Mapping Culture for Digital Collaboration
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The document discusses challenges with digital collaboration and developing collaborative cultures. It argues that collaborative cultures are complex combinations of different cultural influences. Digital tools can also impact collaboration differently depending on factors like attention needed and data richness. The document proposes a three step approach: 1) Map the different cultural segments within an organization for each collaboration scenario, 2) Translate these mappings to the social infrastructure by matching the right digital tools to each cultural segment, and 3) Develop collaboration skills at the boundaries between segments. This helps optimize collaboration by accounting for cultural differences and tool impacts.
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Mapping Culture for Digital Collaboration
- 1. Rawn Shah Social Business Architect Rising Edge Why can’t you understand me? @rawn #cultureclash
- 2. Why hasn’t collaboration become 100x easier now with so many ways to collaborate digitally? © Rawn Shah. Some rights reserved @rawn #cultureclash 2
- 3. Two challenges Collaborative Cultures are Chimeras © Rawn Shah. Some rights reserved Prism Effect of Digital collaboration Three (big) steps for the Social Enterprise @rawn #cultureclash 3
- 4. Digital transformation is key to future success © Rawn Shah. Some rights reserved @rawn #cultureclash 4
- 5. © Rawn Shah. Some rights reserved Source: Michael Fitzgerald, Nina Kruschwitz, Didier Bonnet and Michael Welch, Embracing Digital Technology: A New Strategic Imperative, MIT Sloan Management Review & Capgemini Consulting (2013) Market Outperformers invest in Digital technology … @rawn #cultureclash 5
- 6. © Rawn Shah. Some rights reserved …and see Culture as key to Digital Transformation Source: Michael Fitzgerald, Nina Kruschwitz, Didier Bonnet and Michael Welch, Embracing Digital Technology: A New Strategic Imperative, MIT Sloan Management Review & Capgemini Consulting (2013) @rawn #cultureclash 6
- 7. Source: Michael Fitzgerald, Nina Kruschwitz, Didier Bonnet and Michael Welch, Embracing Digital Technology: A New Strategic Imperative, MIT Sloan Management Review & Capgemini Consulting (2013) © Rawn Shah. Some rights reserved @rawn #cultureclash 7
- 8. Technology alone is not the answer © Rawn Shah. Some rights reserved @rawn #cultureclash 8
- 9. Chris McGrath, Reducing Culture Clash in M&A with Social Intranet Software, ThoughtFarmer 2014 – http://www.thoughtfarmer.com/mergers • 50-70% of M&A activities fail to meet targets • 33% of respondents blamed cultural integration issues: • Don’t get the right info from leaders • Don’t learn cultural characteristics of the merging companies • Don’t collaborate, or actively work against each other. • Distracted from the core business. © Rawn Shah. Some rights reserved @rawn #cultureclash 9
- 10. During the M&A activity, employees are seeking out information and forums in which to be heard 1. Create a dedicated space to spread clear, consistent messages 2. Gather feedback and questions Great ✔ Are you sure? Source: Erin Meyer, The Culture Map, PublicAffairs (2014) – review: http://onforb.es/10FVP0Z © Rawn Shah. Some rights reserved @rawn #cultureclash 10
- 11. Challenge 1: Collaborative Cultures are Chimeras © Rawn Shah. Some rights reserved Source: Kinyou, http://www.neogaf.com/forum/showthread.php?p=41463930#post41463930 @rawn #cultureclash 11
- 12. Designing a work culture just on Organizational values? © Rawn Shah. Some rights reserved @rawn #cultureclash 12
- 13. Sturdy + Strong + Agile © Rawn Shah. Some rights reserved @rawn #cultureclash 13 Photo: Duncan Hull, DNA Origami https://www.flickr.com/photos/dullhunk/4422952742/
- 14. You may end up with … BEAR-SHARK-TOPUS © Rawn Shah. Some rights reserved @rawn #cultureclash 14 Photo: CtrlAltDelYourFace (Reddit), http://knowyourmeme.com/memes/bearsharktopus
- 15. Real Work Cultures = Organic + Multifaceted + Unevenly distributed © Rawn Shah. Some rights reserved @rawn #cultureclash 15
- 16. Cultural influencers: Regional Generational Passion Organisational Multiple Generational Organisational Passion © Rawn Shah. Some rights reserved Oxford Economics, Workforce 2020: The Looming Talent Crisis -- http://onforb.es/1xo 1kir Workforce strategy is shifting @rawn #cultureclash 16
- 17. 5 Segments of Cultural Influence Regional Generational Passion Organisational Network © Rawn Shah. Some rights reserved Hofstede Meyer Bicchieri Trompenaars & Hampden-Turner Schein Denison Hagel & Seely-Brown Mannheim Tapscott Granovetter Watts @rawn #cultureclash 17
- 18. Regional Generational Passion GenX Organisational Network Weak ties © Rawn Shah. Some rights reserved Interests, Expertise Innovating Connecting Attention management Millennials / Gen Y National Culture Leadership Social Capital Values Work modes Urbanism Mobile Language Post-War / Boomers Community Standards Social Norms Online / Digital Mindfuless Gen Z Post-Democracy Entrepreneurship Ethnic culture Reputation Net Generation Questing Flow Risk Autonomy @rawn #cultureclash 18
