 www.innosis.eu alister@innosis.eu There are finite steps you can take to build a collaborative culture. The acts of @mentioning, posting, alerting etc are all acts of innovation, using the medium of collaboration tools. SUMMING UP 19 Thank you!
- 20. Intranets 2017 May 31-June 02 Sydney, Australia The nine behaviours that will sustain collaboration 20 APPENDIX 1 1. Senior leaders regularly reinforce the message that they want a more open, conversation- based way of working – and walk the talk 2. Through this modeled behaviour, staff have belief that social collaboration is a primary vehicle for change and success 3. Staff and management understand that conversations on a social platform, no matter the content, have business value (knowledge sharing, relationship building, empathy) 4. Staff feel safe posting, commenting and @mentioning when they feel it’s important 5. Senior leaders use social channels with a ‘light touch’, listening and once in a while engaging positively, as opposed to a top-down broadcast opportunity 6. By default, leaders allow their staff time to work with others not crucial to their immediate task who will benefit from their knowledge, or have insights to share 7. Staff are keen to be listed as an expert in a subject, rather than duck it 8. Teams are actively encouraged to bring outside thinking into their circles 9. Leaders recognise the innovative value of active collaboration
- 21. Intranets 2017 May 31-June 02 Sydney, Australia What clients tell us are the 5 most common collaboration blockers. 21 1. No time to collaborate, interferes with my ‘day job’ Sample: 60 participants across 40 organisations 2. Fear of: being visible failure conflict disapproval 3. Email dependency 4. Senior staff not engaging 5. Tool overload APPENDIX 2
Editor's Notes
- My name is Alister Webb, I’m part of a consultancy called Innosis. We help organisations maximise collaboration across their digital landscape. What I’d like to do today is share some of the techniques we use to do that.
- Focusing on Point 2, seven steps you can take to establish good collaboration in your organisation. There will be no tool recommendations There will be very little discussion of specific tools. This is about establishing behaviours and mindsets that will make collaboration work. Tools as a means to an end.
- Lots and lots of tools all aimed at helping us collaborate. My term for this is ‘Whole of Intranet’. So many of these are about social collaboration. But do they create a collaboration culture? HANDS UP YES OR NO...? How do we avoid the danger of Intranet chaos in the rush to collaborate?
- You all know the burning platform. Tools but no culture of collaboration. Going to talk about some building blocks for collaboration. In particular, the 7 steps we take to clients as the basis for good collaboration. THEY ARE NOT NECESSARILY SEQUENTIAL. None of it is about teaching users how to use the tools.
- GOING TO BE TELLING YOU A LOT OF THINGS YOU ALREADY KNOW! Work on the middle managers! Surveys, polls and workshops - traditional mechanisms, to be as inclusive as possible
- Similar to Agile methodology for use cases... As a .... I need to ..... In order that .... Pin it up on the wall !!! People talk about ‘drivers’. Want you to think on the next level. Has to be something that you can tack to the wall and point to when conversations seem to be going around in circles and you need to get back to your reference point.
- At this stage, just establishing the principle.
- What does this mean? It means getting the logic in the right order. Relate back to graph about 2011 Capabilities. Let’s understand our collaboration landscape
- Refer back to 2011 slide – list of tools and capabilities NOTE: This is the FIRST TIME we’ve actually looked at the tools themselves. Discussion about tools (or tools landscape) FOLLOWS an analysis of business landscape.
- We’ve created a distinction between two different sets of behaviours. Collaboration is not just one thing. @mentions, posts, targeting knowledge, comments with additional thoughts, etc.
- This is Active collaboration at full throttle.
- Conversations can be shut down if one or two voices dominate. Senior managers listening and respecting: not in the leadership coaching manual!! So what does a business conversation look like? Most importantly, what makes it candid rather than stilted and ‘fake’? - An awareness that conversations are about forging and building relationships, no matter the topic. - An awareness that a conversation is a knowledge transfer activity. It does not have an agenda or format other than a story or statement to initiate it. It is not hierarchical. All participants believe they have an equal voice.
- Need to look at governance differently I.T. evolved governance as a way of protecting the platform, stop it from falling over. Don’t do this, don’t do that. But today we need to focus on guiding people, not telling them off if they use it in ways different to what we expect. The level of detail is up to you. Typically, we counsel looser reins and stronger focus on the VISION. What is our reason for doing it. Here is where strong messages come into play. The role of middle management is key, getting them on board. Focus on middle managers as champions. You won’t get it right 100% of the time. A victory for governance is 80% people doing what you are guiding them towards. Tell the story of IRESS – one team on email, another on Jive. People ask those next to them. The new world is COMPLEX for end users!! We need to always remember that. Chaos: Trend towards a proliferation of apps within orgs
- Introduce you to our 9 behaviours Stats are very useful, but here are some alternatives. 9 behaviours: Not set in stone. Comes from our particular experience. Yours might differ slightly. It doesn’t matter.
- You all know the burning platform. Tools but no culture of collaboration. Going to talk about some building blocks for collaboration. In particular, the 7 steps we take to clients as the basis for good collaboration. THEY ARE NOT NECESSARILY SEQUENTIAL. None of it is about teaching users how to use the tools.
- Most orgs have a social platform. Why? Because we see them as... collaboration tools Let’s change that perception and call them our... [ PRESS ] ...Innovation engine. Critical success factor: Active collaboration. Pushing knowledge out via connections. Giving the purpose of these tools a stronger focus and direction.
- Use the tools you have, your ‘innovation engine’ What motivated him to be such an active collaborator? His drive towards the GOALS of new thinking, constant renewal and exponential improvement.
- John Bessant – Innovation academic Professor of Innovation and Entrepreneurship at University of Exeter If you’re in the collaboration game, you’re in the innovation game Renaming Community Manager – keeps the thought in people’s faces !!
- If you’re in the collaboration game, you’re already in the innovation game. Best of all? Getting a start with innovation doesn’t cost you anything extra!