ME2: Horizontal Collaboration
« I have been using the term “Horizontal Collaboration” recently to describe to colleagues a key objective of our Enterprise 2.0 efforts €“ better enabling cross-silo community collaboration. This illustration also incorporates Andrew McAfee’s E2.0 Target Analysis concept to demonstrate the opportunity of encouraging culture and technology to better enable Horizontal Community Collaboration €“ significantly higher throughput of converting Potential Ties into Weak and Strong ties. »
2020 Social Decoding The Social In Social CRM Workshop Mar 2010
How John Chambers Learned to Collaborate at Cisco
« Chambers created the following 5 pillars to drive collaboration, an approach we can all learn from. These amount to what I call disciplined collaboration in my book Collaboration: focus on business value, tear down barriers, and create a new organization architecture. (Full disclosure: last autumn I met with the top 50 leadership team at Cisco to discuss collaboration; the information here is all from public sources, however). «
1. Change leadership style.
5. Use new social media tools.
« In the spring of ’08 we recognized we could tap a $10 billion opportunity by better serving organizations with fewer than 100 employees. In less than two quarters, the Council was formed and shifted $ 100 million budget and some 500 engineering, marketing, sales and services headcount to focus on that market. »
Has Extrinsic Motivation Left the Building?
« “I don’t motivate my players. You cannot motivate someone, all you can do is provide a motivating environment and the players will motivate themselves.” Phil Jackson, coach of the L.A. Lakers
I have always been a big P4P €“ pay for performance €“ guy. Rewarding Employees for every increase in performance seemed to be the way to go. Now, not so much. As the Great Recession sweeps away the remaining vestiges of the Industrial Economy’s Command & Control style of management (yeah, I know C & C has made a come back €“ as dictatorial practices always do in times of great fear and uncertainty – but it’s only temporary), it is becoming more apparent that the way we compensate for performance is archaic (i.e. paying Employees an hourly wage to perform tasks only leads to Employees taking more time to perform the task or more supervision to ensure they will not take more time to perform the task). »
Social Software Adoption
Why Enterprise 2.0 Will Fail
« The case for E2.0 inside the firewall is considerably more difficult. As Tom Davenport points out, is essentially the case for what used to be called Knowledge Management, or KM. The term KM fell out of favor with consultants and analysts because it didn’t deliver enough of these benefits. There are a lot of folks hoping that flexible, easy-to-use “2.0€³ applications might succeed where centrally managed KM failed.
But it likely won’t, because most E2.0 vendors are doing it wrong.
If the #1 benefit is personal knowledge management, why are all the big players selling to the CEO, CIO, and IT departments? Where are the tools targeting individual knowledge workers? »
Companies don’t think they can make money from ordinary people anymore.
Or €” the most common reason I’ve heard €” is simply that employees don’t expect to pay for software they use at work.
Software vendors fear to challenge the hegemony of the Office Suite, afraid that they will suffer the fate of Word Perfect or Netscape or any number of other products and vendors that have tried, and failed, to break Microsoft’s lock on desktop computing.
While promising to help individuals with their daily flow of information, they live in fear of deploying software to workstations and laptops, where all information is received and all the work is actually performed.
SharePoint Governance Process Saves Home Redecorating Project
« My definition goes:
Website governance uses people, policy, and process to resolve ambiguity, manage short- and long-range goals, and mitigate conflict within an organization. «
To Improve Performance, Audit Your Employees’ Emails
I’ve found that the most powerful approach is also the simplest: make email an intrinsic part of performance reviews. Insist that colleagues and subordinates better evaluate their email so that you may better evaluate their performance. There are few better proxies for assessing how well individuals are communicating, on task and on target, than the digital missives they send in order to get their work done.
Email wasn’t a medium of communication; it was a mechanism for referral. The larger issue was that this person was so intent on being « comprehensive » that they avoided getting to the essence of what their colleagues asked for and needed in the moment.
I’m not so tech-naive to constrain this performance review technique to email alone. Firms using wikis, blogs, internal Facebooks, and other digital media for coordination and collaboration should similarly broaden the purview of their performance reviews.
