michael sampson - reimagining the way we work

Collabora'on in Government with Michael Sampson

Independent Collabora'on Strategist

End-‐user organisa'ons (not vendors)

Making Collabora'on

Work

Michael Pivot Theme Market

Culture Strategy Adop'on

Industry Analyst Author

Workshop Leader

Work with clients around the world

Collabora'on in government

today

Opportuni'es

Developing a collabora'on

strategy

Strategy

Approaching adop'on for collabora'on

Adop'on


today

Opportuni'es

Defining “collabora'on”

Doing stuff together

Ethos, Strategy, Ac'on,

Behaviour

Non-‐hierarchical

way of coopera'ng

Cross-‐silo Cross-‐agency

Generic term,

Mul'plicity of forms

A way of improving

sans compe''on

1

The classic private sector reasons equally apply to

the public sector

Addressing difficult problems

Gaining access to exper'se

Held by people in a network of connec'ons

Create willingness through

par'cipa'on

“Having a say”

increases likelihood to par'cipate

2

Wider Interna'onal Trends in Government

Engaged ci'zens

Open government, transparency

Open Data

Demand for improved services

Service delivery

innova'ons

Fiscal austerity and cost cuXng

3

Governments are responding to these trends

By becoming smarter

BeZer access to

informa'on (New Zealand

Police)

Faster access to experts (Tampa General

Hospital)

By leveraging intelligence

Interac've geospa'al maps

(Landgate)

Improving decision quality by managing grants (arts)

By embracing

the constraints

New ways of mee'ng together (County of San Diego)

New ways of learning together (development

banks)

4

Aligning with trends can be overrated

Constrains thinking

Emphasis on risk

avoidance

Can miss current

opportuni'es

“No one else is doing it.”

5


today

Opportuni'es

Collabora'on is an emerging discipline for public and private sector organisa'ons

Many opportuni'es to collaborate (across many different levels)


today


strategy

Opportuni'es Strategy

strategy something wanted

(principle) drive from intent

R O A D M A P

R O A D M A P Outline the Vision

Process Efficiency (Travel)

Process Effec'veness (Mee'ngs)

Organisa'onal Effec'veness (Duplica'on)

Encourage Innova'on (Staffing)

Improving Communica'on (Project Status)

Which of your current work ac'vi'es need to be improved?

How we hold

mee'ngs

Save millions (or lots)

How we work on

documents together

Reduce 'me-‐to-‐

write by up to 50%

1

How we share

informa'on

Get out of email jail

What external changes challenge what you are doing today?

Widespread adop'on of mobile devices

Extending work

capabili'es to new devices

2

Nega've IT narra've in Australian government

Need to deliver a stream of successes

Recent Auditor General’s WA report

Ac3on Point Get your IT house in order

Ques3on Opportunity

for collabora'on

How does the wider opera'ng environment enable or constrain?

Fiscal austerity, Financial challenges

Embrace of cloud services in Australia

Emerging field; various opportuni'es and risks

3

Failure of Shared Services

in Australia

CenITex Businesslink

CITEX

Difficult 'me to make a case for Shared Services

Na'onal Projects

One-‐off events of significant na'onal interest e.g., hos'ng the F1 Grand Prix

Strategic Issues

No single agency has the knowledge or resources to deal with on their own

Self-‐Driven, Inter-‐organisa'on, and Peer ini'a've

Sharing resources, pursuing mutually beneficial projects, or resolving common problems

Programmes sponsored by Central Agencies and Ministries

To focus or steer agencies towards specific public sector priori'es

Human resources programmes for networking

Communica'ng common values, promo'ng an exchange of perspec'ves, networking with peers

Technological plahorms for opera'onal efficiency

Common ICT infrastructure and applica'ons to improve produc'vity

Na'onal Projects

Strategic Issues

Self-‐Driven, Inter-‐organisa'on, and Peer ini'a've

Programmes sponsored by Central Agencies and Ministries

Human resources programmes for networking

Technological plahorms for opera'onal efficiency

One-‐off events of significant na'onal interest e.g., hos'ng the F1 Grand Prix

No single agency has the knowledge or resources to deal with on their own

Sharing resources, pursuing mutually beneficial projects, or resolving common problems

To focus or steer agencies towards specific public sector priori'es

Communica'ng common values, promo'ng an exchange of perspec'ves, networking with peers

Common ICT infrastructure and applica'ons to improve produc'vity

Major Collabora'on

Local Collabora'on

Policy-‐Driven, Top-‐Down

Collabora've Efforts

Creates Connec'ons between People

Relies on Collabora've Competence in

Place

Builds Competence in Collabora've Behaviours

What is possible now that you could have never done before?

