collaboration strategy how-to

Collaboration strategy KM World 2016, Washington

Gordon Vala-Webb cc: chase_elliott - https://www.flickr.com/photos/19746950@N00

Our agenda

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

Who are we?

Who are you?

2

2

3

5

0 5 10 15

KM / Collaborationresponsibilities

Zombie orgs?

Size

Private / public sector

Slide 5

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

Collaboration management - context

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

Collaboration management is hard

Slide 9

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

Unlearning is harder than learning

1.Vested interests / power

2.Subconscious pattern

3.Constant reinforcement

Slide 11

What is collaboration?

October 31, 2011

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

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

Outcome(s): Why does your organization care?

Slide 15 October 31, 2011 The DIKW pyramid must be unlearned

VUCA world

cc: frogthroat - https://www.flickr.com/photos/22980078@N04

"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

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

It makes up 41% - and growing, everywhere

Slide 19

https://www.mckinseyquarterly.com/Preparing_for_a_new_era_of_knowledge_work_3034?srid=520

Departments and teams Working WITH each other? Or . . .

cc: Douglas Brown - https://www.flickr.com/photos/11556508@N00

. . . 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

Collaboration across silos is hard

Gordon Vala-Webb – Building Smarter Organizations 2016

Slide 22

Source:

http://www.mckinsey.com/insights/high_tech

_telecoms_internet/the_social_economy

Email : closed, push communication

Slide 24

Emailed Knowledge

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

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

What is your business outcome? (Exercise)

Slide 27

Write down – for your organization - the outcomes(s) it wants (be specific)

Focus: Types of collaboration

Slide 28 October 31, 2011 The DIKW pyramid must be unlearned

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

Make the work visible

cc: marianbeck - https://www.flickr.com/photos/89253915@N07

Work = dark matter

Black book and email How we organize ourselves and others

cc: caruba - https://www.flickr.com/photos/71005308@N00

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

Network working – Catch 22 at beginning

Slide 34

People Content

Co-ordination: Making the work visible (kanban)

Slide 35 Try it for free: www.trello.com

Example – Content publishing

http://blog.mention.com/7-basic-tools-for-media-content/

Slide 36

= Workspace

cc: Ocell - https://www.flickr.com/photos/25555668@N00

Slide 38

Project Decision

Customer / BD

Slide 38

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

Task board

Screenshot of kanban task board from ThreadKM Slide 40

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

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?

Nurturing the new

October 31, 2011

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

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

Sell!

Slide 46

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

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

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

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

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

Measuring

Slide 52

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

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?

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

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

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

The ending

KM World October

2012

Testing your collaboration strategy

Test Result

Desired business result? ?

Who will change? How? ?

WIIFM? (SCARF) ?

Measures – activities / outcomes?

?

Flexibility built in? ?

Slide 59

Wild ride ahead cc: Ed from Ohio - https://www.flickr.com/photos/62229127@N00

What are you afraid of?

Slide 61

“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

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

Questions?

cc: kaddisudhi - https://www.flickr.com/photos/68808592@N00