Michael's keynote from #Intranets2011, on collaboration and the Intranet.

1. You’ve Got Collaboration Tools—Now What? Michael Sampson

2. Agenda Introducing MichaelWhere Are We?Basic Principles of CollaborationRoadmap to Success with CollaborationWhat Should You Do Now?

3. Introducing Michael 1 Introducing MichaelWhere Are We?Basic Principles of CollaborationRoadmap to Success with CollaborationWhat Should You Do Now?

4. Where am I coming from? Collaboration Strategist Author Workshop Leader Consultant Serve end-user organisations

5. Making Collaboration WorkStrategy, Governance, User Adoption

6. Book: SharePoint Roadmap How to do “the business stuff” with SharePoint Governance Engagement User Adoption Quick Start michaelsampson.net/sharepointroadmap.html

7. Book: User Adoption Strategies User adoption is the #1 challenge with collaboration tools and approaches Theory Framework Practical Strategies Developing an Approach michaelsampson.net/useradoption.html

8. Next Book: Collaboration Roadmap Collaboration Roadmap – Taking a Business- and People-Centric Approach Doing “the business stuff” Technology Governance Engagement User Adoption Due 2011 michaelsampson.net/collaborationroadmap.html

9. 2 Where Are We? Introducing MichaelWhere Are We?Basic Principles of CollaborationRoadmap to Success with CollaborationWhat Should You Do Now?

10. “A place to read stuff” Policies, Procedures, Content “A place where we’re told stuff” Corporate Communications “Intranet” (late 1990s)

11. “A place to read stuff” Policies, Procedures, Content “A place where we’re told stuff” Corporate Comms “A place to work with others” Collaboration “A place to do stuff” Workflow, Processes “Intranet” (late 1990s) Lotus Notes

12. “A place to read stuff” Policies, Procedures, Content “A place where we’re told stuff” Corporate Comms “A place to work with others” Collaboration “A place to do stuff” Workflow, Processes “Intranet” (mid 2000s) – eg., SharePoint

13. “A place to work with others” Collaboration Workflow / Processes Policies Procedures Content Corporate Communications “Intranet” (mid 2000s)

14. 1 CURRENT STATE IT-dominated purchasing approach

15. “We need a blog and wiki.”

16. “It’s from Microsoft.”

17. “Let’s get activity streams.”

18. 2 CURRENT STATE Adoption is assumed, not crafted

19. “It’s available. Go for it.” No engagement. No involvement.

20. “Build It, Throw It Out There” BITIOT (“IDIOT”)

21. 3 CURRENT STATE Shortage of the wrong thing

22. No shortage of tools Microsoft SharePointAtlassian ConfluenceCitrix GoToMeetingLotus ConnectionsOffice CommunicatorCisco Quad

23. Huge shortage of usage No shortage of tools They make life more difficultPeople don’t understandPeople like the old wayPeople hate the “IT Idiots” Microsoft SharePointAtlassian ConfluenceCitrix GoToMeetingLotus ConnectionsOffice CommunicatorCisco Quad

24. INTELLIGENT Huge shortage of usage No shortage of tools They make life more difficultPeople don’t understandPeople like the old wayPeople hate the “IT Idiots”Recreating the File ServerIgnoring the New Capabilities Microsoft SharePointAtlassian ConfluenceCitrix GoToMeetingLotus ConnectionsOffice CommunicatorCisco Quad

25. Basically, we’re in trouble SUMMARY

26. Basic Principles of Collaboration 3 Introducing MichaelWhere Are We?Basic Principles of CollaborationRoadmap to Success with CollaborationWhat Should You Do Now?

27. 1 DEFINITION Defining Collaboration

28. “… the action of working with someone to produce or create something.”

29. 2 COMPONENTS The 3 P’s of Collaboration

30. 3 2 1 potential process practice

31. 3 VALUES Being Collaborative

32. Sharing not-fully-formed ideas

33. Openness to the ideas of others

34. Shared exploration of decisions

35. Shared risk and reward

36. Traditional,Hierarchical Collaborative,Participatory

37. Traditional,Hierarchical Collaborative,Participatory pronouncements perfectly formed radically fresh

38. Traditional,Hierarchical Collaborative,Participatory pronouncements perfectly formed radically fresh feedback sign of failure engagement

39. Traditional,Hierarchical Collaborative,Participatory pronouncements perfectly formed radically fresh feedback sign of failure engagement decision making closely-held widely-shared

40. Traditional,Hierarchical Collaborative,Participatory pronouncements perfectly formed radically fresh feedback sign of failure engagement decision making closely-held widely-shared risk and reward individual collective

41. BARRIERS Barriers to Collaboration 4

43. “I don’t know howto work with them” “I didn’t know aboutthe opportunity” “It’s not my job” “I can’t see anyvalue or benefit” “I don’t have the right tools”

44. “I don’t know howto work with them” “I didn’t know aboutthe opportunity” SHARED PRACTICE OPPORTUNITY “It’s not my job” “I can’t see anyvalue or benefit” ROLE AWARENESS PURPOSE “I don’t have the right tools” TECHNOLOGY

45. PurposeOpportunityShared PracticeRole Awareness Technology

47. Example – NSW DET and Yammer

48. 1 SUMMARY It’s mostly human stuff,not technology

49. 2 SUMMARY People enact collaboration through technology

50. 3 SUMMARY Technology does not make us collaborative

51. 4 Roadmap to Success with Collaboration Introducing MichaelWhere Are We?Basic Principles of CollaborationRoadmap to Success with CollaborationWhat Should You Do Now?

