Collaboration Trends and Strategy Approaches for 2016
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Transcript of Collaboration Trends and Strategy Approaches for 2016
‹#›Confidential
Social Collaboration Trends and Strategy Approaches for 2016
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Dion HinchcliffeChief Strategy Officer, 7SummitsZDNetSocial Business By Design
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What will the digital/socialworkplace look like?
What will it mean?
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Latest Digital/Social Workplace Trends, Part 1
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Mobile-First, Mobile-Only
Cognitive Supported Collaboration
Next-Gen Remote
Presence
Strategic Community
Management
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Latest Digital/Social Workplace Trends, Part 2
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Wearables, Augmented, Virtual Reality
Modern Digital
Management Practices
The Designed Digital Workplace
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Latest Digital/Social Workplace Trends, Part 3
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Large Scale Integrated
Digital/Social Work Experiences
Digital Employee Programs
(CoE, NoE)
The Messaging “Cambrian Explosion”
#Collaboration#EmployeeEngagement
aimed at high value business
processes#FieldEnablement
#Sales #Operations
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Wearable Work Tech
Hitachi Business Microscope
how wearables and collaboration converge Microsoft HoloLens
Enterprise Smart Watches
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Mobile Collaboration and Messaging is Exploding
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Giving Rise to The Collaboration Paradox
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“The More Tools We Have, The Less Connected We Are”
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Ultimate, Orgs End Up Connecting All These Communities
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What the Enterprise Collaboration Really Looks Like Today
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A Larger Scale Approach To Address Tool Proliferation
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point-to-point
team, department,
project
enterprise-wide
all stakholders,internal and
external
Hub B
Hub A
A Multilayered Collaboration Strategy
supportinglayer
AppA
AppD
AppG
AppF App
H
AppE
AppC
AppB
AppI
search
compliance
analytics
records retention
backup security
community management governance
a mass collaboration platform, such as ESN or online community that integrates well
a team-scalecollaborationplatform that
integrateswell
Customers
Partners
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What About Portals and Intranets?
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“Lack of current and relevant content is the most common complaint executives have of their corporate Intranet site.”
- Bob Summers, CIO, ABC Co., 2016
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Multilayered Collaborative Enablement
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LOW IMPACT INTRANET SOCIAL INTRANET
Publish everything centrally Let the network do the work
Budget spent on design Budget spent on engagement
Information management Community management
One central platform Embrace users everywhere
Focus on gloss, brand Focus on user experience
Information directory Enablement of knowledge sharing and collaboration
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Top Success Factor: Strategic Community Management
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Community Management Critical for Social Success
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Number of #cmgrs You Should Have by Org Size
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Community Management as a Service Key Events• Orgs discovering a
paucity of community management resources
• Rise of social media and community in many business functions
Why to Prioritize• A cost-effective way to
ramp up vital resources to make social engagement successful
• Faster way to increase capabilities for managed digital engagement without having to find and hire professional community managers
Community Management as a Service
Social Business Expertise and Support Network
Social Platform
CM Best Practices
Case Mgmt
SecureAccess Analytics
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Our Specific Approach: APEX Framework
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7SummitsMOTIVATION
GOAL: CREATING A BETTER WORKPLACE | HIGH PERFORMANCE
• New modes of work & management: Work pods, open business processes, networked team structures, digital communities, purpose-driven collaboration
• New digital tools: Enterprise social networks, ideation systems, enterprise app stores, social CRM, lightweight collaboration tools, unified communications, next-gen CMS/DMS
• Supporting capabilities: Community management, automated compliance safety nets, social media/collaboration center of excellence, collaborative literacy programs, enterprise architecture, a great user experience
• Goals and roadmap: Leadership guidance and guardrails, yearly business objectives
• Change management: Business process redesign, stepped transformation of the business, managed impact
7SummitsDIGITAL TECHNOLOGIES
HOW THE DIGITAL WORKPLACE IS SHIFTING
7SummitsA FULLY REALIZE VIEW OF COLLABORATION
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Another Way of Looking at the “To Do List”
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Creating a Situated Model of the Next Workplace
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#ESN
Cross-Check:The Full Digital Worker Lifecycle
pre-employment employment post-employment
recruitingexperience
hiringexperience
on-boarding
experience
post-worktransitionexperience
(off-boarding)
alumniexperience
