Collaboration strategy how-to
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Transcript of Collaboration strategy how-to
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Collaboration strategy KM World 2016, Washington
Gordon Vala-Webb cc: chase_elliott - https://www.flickr.com/photos/19746950@N00
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Our agenda
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How to build a collaboration strategy
1. Outcome: What business result(s)?
2. Focus: Who? Do what? How?
- Types of collaboration
3. Nurturing the new
- SCARF model
4. Feedback-Revise:
- Measure activities and outcomes
5. Revise / accelerate / stop Slide 3
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Who are we?
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Who are you?
2
2
3
5
0 5 10 15
KM / Collaborationresponsibilities
Zombie orgs?
Size
Private / public sector
Slide 5
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Who is me?
Book: Building Smarter Organizations (May, 2017)
National Director, Innovation and Information at McMillan
Led KM / Innovation / Collaboration • Canadian law firm
• PwC Canada and Global
• Gov’t agency
Experience in government policy, non-profit and no-profit sectors
Slide 6
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Collaboration management - context
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The unknown unknowns
Donald Rumsfeld
US Secretary
of Defense
News briefing
Feb 12, 2002
As we know,
There are known knowns.
There are things we know we know.
We also know
There are known unknowns.
That is to say
We know there are some things
We do not know.
But there are also unknown unknowns,
The ones we don't know
We don't know.
Slide 8
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Collaboration management is hard
Slide 9
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Introducing something new is hard, risky, and uncertain
“It ought to be remembered that there
is nothing more difficult to
take in hand, more perilous to
conduct, or more uncertain in
its success, than to take the lead in the introduction of a new order of things.”
Niccolo Machiavelli, The Prince
Slide 10
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Unlearning is harder than learning
1.Vested interests / power
2.Subconscious pattern
3.Constant reinforcement
Slide 11
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What is collaboration?
October 31, 2011
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Best collaboration experience you ever had . . .
• Tell your story
School? Work?
Family? Friends?
• Who was involved?
• Why was it so great?
You
Others
Slide 13
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Group exercise: What kinds of collaboration matter to your organization?
Discuss
What kinds?
Why?
Slide 14
One-to-one
Few-to-few
Many-to-many
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Outcome(s): Why does your organization care?
Slide 15 October 31, 2011 The DIKW pyramid must be unlearned
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VUCA world
cc: frogthroat - https://www.flickr.com/photos/22980078@N04
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"An organization's ability to learn, and translate that learning
into action rapidly, is the ultimate competitive
advantage."
Jack Welch CEO 1981-2001 General Electric
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Meanwhile, the work has been getting “smarter”
Slide 18
Source: http://cdn.dupress.com/wp-content/uploads/2012/10/Screen-Shot-2012-10-01-at-9.20.13-PM.png?2b7236
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It makes up 41% - and growing, everywhere
Slide 19
https://www.mckinseyquarterly.com/Preparing_for_a_new_era_of_knowledge_work_3034?srid=520
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Departments and teams Working WITH each other? Or . . .
cc: Douglas Brown - https://www.flickr.com/photos/11556508@N00
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. . . is it more like ping pong? We do our work (ping) - then you do your work (pong)
cc: Schwarzkaefer - https://www.flickr.com/photos/109187123@N04
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Collaboration across silos is hard
Gordon Vala-Webb – Building Smarter Organizations 2016
Slide 22
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Source:
http://www.mckinsey.com/insights/high_tech
_telecoms_internet/the_social_economy
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Email : closed, push communication
Slide 24
Emailed Knowledge
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Lots of different reasons
Type Value
Customer care processes 30% faster
Higher customer satisfaction 18% higher
Better business decisions 15% increase in
successful ideas
Improved global sales
processes
10% increase in
revenue
Reduction in travel cost 10-20% reduction
Slide 25 Source: Dachis Group, 2012
McKinsey: 20-25% productivity
improvement
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How to build a collaboration strategy
1. Outcome: What business result(s)?
2. Focus: Who? Do what? How?
- Types of collaboration
3. Nurturing the new
- SCARF model
4. Feedback-Revise:
- Measure activities and outcomes
5. Revise / accelerate / stop Slide 26
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What is your business outcome? (Exercise)
Slide 27
Write down – for your organization - the outcomes(s) it wants (be specific)
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Focus: Types of collaboration
Slide 28 October 31, 2011 The DIKW pyramid must be unlearned
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Thinking about knowledge work (Davenport)
Slide 29
Co-ordination
Network
Transaction Expert
Routine
Work
Interpretation /
Judgement
Individual
Group
Adapted from “Rethinking knowledge work” by Thomas Davenport, Feb 2011
Content mgmt and
information presentation
Open / Pull communication
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Make the work visible
cc: marianbeck - https://www.flickr.com/photos/89253915@N07
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Work = dark matter
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Black book and email How we organize ourselves and others
cc: caruba - https://www.flickr.com/photos/71005308@N00
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Email is good at transactions – and not much else
Slide 33
Source: http://www.pwc.com.ar/es_AR/ar/publicaciones-por-industria/assets/transforming-collaboration-with-social-tools.pdf
Closed-push-random Open-pull-contextual
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Network working – Catch 22 at beginning
Slide 34
People Content
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Co-ordination: Making the work visible (kanban)
Slide 35 Try it for free: www.trello.com
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Example – Content publishing
http://blog.mention.com/7-basic-tools-for-media-content/
Slide 36
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= Workspace
cc: Ocell - https://www.flickr.com/photos/25555668@N00
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Slide 38
Project Decision
Customer / BD
Slide 38
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Office365 Outlook Groups
Create a group and add people
Emails are collated in a thread
Shared:
• Calendar
• OneNote
• OneDrive Source: http://www.jasonplant.co.uk/tag/office365/
Slide 39
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Task board
Screenshot of kanban task board from ThreadKM Slide 40
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How to build a collaboration strategy
1. Outcome: What business result(s)?
2.Focus: Who? Do what? How?
