strategies for integrating group support technology into group work

© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies

STRATEGIES FOR INTEGRATING GROUP

SUPPORT TECHNOLOGY INTO GROUP WORK

GroupSystems Worldwide Conference ‘99Building Knowledge-Based Solutions

MODELS FOR DEPLOYING, SUSTAINING AND INSTITUTIONALIZING

COMPUTER-SUPPORTED COLLABORATIONIN ORGANIZATIONS

by Paul Collins

Jordan-Webb - Lincolnwood, IL

QDI Strategies, Inc. - Chicago, IL


What we do (Marketing Business)

Strategic Marketing Consulting helping clients develop 20/20 vision for marketing breakthroughs that

require both decision & implementation

Marketing Research using primary and secondary research and analytical techniques to help

clients bring market understanding to marketing decisions

Marketing Breakthroughs / Transformations process - discovery, creation, judgment, commitment decisions - the result of fundamental shifts in the way clients view

themselves, customers, competitors, the marketplace areas - channel strategy/conflict, new market entry, growth potential,

territory analysis, new product development, product commercialization, brand positioning



What we do (GroupSystems Business)

Computer-Supported Collaboration Ventana Business Associate since 1992 Deployment Strategy Consulting (Center of Competency) Session Leader Competency (Coaching, Mentoring) Neutral Third Party Facilitators 20 station “LAN in the CAN” Rental Public Marketing & Educational Seminars Market Transformation Seminars

Use GSWIN to support client projects - marketing planning workshops & consumer research focus groups

Midwest Facilitators Network (Chicago-based - Regional Focus) 4 Full-day conferences annually (January, May, August, October)



Why we use GroupSystems?

Value to QDI Strategies

It is both a planning tool and a learning tool - helping us learn what we don’t know and re-learn what we already know

It puts us into a new businesses that we might not have entered or might have outsourced

It allows us to place client work teams in a safe place to challenge standard assumptions and disrupt the status quo

It allows us to push client work teams to levels of knowledge, understanding, buy-in and commitment that would be extremely difficult (if not impossible) to reach otherwise

In some cases, it has favorably differentiated us from competitors



ABSTRACT

The focus and payback of this session is to have the participants share information and knowledge about GroupSystems deployment from their current and past experiences so that we as a community might better understand how to develop more strategic and organizationally aware approaches to deployment. While this session will highlight some of the author’s observations, discoveries and research concerning the deployment of group support technologies such as GroupSystems (a.k.a. EMS, Electronic Meeting Support) in organizations, the key is the development of a model that contains the experiences and knowledge of the greater community.

The primary objective of this session is to help participants arrive at a basic level of understanding about the factors that might be driving and/or inhibiting acceptance, usage or growth of GroupSystems in their organizations. A secondary session objective is to assist the group in developing a set of strategies that could help them exploit the driving factors and overcome the inhibiting ones.



IN A WORLD OF PEOPLE,TECHNOLOGY CAN MAKE

THE DIFFERENCE



GroupSystems Worldwide Conference ‘99Group Support Technology - Endangered Species

VanishingGroupSystems Facilities

(Fixed/Portable/Virtual)

VanishingGroupSystems Facilities

(Fixed/Portable/Virtual)


GroupSystems Worldwide Conference ‘99Environmental Protection for GroupSupport

Market Transformation& Understanding(Not Better Technology)

Market Transformation& Understanding(Not Better Technology)


TECHNOLOGY PRODUCTDEPLOYMENT APPROACH

IMPLEMENTING A GROUPWARE PRODUCT



Computer-SupportedSessions

Computer-SupportedSessions

ClientManagement

ClientManagement

Benchmarks &Measures

Benchmarks &Measures

StakeholderManagement

StakeholderManagement

PracticeIntegration

PracticeIntegration

OrganizationCommitment

OrganizationCommitmentOrientationOrientation

Oversight / Supporting Organization(s)

EMSFacility

Marketing(Open House)

DistributedSessions

TechnicalInfrastructure

ProductCertification

FacilitatorTraining

TechnicalSupport

TechnographerTraining

ProcessIntegration

Integration withOther Tools

TECHNOLOGY PRODUCT MODEL - 3*FOR ELECTRONIC MEETING SYSTEMS

ExecutiveSupport


Characteristics

Sponsorship, understanding, utilization and endorsement by a Technology-Oriented Organization

Coordination, oversight and management by a Technology-Oriented Organization

Strengths of the Technology-Oriented Organization(s) are a good match with the skills required to manage and support technology and technology products

Services are provided within Technology-Oriented Organization and to narrower segments of greater organization

Utilization is driven by (or limited by) Technology-Oriented organization’s goals & objectives

