The Fire Within for the Road Ahead
Michael Sampson

Agenda
Introducing Michael
Where Are We?
Understanding the Road Ahead
Roadmap to Getting Started
What Should You Do Now?

Introducing Michael
Introducing Michael
Where Are We?
Understanding the Road Ahead
Roadmap to Getting Started
What Should You Do Now?
1

Where am I coming from?
• Collaboration Strategist
– Author
– Workshop Leader
– Analyst
• Work with end-user organizations
• Making Collaboration Work
– Culture
– Governance
– Adoption

Book: SharePoint Roadmap
• SharePoint Roadmap for
Collaboration: Using
SharePoint to Enhance
Business Collaboration
• Doing “the business
stuff”
– Governance
– Engagement
– User Adoption
michaelsampson.net/sharepointroadmap.html

Book: Collaboration Roadmap
• Collaboration Roadmap –
You’ve Got the
Technology—Now What?
• Doing “the business stuff”
– Technology
– Governance
– Engagement
– User Adoption
michaelsampson.net/collaborationroadmap.html

Book: User Adoption Strategies (2nd Ed)
• User adoption is the #1
challenge with
collaboration tools and
approaches
– Theory
– Framework
– Practical Strategies
– Developing an Approach
michaelsampson.net/useradoption.html

Book: Doing Business with IBM Connections
• Ten collaboration
scenarios and how to
bring them to life in IBM
Connections
– Co-Authoring Documents
– Running a Project
– Sharing Learning
michaelsampson.net/doingbusinesswithconnections.html

Where Are We?
Introducing Michael
Where Are We?
Understanding the Road Ahead
Roadmap to Getting Started
What Should You Do Now?
2

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

“Intranet” (late 1990s) Lotus Notes
“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)
“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

PoliciesProceduresContent
“Intranet” (mid 2000s)
CorporateCommunications
“A place to work with others”
Collaboration
Workflow/Processes

PoliciesProceduresContent
“Social Intranet” (early 2010s)
CorporateCommunications
“A place to work with others”
Social Collaboration
Workflow/Processes

IT-dominated purchasing approach
CURRENT STATE 1

We need a blog
and wiki.

Let’s get activity
streams.

We should “get social.”

CURRENT STATE 2
Adoption is assumed, not crafted

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

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

Example – The University

CURRENT STATE
Shortage of the wrong thing
3

No shortage of tools
Microsoft SharePoint
Atlassian Confluence
Citrix GoToMeeting
IBM Connections
IBM Sametime

Huge shortage of usageNo shortage of tools
They make life more difficult
People don’t understand
People like the old way
People hate the IT Idiots
Microsoft SharePoint
Atlassian Confluence
Citrix GoToMeeting
IBM Connections
IBM Sametime

Huge shortage of usageNo shortage of tools
They make life more difficult
People don’t understand
People like the old way
People hate the IT Idiots
Recreating the File Server
Ignoring the New Capabilities
Microsoft SharePoint
Atlassian Confluence
Citrix GoToMeeting
IBM Connections
IBM Sametime
INTELLIGENT

Example – The Telecoms Company

Basically, we’re in trouble
SUMMARY

Something more is needed
IMPLICATION

Understanding the Road Ahead
Introducing Michael
Where Are We?
Understanding the Road Ahead
Roadmap to Getting Started
What Should You Do Now?
3

Groupware will .... not mysteriously transform
organizations from collections of highly
competitive loners to well integrated,
cooperative groups of collaborators. Without
careful planning for its introduction and the
changes that this will entail, the impact of
groupware will likely be quite limited. Successful
groupware implementation will require both a
careful assessment of the fit of the technology
to the organization and a well designed training
program to introduce this new technology and
its potential to the organization members.

Social tools will .... not mysteriously transform
organizations from collections of highly
competitive loners to well integrated,
cooperative groups of collaborators. Without
careful planning for its introduction and the
changes that this will entail, the impact of
social tools will likely be quite limited. Successful
implementation of social tools will require both
a careful assessment of the fit of the technology
to the organization and a well designed training
program to introduce this new technology and
its potential to the organization members.

The Reasons the Team Isn’t Performing to its Best
(Nicholas Bate, 2009)
Lack of Clarity
of Role and Task
Starbucks closed in
their neighbourhood
Still using
PowerPoint 2003

Biggest Impediment:
Lack of Understanding
• AIIM study, figure 10
AIIM (2009)

90% People 10% Technology
Product
Features
www.netage.com

90% People 10% Technology
Business driver (the why)
Team culture
Interpersonal trust
Interdependence
Incentives
Social patterns
Product
Features
www.netage.com

Great technology is enough.
NOT

Avoiding Failure vs. Chasing Success
AVOIDING FAILURE
• Good infrastructure
• Responsive applications
Stephens (2005)

Avoiding Failure vs. Chasing Success
AVOIDING FAILURE
• Good infrastructure
• Responsive applications
CHASING SUCCESS
• Client support and Business
acceptance
• Training
• Engagement processes
• Branding
• Best practices
• User manuals
• Communities of practice
• Customer service
Stephens (2005)

How IT creates business value
IS/IT
expenditure
Organizational
performance

How IT creates business value
Ward & Daniel (2006)
IS/IT conversion process IS/IT use process Competitive process
IT management/
conversion process
Appropriate/
inappropriate use
Competitive position/
competitive dynamics
IS/IT
expenditure
IS/IT
assets
IS/IT
impacts
Organizational
performance