post-employment
recruitingrelationship
workerexperience
journey
Corporate Web Site, Public Digital Media, & Mobile Customer Apps
alumni community
Digital Workforce Experience
Systems of Engagement
Systems of RecordIntranet ERPLOB
Applications CRMEmployee Directory
Learning &Organizational Development Recruiting HR Apps
pre-start date on-boarding
interns, contractors, consultants,etc. track
FTE track
Skills, Expertise, Relationship Capital,
Org Knowledge Departs
Skills, Expertise, & Relationship Capital Arrives
long term workforce experience
external brand
experience
digi
tal e
xper
ienc
es
External Digital Experience
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We under-delivering on building the requisite worker skills
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...to access the potential value we are enabling
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Institutional Practices:The Cutting Edge of Digital Work• Rethinking Work Practices- No Meeting Meetings
And short meetingsNo seats, no cookies
- Working Out Loud- Social Onboarding
New Hire/Pre Hire Communities
• Continuous Data-Driven Performance ReviewsNo more stopping much of the company twice a year for backward looking reviews
• Social Recruiting and Hiring• The End of the Resume/CV
It’s on LinkedIn and everywhere else
• On-Demand ProfessionalsCrowdhiring freelancers
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The Collaboration Center of Excellence
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Perhaps the Biggest Lesson
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Everyone Helps w/ Collaboration: The Network of Excellence
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7SummitsMINDSET
THE CORE DIFFERENCE BETWEEN EARLIER GENERATIONS OF COMMS IT
We’ve Learned to Let The Network Do The Work....
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The end game: Examples of new types of work
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• Story of Valve: A major company that is entirely non-hierarchical and self-organized
• Story of Intuit: A company that used mass peer production with its customers to create breakthrough customer care See case study in Social Business By Design
• Story of Fold.It: An online community that solves some of the scientific world’s largest problems using outsiders
And open source
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A groundbreaking strategic knowledge story: Fold.It
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A Class-Leading Example
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“A Team-Based, Flat Lattice Organization”“How we work at Gore sets us apart. Since Bill Gore founded the company in 1958, Gore has been a team-based, flat lattice organization that fosters personal initiative. There are no traditional organizational charts, no chains of command, nor predetermined channels of communication.
Instead, we communicate directly with each other and are accountable to fellow members of our multi-disciplined teams. We encourage hands-on innovation, involving those closest to a project in decision making. Teams organize around opportunities and leaders emerge. This unique kind of corporate structure has proven to be a significant contributor to associate satisfaction and retention.”
Key stats for W.L Gore:
10,197 employees$3.2B revenue (2013)
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Workforce engagement is the real challenge
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Most of your intranet efforts are wasted unless you address
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Yet the benefits of better engagement could not be more clear...
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Can technology really improve employee engagement?
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Foundational: Working Out Loud
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7SummitsRETURN ON COLLABORATION
THE PROOF THE INDUSTRY HAS BEEN SEEKING
Fully connected organizations get outsized benefits
Source: McKinsey Social Technologies Survey
Data Breadth: Approximately 3,000 global enterprises participated in the survey
7Summits
AND IT’S LEADING TO NEW WAYS TO MANAGE AND WORK
Wirearchy
Social Business
Emergent Management Theories, Methods for
Modern Leadership in the Digital Age
blogs
wikis
enterprise social networks
social CMS
unifiedcommunications
online communities
IM/Chat
e-mail groupware
collaboration suites
digital organization support tools
chronological evolution
Social Technology for Mass Collaboration and
Self-Organization
• Inspire •Enable •Empower
crowdsourcing
•Re-imagine
•Transform
•Improve
Core Institutional Business Practices
leadership
management operations governance
hiring budgeting resource allocation
project management
product development
marketing and sales
How Technology and Business Are Co-Evolving
into the Future Organization
7SummitsCASE STUDY
END RESULT: TOTAL OVERHAUL OF 25 CORE BUSINESS PRACTICES FOR SOCIAL NETWORKS
7SummitsSECTION_TITLE
HOW ZAPPOS USED NETWORKS TO REIMAGINE THEIR WORKPLACE
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Social Performance Management
Key Events• The emerging of tools
to better monitor and guide our stakeholders
• Growing number of orgs using process improvement using social business tools
Why to Prioritize• More comprehensive
and guided approach to ensuring performance results using network engagement
• Shortest route to optimization and value creation
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Social HR and Sales Key Events
• HR seeking to adapt and provide value in new operation environment
• Sales processes move to social channels in most orgs
Why to Prioritize• Better talent and
resource management• Especially recruiting
• Ability to meet customers and employees in the channels they use the most
‹#›Confidential
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