- 19. What drives the change in the Digital Workplace? Peer Behavior and Internal Comms 11% 15% 25% 30% 35% 51% 62% 62% 18% 27% 42% 36% 46% 65% 2014 2013 Behavior of Colleagues & Peers Internal communications campaigns Behavior of Senior Leaders Integrating into Business processes Behavior of line & operational managers Formal Classroom training Inclusion in job objectives Jane McConnell (UK/France), Digital Workplace Trends Report 2013-14 -- http://bit.ly/11S9uma © Rawn Shah. Some rights reserved @rawn #cultureclash 19
- 20. To Develop a Collaborative Culture, you need: (a) a decentralized approach (b) where people are informed (c) and can enable each other (d) through shared experience © Rawn Shah. Some rights reserved @rawn #cultureclash 20
- 21. Collaborative cultures are chimeras of our Shared Experiences © Rawn Shah. Some rights reserved @rawn #cultureclash 21
- 22. Challenge 2: The Prism Effect of Digital Collaboration © Rawn Shah. Some rights reserved @rawn #cultureclash 22
- 23. The Human Mind has the amazing ability to reconstruct from fragments And if you still recognize it, I hear there is an excellent museum around here… © Rawn Shah. Some rights reserved @rawn #cultureclash 23
- 24. Imagine what the other side is thinking. Imagine what the other side is feeling. HR Tech Europe 2013 © Rawn Shah. Some rights reserved @rawn #cultureclash 24
- 25. But sometimes the mind can miscomprehend Imagine what the other side is thinking. Imagine what the other side is feeling. Imagine what the other side is thinking. Imagine what the other side is feeling. © Rawn Shah. Some rights reserved @rawn #cultureclash 25
- 26. © Rawn Shah. Some rights reserved @rawn #cultureclash 26
- 27. © Rawn Shah. Some rights reserved Content Lifetime Attention Needed Reputation & Virality Visible Identity Data Richness Experience Sharing @rawn #cultureclash 27
- 28. Collaborative cultures can conflict with the Digital infrastructure. © Rawn Shah. Some rights reserved @rawn #cultureclash 28 Choose the right tools for the right scenario
- 29. © Rawn Shah. Some rights reserved So how do we cut through? @rawn #cultureclash 29
- 30. Step 1: Map your culture segments in each scenario © Rawn Shah. Some rights reserved @rawn #cultureclash 30
- 31. Example: Regional culture mapping Source: Erin Meyer, The Culture Map, PublicAffairs (2014) -- http://onforb.es /10FVP0Z © Rawn Shah. Some rights reserved @rawn #cultureclash 31
- 32. Map to discover the differences Source: Erin Meyer, The Culture Map, PublicAffairs (2014) -- http://onforb.es /10FVP0Z © Rawn Shah. Some rights reserved @rawn #cultureclash 32
- 33. Step 2: Translate the mappings to your Social infrastructure © Rawn Shah. Some rights reserved @rawn #cultureclash 33
- 34. What is the right tech by your culture fit? © Rawn Shah. Some rights reserved @rawn #cultureclash 34
- 35. What is the right tech by your culture fit? © Rawn Shah. Some rights reserved Scales of Work Culture (Erin Meyer) Tech Cultural Attributes (Rawn Shah) @rawn #cultureclash 35
- 36. Find the confluences in each collaboration scenario © Rawn Shah. Some rights reserved @rawn #cultureclash 36 team A team B group G group K site Y site X
- 37. Step 3: Sharpen collaboration skills at the Edges © Rawn Shah. Some rights reserved @rawn #cultureclash 37
- 38. Decentralize • Training & Enablement • Cultural awareness • Expertise identification Centralize • Collaboration systems • Measurement systems • Digital Recognition © Rawn Shah. Some rights reserved @rawn #cultureclash 38
- 39. 1. Map 2. Translate 3. Enable © Rawn Shah. Some rights reserved Solution in brief • Training & Enablement • Cultural awareness • Expertise identification • Collaboration systems • Measurement systems • Digital Recognition @rawn #cultureclash 39
- 40. Rawn Shah • Social Business Architect • Ex-Social Business Lead at a 400K-employee multinational • Connected Business blog: http://Blogs.Forbes.com/rawnshah/ • Author: Social Networking for Business • rawnshah@gmail.com • Linkedin.com/in/rawnshah • facebook.com/rawnshah • twitter.com/rawn © Rawn Shah. Some rights reserved @rawn #cultureclash 40
Editor's Notes
- As a concept, we accept the need for Learning, Skills and Expertise quite extensively. We have many approaches to them but the systems to develop, detect, and apply skill and learning have been in place for quite a while. In software, we have employee records, knowledge and expertise management systems. The recent past has exploded with social expertise management and sharing systems. We are still struggling with understanding tacit knowledge, compared to the solidity of explicit codifed knowledge, -- knowledge is growing at a rate faster than can be codified -- but most of us understand and accept that we need such systems for organizations to function. We continue to develop and evolve our understanding of expertise but it is a recognized and accepted part of the work environment in almost every organization today