1. Slides for HCL David Coleman Managing Director
Collaborative Strategies, Inc.
March 23, 2012

2. David Coleman
Founder and managing director of Collaborative Strategies, Inc
Author: of 4 books on collaboration
Speaker. blogger, article and column writer, industry analyst (Collaboration)
Industry Analyst for 20 + years. Consulting and advisory services: Help end-user organizations using collaborative tools to spend less and get more.
E-zine (Profitable Collaboration)
Twitter
Skype: ddcoleman

3. ©2012 Collaborative Strategies
Upcoming Book by David
©2012 Collaborative Strategies

4. My Message Don’t be satisfied with poor collaboration !
Poor collaboration leads to broken relationships, which cost you way more than you think!
Make a shift to holistic collaboration
I have a way to do it!
©2010 Collaborative Strategies

5. This is MY mission Why do I do this?
Shifting to better collaboration can change the world!
©2010 Collaborative Strategies

6. ©2012 Collaborative Strategies
Collaborative Levels
Collaboration
High
Cooperation
Level of purpose or Goal
Coordination
Communication
Conversation
Low
Low
Level of Commitment
High
©2012 Collaborative Strategies

7. ©2008 Collaborative Strategies
4 Benefits of Collaboration
Saving time or money ( most tangible)
Increasing quality (tangible, but less so)
Innovating and/or providing decision support (tangible but less than quality)
Easing access to and interactions with subject-matter experts (intangible)
©2010 Collaborative Strategies
©2008 Collaborative Strategies 7 7

8. Evolution of collaboration and Crowd-based Business

9. Collaborative Technology
Stages of Evolution for Collaboration in the Enterprise
Stages of Adoption
Collaborative Technology
Example
Technology
Stage 1: Traditional Collaboration
Telephone
Face-to-face meetings
Stage 2: Specific Applications
Audio, video, and data conferencing
EIM, IM, Chat, and presence detection
Virtual team spaces (VTS) PBWorks, Central Desktop
Stage 3: Collaborative Proliferation
Multiple audio, video, and data conferencing tools
Skype,
GoToMeeting, WebEx, FuseMeeting, etc
Stage 4: Consolidation
Standardize on SIP/Simple or XMPP
One client for all IM clouds
Common Virtual Team Space for everyone
Stage 5: Virtual Work Environment
Standard tools in place (real estate)
Integration with mobile environments
Standard desktop and Web interface for anyone
©2010 Collaborative Strategies 9

10. Holistic Collaboration
80%
Process
People
Team
Performance
Space
Technology
20%
©2012 Collaborative Strategies 10 10

11. Trends in Collaboration -2012
10 Predictions for 2012
Broken Meetings are changing
From Teams to Crowds
Public Clouds, Private Clouds, Collaborative Clouds
The Nature of Work is Changing
5. Reinventing the collaborative supply chain
©2012 Collaborative Strategies

12. Trends in Collaboration - 2012
6. BYOD: The Changing Nature of Video conferencing;
7. The Consumerization of Project/Task Mgt.
8. Rise of the Collaborative Frankenstein
7. Moving from Change Mgt. to Community Mgt.
8. Smarter social CIOs
9. From saving to growing
10. Growing new Collaboration Metrics
©2012 Collaborative Strategies

13. The Collaborative Shift
Shift Happens!!
Necessary for collaboration and relationship success!
©2010 Collaborative Strategies

14. Collaboration and the CIO
Most IT organizations and collaboration
1- Someone in IT decides a specific technology is cool and everyone should have it (no consultation with business units)
2- Business unit has a need and goes around IT
3- IT tries to accommodate the BU and does an exhaustive and expensive comparison of tools
4- Enlightened CIOs have BYOD strategies and see themselves as internal consultants
©2012 Collaborative Strategies

15. ©2012 Collaborative Strategies
BYOD
The device, set to be marketed by Motorola and Verizon in the third quarter of 2012 allows the user to control and see his computer remotely. It will have video, bluetooth, wi-fi, GPS and cellular capability and is expected to have broad applications in the law enforcement, medical and manufacturing fields before going into the consumer market.
©2012 Collaborative Strategies

16. 20 - 40% of performance is determined by the quality of people’s relationships
Harvard and MIT University of Amsterdam and Carnegie Mellon DeDreu Weingart JAP.pdf - table 3 and the section marked Conclusions and General Discussion Warwick Univeristy and Proudfoot Consulting Alexander.pdf - page 13, figure 1.6
©2010 Collaborative Strategies
Bruce Lewin, fourgroups.com

17. ©2012 Collaborative Strategies
Problem
Relation-
Ships!
©2012 Collaborative Strategies

18. ©2012 Collaborative Strategies
Bad relationships can create the following problems
Costa Concordia
©2012 Collaborative Strategies

19. ©2012 Collaborative Strategies
Time wasted on conflicts and disputes
©2012 Collaborative Strategies
Bruce Lewin, fourgroups.com

20. ©2012 Collaborative Strategies
Low performance
©2012 Collaborative Strategies
Bruce Lewin, fourgroups.com

21. ©2012 Collaborative Strategies
Low levels of engagement and retention
©2012 Collaborative Strategies
Bruce Lewin, fourgroups.com

22. ©2012 Collaborative Strategies
Silos and communication problems
Bruce Lewin, fourgroups.com
©2012 Collaborative Strategies

23. ©2012 Collaborative Strategies
Dropping Bottom Line
©2012 Collaborative Strategies

