1) The document discusses the current state of collaboration tools, which are often implemented without proper governance, engagement of users, or efforts to drive adoption. 2) Successful collaboration requires focusing on people and processes, not just technology. It involves outlining a clear vision, governance, and intentional efforts to engage users and drive adoption over time. 3) The key is to demonstrate value to users, gain their confidence, and help them apply tools in a way that is relevant to their work through training, group activities, and establishing new patterns of work.

1. You’ve Got Collaboration Tools—Now What?Michael Sampson

2. AgendaIntroducing MichaelWhere Are We?Basic Principles of CollaborationRoadmap to Success with CollaborationWhat Should You Do Now?

3. Introducing Michael1Introducing MichaelWhere Are We?Basic Principles of CollaborationRoadmap to Success with CollaborationWhat Should You Do Now?

4. Where am I coming from?Collaboration StrategistAuthorWorkshop LeaderConsultantServe end-user organisations

5. Making Collaboration WorkStrategy, Governance, User Adoption

6. Book: SharePoint RoadmapHow to do “the business stuff” with SharePointGovernanceEngagementUser AdoptionQuick Startmichaelsampson.net/sharepointroadmap.html

7. Book: User Adoption StrategiesUser adoption is the #1 challenge with collaboration tools and approachesTheoryFrameworkPractical StrategiesDeveloping an Approachmichaelsampson.net/useradoption.html

8. Next Book: Collaboration RoadmapCollaboration Roadmap – Taking a Business- and People-Centric ApproachDoing “the business stuff”TechnologyGovernanceEngagementUser AdoptionDue 2011michaelsampson.net/collaborationroadmap.html

9. 2Where Are We? Introducing MichaelWhere Are We?Basic Principles of CollaborationRoadmap to Success with CollaborationWhat Should You Do Now?

10. “A place to read stuff” Policies, Procedures, Content“A place where we’re told stuff” Corporate Communications“Intranet” (late 1990s)

11. “A place to read stuff” Policies, Procedures, Content“A place where we’re told stuff” Corporate Comms“A place to work with others”Collaboration“A place to do stuff”Workflow, Processes“Intranet” (late 1990s)Lotus Notes

12. “A place to read stuff” Policies, Procedures, Content“A place where we’re told stuff” Corporate Comms“A place to work with others”Collaboration“A place to do stuff”Workflow, Processes“Intranet” (mid 2000s) – eg., SharePoint

13. “A place to work with others”CollaborationWorkflow / ProcessesPolicies Procedures ContentCorporate Communications“Intranet” (mid 2000s)

14. 1CURRENT STATEIT-dominated purchasing approach

15. “We need a blog and wiki.”

16. “It’s from Microsoft.”

17. “Let’s get activity streams.”

18. 2CURRENT STATEAdoption is assumed, not crafted

19. “It’s available. Go for it.”No engagement. No involvement.

20. “Build It, Throw It Out There”BITIOT (“IDIOT”)

21. 3CURRENT STATEShortage of the wrong thing

22. No shortage of toolsMicrosoft SharePointAtlassian ConfluenceCitrix GoToMeetingLotus ConnectionsOffice CommunicatorCisco Quad

23. Huge shortage of usageNo shortage of toolsThey make life more difficultPeople don’t understandPeople like the old wayPeople hate the “IT Idiots”Microsoft SharePointAtlassian ConfluenceCitrix GoToMeetingLotus ConnectionsOffice CommunicatorCisco Quad

24. INTELLIGENTHuge shortage of usageNo shortage of toolsThey make life more difficultPeople don’t understandPeople like the old wayPeople hate the “IT Idiots”Recreating the File ServerIgnoring the New CapabilitiesMicrosoft SharePointAtlassian ConfluenceCitrix GoToMeetingLotus ConnectionsOffice CommunicatorCisco Quad

25. Basically, we’re in troubleSUMMARY

26. Basic Principles of Collaboration3Introducing MichaelWhere Are We?Basic Principles of CollaborationRoadmap to Success with CollaborationWhat Should You Do Now?

27. 1DEFINITIONDefining Collaboration

28. “… the action of working with someone to produce or create something.”

29. 2COMPONENTSThe 3 P’s of Collaboration

30. 321potentialprocesspractice

31. 3VALUESBeing Collaborative

32. Sharing not-fully-formed ideas

33. Openness to the ideas of others

34. Shared exploration of decisions

35. Shared risk and reward

36. Traditional,HierarchicalCollaborative,Participatory

37. Traditional,HierarchicalCollaborative,Participatorypronouncementsperfectly formedradically fresh

38. Traditional,HierarchicalCollaborative,Participatorypronouncementsperfectly formedradically freshfeedbacksign of failureengagement

39. Traditional,HierarchicalCollaborative,Participatorypronouncementsperfectly formedradically freshfeedbacksign of failureengagementdecision makingclosely-heldwidely-shared

40. Traditional,HierarchicalCollaborative,Participatorypronouncementsperfectly formedradically freshfeedbacksign of failureengagementdecision makingclosely-heldwidely-sharedrisk and rewardindividualcollective

