Post on 12-May-2015
description
The Fire Within for the Road Ahead
Michael Sampson
Agenda
Introducing MichaelWhere Are We?
Understanding the Road AheadRoadmap to Getting StartedWhat Should You Do Now?
Introducing Michael
Introducing MichaelWhere Are We?
Understanding the Road AheadRoadmap to Getting StartedWhat 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 MichaelWhere Are We?
Understanding the Road AheadRoadmap to Getting StartedWhat Should You Do Now?
2
“Intranet” (late 1990s)
“A place to read stuff” Policies, Procedures, Content
“A place where we’retold 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
Polic
ies
Pro
ced
ure
s C
on
ten
t
“Intranet” (mid 2000s)
Co
rpo
rate
Co
mm
un
icat
ion
s
“A place to work with others”Collaboration
Wo
rkfl
ow
/ P
roce
sses
Polic
ies
Pro
ced
ure
s C
on
ten
t
“Social Intranet” (early 2010s)
Co
rpo
rate
Co
mm
un
icat
ion
s
“A place to work with others”Social Collaboration
Wo
rkfl
ow
/ P
roce
sses
IT-dominated purchasing approachCURRENT 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 SharePointAtlassian ConfluenceCitrix GoToMeetingIBM Connections
IBM Sametime
Huge shortage of usageNo shortage of tools
They make life more difficultPeople don’t understandPeople like the old way
People hate the IT Idiots
Microsoft SharePointAtlassian ConfluenceCitrix GoToMeetingIBM Connections
IBM Sametime
Huge shortage of usageNo shortage of tools
They make life more difficultPeople don’t understandPeople like the old way
People hate the IT IdiotsRecreating the File Server
Ignoring the New Capabilities
Microsoft SharePointAtlassian ConfluenceCitrix GoToMeetingIBM Connections
IBM Sametime
INTELLIGENT
Example – The Telecoms Company
Basically, we’re in troubleSUMMARY
Something more is neededIMPLICATION
Understanding the Road Ahead
Introducing MichaelWhere Are We?
Understanding the Road AheadRoadmap to Getting StartedWhat 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
ProductFeatures
www.netage.com
90% People 10% Technology
Business driver (the why)Team cultureInterpersonal trustInterdependenceIncentivesSocial patterns
ProductFeatures
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
Organizationalperformance
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
Organizationalperformance
Exhibit 8 - How Companies Adopt Web 2.0 Tools
Roadmap to Getting Started
Introducing MichaelWhere Are We?
Understanding the Road AheadRoadmap to Getting StartedWhat 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
GovernanceSteering 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 scenariosIntent and purpose
Issues, concerns, and limitations
ENGAGE
Build relationships
Get away from your deskMeet people
Do coffee, have lunchGo 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 conceptPrompt 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 valueAdoption = Increasing the odds of valueBusiness 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 worksTrain 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 valueHow 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 relevantIt’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 areasVALUE 1
Deepen value – extend to new areasVALUE 2
Broaden value – extend to new groupsVALUE 3
Explore new horizonsVALUE 4
The Fire Within—Pathway
The Fire Within—Pathway
Current State
Vision State
What Should You Do Now?
Introducing MichaelWhere Are We?
Understanding the Road AheadRoadmap to Getting StartedWhat 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@collabguymichaelsampson.net