24. How Collaborative Intelligence Helps
Conflict reduction
Clearer communication
Willingness to work with others (and know how)
High engagement and attention
More productivity = more revenue
©2012 Collaborative Strategies

25. Collaborative Intelligence (CQ)
IQ – Intelligence Quotient
EQ – Emotional Intelligence
©2012 Collaborative Strategies

26. ©2007 Collaborative Strategies
EQ - Components
Recognizing and managing your emotions
4 components:
Self Awareness – understanding self
Self Management – Control of self
Social Awareness – organization, empathy, taking responsibility
Relationship Management - leadership, change agent, managing conflict, high performance teams (closest to CQ)
©2007 Collaborative Strategies

27. ©2007 Collaborative Strategies
CQ Value and Benefits
Hire employees with collaborative skills
Assess teams that are working/not working and find out why
Determine if some type of training is necessary to get the collaborative outcome you want
Benchmark against other companies and teams
©2007 Collaborative Strategies

28. ©2012 Collaborative Strategies
CQ Components
Goal: to determine how collaborative a person is. What is their potential for collaboration, where might they have problems? 4 Scales: Sharing: Implementing Mindset Technology
©2012 Collaborative Strategies

29. Exercise # 3: TCEP (handout)
©2010 Collaborative Strategies

30. Scale 10 - 60 = poor 61 – 80 = Good 81 – 100 = Excellent
U.S. average = 55
Asia average = 65
©2010 Collaborative Strategies

31. 3 Criteria for Good Collaboration Tools
Use the right tool for the right interaction
Collaboration tools should be easy!
( 1-2 clicks to do anything)3
3. Collaborative tools should not get in the way of the conversation!
How do you choose the right tool?
©2010 Collaborative Strategies

32. Are You Using the Right Collaboration Tools to Solve the Wrong Problem?
©2010 Collaborative Strategies

33. Changing Organizational Structures
Hierarchical
Fishnet
Matrix
©2012 Collaborative Strategies

34. Future work organization
Core group > 100 includes:
Company Management
R&D management
Operations management
Marketing
Outsourced:
Sales IT HR
Supply chain
©2007 Collaborative Strategies

35. Critical Processes with Collaborative Leverage
Sales & marketing (proposal development)
Customer service/support (exception handling)
R&D (new product development)
Value network management/relationships with external organizations, DPM, and project management (exception handling)
Training (internal and external)
Decision support/crisis management
RD: Excellent points - is it possible to expand to individual slides, other than NPD?

36. What is a Crowd (and why is it important to business)
I have defined Goal Driven Crowd as:
“a coordinated network that drives an outcome, task or goal which has business value”
RD: Maybe better to call it something like “Goal-driven Crowd”
©20012 Collaborative Strategies

37. Dunbar’s # = number of social relationships = 150
RD: great slide
Crowd Corollary Value = O(T*E / ATP ) Engagement drives network value
Metcalfe’s Law

38. The Energy of Commitment
©2007 Collaborative Strategies

39. E.F.F.E.C.T.S. (methodology)
Effect  means 'the result or consequence of some action or process’
Engage- Determine relationship health (TCEP)
Focus– Resources for greatest ROI?
Find –Initial metrics
Examine- What happened in the limited deployment
Craft- Strategy to enroll the organization
Technology- Determine appropriate technologies
Support – hand holding for successful implementation
©2010 Collaborative Strategies

40. E.F.F.E.C.T your collaborative shift to relationship profitability
Engage – Corporate Relationship Health test
Focus- Resources for greatest ROI
Find- threshold metrics, pilot group
Examine – initial pilot deployments and “final” metrics
Craft – strategy for enrollment
Technology- infrastructure and organizational alignment
E -TCEP mini assessment, full assessment, workshop Agreements & virtual teams
F- OntheSystem, (collaborative leadership framework), FourGroups (relationship mapping), Mind Alliance (Information flow mapping)
F- Process cycle time, other performance indicators
E- Performance indicators, ROI
C- The Collaboration Game, Collaboratory, BTG
T – OnTheSystem, training, workshops
©2010 Collaborative Strategies

41. Costs of Not Doing It Slip in market share Lower bottom line (revenue)
Slower time to market
Lower product/service quality
Broken partnerships
Loss of critical talent
Loss of long term customers/clients
Less agility and responsiveness
©2010 Collaborative Strategies

42. Some new holistic collaboration tools
Graphical Relationship Mapping:
©2010 Collaborative Strategies

43. Information Flow Analysis – Mind Alliance
Sharing commitment networks between individuals, roles, organizations
Geo-naming and mapping
Detection of required sharing agreements
Overall plan evaluation
(more...)
Copyright (C) 2010 Mind-Alliance Systems. All Rights Reserved.

44. Belief Map from Rational Decisions Inc.
VL L M H VH VH H M L VL
Wendy Smith
Pam Jones
Tom Cruse
Tamika Ward
(Bad) Satisfaction Evaluation (Good)
Bill Walters
I am uncertain because
I have never seen this
engine configuration.
Rodger Anton
(Uncertain) Knowledge (Certain)
Copyright © 2010 by Robust Decisions Inc,

45. Collaboration Game Document and improve one or more processes.
Open a new market
Solve a supply-chain issue
Develop a new product or service
Align strategic plan
©2010 Collaborative Strategies

46. ©2012 Collaborative Strategies

47. ©2012 Collaborative Strategies
Contact information- David
@dcoleman100 on Twitter
LinkedIn Profile
(office)
(cell)
©2012 Collaborative Strategies