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Improving the Bottom Line thru Collaboration: Learnings from the
Frontline
Operations Excellence Leadership Forum - Atlanta
16 Nov, 2015
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Defining Collaboration
“Where two or more people work together in a collective determination to achieve one or
more objectives.”
our definition of collaboration
Examples
Finding experts
Exchanging ideas or insights
Helping somebody to solve a problem
Coming up with an innovation
Finding a best practice – where we’ve done something before
Getting work done (e.g., creating a document, completing a task)
Making a decision
Managing a project together
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Collaboration is complex and takes different forms
our definition of collaboration
What you need to doExchanging insights
Solving a problem
Creating work product
Making a decision
Managing a project
Who withOne to one
Project team, departmentNetwork or
community
Extended enterprise
How it’s done
Physical
Virtual – real time
Virtual - asynchronous
(informal)
(formal)(larg
e)
(small)
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Collaboration is a business capability…
Collaboration is a business capability – much more than just deploying tools – and requires leadership from the line business, HR and IT. A priority is to align the “right” tools to the “right” task, and embed into how people work.
A strong collaboration capability is focused on the organization’s people – who need to understand what is expected, be trained, and be motivated to follow through every day.
Collaboration is primarily about helping people and groups to work smarter and faster, enabled by better knowledge sharing and communications.
Tom, a former PwC practice leader with extensive, cross-
industry outsourcing experience, directs an
outsourcing project with the NIH
New Collaboration tools can drive smarter and better work
Brent seeks a specialist with credentials and benchmarks
in outsourcing hospital services. Current online tools
don’t help
Brent Dugas, Manager, Canada MC
Tom SmithDirector, UK Tax
Brent relies on email and his personal network – and he doesn’t know Tom
Takes many days and much work for Brent to find help
Brent may never find Tom – the best internal expert -- in time to meet the client’s deadline
This pattern is repeated the next time all over again
Before“Email and phone”
Brent posts his question to online communities on new collaboration tool
Tom, who has followed these communities, sees the post and connects with Brent, who he doesn’t know
They share insights from home using mobile devices
They have delivered the best to the client, driving revenue and reducing cost
NowSocial collaboration
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…but it’s also a huge and complex software market
our definition of collaboration
What you need to doExchanging insights
Solving a problem
Creating work product
Making a decision
Managing a project
Who withOne to one
Project team, departmentNetwork or
community
Extended enterprise
How it’s done
Physical
Virtual – real time
Virtual - asynchronous
(informal)
(formal)(larg
e)
(small)
EmailIM
Web conferencing
Blogs
Wikis
Social networks
Community tools
Ideation/ crowdsourcing
File sharing
Team collaboration
Video sharing
Project management
The Enterprise Collaboration software market comprises over $4B in sales, with annual growth over 20%, across a vast range of overlapping capabilities.
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Adoption of new tools has grown steadily
Top motivators (from survey)
Imitation (35% of corporate adoption as response to competitors)
Interest in innovating faster
Other business drivers
Business-led, bottoms-up adoption, outside of traditional IT
Pervasive acceptance of personal social media
Cloud-based tools (and increased comfort by enterprises)
Corporate Adoption of Enterprise Collaboration Tools (McKinsey)*
*”Taking the Measure of the Networked Enterprise”, McKinsey Quarterly, Oct 2015
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Continued evolution of the tools market
24 vendors listed
2012
* Enterprise Collaboration and Social Software
Jive $1.5B
Slack N/A
Social networking - MSFT/Yammer
Web conferencing
The Enterprise Collaboration software market is far from mature, and is evolving rapidly as vendors and customers are still figuring out how to best deliver value.
Real Story Group “Subway Map”*
Sample company valuations
Areas of largest focus/buzz
2015
38 vendors listed- 7 dropped, 21
new
Jive $254M
Slack $1.1B
“Facebook@Work”
Team/project enablement
Expertise discovery
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80% decline of Jive market valuation since 2012
What does this say about the enterprise social collaboration market? Will “social” be a standalone product segment, or simply features of other platforms?
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Separating hype from reality
An actual statement from a VC investor (Oct 2014)
“Never before have we witnessed so much user love for an enterprise software platform. XXX puts all of your team’s communications in one place, instantly searchable and available wherever you go. Life is a
lot better with less email.”
How do enterprises keep up with the rapid evolution of the Collaboration marketplace?
How do they decide on vendors and tools, and deliver to their people?
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Low satisfaction with Social Collaboration tools
Companies have raced to adopt new Collaboration tools (especially Social Networking) with the expectation of large, immediate benefits
“Our young people use Facebook all the time, so let’s give them a tool to do the same thing internally.”
“If we can just give our people better tools, they’ll collaborate more effectively.”
Despite these expectations, business leaders in many companies have become disillusioned when those benefits haven’t come right away
“This new tool seems like a waste – so much new content to read, and I wonder how much time people are wasting on it instead of doing their jobs.”
“We’ve had this new tool for 6 months already, and I don’t see any benefit.”
“I now have to check 50 different tools each day and don’t have time for XXX.”
This has created a not-uncommon pattern of disinvestment and program abandonment
Concerns start being raised; senior-level engagement softens; the tool takes a back seat in the business; participation slows; and funding/resourcing dries up
Gartner predicted that 80%of social business efforts will not achieve intended benefits, due to inadequate leadership and an overemphasis on technology.*
*Gartner Research, Jan 2013: “Predicts 2013: Social and Collaboration Go Deeper and Wider."
