Upload
others
View
9
Download
0
Embed Size (px)
Citation preview
[1] DIA Europe 2005 8 March 05
www.thechalfontproject.com
©THE CHALFONT PROJECTORGANISATION ARCHITECTS
Human Collaboration Beyond Teams: The forgotten, best-kept secret source of innovation.
How to lead the R&D/commercial organisation you don’t see, that holds the key to success
Leandro HerreroMD, MBA, FCMI, FInstD
Chief Executive. The Chalfont Project
Managing the “collaborative spaces” within the firm to achieve cross-enhancing efficiency in drug
development
[2] DIA Europe 2005 8 March 05
www.thechalfontproject.com
©THE CHALFONT PROJECTORGANISATION ARCHITECTS
• Launch some ideas• Start some conversations• Leave the door open for in-depth
discussion (post DIA!)
5 Messages or propositionsand invitation to follow up
[3] DIA Europe 2005 8 March 05
www.thechalfontproject.com
©THE CHALFONT PROJECTORGANISATION ARCHITECTS
It’s collaboration stupid….
[4] DIA Europe 2005 8 March 05
www.thechalfontproject.com
©THE CHALFONT PROJECTORGANISATION ARCHITECTS
5 messages and open doors
There is more than one model of human collaboration but only one (“the team”) has got attention. Because we know so many things about teams we tend to extrapolate that knowledge gratuitously across management practices, becoming blind to a rich world of collaborative behaviours that do not follow the traditional “team model”
[5] DIA Europe 2005 8 March 05
www.thechalfontproject.com
©THE CHALFONT PROJECTORGANISATION ARCHITECTS
Designed Spontaneous
Highstructure
Lowstructure
Collaborative Spaces
[6] DIA Europe 2005 8 March 05
www.thechalfontproject.com
©THE CHALFONT PROJECTORGANISATION ARCHITECTS
Designed Spontaneous
Highstructure
Lowstructure
TEAMS(intra and inter-firm)
(“Teamocracies”)Formal associations
Collaborative SpacesTeamocracy
CommitteesTask Forces
[7] DIA Europe 2005 8 March 05
www.thechalfontproject.com
©THE CHALFONT PROJECTORGANISATION ARCHITECTS
Designed Spontaneous
Highstructure
Lowstructure
TEAMS(intra and inter-firm)
(“Teamocracies”)
COMMUNITIES OF PRACTICES (ORIGINAL)
Formal associations Blogs, public and
private. Corporate blogsWikis
Online communitiesTerrorist networks?
Open source movement
Collaborative SpacesTeamocracy Recognized networks
and communities
CommitteesTask Forces
[8] DIA Europe 2005 8 March 05
www.thechalfontproject.com
©THE CHALFONT PROJECTORGANISATION ARCHITECTS
Designed Spontaneous
Highstructure
Lowstructure
TEAMS(intra and inter-firm)
(“Teamocracies”)
COMMUNITIES OF PRACTICES (ORIGINAL)
Formal associations Blogs, public and
private. Corporate blogsWikis
Online communitiesTerrorist networks?
Open source movement
FORACOLLABORATIVE
NETWORKS, OCCASIONAL GROUPS OFINTERESTS
Knowledge cafes
Collaborative SpacesTeamocracy Recognized networks
and communities
Informal networks andinduced sociability
CommitteesTask Forces
[9] DIA Europe 2005 8 March 05
www.thechalfontproject.com
©THE CHALFONT PROJECTORGANISATION ARCHITECTS
Designed Spontaneous
Highstructure
Lowstructure
TEAMS(intra and inter-firm)
(“Teamocracies”)
“Small Worlds”[“Smart Mobs”]
[Free floating info networks]“Emergent” and invisible
collaborationInternal and external
Self-organized cooperation
COMMUNITIES OF PRACTICES (ORIGINAL)
Formal associations Blogs, public and
private. Corporate blogsWikis
Online communitiesTerrorist networks?