41. BARRIERSBarriers to Collaboration4

43. “I don’t know howto work with them”“I didn’t know aboutthe opportunity”“It’s not my job”“I can’t see anyvalue or benefit”“I don’t have the right tools”

44. “I don’t know howto work with them”“I didn’t know aboutthe opportunity”SHARED PRACTICEOPPORTUNITY“It’s not my job”“I can’t see anyvalue or benefit”ROLE AWARENESSPURPOSE“I don’t have the right tools”TECHNOLOGY

45. PurposeOpportunityShared PracticeRole AwarenessTechnology

47. Example – NSW DET and Yammer

48. 1SUMMARYIt’s mostly human stuff,not technology

49. 2SUMMARYPeople enact collaboration through technology

50. 3SUMMARYTechnology does not make us collaborative

51. 4Roadmap to Success with Collaboration Introducing MichaelWhere Are We?Basic Principles of CollaborationRoadmap to Success with CollaborationWhat Should You Do Now?

52. Success requires the same skillsPurpose, benefit, and business valueRelevance to the usersGovernance of key concernsEngagement with the businessMaking it part of the way we work

53. Really Understand the TechnologyOutline the VisionAccept that Technology is a Small Factor in SuccessDetermine Your Governance ApproachMake the Betterment of People/Processes the PriorityAdoption Requires Intentional EffortPursue Increasing Value

54. 2outline the vision

56. How people work on documents40%-60% time and effort reduction1VISION

57. How people manage projects30% faster time-to-market2VISION

58. 3VISIONHow HR hires new peopleHuge reduction in cost, 30% faster decision cycle

59. 4VISIONHow people make decisionsHuge reduction in cost/time … plus refactoring

60. 5engage people

61. ENGAGEHow do your people work together today?Activities and scenariosIntent and purposeIssues, concerns, and limitations

62. Build relationships1ENGAGEGet away from your deskMeet peopleDo coffee, have lunchGo and see them (face-to-face)

63. Explore relevanceIssues, Concerns, Challenges, Roadblocks, Frustrations2ENGAGE

64. Demonstrate value3ENGAGEShow what’s possible – proof of conceptPrompt imagination (“What if …”)

65. Win confidenceDeliver value quickly (focus)4ENGAGE

66. 6cultivate adoption

67. Adoption doesn’t just happenADOPTIONNo adoption = No valueAdoption = Increasing the odds of valueBusiness case assumes 100% adoption. Oops.Adoption converts money at rest to money being used

68. MakingIt RealFour Stage FrameworkEnliveningApplicabilityCultivatingBasic ConceptsWinningAttention

69. Stage 1. Winning Attention1ADOPTIONThey aren’t interested in features and capabilitiesHow do we get them interested?What others are doing

70. Real-to-Life ScenariosNarrative scenarios about how a group works“A day in the life of customer services”“A project in the day of a research team”Shows the possibilities embedded in their realityE.g., Seamless TeamworkTeam project scenario (end-to-end)

71. 2ADOPTIONStage 2. Cultivating Basic ConceptsExplain how the new stuff worksTrain how to use itProvide grounding, conceptual understanding, and practical experience

72. Classroom TrainingTeach the “what” of <insert tool name>Various design considerationsGood for dense concentrations of peopleHands-on = better learning

73. Stage 3. Enlivening Applicability3ADOPTIONExplore reasons and valueHow could it apply to their work?“me, us, my group and team”

74. Facilitated Group Re-ImaginingWhat are the activities the group does today?These are underpinned by assumptions about technology capability setsBUT … these have changedSo what now?How can we re-imagine work?

75. Stage 4. Making It Real4ADOPTIONMake it real and personally relevantIt’s the new “now” wayDon’t shoot yourself in the foot

76. Stop Doing, Start Doing PatternsA mini-activity or set of sequences for a groupFrequently repeated, well embeddedA way of encapsulating the transition from the old to the newDocument reviewsDiscussionsFinding expertiseAccountability lever

77. 7pursue value

78. Deliver value in the initial areas1VALUE

79. Deepen value – extend to new areas2VALUE

80. Broaden value – extend to new groups3VALUE

81. Explore new horizons4VALUE

82. What Should You Do Now?5Introducing MichaelWhere Are We?Basic Principles of CollaborationRoadmap to Success with CollaborationWhat Should You Do Now?

83. StrengthsWeaknessesPeople focusConstrained viewSame skillsIntranet ManagerOpportunitiesThreatsCollaborationCollaboration

84. Intranet Manager, incl. Collaboration Collaboration is an Opportunity

85. Friday May 13, 2011Attend Michael’s User Adoption workshopCollaboration is an Opportunity

86. Monday May 16, 20110900 What tech have we got? (coffee with IT)1000 How could we use it (Google, call people)1100 Who is doing good stuff at our firm?1200 Lunch with intranet team (discuss findings)1300 How do we make this happen more?Collaboration is an Opportunity

87. Intranet Manager, excl. CollaborationPlay up the messinessDisallow collaborative activityGet sidelined and offshoredCollaboration is a Threat

88. Collaboration is an opportunity for you … will you take it?

89. Michael Sampsonmichael@michaelsampson.net