Partnership with business or people-oriented organization(s) for support in marketing,, training, delivery etc. of service is incidental

Electronic Meeting System tools integrated into specific business processes ad hoc

TECHNOLOGY PRODUCT APPROACHFOR ELECTRONIC MEETING SYSTEMS


ENABLING TECHNOLOGYDEPLOYMENT APPROACH

BUILDING ACENTER OF COMPETENCY



StakeholderDevelopment & Management

CENTEROF

COMPETENCY

Operational Oversight& Coordination

ExecutiveSupport & Advocacy

Orientation

Fixed/Portable/VirtualFacility

Technical InfrastructureInternal & External

Market Development

Client Development & Management

Technical Support Partnership

Enabling TechnologyProduct Deployment

Integration With OtherApplications / Technologies

Benchmarking & Measurement Session Leader Development

Public Relations &Communication

Process Integration

CENTER OF COMPETENCY MODEL (TOP)*FOR COMPUTER-SUPPORTED COLLABORATION

Practice Integration

Program orProject

Excellence

Program orProject

Excellence


Characteristics

Sponsorship, understanding, utilization and endorsement by Executive Management

Oversight and coordination by business or people-oriented organization

Strengths of Oversight Partners (from Organizations) are a good match with the skills required to manage the Center of Competency

Strategic services marketed and delivered to broad segments of the greater organization

Utilization driven by greater organization’s goals & objectives

Planned partnership with technology support organization such as (I/T, I/S, Office Automation, etc.)

Computer-Supported Collaboration positioned as integral support to greater organization’s business practices

CENTER OF COMPETENCY APPROACHFOR COMPUTER-SUPPORTED COLLABORATION


STAKEHOLDERDEVELOPMENT

& MANAGEMENT

Resourcesfor Support

Mutual Recognitionof Benefit and Value

Common Interest inSustained Usage

Project & ProgramOwnership

STAKEHOLDER MANAGEMENT MODELFOR COMPUTER-SUPPORTED COLLABORATION

Usage AcrossOrganization Boundaries

Broadly-Based,Joint Oversight


Advantages: Shared interest (stake) in success

Multiple channels of support

Leading by example - collaboration (partnering) at higher levels

Direct access to key projects and core processes

Risks of not doing: Duplication of effort or un-coordinated activities

Weak or unclear oversight

Inevitable demise due to loss of champion or key individual

STAKEHOLDER MANAGEMENTFOR COMPUTER-SUPPORTED COLLABORATION


MARKETING MODELFOR COMPUTER-SUPPORTED COLLABORATION

INTERNAL& EXTERNALMARKETING

Client EducationEvents

OpportunityAssessment

Client NeedsAnalysis & Assessment

Orientation

Benefit, Cost & ValueAnalysis

Client Development& Management

Benchmarking& Measurement

Public Relations& Communication


MARKETINGFOR COMPUTER-SUPPORTED COLLABORATION

Advantages: Stakeholders are also clients

Better understanding of client needs

Insight into client motivation for initial and repeat usage

Discovering unrecognized or unmet client needs or new ways to use

Risks of not doing: Difficult time building extensive client base

Best kept secret in the organization

Not used to resolve most critical problems


CLIENT MANAGEMENT MODEL*FOR COMPUTER-SUPPORTED COLLABORATION

CLIENTDEVELOPMENT &

MANAGEMENT

Client Project & Program Issues

Client Process Issues

Client Relationships

Internal & ExternalClients


Client Expectations

Process Integration

Internal & ExternalMarket Development


StakeholderDevelopment

& Management


CLIENT MANAGEMENTFOR COMPUTER-SUPPORTED COLLABORATION

Advantages:– Selling projects & programs instead of sessions

– Managed client relationships

– Exceeding client expectations becomes standard

– Repeat business with repeatable work processes

Risks of not doing:– Incidental client engagements or special events

– Low perception of quality and/or value by client

– Inconsequential repeat business


PRACTICE INTEGRATION MODELFOR COMPUTER-SUPPORTED COLLABORATION

PRACTICEINTEGRATION

Client Practice AreaBusiness Area Best Practices


Integration withOther Applications /

Technologies

Session LeaderDevelopment


Process Integration Benchmarking& Measurement


Enabling TechnologyDeployment


PRACTICE INTEGRATIONFOR COMPUTER-SUPPORTED COLLABORATION

Advantages:– Positioned as strategic business tool

– Accepted and used across practice areas

– Supports organizational goals

Risks of not doing:– Silos of expertise and usage

– Seen as the latest “initiative of the month” (quarter, year, etc.)

