1

Collab-

orationChatter or Business-

critical Core Capability?

Zürich

30.01.2014

Stephan Schillerwein

stephan@schillerwein.net

www.schillerwein.net

www.intranet-matters.de

@IntranetMatters

Keynote @ MatchPoint Snow Release Party

2

This presentation contains someto give insights into those slides, that don’t make an awful lot of sense without the«audio».

3

Still stuck with Tool Foolishness

http://www.youtube.com/watch?v=1EBfxjSFAxQ

4

360° Intranet Assessment

Findability & Semantic

Change Management

…

About Stephan Schillerwein

15+ years of experience in Digital Media and Information Management, specializing in Intranets, Social Collaboration and the Digital Workplace

100+ projects at 50+ organizations of all sectors & sizes

Formerly Online and Intranet Manager at several large enterprises and Director at the Intranet Benchmarking Forum

Business computer scientist – speaks language of “both sides”

Author, conference speaker, seminar trainer, blogger, …

Partner of the Worldwide Intranet Challenge Intranet & Digital Workplace Advisor

Project Focus:

Vision & Strategy

Coaching & Enabling

System evaluation

Lean Intranet Projects

5

I’m also a collector of …

Intranet Names

Intranet Cases Studies

Digital Workplace Maturity models

…

All on http://www.intranet-matters.de/

6

COLLABORATION SHOULDHAVE TAKEN OFF LIKE A ROCKET …

7Photo credits: Alex Proimos, «On bended knee», http://www.flickr.com/photos/34120957@N04/7390981910

Your CEO should get on his knees, begging youto do everything you

can to fostercollaboration. And thesimple reason why is …

8

What is the core function of everyOrganisation?

“Firms come into being in order to enable human

beings to achieve collaboratively what

they could not achieve alone.

If one accepts this as the true purpose of any

organization, then the main focus of executives’

attention should be on how to foster

collaboration within their companies.”

(Hansen and Nohria, 2004)

9

Maybe it’s just that kind of

collaboration that management

doesn’t really like …

10

Photo credits: mypokcik, «Social Media Concept in word collage», http://www.shutterstock.com/pic-130460969/stock-photo-social-media-concept-in-word-collage.html

… that social

collaboration!

11

Extrinsic Motivation

Knowledge Work – the misunderstood key success

factor in a high-tech, global world

Manual Labour Case Work Knowledge Work3 Work

types

Percentage

of

Knowledge

Work60% of all employees have medium (27%) to high (33%)

amounts of knowledge work in their jobs!

Source: The work foundation: “Knowledge Workers and Knowledge Work, 2009

Planing, Steering, Processes

Repetition, Standardisation

Self-organised

Creativity, Finding Solutions

Time- and Volume-based

Today / RevenueFocus Future

12

Some Facts about Knowledge Work

25%

Time-loss due to informationoverflow and interruptions

29%

Reduction in organisational performance

63%

Managers taking businesscritical decisions w/o theright information

14k$

Cost per employee and yearjust for internal search

80%

of all knowledge is «boundto persons»

25%

Percentage that «outperformers» value information managementmore

85%

Employees who could be moreproductive if work was betterorganised

62%

Companies that don’t trust their owninformations (and have no proper information management)

18x

more growth in employeeengagement if social media is usedinternally

40%

of productivity is directly explainedby the amount of communicationamounf employees

13

Sources for previous slide

1. Basex: “Information Overload: Now $900 Billion – What is Your Organization’s Exposure?”, 2008, http://www.basexblog.com/2008/12/19/information-overload-now-900-billion-what-is-your-organizations-exposure/

2. Capgemini, 2008 (as cited in: Stephen E. Arnold, Martin White: SuccessfulEnterprise Search Management)

3. Capgemini: “The Information Opportunity Report“, 2008, http://www.uk.capgemini.com/news/pr/pr1605/

4. IDC: “Hidden Costs of Information Work: A Progress Report”, 05/2009, http://www.idc.com/getdoc.jsp?containerId=217936

5. Giga Information Group, Inc.: “Collaboration and Communities: an Update”, 2002

1. IBM Global Business Services: “Business analytics and optimization for the intelligent enterprise”, 2009,http://www-935.ibm.com/services/us/gbs/bus/html/gbs-business-analytics-optimization.html

2. Workplace Productivity Report, http://www.stuff.co.nz/the-press/news/8928152/Digital-stress-overwhelming-workers-study

3. AIIM Industry Watch: „State of the ECM Industry 2011”

4. Chris McGrath & Ephraim Freed, ThoughtFarmer: «SOCIAL INTRANETS & EMPLOYEE ENGAGEMENT», 2012 (based on Research by Aberdeen Group)

5. Global Knowledge Training LLC (B. Bulleit): “Effectively managing team conflict”, 2006

14

Knowledge Work is

fundamentallydifferent!

15

16

Organisationswere not

designed for it!