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Common challenges and pitfalls
Organizations too often chase tools instead of building capabilities
First define how the new tools are used, by whom and for what purpose
Rapid adoption of tools has created digital overload and massive frustration for end users
Users need to know where to go for what, and how email fits
Most organizations have not appointed integrated business leadership over their Collaboration capabilities
An accountable business owner is needed to drive the end-to-end collaboration capabilities in the organization
Leaders often overlook that new tools are a new and different way of working, requiring patience and commitment
True commitment and role modelling by leaders is typically lacking
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Lesson #1: Matching tools for the right purpose
Learnings
Ensure a clear strategy and business case- Business purpose and
pain points- Use cases and stories
built into work process.
- Role of process, behaviors and tools
- Tangible KPIs Real Pilots or Proofs of
Concept, with documented results/success stories
Tools assessment and selection led by business users, not IT
Construction Co Example
Strong sharing program for formalized methods
No process for rapid sharing of best practices
Cost/safety opportunities
Approach Pressure to quickly
launch new social networking tool
4 month project to create a model for insight sharing built into standard process
Selected basic tool to leverage features of its existing platform
Results 90%
adoption/satisfaction $50M savings in months
Common issues
Selecting tools before assessing the business purpose and use cases
Force-fitting a tool into the wrong business process and culture
Obsession with the latest trends
Develop a clear plan
Run pilots to find proof points
Recognize and sell the “need”
Find the right tools
Prepare for, and lead the launch
Embed capabilities into the firm
Track results
Make the benefits discussion as tangible as possible
Team across networks to more quickly collaborate on ideas, initiatives and proposals
Quickly find experts you don’t know to get help addressing urgent client questions
Faster, secure collaboration for client service teams in private forums
Time savings and improved employee engagement
Mobile and iPad access so we can collaborate in real-time
Make it easier for leaders to push updates and insights to broad audiences
Example
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Lesson #2: Managing digital overload
Learnings Build a master portfolio
of firmwide collaboration tools and apps, working with IT- How/where used- Include core IT tools- Platforms vs. point
products Use to identify gaps and
redundancies- to rationalize,
integrate or fill gaps Create guidance on
appropriate use of tools for different users and tasks
Integrate with the overall KM strategy
Prof. Services Co Example
Overlapping tools and large spend across firm
Business unit silos adopting competing tools
Rapid new capabilities from key platform vendors
Approach Firm-wide review jointly
led by IT and KM Identified 8 tools to
retire or converge, $5M savings
Identified key gaps – start of new business cases
Clarified the fit of social collaboration for users
Rewrote guidance, training and mentorship programs
Common issues
“Complexity Paradox” – overload of new tools makes life for users more complex, not less
Users get frustrated and confused about what tool is used for what purpose
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Lesson #3: Achieving integration
Learnings
Appoint a business sponsor and leader for enterprise collaboration
Responsible for the entire capability- Business process mapping- User journeys and experience- Strategy and business case- Selection of tools and portfolio- Governance, security and risk- Change management,
behaviors- Training
Ensure all is tied to the front line, with measurable KPIs
Common issues
Any Collaboration capability requires integration of business processes, behaviors and technology
New collaboration tools introduce complex new governance and privacy issues
Collaboration is part of the Knowledge strategy, and should be linked to larger efforts to harness and share Knowledge
Most organizations manage programs through IT, with little oversight by the business or HR
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CONSENT
MODERATION
GUIDANCE
IT SECURITY
Access managementProfiles (inc data privacy)
Community creation
Functionality & content retention preservation
Metrics & reporting
Vendor management and support
Complex governance issues: Social Collaboration
Hosting
Fostering the right behaviors
Regulations and client contracts
This example illustrates the complex governance issues introduced by new enterprise collaboration tools; requiring policies and guidance to be carried out.
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Lesson #4: Gaining leadership commitment
Learnings Begin with a clear plan
that is endorsed by leadership- Tools tied into daily
work and process- Clear uses and
benefits At least 1 senior
executive accountable for success- Communicate the
formal case for change
- Be active user/role model
- Set expectations for other leaders
Visible efforts to build manager support and use- Coaching and training - Feedback process- Incentive programs
Examples
IBM – internal launch of Connections
Pearson – launch of Neo
Many others, and the need for many more
Common issues Newer tools are a
radical new way of working- “Open” content
sharing - People expose what
they don’t know- “Facebook” behaviors
do not translate to work
- Users need confidence and to feel comfortable
A common pitfall is lack of leadership commitment- Rarely serve as
active role models for staff
- Impatience – desire for immediate results
The most common root cause of program failure
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Closing Thoughts
■ Effective collaboration is the lifeblood of work and decision making in organizations – and becoming even more critical
■ The explosion of new, promising technologies is overwhelming businesses with “digital overload,” and the pace of change is not slowing down
■ Getting collaboration “right” is a complex business capability, involving the alignment of tools to key business activities and how people work
■ The path forward requires strong end-to-end business ownership, anchored in true leadership commitment
■ Collaboration is an example of future KM, and an opportunity for all KM groups to lead
