Improving organizational collaboration at the individual and group level

Improve Organizational Collaboration at the Individual and Group Level

Analysis of organizational patterns for performance and effectiveness

Wednesday, June 26, 2013

©Hypersoft Informationssysteme GmbH, 2013

Four Key Factors that Influence Collaboration Success

Process & Structure

Communication

Purpose

Resources


Organizational Process & Structure

Real community members share a stake in both process and outcome

Participation in shared activities(i.e. Meetings, SharePoint, LYNC)

Defined member roles and policy

Appropriate development speed

Ability to adapt to change


Communication

How frequent due individuals and groups communicate

Which mediums of communications are most popular

Which activities are formal or informal

Who has initiated the communication


Purpose

Are goals & objectives clear and obtainable

Do members share the same vision

Special Purpose

Who has initiated the communication


Resources

Are there sufficient staff, supplies, budget, and time

Skilled leaders (knowledge)


DATA

Data Conversion

TOOLS

PEOPLE & PROCESSES

PATTERNS & PROCESSES

BUSINESS INTELLIGENCE

OPERATIONAL INTELLIGENCE Data Delivery

ORGANIZATIONAL INTELLIGENCE Discovery

Enterprise Intelligences

1. Measuring Observations2. End- User Simulation

1. Data Centric2. After the Fact Pattern

Identification3. Database Reliant

1. Activity Centric2. Real-time Pattern

Identification3. Monitoring

1. Operational Discovery2. Discovery of Important

People3. Discovery of Patterns

and processes


MethodologyOI attains insight in regards outcomes…

1. DISCOVERY OF OPERATIONAL STRUCTURES: automatic discovery of “communities” for analyses of individuals and/or groups and how they relate

2. KEY INDIVIDUALS OR GROUPS WHO GENERATE KNOWLEGE: who has knowledge, consumes knowledge, and blocks knowledge

3. PATTERNS/PROCESSES : identification of patterns related to internal or external collaboration, both at the individual and organizational level


What is Presented I. Discovery of Actual Operational Structure

1. Verify operational structure design

2. Discover groups “communities” within one formal structure

Exampleof a small group topography


What is Delivered:

II. Automatic delivery of Key individuals and Groups

1. Individuals with knowledge or knows someone with knowledge.

2. Individuals who contribute to projects?

3. Discovery of Important & Key individuals

4. Process & patterns identification

5. Identify individuals who blocks Information?

Example of a small Department

Width of line and thickness of the circles indicates levels of being engaged

Width of line and thickness of the circles indicates levels of being engaged

Example of a small Department


What is Delivered?III. Identification of patterns related to internal and/or external processes, both at the individual and group level.

Verify organizational and individual processes?

Identify successful & unsuccessful processes

Find any barrier or bottleneck within the organization

Truly visualize information flow and exchange

Find experts and understand in which individuals and groups have expertise


Case Study: Build Organizational Foundation

Present our understanding of the situation

Understand the goals and objectives (short and long-term) of the project

Align the methodology and hypothesis for the project

Align the way forward

Presentation of project members


Agenda

Project approach and methodology

Time frame and team

Company profiles

Initial situation and project scope


External and internal developments call for action

Market opportunities

Internal challenges

Consequences for project scope

Priority focus on active business time

Focus on existing staff and structures

Analysis of active time e.g. key activities, interaction patterns


Our understanding of the core objectives

Identify opportunities to increase active organizational collaboration

Identify successful interaction patterns with customers (existing and new)

Identify actions to reduce on-boarding time of new employees


Agenda

Project approach and methodology

Time frame and team

Company profiles

Initial situation and project scope


Q&A phase gives fundamental input for interpretation

2

Approach Objectives

Two separate one-on-one interviews with each of the stakeholders

Analysis of data reports generated by the team (activities, contacts etc.)

Verification of data base (correct scope?)

Allocation of numbers to names/organizations

Development of clusters (e.g. sales active time, existing customers, customer A)

Identification of patterns


Standard three step approach to gain necessary transparency

Data analysis Q&A Interpretation

Implementation of Hypersoft software

3 days of data collection

Collection of data from:

Telephones

Outlook

Lync

…

Quality check and sampling

Validation of activities:

Communities, Groups

Projects

Internal/external (maybe on unit level)

Customers

...

Alignment on assumptions for interpretation (e.g. time not allocated)

Identification of patterns related to internal and external collaboration

Validation of time spent on Key activities

Validation of engagement with key customers and contacts

Identification of improve-ment levers

Raw data processed Data allocated to entities Optimization potential

1 2 3


Focus of work is provided by aligned hypothesis

3

Organizational Collaboration represents less than 10% of average day

Members spend 80% of that time with existing customers

Members with high degree of new customers have a reverse relationship

Successful collaboration needs to have a higher degree of direct personal interaction e.g. phone, meeting

Frequent engagement with colleagues will lead to increased Organizational Collaboration

Knowledge sharing is higher between members with > 2 years company affiliation

Members do not use all available communication channels to max. sales active time

1

2

3

4

5

6

7


Presentation of results for hypothesis 1 and 6

3

Admin.30%

Projects40%

Expert int.

15%

Collab15%

Individual Activity Mark SClustering of time into groups:

Administration & Leadership: Time spent with administrative and leadership tasks

Projects: Time spent with project work (as decision taker, leader, expert or team member)

Expert interchange: Time spent with knowledge sharing activities in respect to daily business

Collaboration: Time spent with members activities (existing/potential customers, direct interaction or preparation of actions)



3

Exist-ing

Cust..35%

Prospects

47%

Initia-tives18%

Sales Group Further detailing of time spent in sales:

Existing customers: Time spent with customers (ranking on time applied per customer)

New customers: Total time on new customers as well as detailed view

Initiatives: Time spent with sales initiatives that can not be assigned to a single customer

Trend analysis on each level possible


Presentation of results for hypothesis 5

3

Group Engagement Patterns (per week)

Detailing of interaction patterns:

Identification of standard interaction patterns

Identification of changes in interaction with colleagues

Identification of changes in composition of groups

Marketing Group A:

Decrease of interaction

April May June July0

1

2

3

4

Trend

Marketing Group

R&D. Group

Sales Group

R&D Group:

No change in interaction

Sales Group C:

Increase of interaction



3

Phone30%

Meeting40%

Mail15%

Chat15%

Group Media use

Used media per member and colleagues:

Telephone calls

Meetings out of outlook

LYNC traffic

SharePoint Collaboration

…


Contact if you have questions

Alex Akoto

Organizational Business Analyst

Hypersoft Information Systems

Am Stadtpark 61

81243 Munich

Tel. +49(89)15904160

www.hypersoft.com


http://www.hypersoft.com/

Improving organizational collaboration at the individual and group level

Business

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