You've Got Collaboration Tools - Now What?
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Michael's keynote from #Intranets2011, on collaboration and the Intranet.
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You've Got Collaboration Tools - Now What?
- 1. You’ve Got Collaboration Tools—Now What? Michael Sampson
- 2. Agenda Introducing MichaelWhere Are We?Basic Principles of CollaborationRoadmap to Success with CollaborationWhat Should You Do Now?
- 3. Introducing Michael 1 Introducing MichaelWhere Are We?Basic Principles of CollaborationRoadmap to Success with CollaborationWhat Should You Do Now?
- 4. Where am I coming from? Collaboration Strategist Author Workshop Leader Consultant Serve end-user organisations
- 5. Making Collaboration WorkStrategy, Governance, User Adoption
- 6. Book: SharePoint Roadmap How to do “the business stuff” with SharePoint Governance Engagement User Adoption Quick Start michaelsampson.net/sharepointroadmap.html
- 7. Book: User Adoption Strategies User adoption is the #1 challenge with collaboration tools and approaches Theory Framework Practical Strategies Developing an Approach michaelsampson.net/useradoption.html
- 8. Next Book: Collaboration Roadmap Collaboration Roadmap – Taking a Business- and People-Centric Approach Doing “the business stuff” Technology Governance Engagement User Adoption Due 2011 michaelsampson.net/collaborationroadmap.html
- 9. 2 Where Are We? Introducing MichaelWhere Are We?Basic Principles of CollaborationRoadmap to Success with CollaborationWhat Should You Do Now?
- 10. “A place to read stuff” Policies, Procedures, Content “A place where we’re told stuff” Corporate Communications “Intranet” (late 1990s)
- 11. “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” (late 1990s) Lotus Notes
- 12. “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) – eg., SharePoint
- 13. “A place to work with others” Collaboration Workflow / Processes Policies Procedures Content Corporate Communications “Intranet” (mid 2000s)
- 14. 1 CURRENT STATE IT-dominated purchasing approach
- 15. “We need a blog and wiki.”
- 17. “Let’s get activity streams.”
- 18. 2 CURRENT STATE Adoption is assumed, not crafted
- 19. “It’s available. Go for it.” No engagement. No involvement.
- 20. “Build It, Throw It Out There” BITIOT (“IDIOT”)
- 21. 3 CURRENT STATE Shortage of the wrong thing
- 22. No shortage of tools Microsoft SharePointAtlassian ConfluenceCitrix GoToMeetingLotus ConnectionsOffice CommunicatorCisco Quad
- 23. Huge shortage of usage No shortage of tools They make life more difficultPeople don’t understandPeople like the old wayPeople hate the “IT Idiots” Microsoft SharePointAtlassian ConfluenceCitrix GoToMeetingLotus ConnectionsOffice CommunicatorCisco Quad
- 24. INTELLIGENT Huge shortage of usage No shortage of tools They make life more difficultPeople don’t understandPeople like the old wayPeople hate the “IT Idiots”Recreating the File ServerIgnoring the New Capabilities Microsoft SharePointAtlassian ConfluenceCitrix GoToMeetingLotus ConnectionsOffice CommunicatorCisco Quad
- 25. Basically, we’re in trouble SUMMARY
- 26. Basic Principles of Collaboration 3 Introducing MichaelWhere Are We?Basic Principles of CollaborationRoadmap to Success with CollaborationWhat Should You Do Now?
- 27. 1 DEFINITION Defining Collaboration
- 28. “… the action of working with someone to produce or create something.”
- 29. 2 COMPONENTS The 3 P’s of Collaboration
- 30. 3 2 1 potential process practice
- 31. 3 VALUES Being Collaborative
- 33. Openness to the ideas of others
- 34. Shared exploration of decisions
- 35. Shared risk and reward
- 37. Traditional,Hierarchical Collaborative,Participatory pronouncements perfectly formed radically fresh
- 38. Traditional,Hierarchical Collaborative,Participatory pronouncements perfectly formed radically fresh feedback sign of failure engagement
- 39. Traditional,Hierarchical Collaborative,Participatory pronouncements perfectly formed radically fresh feedback sign of failure engagement decision making closely-held widely-shared
- 40. Traditional,Hierarchical Collaborative,Participatory pronouncements perfectly formed radically fresh feedback sign of failure engagement decision making closely-held widely-shared risk and reward individual collective
- 41. BARRIERS Barriers to Collaboration 4
- 43. “I don’t know howto work with them” “I didn’t know aboutthe opportunity” “It’s not my job” “I can’t see anyvalue or benefit” “I don’t have the right tools”
- 44. “I don’t know howto work with them” “I didn’t know aboutthe opportunity” SHARED PRACTICE OPPORTUNITY “It’s not my job” “I can’t see anyvalue or benefit” ROLE AWARENESS PURPOSE “I don’t have the right tools” TECHNOLOGY
- 45. PurposeOpportunityShared PracticeRole Awareness Technology
- 47. Example – NSW DET and Yammer
- 48. 1 SUMMARY It’s mostly human stuff,not technology
- 49. 2 SUMMARY People enact collaboration through technology
- 50. 3 SUMMARY Technology does not make us collaborative
- 51. 4 Roadmap to Success with Collaboration Introducing MichaelWhere Are We?Basic Principles of CollaborationRoadmap to Success with CollaborationWhat Should You Do Now?