17

The Gap between Goals and Tools

Business Goals

Tools

18

Value Drivers bridge the Gap between Goals and Tools

Business Goals

Value Drivers

Tools

19

Case study: Knowledge work related Value Drivers rank highest

79%

78%

75%

74%

74%

69%

67%

60%

58%

56%

54%

53%

52%

52%

52%

50%

49%

47%

47%

46%

39%

38%

0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

02 - AUFFINDBARKEIT VON INFORMATIONEN

07 - WISSENSTAUSCH

12 - PROJEKTARBEIT

01 - VERFÜGBARKEIT INFORMATIONEN

05 - PERSÖNLICHE INFORMATIONSFLÜSSE

14 - PROZESSE

18 - STEUERBARKEIT INTRANET

13 - TRANSPARENZ ÜBER GESCHÄFT

09 - AUFFINDBARKEIT PERSONEN UND EXPERTISE

06 - ZUSAMMENARBEIT

22 - MITARBEITERPRODUKTIVITÄT

08 - KOMMUNIKATIONSMÖGLICHKEITEN

17 - VERBINDUNG INTRANET MIT ANDEREN SYSTEMEN

04 - VERFÜGBARKEIT VON BILDUNGSANGEBOTEN

15 - ENTSCHEIDUNGSFÄHIGKEIT UND -QUALITÄT

10 - INNOVATIONSKRAFT

19 - UNTERNEHMENSKULTUR

11 - MITARBEITERZUFRIEDENHEIT

03 - PAPIER-BASIERTE VORGÄNGE

20 - ARBEITGEBERATTRAKTIVITÄT

16 - INFORMATIONSSICHERHEIT

21 - MARKENBOTSCHAFTERTUM Content Management

Social Collaboration

Projects

Personal Dashboard

Processes

20

AT LEAST COLLABORATIONITSELF IS EASY, ISN’T IT?

21

«Three unquestionable thruths aboutCollaboration»

Collaboration is a Silo

All Colllaboration is equal

Any Tool will do

22

Collaboration is a Silo

23

Testing the Silo Theory: Areas of Overlap

Intranet Collaboration

Functionality

Content / ?

Context

Users

24

Today’s Intranets don’t play an important rolefor employees because …

Today Tomorrow

Source: Thomas Maeder, Swisscom, i2 Summit 2013

25

0.000

0.050

0.100

0.150

0.200

0.250

0.300

0.350

0.400

0.450

0.500

Tota

l - In

tera

ctiv

ity

Tim

e

Do

cum

ents

Wo

rk in

stru

ctio

ns

Intr

ane

t im

pro

vem

ent

On

line

form

s

New

s

Po

licie

s &

pro

ced

ure

s

Staf

f d

etai

ls

Pu

blis

h c

on

ten

t

Tota

l - C

on

ten

t

Intr

ane

t fe

edb

ack

Bu

sin

ess

app

licat

ion

s

Tota

l - M

ain

ten

ance

Val

ue

s &

cu

ltu

re

Exte

rnal

we

b s

ite

s

Loo

k &

fee

l

Wo

rk t

asks

Trai

nin

g

Intr

ane

t ch

ange

s

Ho

me

pag

e

Tota

l - L

oo

k an

d f

eel

Pro

du

cts

& s

erv

ices

Co

llab

ora

tio

n

New

sta

rte

rs

Form

s

Intr

ane

t tr

ain

ing

Dis

cuss

ion

fo

rum

s

Easy

to

rea

d

Fin

d in

form

atio

n

Co

nsi

ste

ncy

Fin

din

g in

form

atio

n

Nav

igat

ion

Re

-usa

ble

do

cum

en

ts

Lab

elle

d

Acc

ura

te c

on

ten

t

Hie

rarc

hy

Re

po

rts

Cu

sto

me

rs

Tem

pla

tes

Up

-to

-dat

e co

nte

nt

Ch

ange

no

tifi

cati

on

Tota

l - P

efo

rman

ce

Sear

ch

Cal

en

dar

s

Ava

ilab

ility

Off

-sit

e a

cces

s

Pe

rso

nal

isat

ion

Spe

ed

Mo

bile

acc

ess

Co

rrel

atio

n v

alu

e

Correlation of WIC questions to intranet value

Question categories

Interactivity ContentMaintenance Look and feel Finding information Performance

NoiseSignal

Source: Worldwide Intranet Challenge, 2013, http://www.worldwideintranetchallenge.com/

Is there a «Content Connection»?

26

Content Curation connect different contenttypes

Source: Unknown

27

All Collaboration is equal

28

Collaboration ≠ Collaboration

Team / Project

Defined goal

Definedparticipants

Limited timespan

Community

Topics at the core

Exchange andsharing

Open to «all»

Organisation-wide

Identifyingexpertise

Staying up-to-date & serendipity

Catalyst for theother types

Special

Ideas & Innovation

Jams

Decission Support

Workflows

Cases

Prediction Markets

…

29

Highest value ironically to be found in the not directly goal oriented collaboration types

Source: “The Knowledge-Creating Company” by Ikujiro Nonaka and Hirotaka Takeuchi; Oxford University Press, 1995; ISBN: 978-0195092691Via: “Knowledge Creation and Social Collaboration in the Digital Workplace”, Marc Jadoul, https://www.tallyfox.com/insight/knowledge-creation-and-social-collaboration-digital-

30

Any Tool will do

31

If you think, this is already confusing, waituntil you look below the surface …

32Photo credits: Jim Gibbs, «M51 (The Whirlpool Galaxy) and NGC5195», http://www.flickr.com/photos/jrgibbs/8069745330/

Once you look beneaththe surface, it will belike looking at the sky

at night: the longer youlook, the more you see

…

33

Case study: Candidate drop-out in a purelyfunctional approach*

Best Fit for Purpose

Candidates for Proof-of-ConceptVisits, Proof of Concept, Contract

Negotiationsfrom 2-3 to 1

ShortlistDetailed Requirements, Demos, Research

Labfrom 4-8 to 2-3

LonglistPrimary Requirements from 10-15 to 4-8

Total MarketExclusion Criteria, Market Know-

how/Experiencefrom 100+ to 10-15

System Category/iesEvaluation which type(s) of systems is best suited to meet the requirements

3 (Sub)

>100

35

7

2

1

did not meet basic

functional criteria80%

* not recommended under normal circumstances

34

TO SUM UP

35

Source: http://www.wallpaperlibrary.net/12261/2013/albert-einstein-wallpapers-quotes/albert-einstein-wallpapers-quotes-2/

36

Thank you !