Michael sampson - The Fire Within for the Road Ahead

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



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?



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

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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


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


IBM Sametime

INTELLIGENT

Example – The Telecoms Company

Basically, we’re in troubleSUMMARY

Something more is neededIMPLICATION

Understanding the Road Ahead



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



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


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


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!

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


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


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?



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 [email protected]

Michael sampson - The Fire Within for the Road Ahead

Technology

Transcript of Michael sampson - The Fire Within for the Road Ahead