- 52. Success requires the same skills Purpose, benefit, and business valueRelevance to the usersGovernance of key concernsEngagement with the businessMaking it part of the way we work
- 53. Really Understand the Technology Outline the Vision Accept that Technology is a Small Factor in Success Determine Your Governance Approach Make the Betterment of People/Processes the Priority Adoption Requires Intentional Effort Pursue Increasing Value
- 54. 2 outline the vision
- 56. How people work on documents 40%-60% time and effort reduction 1 VISION
- 57. How people manage projects 30% faster time-to-market 2 VISION
- 58. 3 VISION How HR hires new people Huge reduction in cost, 30% faster decision cycle
- 59. 4 VISION How people make decisions Huge reduction in cost/time … plus refactoring
- 60. 5 engage people
- 61. ENGAGE How do your people work together today? Activities and scenariosIntent and purposeIssues, concerns, and limitations
- 62. Build relationships 1 ENGAGE Get away from your deskMeet peopleDo coffee, have lunchGo and see them (face-to-face)
- 63. Explore relevance Issues, Concerns, Challenges, Roadblocks, Frustrations 2 ENGAGE
- 64. Demonstrate value 3 ENGAGE Show what’s possible – proof of conceptPrompt imagination (“What if …”)
- 65. Win confidence Deliver value quickly (focus) 4 ENGAGE
- 67. Adoption doesn’t just happen ADOPTION No adoption = No valueAdoption = Increasing the odds of valueBusiness case assumes 100% adoption. Oops.Adoption converts money at rest to money being used
- 68. MakingIt Real Four Stage Framework EnliveningApplicability CultivatingBasic Concepts WinningAttention
- 69. Stage 1. Winning Attention 1 ADOPTION They aren’t interested in features and capabilities How do we get them interested? What others are doing
- 70. 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., Seamless Teamwork Team project scenario (end-to-end)
- 71. 2 ADOPTION Stage 2. Cultivating Basic Concepts Explain how the new stuff works Train how to use it Provide grounding, conceptual understanding, and practical experience
- 72. Classroom Training Teach the “what” of <insert tool name> Various design considerations Good for dense concentrations of people Hands-on = better learning
- 73. Stage 3. Enlivening Applicability 3 ADOPTION Explore reasons and valueHow could it apply to their work?“me, us, my group and team”
- 74. 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?
- 75. Stage 4. Making It Real 4 ADOPTION Make it real and personally relevantIt’s the new “now” wayDon’t shoot yourself in the foot
- 76. 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
- 77. 7 pursue value
- 78. Deliver value in the initial areas 1 VALUE
- 79. Deepen value – extend to new areas 2 VALUE
- 80. Broaden value – extend to new groups 3 VALUE
- 81. Explore new horizons 4 VALUE
- 82. What Should You Do Now? 5 Introducing MichaelWhere Are We?Basic Principles of CollaborationRoadmap to Success with CollaborationWhat Should You Do Now?
- 83. Strengths Weaknesses People focus Constrained view Same skills Intranet Manager Opportunities Threats Collaboration Collaboration
- 84. Intranet Manager, incl. Collaboration Collaboration is an Opportunity
- 85. Friday May 13, 2011 Attend Michael’s User Adoption workshop Collaboration is an Opportunity
- 86. Monday May 16, 2011 0900 What tech have we got? (coffee with IT) 1000 How could we use it (Google, call people) 1100 Who is doing good stuff at our firm? 1200 Lunch with intranet team (discuss findings) 1300 How do we make this happen more? Collaboration is an Opportunity
- 87. Intranet Manager, excl. Collaboration Play up the messinessDisallow collaborative activityGet sidelined and offshored Collaboration is a Threat
- 88. Collaboration is an opportunity for you … will you take it?
Editor's Notes
- Michael’s view of history