- Types of collaboration
3. Nurturing the new
- SCARF model
4. Feedback-Revise:
- Measure activities and outcomes
5. Revise / accelerate / stop Slide 41
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Focus: Who? Do what? How? (Exercise)
For your own organization, answer these:
Who?
• What group / audience / people with shared characteristics?
Do what
• Would do what behaviour / activity differently after improving “collaboration”
How?
• Would be changed? Different? What type of collaboration makes the most sense?
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Nurturing the new
October 31, 2011
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Desire: feeling animals that think
Slide 44
David Rock, “SCARF: a brain-based model for collaborating with and influencing others”; NeuroLeadership Journal, 2008
Relative importance
Error response
Choosing
Friend / foe
Unfairness = threat
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Command-and-control culture
Slide 45
“In a healthy system, information
flows are unimpeded by clots
of power or the sclerosis of hierarchy.”
Philip Slater, The Chrysalis Effect
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From a survey of the best of the best (we all have far to go )
65% Share my info & my ideas openly
49% React to ideas of other people openly
30% Participate openly in developing new
ideas and innovations.
Source: Jane McConnell – Digital Workplace survey 2013
Slide 47
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Shift in leadership and culture Exercise: Fill-in the blanks
Slide 48
Traditional Collaborative
Power From authority ?
Info is for . . ? Share
Feedback reward / recognition
Annual SMART goals with
carrots/sticks
?
Roles ? Flexible and evolving
Solutions Provided to team ?
Try it for free: http://www.collaborativeleadership.org/pages/pdfs/CL_self-assessments_lores.pdf
In the team
Seek them
Specific rule-bound
Intrinsic motivation Immediate feedback,
Personal coaching
Control
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People - audiences and stakeholders
A stakeholder is someone who controls – or influences – organizational resources / authority that you need to make the change
An audience is those who will experience the change directly
Slide 49
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How to build a collaboration strategy
1. Outcome: What business result(s)?
2. Focus: Who? Do what? How?
- Types of collaboration
3.Nurturing the new
- SCARF model
4. Feedback-Revise:
- Measure activities and outcomes
5. Revise / accelerate / stop Slide 50
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Nurturing the new: SCARF model (exercise)
Thinking of your own organization, and the change you want to make:
• Who?
• Would have which SCARF reaction?
• What could you do to mitigate or accelerate?
Slide 51
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Measuring
Slide 52
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Why measure?
• Make our leaders happy
(a.k.a. justifying our existence)
• Learn what works (and doesn’t)
(Don’t forget to make choices)
• Measure the contribution
(Remember to net out costs)
Slide 53
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Measure - survey example
Slide 54
Global “before” survey of PwC staff / partners
64%
0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0%
Strongly disagree
Disagree
Neither agree nor disagree
Agree
Strongly agree
Q: Easy to share and develop ideas with other PwC professionals?
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Measure – tell a story
Slide 55
0
1
2
3
4
5
6
7
Montreal
Toronto
Calgary
”I wasn’t expecting much but it is a stunning achievement of mammoth proportions”
Actual Person, Key Role
Upward sloping graphs
Quotes from
frontline
Pictures and
stories
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How to build a collaboration strategy
1. Outcome: What business result(s)?
2. Focus: Who? Do what? How?
- Types of collaboration
3. Nurturing the new
- SCARF model
4.Feedback-Revise:
- Measure activities and outcomes
5. Revise / accelerate / stop Slide 56
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Group exercise
In your group help each person identify at least one:
• useful activity measure
• business value measure
that they can practically implement.
Slide 57
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The ending
KM World October
2012
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Testing your collaboration strategy
Test Result
Desired business result? ?
Who will change? How? ?
WIIFM? (SCARF) ?
Measures – activities / outcomes?
?
Flexibility built in? ?
Slide 59
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Wild ride ahead cc: Ed from Ohio - https://www.flickr.com/photos/62229127@N00
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What are you afraid of?
Slide 61
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“It’s not the strongest of the species that survives, nor
the most intelligent, but the one most responsive to
change.”
Charles Darwin
Slide 62
KM World October
2012 The DIKW pyramid must be unlearned
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Thank you . . .
This publication has been prepared for general guidance on matters of interest only, and does
not constitute professional advice. You should not act upon the information contained in this
publication without obtaining specific professional advice. No representation or warranty
(express or implied) is given as to the accuracy or completeness of the information contained
in this publication, and, to the extent permitted by law, Gordon Vala-Webb and Dynamic
Adaptation does not accept or assume any liability, responsibility or duty of care for any
consequences of you or anyone else acting, or refraining to act, in reliance on the information
contained in this publication or for any decision based on it.
© 2016 Gordon Vala-Webb. All rights reserved.
Gordon (at) BuildingSmarterOrganizations.com
KM World Wednesday, 11:45am C202 Stopping a Zombie Organization
Twitter: @BuildSmarterOrgs
Book: pre-order for May 2017 www.BuildingSmarterOrganizations.com/book
Slide 63
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Questions?
cc: kaddisudhi - https://www.flickr.com/photos/68808592@N00