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Michael sampson - The Fire Within for the Road Ahead

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Michael sampson - The Fire Within for the Road Ahead

  1. 1. The Fire Within for the Road Ahead Michael Sampson
  2. 2. Agenda Introducing Michael Where Are We? Understanding the Road Ahead Roadmap to Getting Started What Should You Do Now?
  3. 3. Introducing Michael Introducing Michael Where Are We? Understanding the Road Ahead Roadmap to Getting Started What Should You Do Now? 1
  4. 4. Where am I coming from? • Collaboration Strategist – Author – Workshop Leader – Analyst • Work with end-user organizations • Making Collaboration Work – Culture – Governance – Adoption
  5. 5. 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
  6. 6. 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
  7. 7. 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
  8. 8. 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
  9. 9. Where Are We? Introducing Michael Where Are We? Understanding the Road Ahead Roadmap to Getting Started What Should You Do Now? 2
  10. 10. “Intranet” (late 1990s) “A place to read stuff” Policies, Procedures, Content “A place where we’re told stuff” Corporate Communications
  11. 11. “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
  12. 12. “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
  13. 13. PoliciesProceduresContent “Intranet” (mid 2000s) CorporateCommunications “A place to work with others” Collaboration Workflow/Processes
  14. 14. PoliciesProceduresContent “Social Intranet” (early 2010s) CorporateCommunications “A place to work with others” Social Collaboration Workflow/Processes
  15. 15. IT-dominated purchasing approach CURRENT STATE 1
  16. 16. We need a blog and wiki.
  17. 17. Let’s get activity streams.
  18. 18. We should “get social.”
  19. 19. CURRENT STATE 2 Adoption is assumed, not crafted
  20. 20. “It’s available. Go for it.” No engagement. No involvement.
  21. 21. Build It, Throw It Out There BITIOT (“IDIOT”)
  22. 22. Example – The University
  23. 23. CURRENT STATE Shortage of the wrong thing 3
  24. 24. No shortage of tools Microsoft SharePoint Atlassian Confluence Citrix GoToMeeting IBM Connections IBM Sametime
  25. 25. 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
  26. 26. 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
  27. 27. Example – The Telecoms Company
  28. 28. Basically, we’re in trouble SUMMARY
  29. 29. Something more is needed IMPLICATION
  30. 30. Understanding the Road Ahead Introducing Michael Where Are We? Understanding the Road Ahead Roadmap to Getting Started What Should You Do Now? 3
  31. 31. 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.
  32. 32. 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.
  33. 33. 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
  34. 34. Biggest Impediment: Lack of Understanding • AIIM study, figure 10 AIIM (2009)
  35. 35. 90% People 10% Technology Product Features www.netage.com
  36. 36. 90% People 10% Technology Business driver (the why) Team culture Interpersonal trust Interdependence Incentives Social patterns Product Features www.netage.com
  37. 37. Great technology is enough. NOT
  38. 38. Avoiding Failure vs. Chasing Success AVOIDING FAILURE • Good infrastructure • Responsive applications Stephens (2005)
  39. 39. 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)
  40. 40. How IT creates business value IS/IT expenditure Organizational performance
  41. 41. 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
  42. 42. Exhibit 8 - How Companies Adopt Web 2.0 Tools
  43. 43. Roadmap to Getting Started Introducing Michael Where Are We? Understanding the Road Ahead Roadmap to Getting Started What Should You Do Now? 4
  44. 44. 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
  45. 45. outline the vision 2
  46. 46. AIIM (2009)
  47. 47. How people work on documents 40%-60% time and effort reduction Process Efficiency and Effectiveness VISION 1
  48. 48. How people manage projects 30% faster time-to-market Organizational Effectiveness VISION 2
  49. 49. How HR hires new people Huge reduction in cost, 30% faster decision cycle Organizational Effectiveness VISION 3
  50. 50. How people make decisions Huge reduction in cost/time … plus refactoring Decision Effectiveness VISION 4
  51. 51. Example – Clifford Chance Foundation
  52. 52. How people find expertise inside Know who to call on. Avoiding various costs—hiring, delay Organizational Effectiveness VISION 5
  53. 53. The Fire Within—the Purpose
  54. 54. governance approach 4
  55. 55. Example – The European Firm
  56. 56. Governance consists of IT people optimising technical settings. This is wrong!
  57. 57. Governance consists of IT people optimising technical settings. This is wrong!
  58. 58. technical settings
  59. 59. technical settings governance
  60. 60. Optimising technical settings isn’t the focus of governance … how to get business value is
  61. 61. 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
  62. 62. 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?
  63. 63. engage people 5
  64. 64. How do people work together today? Activities and scenarios Intent and purpose Issues, concerns, and limitations ENGAGE
  65. 65. Build relationships Get away from your desk Meet people Do coffee, have lunch Go and see them (face-to-face) ENGAGE 1
  66. 66. Explore relevance Issues, Concerns, Challenges, Roadblocks, Frustrations ENGAGE 2
  67. 67. Demonstrate value Show what’s possible – proof of concept Prompt imagination (“What if …”) ENGAGE 3
  68. 68. Win confidence Deliver value quickly (focus) ENGAGE 4
  69. 69. Example – Saxion WorX
  70. 70. cultivate adoption 6
  71. 71. Adoption doesn’t just happen No adoption = No value Adoption = Increasing the odds of value Business case assumes 100% adoption ADOPTION
  72. 72. Four Stage Model of User Adoption STAGE 4 Making It Real STAGE 3 Enlivening Applicability STAGE 2 Cultivating Basic Concepts STAGE 1 Winning Attention
  73. 73. 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
  74. 74. 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
  75. 75. 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
  76. 76. Classroom Training • Teach the “what” of IBM Connections – Various design considerations – Good for dense concentrations of people – Hands-on = better learning
  77. 77. 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
  78. 78. 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?
  79. 79. Example – Insurance Firm
  80. 80. 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
  81. 81. 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
  82. 82. pursue value 7
  83. 83. Deliver value in the initial areas VALUE 1
  84. 84. Deepen value – extend to new areas VALUE 2
  85. 85. Broaden value – extend to new groups VALUE 3
  86. 86. Explore new horizons VALUE 4
  87. 87. The Fire Within—Pathway
  88. 88. The Fire Within—Pathway Current State Vision State
  89. 89. What Should You Do Now? Introducing Michael Where Are We? Understanding the Road Ahead Roadmap to Getting Started What Should You Do Now? 5
  90. 90. Threat—if technology dominates the conversation, the opportunity is lost. NEXT STEPS 1
  91. 91. In light of what works means at our firm, how can IBM Connections make a positive difference? NEXT STEPS 2
  92. 92. Start engaging with business users to explore real-world applicability NEXT STEPS 3
  93. 93. Michael Sampson @collabguy michaelsampson.net

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