How Will You Manage?
Social Tagging and the Enterprise: Does Tagging Work at Work?
« People are also different on the Web vs. the enterprise. One of the big success factors in many Web 2.0 approaches is population size. A Forrester study showed that 16-18% of users between 18-40 have tagged Web content. 16-18% is a lot when you consider the millions and millions of people who surf the Web, but not a lot in the context of a 30 person work team or a 500 employee company. Recent case studies published from MITRE and BUPA indicate that the level of participation in the enterprise tends to be more around 10% of users. People at work also have less time and motivation to participate in social software: they are focused on deliverables and deadlines and do not often have the spare time or incentive to focus on sharing and tagging information. They also have more concerns about privacy and security, given that their tags and tagging profile may be made visible to other employees. »
The Evolution and Key Success Factors of Web 2.0 in the Enterprise
« This morning I did the opening keynote at IBM’s Collective Intelligence BusinessSphere conference in Melbourne. It was designed as a brief and punchy opener to provide a big-picture context to what collective intelligence means for organizations and the key success factors. »
Connect + Develop with Procter & Gamble
As Vice President, External Business Development, Jeff Weedman leads a team of over 50 P&G “trailblazers” who search the globe for open innovation opportunities in engineering, technology, trademarks, packaging and more. Weedman recently shared his company’s secrets on open innovation success with IdeaConnection.com.
This Time It’s Personal
« While enterprise software projects tend to be binary – they are either launched to become the default single solution or they fail during development and pre launch – the less structured and elective use world of collaboration technologies is arguably much harder to debut and get people to show up and use. »
Lack of clear strategic intent, purpose and goals inevitably results in individuals continuing to interact and operate in their own best personal interests, to get things done in their most efficient way, and ignore any new solutions.
Lack of clarity or intent around usage patterns can result in ad hoc uptake of enterprise collaboration systems that typically peak and then wane, having briefly been fashionable.
Driving enduring usage requires clear understanding of structure, clearly communicated goals, demystification and training to succeed.
» 1. Communities should be independent of organization structure; they are based on what members want to interact on.
Communities are different from teams; they are based on topics, not on assignments.
Communities are not sites, team spaces, blogs or wikis; they are people who choose to interact.
Community leadership and membership should be voluntary; you can suggest that people join, but should not force them to.
Communities should span boundaries; they should cross functions, organizations, and geographic locations.
Minimize redundancy in communities; before creating a new one, check if an existing community already addresses the topic.
Communities need a critical mass of members; take steps to build membership.
Communities should start with as broad a scope as is reasonable; separate communities can be spun off if warranted.
Communities need to be actively nurtured; community leaders need to create, build, and sustain communities.
Communities can be created, led, and supported using TARGETs: Types, Activities, Requirements, Goals, Expectations, Tools. »
Positioning with other IT systems: the liquid nature of Enterprise 2.0
« Emergent Social Software Platforms (ESSP) are now at the doorstep of the enterprise. The question one may ask is : how does it fit alongside the already existing Enterprise IT systems. »
8 Guiding Principles for Pilot Programs: A Key for Enterprise 2.0
Realizing the Benefits of Enterprise 2.0
« Last Tuesday, I co-presented a live broadcast on « Realizing the Benefits of Enterprise 2.0 » with Andy Mulholland, the Global CTO of Capgemini. From my perspective, it was a very enjoyable webcast with a highly interactive format as Andy and I discussed best practices for adopting an Enterprise 2.0 strategy and more importantly, highlighted key customer examples showing how it can be done today. If you missed the webcast, you can catch a replay here. «
A: There is no easy answer here. Some of the approaches that I have seen work well include:
Integrate use of E20 technologies into employees’ day-to-day activities and workflows
Senior leaders model/champion technology
Provide informal incentives (e.g. expertise rating/recognition) for meaningful contributions
Integrate E20 approaches with other modes of customer/partner interaction
If you already measure your key processes, then by using E20 tools, you can measure the delta improvements in pilot deployments which, when combined with qualitative user feedback, can form the basis of a business case for larger deployments.