Open source movement
FORACOLLABORATIVE
NETWORKS, OCCASIONAL GROUPS OFINTERESTS
Knowledge cafes
Collaborative SpacesTeamocracy
Emergent Organization
Recognized networksand communities
Informal networks andinduced sociability
CommitteesTask Forces
[10] DIA Europe 2005 8 March 05
www.thechalfontproject.com
©THE CHALFONT PROJECTORGANISATION ARCHITECTS
Our intuitive perception of human interaction inside the firm
[11] DIA Europe 2005 8 March 05
www.thechalfontproject.com
©THE CHALFONT PROJECTORGANISATION ARCHITECTS
Strong Ties
Small Worlds
Weak Ties
Structural hols
Strong Ties
Strong Ties
Weak Ties
Weak TiesHigh Social Capital
The reality
[12] DIA Europe 2005 8 March 05
www.thechalfontproject.com
©THE CHALFONT PROJECTORGANISATION ARCHITECTS
Designed Spontaneous
Highstructure
Lowstructure
Teamocracy
Emergent Organization
Recognized networksand communities
Informal networks andinduced sociability
Examples of collaboration migration between spaces. In the above scenario, emergent, unstructured and highly invisible forms of collaboration give birth to a recognised Community of Practice. In turn, some of these communities may become teams
[13] DIA Europe 2005 8 March 05
www.thechalfontproject.com
©THE CHALFONT PROJECTORGANISATION ARCHITECTS
Designed Spontaneous
Highstructure
Lowstructure
Teamocracy
Emergent Organization
Recognized networksand communities
Informal networks andinduced sociability
[14] DIA Europe 2005 8 March 05
www.thechalfontproject.com
©THE CHALFONT PROJECTORGANISATION ARCHITECTS
Intrafirm collaboration External collaboration
Designed Spontaneous
Highstructure
Lowstructure
TEAMS(intra and inter-firm)
(“Teamocracies”)
“Small Worlds”[“Smart Mobs”]
[Free floating info networks]“Emergent” and invisible
collaborationInternal and external
Self-organized cooperation
COMMUNITIES OF PRACTICES (ORIGINAL)
Formal associations
Blogs, public andprivate. Corporate blogs
WikisOnline communitiesTerrorist networks?
Open source movement
FORACOLLABORATIVE
NETWORKS, OCCASIONAL GROUPS OFINTERESTS
Knowledge cafes
Collaborative Spaces
Teamocracy
Emergent Organization
Recognized networksand communities
Informal networks andinduced sociability
CommitteesTask Forces
Company A Company B
Alliances and Partnerships
[15] DIA Europe 2005 8 March 05
www.thechalfontproject.com
©THE CHALFONT PROJECTORGANISATION ARCHITECTS
5 messages and open doors
Understanding the components of any “collaboration space”(including the team space) is key to craft these spaces and design them for specific goals, such as “innovation”. Some of these designs may be counterintuitive
[16] DIA Europe 2005 8 March 05
www.thechalfontproject.com
©THE CHALFONT PROJECTORGANISATION ARCHITECTS
Aim(s) &compatibility
Aim(s) &compatibility
Access &exit rules Access &exit rules
Nature of Transactions
Nature of Transactions
Identity &visibility : the
Nature of
“the place”
Identity &visibility : the
Nature of
“the place”
Risk &Safety
degrees
Risk &Safety
degrees
5 Forces shaping a collaborative space andexplaining its function/dysfunctionality
[17] DIA Europe 2005 8 March 05
www.thechalfontproject.com
©THE CHALFONT PROJECTORGANISATION ARCHITECTS
Aim(s) &compatibility
Aim(s) &compatibility
Access &exit rules Access &exit rules
Nature of Transactions
Nature of Transactions
Identity &visibility : the
Nature of
“the place”
Identity &visibility : the
Nature of
“the place”
Risk &Safety
degrees
Risk &Safety
degrees
Teams, mainly non disperse
Designed, usually notvoluntary
Relatively high exposure and “risk”
Many non validatedassumptions
Info/action?
Visible, concreteboundaries
[18] DIA Europe 2005 8 March 05
www.thechalfontproject.com
©THE CHALFONT PROJECTORGANISATION ARCHITECTS
Aim(s) &compatibility
Aim(s) &compatibility
Access &exit rules Access &exit rules
Nature of Transactions
Nature of Transactions
Identity &visibility : the
Nature of
“the place”
Identity &visibility : the
Nature of
“the place”
Risk &Safety
degrees
Risk &Safety
degrees
Virtual/remote teams
Designed, usually notvoluntary
Delayed effects
High risk of non validatedassumptions
Info/action. Enabletechnology is a transactionalobject
Boundaries but lawsof remote p2p interaction
ObedienceConformityPunishmentTrustetc
[19] DIA Europe 2005 8 March 05
www.thechalfontproject.com
©THE CHALFONT PROJECTORGANISATION ARCHITECTS
Aim(s) &compatibility
Aim(s) &compatibility
Access &exit rules Access &exit rules
Nature of Transactions
Nature of Transactions
Identity &visibility : the
Nature of
“the place”
Identity &visibility : the
Nature of
“the place”
Risk &Safety
degrees
Risk &Safety
degrees
Online community
High freedom
Very safe
Higher chance of multiplecompatibilities
Plethora: Fishing/throwing to the potinfo/pointers/agora/debate…
Possibility of multipleidentities
[20] DIA Europe 2005 8 March 05
www.thechalfontproject.com
©THE CHALFONT PROJECTORGANISATION ARCHITECTS
Aim(s) &compatibility
Aim(s) &compatibility
Access &exit rules Access &exit rules
Nature of Transactions
Nature of Transactions
Identity &visibility : the
Nature of
“the place”
Identity &visibility : the
Nature of
“the place”
Risk &Safety
degrees
Risk &Safety
degrees
“Designer Space”
Maximum freedom
Safe to collaborate
Compatible dreams
Open, multiple possibilitiesHigh trust
Choice of identity?
