Chapter © 2012 Pearson Education, Inc. Publishing as Prentice Hall

13-2 Virtual interaction is becoming the rule of today’s workplace. Today, a large percentage of employees accomplish their daily work done through collaboration technology (e.g., , instant messaging, video conferencing, Twitter, Facebook).

© 2012 Pearson Education, Inc. Publishing as Prentice Hall 13-3 Business and IT managers struggle to quantify the real value of collaboration. Collaborative software represents one-fifth of most organizations’ technology budgets, but business leaders are still uncertain of its business value.

© 2012 Pearson Education, Inc. Publishing as Prentice Hall 13-4 Top-line value Cost savingsEffectiveness Accessibility of people Accessibility of information Flexibility Potential business value from collaboration

© 2012 Pearson Education, Inc. Publishing as Prentice Hall 13-5 Top-line value The collaboration across an organization and with customers, suppliers, and other third parties, that will strengthen the ability to identify new business opportunities.

© 2012 Pearson Education, Inc. Publishing as Prentice Hall 13-6 Cost savings Collaborative technology facilitates the work of global and virtual teams by compressing work flows, reducing development costs, increasing communication and improving coordination.

© 2012 Pearson Education, Inc. Publishing as Prentice Hall 13-7 Effectiveness Collaborative technology is useful in integrating remote and mobile workers seamlessly into a team. It enables them to more effectively juggle a variety of commitments.

© 2012 Pearson Education, Inc. Publishing as Prentice Hall 13-8 Accessibility of people Collaborative technology facilitates the access to a broader range of skills, capabilities, resources and services.

© 2012 Pearson Education, Inc. Publishing as Prentice Hall 13-9 Accessibility of information Collaboration and its associated technology makes information much more accessible than before (e.g., information repositories).

© 2012 Pearson Education, Inc. Publishing as Prentice Hall Flexibility Flatter, more networked, and collaborative structures create a leadership environment that facilitates timely decision making and fluid workforces.

© 2012 Pearson Education, Inc. Publishing as Prentice Hall Who is Collaborating? What are they Collaborating on? How are they Collaborating? Where are they Collaborating? COMPLEXITYCOMPLEXITY Individuals Internal Teams Communities of Interest Organizations Customers and others Transactions Routine Activities Ad hoc, un- structured initiatives Innovation Dynamic, real time strategies On-site Virtual Mobile Global Electronic communication Electronic conferencing Electronic content creation & management Electronic management

© 2012 Pearson Education, Inc. Publishing as Prentice Hall People Strong communication skills are essential. Managers should create a collaborative environment, instead of solely monitoring productivity. Program Collaboration needs to be part of a coherent program to create and capture value, not just a series of stand-alone efforts. Processes Processes that support innovations and collaborative teams need to be developed. Platforms These are the tools, technologies, and standards that enable people to share data and to work together.

© 2012 Pearson Education, Inc. Publishing as Prentice Hall Communication --Collaborative technology (i.e., from voice mail to video) enables communication. --A single technology spectrum should support communication rather than separate components. --Communication technology should be ubiquitous, reliable, secure, and integrated.

© 2012 Pearson Education, Inc. Publishing as Prentice Hall Information access and management --An improved information processing capability includes accurate and visible information, manipulability, exchangeability and ease of information transfer. --An optimal number of databases, data management platforms, and intranets support this access.

© 2012 Pearson Education, Inc. Publishing as Prentice Hall Security and risk --IT function should ensure the balance between the openness required by collaboration and the risks involved. --Security must become more granular and principles based (i.e., developing policy on how to use social networking).

© 2012 Pearson Education, Inc. Publishing as Prentice Hall Technology integration --The more IT can achieve integration of data, applications, hardware, and software, the easier it will be to provide the information and tools needed to facilitate collaboration.

© 2012 Pearson Education, Inc. Publishing as Prentice Hall Develop a coherent vision 2. Plan for adaptation 3. Start with specific fundamentals 4. Establish principles of behavior 5. Gradually move beyond the firewall

© 2012 Pearson Education, Inc. Publishing as Prentice Hall Develop a coherent vision --Includes what the business wants to accomplish with collaboration and what types of technology would best support it. --Includes a unified strategy and business models, tools and experiments.

© 2012 Pearson Education, Inc. Publishing as Prentice Hall Plan for adaptation --IT function needs to develop the “flexing skills” to cope with dynamic collaboration. --The management of collaboration needs to be multidisciplinary and responsive to change.

© 2012 Pearson Education, Inc. Publishing as Prentice Hall Start with specific fundamentals --The start point for collaboration often lies in two specific fundamentals, information management and access. The organization should assess the existing gaps that hinder these fundamentals (e.g., office spaces).

© 2012 Pearson Education, Inc. Publishing as Prentice Hall Establish principles of behavior --Includes the development of a code of conduct to govern electronic communication and collaboration (e.g., policies and practices to achieve an effective work-life balance).

© 2012 Pearson Education, Inc. Publishing as Prentice Hall Gradually move beyond the firewall --Includes the identification of what information can and cannot be shared outside the organization’s boundaries.

© 2012 Pearson Education, Inc. Publishing as Prentice Hall Collaboration is a complex concept with uncertain benefits and requires major organizational changes. Effective collaboration does not depend solely on implementing more collaborative software, but it requires a proactive and holistic strategy that integrates business goals and technology potential.

© 2012 Pearson Education, Inc. Publishing as Prentice Hall Copyright © 2012 Pearson Education, Inc. Copyright © 2012 Pearson Education, Inc. Publishing as Prentice Hall