– Seen as a solution looking for a problem


SYSTEM INTEGRATION MODELFOR COMPUTER-SUPPORTED COLLABORATION

INTEGRATIONWITH

OTHER APPLICATIONS/TECHNOLOGIES

ClientProject Needs

ClientProcess Requirements




Process Integration




SYSTEM INTEGRATIONFOR COMPUTER-SUPPORTED COLLABORATION

Advantages:– Extends capabilities of use beyond current EMS tool constraints

– Brings focus to future EMS enhancements

– May discover process innovations

Risks of not doing:– Current EMS limitations may be a barrier to client usage

– Failure to exploit technology


BENCHMARKING MODELFOR COMPUTER-SUPPORTED COLLABORATION

BENCHMARKING&

MEASUREMENT

Client Project& Program Issues

Client ProcessIssues

Process Integration



ProcessImprovements

Measures, Benefits,Costs, Values

PracticeIntegration


BENCHMARKINGFOR COMPUTER-SUPPORTED COLLABORATION

Advantages:– Understand benefits/values for clients

– Focus on most significant improvements

– Audit trail of process improvements

– Repository of process metrics

Risks of not doing:– Under-charge or over-charge (budget) for services

– Difficult to justify cost of EMS as adding any value

– Cannot demonstrate continuous progress


CENTER OF COMPETENCYDEPLOYMENT STRATEGIES



Enterprise-Wide Deployment: One or more senior-level executives understand the potential for major

transformation offered by Computer-Supported Collaboration and it is adopted as a major strategy (not initiative) for change.

Staged Deployment: Computer-Supported Collaboration is deployed using a more conservative

approach. Stakeholders identify groups more likely to succeed, then select appropriate projects / sessions for those groups. The scope of deployment throughout the Enterprise may expand as more successful projects / sessions are completed.

Departmental Deployment: Computer-Supported Collaboration is explored as a solution to a particular

localized project / session. Departmental stakeholders may be able to “convert” additional stakeholders at their level but would need to develop substantial Executive support and advocacy for Enterprise-Wide acceptance.

DEPLOYMENT STRATEGIESFOR COMPUTER-SUPPORTED COLLABORATION


Experimental Pilot Phase: Low risk pilot projects / sessions confirm that Computer-Supported

Collaboration would be useful under the best possible circumstances.

Expanded Pilot Phase: Pilot projects / sessions involve more complex issues and establish the

organization’s effective use of and commitment to Computer-Supported Collaboration.

Critical Mass Phase: Computer-Supported Collaboration is widely used throughout the organization,

and issues of oversight, infrastructure, accessibility and cross-functional barriers have been resolved.

Transformation Phase: A highly visionary phase, where everyone has access to shared workspace and a

clear sense of purpose. Groups become self-managed and leadership is shared.

DEPLOYMENT PHASESFOR COMPUTER-SUPPORTED COLLABORATION


StakeholderDevelopment & Management

CENTEROF

COMPETENCY



Orientation


Technical InfrastructureInternal & External

Market Development

Client Development & Management

Technical Support Partnership

Enabling TechnologyProduct Deployment

Integration With OtherApplications / Technologies

Benchmarking & Measurement Session Leader Development

Public Relations &Communication

Process Integration

CENTER OF COMPETENCY MODEL (TOP)*FOR COMPUTER-SUPPORTED COLLABORATION


Program orProject

Excellence

Program orProject

Excellence


STAKEHOLDERAUDIENCE

STAKEHOLDERAUDIENCE

STAFFAUDIENCE

STAFFAUDIENCE

EXECUTIVEAUDIENCE

EXECUTIVEAUDIENCE


Client Development& Management Practice IntegrationPractice Integration

Public Relations & Communications


Process Integration



TechnicalInfrastructure

Technical SupportPartnership


Integration with OtherApplications/Technologies



Orientation

Stakeholder Development& Management




CENTER OF COMPETENCY MODEL (SIDE)*FOR COMPUTER-SUPPORTED COLLABORATION



ENTERPRISE-WIDEDEPLOYMENT

STRATEGY

One or more senior-level executives understand the potential for major transformation offered by Computer-Supported Collaboration and it is adopted as a major strategy for change.