[21] DIA Europe 2005 8 March 05
www.thechalfontproject.com
©THE CHALFONT PROJECTORGANISATION ARCHITECTS
5 messages and open doors
Because there is no universal “collaborative space – for all seasons”, leadership is about creating, shaping, and protecting several different coexisting ones (with likely different rules) within the firm
[22] DIA Europe 2005 8 March 05
www.thechalfontproject.com
©THE CHALFONT PROJECTORGANISATION ARCHITECTS
5 messages and open doors
“Collaboration” is a behaviour, and as such can be created de novo, or enhanced if existing, or made it sustainable, provided that behavioural change management principles are followed. (It can also be suppressed or made difficult). Cultural change is behavioural change
23
DESIGNING A FUTURE:
Define and map the picture of success
and failure
DESIGNING A FUTURE:
Define and map the picture of success
and failure
TRANSLATING:Into individual,
group and management behaviours
TRANSLATING:Into individual,
group and management behaviours
AUDITING:Your current
organisational fabric, your patterns
or enabling or blocking behaviours
AUDITING:Your current
organisational fabric, your patterns
or enabling or blocking behaviours
MAPING:Create a
behavioural plan including non
negotiable behaviours
MAPING:Create a
behavioural plan including non
negotiable behaviours
SEEDING:Design and
engineerInitiatives that
generate de facto new desirable
behaviours
SEEDING:Design and
engineerInitiatives that
generate de facto new desirable
behaviours
REINFORCING:Apply behavioural
methodology to reinforce current
enabling behaviours
REINFORCING:Apply behavioural
methodology to reinforce current
enabling behaviours
LIVING NEWCONDITIONS:
Roll out pre-determined period
under agreed metrics
LIVING NEWCONDITIONS:
Roll out pre-determined period
under agreed metrics
SUSTAINING:Applying
behavioural methods to make
change sustainable
SUSTAINING:Applying
behavioural methods to make
change sustainable
©THE CHALFONT PROJECT
[24] DIA Europe 2005 8 March 05
www.thechalfontproject.com
©THE CHALFONT PROJECTORGANISATION ARCHITECTS
5 messages and open doors
Collaboration is to 2005 what competition was to the 80s, 90s…We are just beginning to master “simultaneous collaboration models” for specific aims such as project management or product development. Investing in creating a collaborative culture(collaborative space and collaborative behaviours) may be the key for success
[25] DIA Europe 2005 8 March 05
www.thechalfontproject.com
©THE CHALFONT PROJECTORGANISATION ARCHITECTS
Traditional organisational(re) design
Traditional organisational(re) design
Purpose built collaborativespaces
Purpose built collaborativespaces
Traditional LeadershipDevelopment programmes
Traditional LeadershipDevelopment programmes
Leadership as architect ofspaces
Leadership as architect ofspaces
Traditional Knowledge Management initiativesTraditional Knowledge Management initiatives
Coexisting Knowledge Spaces + enabling tech..Coexisting Knowledge
Spaces + enabling tech..
Traditional team baseinnovation
Traditional team baseinnovation
Network base innovationorg designs
Network base innovationorg designs
Preaching and promoting(communicating) collaboration
Preaching and promoting(communicating) collaboration
Behavioural Change Programmethat creates and sustainscollaborative behaviours
Behavioural Change Programmethat creates and sustainscollaborative behaviours
Traditional (financial/technical)Alliance management
Traditional (financial/technical)Alliance management Socio-technical
Partnership ProgrammesSocio-technical
Partnership Programmes
Some applications
[26] DIA Europe 2005 8 March 05
www.thechalfontproject.com
©THE CHALFONT PROJECTORGANISATION ARCHITECTS
BehavioralChange
OrganizationalInnovation
LeadershipHuman
Collaboration
THE CHALFONT PROJECT
THE CHALFONT PROJECT INNOVATION LABSThe Luckings Estate, Magpie Lane, ColeshillBuckinghamshire HP7 OLS, United Kingdom
Tel +44(0)1494 432088; Fax:+44(0)1494432772www.the-chalfont-project.com
Please contact us if you want todiscuss any area of this presentation
The following programmes of our portfolio of consultingservices are relevant to thispresentation:
Designing the optimal collaborationspace (structure) for innovationDesigning optimal fit-for-purposecollaboration spaces [project management,mew product development, sales forceeffectiveness etc]Leadership developmentInducing, creating and sustaining collaborativebehavioursPartnership Programme