Predic've crime

analy'cs

Re-‐Imagining Effec've Work

Vehicle Registra'on Disc in the

UK

New technology to change

organisa'on design

Cisco Sales Specialists

4

Video from First

Responders for Data Insight

(principle) quick wins prove competence

Current processes with highly visible costs

Travel for mee'ngs

Video Mee'ngs, Online

Mee'ngs

Distribu'ng documents by email for input and review

Real-‐'me document

co-‐authoring

1

Current processes that require people to work with many IT systems

“Cut-‐and-‐paste” between systems

Manual processes (inefficient)

Hard for frontline

staff to get a complete view

Decisions are sub-‐op'mal

2

Current processes with high error rates or

visible pain points

Staff spend too much

'me searching for informa'on

Decisions are delayed in

order to wait for monthly mee'ng

3

They are pursued since they are quick,

not valuable

They don’t address the core problems

They deal with surface or cosme'c

issues

Quick wins can be overrated

(speed vs. effec'veness)

4

Staff become cynical and disengaged


strategy

Strategy

Intent and strategy work together

There are specific ac'vi'es you should be pursuing now


today



strategy

Opportuni'es Strategy Adop'on

R O A D M A P Apply Inten'onal Energy to Adop'on

(principle) adop'on is a process

Vendors have released some amazing

collabora'on tools Unified Comms

Team Collabora'on

Social Business Tools

Increase clarity and empathy

Connect with experts

across the firm

1

Having great technology available is not enough

Technology maturity the

least important factor

90% of success is people factors

Responsive applica'ons = avoid failure

Culture Priority

Willingness

Driving success

requires a different approach

2

Adop'on doesn’t just happen

No adop'on = no value

Training isn’t enough

Poor adop'on is a common issue

Business cases assume 100%

adop'on

Across many IT systems

3

Work prac'ces (and some'mes culture) have

to change for the technology to succeed

Various strategies for different outcomes

Create conducive social

condi'ons

Making the “new way”

the “now way”

4

(adop'on) use the right strategies

Winning AZen'on

Exemplar Stories

Real-‐to-‐Life Scenarios

Senior Execu've Support

Custom Lists for Facili'es Management

Mee'ngs only by Unified Comms

1stage

Organisa'onal Chaos

Christchurch earthquake, Building shim

Cul'va'ng Basic Concepts

Classroom Training

Web-‐Based Training

Pages on the Intranet

Content, Comfort,

Connec'ons

Reference material,

Engagement opportunity

2stage

Enlivening Applicability

Facilitated Group

Re-‐Imagining

Easy First Steps

One-‐to-‐One Coaching

Help teams embrace

new ways of working

Coaching on geXng beZer

3stage

Making It Real Zero Other Op'ons

Internal User Group

Stop Doing, Start Doing PaZerns

Remove compe'ng alterna'ves (desk phones)

New group agreement about how to work together

4stage

186

105

Total Respondents

Microsom SharePoint

SharePoint Respondents (105)—Employees

SharePoint Respondents (105)—Use


1


1

2


1

2 3=

3= 3=

STAGE 4 Making It Real

STAGE 3 Enlivening Applicability

STAGE 2


STAGE 1 Winning AZen'on

Execu've Sponsorship

Embedded Champion

Pages on the Intranet Classroom Training Web-‐Based Training


SharePoint Respondents (105)—Effec'veness


1


1

2


1

2 3


4

1

2 3


5

4

1

2 3


5

4

1

2 3 6

STAGE 4 Making It Real

STAGE 3 Enlivening Applicability

STAGE 2


STAGE 1 Winning AZen'on

Execu've Sponsorship

Internal User Group

Embedded Champion


Easy First Steps

Real-‐to-‐Life Scenarios

Pages on the Intranet Classroom Training Web-‐Based Training


Execu've Sponsorship Embedded Champion

Execu've Sponsorship Easy First Steps Embedded Champion


Real-‐to-‐Life Scenarios Internal User Group


Adop'on

You need to do more than release new collabora'on technology in your agency

Develop an adop'on strategy so as to pull through the desired business value


today



strategy

Opportuni'es Strategy Adop'on

There are many opportuni'es to collaborate in government; start looking

Great technology isn’t enough.

Need to re-‐form work prac'ce; start planning

Drive from intent, but know what is possible; start exploring

Opportuni'es Strategy Adop'on call to ac'on call to ac'on call to ac'on

Collabora3on Roadmap (2011) User Adop3on Strategies (2012)

and others

On collabora'on strategy, adop'on,

business value, governance

On collabora'on strategy,

adop'on, and human prac'ces

Books Workshops Consul'ng

In-‐house workshops to develop competence

michaelsampson.net Consul'ng services to give direc'on and external viewpoint