52. Success requires the same skills Purpose, benefit, and business valueRelevance to the usersGovernance of key concernsEngagement with the businessMaking it part of the way we work

53. Really Understand the Technology Outline the Vision Accept that Technology is a Small Factor in Success Determine Your Governance Approach Make the Betterment of People/Processes the Priority Adoption Requires Intentional Effort Pursue Increasing Value

54. 2 outline the vision

56. How people work on documents 40%-60% time and effort reduction 1 VISION

57. How people manage projects 30% faster time-to-market 2 VISION

58. 3 VISION How HR hires new people Huge reduction in cost, 30% faster decision cycle

59. 4 VISION How people make decisions Huge reduction in cost/time … plus refactoring

60. 5 engage people

61. ENGAGE How do your people work together today? Activities and scenariosIntent and purposeIssues, concerns, and limitations

62. Build relationships 1 ENGAGE Get away from your deskMeet peopleDo coffee, have lunchGo and see them (face-to-face)

63. Explore relevance Issues, Concerns, Challenges, Roadblocks, Frustrations 2 ENGAGE

64. Demonstrate value 3 ENGAGE Show what’s possible – proof of conceptPrompt imagination (“What if …”)

65. Win confidence Deliver value quickly (focus) 4 ENGAGE

66. 6 cultivate adoption

67. Adoption doesn’t just happen ADOPTION No adoption = No valueAdoption = Increasing the odds of valueBusiness case assumes 100% adoption. Oops.Adoption converts money at rest to money being used

68. MakingIt Real Four Stage Framework EnliveningApplicability CultivatingBasic Concepts WinningAttention

69. Stage 1. Winning Attention 1 ADOPTION They aren’t interested in features and capabilities How do we get them interested? What others are doing

70. Real-to-Life Scenarios Narrative scenarios about how a group works “A day in the life of customer services” “A project in the day of a research team” Shows the possibilities embedded in their reality E.g., Seamless Teamwork Team project scenario (end-to-end)

71. 2 ADOPTION Stage 2. Cultivating Basic Concepts Explain how the new stuff works Train how to use it Provide grounding, conceptual understanding, and practical experience

72. Classroom Training Teach the “what” of <insert tool name> Various design considerations Good for dense concentrations of people Hands-on = better learning

73. Stage 3. Enlivening Applicability 3 ADOPTION Explore reasons and valueHow could it apply to their work?“me, us, my group and team”

74. Facilitated Group Re-Imagining What are the activities the group does today? These are underpinned by assumptions about technology capability sets BUT … these have changed So what now? How can we re-imagine work?

75. Stage 4. Making It Real 4 ADOPTION Make it real and personally relevantIt’s the new “now” wayDon’t shoot yourself in the foot

76. Stop Doing, Start Doing Patterns A mini-activity or set of sequences for a group Frequently repeated, well embedded A way of encapsulating the transition from the old to the new Document reviews Discussions Finding expertise Accountability lever

77. 7 pursue value

78. Deliver value in the initial areas 1 VALUE

79. Deepen value – extend to new areas 2 VALUE

80. Broaden value – extend to new groups 3 VALUE

81. Explore new horizons 4 VALUE

82. What Should You Do Now? 5 Introducing MichaelWhere Are We?Basic Principles of CollaborationRoadmap to Success with CollaborationWhat Should You Do Now?

83. Strengths Weaknesses People focus Constrained view Same skills Intranet Manager Opportunities Threats Collaboration Collaboration

84. Intranet Manager, incl. Collaboration Collaboration is an Opportunity

85. Friday May 13, 2011 Attend Michael’s User Adoption workshop Collaboration is an Opportunity

86. Monday May 16, 2011 0900 What tech have we got? (coffee with IT) 1000 How could we use it (Google, call people) 1100 Who is doing good stuff at our firm? 1200 Lunch with intranet team (discuss findings) 1300 How do we make this happen more? Collaboration is an Opportunity

87. Intranet Manager, excl. Collaboration Play up the messinessDisallow collaborative activityGet sidelined and offshored Collaboration is a Threat

88. Collaboration is an opportunity for you … will you take it?

89. Michael Sampsonmichael@michaelsampson.net