Exhibit 8 - How Companies Adopt Web 2.0 Tools

Roadmap to Getting Started
Introducing Michael
Where Are We?
Understanding the Road Ahead
Roadmap to Getting Started
What Should You Do Now?
4

Really Understand the Technology
Outline the Vision
Accept that Technology is a Small Factor
in Success
Determine Your Governance Approach
Make Every Effort to Engage the
Business
Apply Intentional Energy to Adoption
Pursue Increasing Value

outline the vision
2

AIIM (2009)

How people work on documents
40%-60% time and effort reduction
Process Efficiency and Effectiveness
VISION 1

How people manage projects
30% faster time-to-market
Organizational Effectiveness
VISION 2

How HR hires new people
Huge reduction in cost, 30% faster decision cycle
Organizational Effectiveness
VISION 3

How people make decisions
Huge reduction in cost/time … plus refactoring
Decision Effectiveness
VISION 4

Example – Clifford Chance Foundation

How people find expertise inside
Know who to call on.
Avoiding various costs—hiring, delay
Organizational Effectiveness
VISION 5

The Fire Within—the Purpose

governance approach
4

Example – The European Firm

Governance consists of IT people
optimising technical settings.
This is wrong!

Governance consists of IT people
optimising technical settings.
This is wrong!

technical settings

technical settings
governance

Optimising technical settings
isn’t the focus of governance …
how to get business value is

Governance: Definition
• “the guidelines, rules, policies and procedures
that are put in place to make something work”
– E.g., when building something on land
– E.g., speed limits on roads
– E.g., emissions limits for factories
– E.g., Singapore’s drug laws

Governance
Steering the use
of Connections
toward a desired
place
Value (Leverage)
Why are we doing Connections to
improve value at our firm?
Manage (Control)
What do we want Connections
to look like at our firm?
Operate (Explore)
Where could we use cool
Connections features at our firm?

engage people
5

How do people work together today?
Activities and scenarios
Intent and purpose
Issues, concerns, and limitations
ENGAGE

Build relationships
Get away from your desk
Meet people
Do coffee, have lunch
Go and see them (face-to-face)
ENGAGE 1

Explore relevance
Issues, Concerns, Challenges,
Roadblocks, Frustrations
ENGAGE 2

Demonstrate value
Show what’s possible – proof of concept
Prompt imagination (“What if …”)
ENGAGE 3

Win confidence
Deliver value quickly (focus)
ENGAGE 4

Example – Saxion WorX

cultivate adoption
6

Adoption doesn’t just happen
No adoption = No value
Adoption = Increasing the odds of value
Business case assumes 100% adoption
ADOPTION

Four Stage Model of User Adoption
STAGE 4
Making
It Real
STAGE 3
Enlivening
Applicability
STAGE 2
Cultivating
Basic
Concepts
STAGE 1
Winning
Attention

Stage 1. Winning Attention
They aren’t interested in features and capabilities
How do we get them interested?
What others are doing
STAGE 1
Winning
Attention

Real-to-Life Scenarios
• Narrative 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 reality
• E.g., Doing Business with IBM Connections 4.5
– Ten collaboration scenarios

Stage 2. Cultivating Basic Concepts
Explain how the new stuff works
Train how to use it
Provide grounding, conceptual understanding, and
practical experience
STAGE 2
Cultivating
Basic
Concepts
STAGE 1
Winning
Attention

Classroom Training
• Teach the “what” of IBM Connections
– Various design considerations
– Good for dense concentrations of people
– Hands-on = better learning

Stage 3. Enlivening Applicability
Explore reasons and value
How could it apply to their work?
“me, us, my group and team”
STAGE 3
Enlivening
Applicability
STAGE 2
Cultivating
Basic
Concepts
STAGE 1
Winning
Attention

Facilitated Group Re-Imagining
• What are the activities the group does today?
– These are underpinned by assumptions about
technology capability sets
– BUT … these have changed
– So what now?
– How can we re-imagine work?

Example – Insurance Firm

Stage 4. Making It Real
Make it real and personally relevant
It’s the new “now” way
Don’t shoot yourself in the foot
STAGE 4
Making
It Real
STAGE 3
Enlivening
Applicability
STAGE 2
Cultivating
Basic
Concepts
STAGE 1
Winning
Attention

Stop Doing, Start Doing Patterns
• A mini-activity or set of sequences for a group
– Frequently repeated, well embedded
– A way of encapsulating the transition from the old
to the new
• Document reviews
• Discussions
• Finding expertise
– Accountability lever

pursue value
7

Deliver value in the initial areas
VALUE 1

Deepen value – extend to new areas
VALUE 2

Broaden value – extend to new groups
VALUE 3

Explore new horizons
VALUE 4

The Fire Within—Pathway

The Fire Within—Pathway
Current
State
Vision
State

What Should You Do Now?
Introducing Michael
Where Are We?
Understanding the Road Ahead
Roadmap to Getting Started
What Should You Do Now?
5

Threat—if technology dominates the
conversation, the opportunity is lost.
NEXT STEPS 1

In light of what works means at our
firm, how can IBM Connections make
a positive difference?
NEXT STEPS 2

Start engaging with business users to
explore real-world applicability
NEXT STEPS 3

Michael Sampson
@collabguy
michaelsampson.net