STAKEHOLDERAUDIENCE

STAFFAUDIENCE

EXECUTIVEAUDIENCE

EXECUTIVEAUDIENCE



EXECUTIVE AUDIENCE FOCUSFOR ENTERPRISE-WIDE DEPLOYMENT

OrientationOrientation





Practice IntegrationPractice Integration




STAKEHOLDERAUDIENCE

STAKEHOLDERAUDIENCE

STAFFAUDIENCE

EXECUTIVEAUDIENCE










STAKEHOLDER AUDIENCE FOCUSFOR ENTERPRISE-WIDE DEPLOYMENT



STAKEHOLDERAUDIENCE

STAFFAUDIENCE

STAFFAUDIENCE

EXECUTIVEAUDIENCE








STAFF AUDIENCE FOCUSFOR ENTERPRISE-WIDE DEPLOYMENT





STAKEHOLDERKEY PROGRAMS, PROJECTS &

CORE PROCESSES


CORE PROCESSES

STAKEHOLDER PROJECT AREAS - I FOR ENTERPRISE-WIDE DEPLOYMENT

Marketing R & D•Distribution Channel Strategy•Product Positioning

Marketing R & D•Distribution Channel Strategy•Product Positioning

Strategic Planning•SWOT Analysis•Opportunity Assessment

Strategic Planning•SWOT Analysis•Opportunity Assessment

Organization Development•Capability Assessment•Team Development

Organization Development•Capability Assessment•Team Development

Human Resources•Candidate Evaluation•Stress Analysis

Human Resources•Candidate Evaluation•Stress AnalysisRe-engineering

•Process Modeling•Functional Decomposition

Re-engineering•Process Modeling•Functional Decomposition

Manufacturing•Capacity Planning•Production Scheduling

Manufacturing•Capacity Planning•Production Scheduling


STAKEHOLDER PROJECT AREAS - II FOR ENTERPRISE-WIDE DEPLOYMENT

Information Technology•Joint Application Design (JAD)•Information Strategy Planning

Information Technology•Joint Application Design (JAD)•Information Strategy Planning

Purchasing•RFP Evaluation•Vendor & Contract Selection

Purchasing•RFP Evaluation•Vendor & Contract Selection

Product R & D•New Product Concepts•Packaging Design

Product R & D•New Product Concepts•Packaging Design

Quality Management•Customer Focus Groups•Product Quality Measurement

Quality Management•Customer Focus Groups•Product Quality MeasurementLogistics/Distribution

•Material & Information Flow•Supply Chain Analysis

Logistics/Distribution•Material & Information Flow•Supply Chain Analysis

Finance•Pre-Approval Audits•Financial Policy Analysis

Finance•Pre-Approval Audits•Financial Policy Analysis STAKEHOLDER

KEY PROGRAMS, PROJECTS &CORE PROCESSES


CORE PROCESSES


STAKEHOLDER PROJECT AREAS - III FOR ENTERPRISE-WIDE DEPLOYMENT

Performance Management•Standards Development•Performance Assessment

Performance Management•Standards Development•Performance Assessment

Training•Needs Analysis & Assessment•Program Evaluation

Training•Needs Analysis & Assessment•Program Evaluation

Ideation/Creativity•“Out-of-the-Box” Thinking•Visioning

Ideation/Creativity•“Out-of-the-Box” Thinking•Visioning

Merger Re-Organization•Resource Re-Alignment•Systems Re-Design

Merger Re-Organization•Resource Re-Alignment•Systems Re-DesignCompetitive Intelligence

•Behavioral Analysis•Environmental Analysis

Competitive Intelligence•Behavioral Analysis•Environmental Analysis

Military•Disinformation Strategy•Operational Needs Analysis

Military•Disinformation Strategy•Operational Needs Analysis STAKEHOLDER



CORE PROCESSES


STAKEHOLDER PROJECT AREAS - IVFOR ENTERPRISE-WIDE DEPLOYMENT

Conflict Resolution•Problem Identification•Organizational Politics Analysis

Conflict Resolution•Problem Identification•Organizational Politics Analysis

Education•Collaborative Authoring•Distributed Learning

Education•Collaborative Authoring•Distributed Learning

Environmental Impact•Causal Analysis•Community Town Meetings

Environmental Impact•Causal Analysis•Community Town Meetings

Sales Planning•Territory Analysis & Alignment•Customer Profitability

Sales Planning•Territory Analysis & Alignment•Customer ProfitabilityRisk Management

•Strategy Failure Analysis•“OST” Planning

Risk Management•Strategy Failure Analysis•“OST” Planning

Change Management•Organization Climate Analysis•Transition Planning

Change Management•Organization Climate Analysis•Transition Planning STAKEHOLDER



CORE PROCESSES


END

Paul Collins - Jordan-Webb3700 W Devon Avenue

Suite F

Lincolnwood, IL 60712

Bringing 20/20 Vision to Computer-Supported Collaboration

E-mail: [email protected]

Phone Fax

Jordan-Webb Office: (847) 673-2288 (847) 673-9322

QDI Strategies Office: (312) 739-2020 ext. 231 (312) 739-2017

ENTERPRISE DEPLOYMENT OFCOMPUTER-SUPPORTED COLLABORATION

strategies for integrating group support technology into group work

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