The document discusses collaboration and social collaboration tools. It begins with an introduction to the speaker, Stephan Schillerwein, and his background working on intranet and digital workplace projects. It then addresses some key points: - Knowledge work is fundamentally different than other types of work and current organizations are not designed to support it effectively. - Collaboration should be a core capability for organizations but management does not always support social collaboration tools. - Choosing collaboration tools requires looking beyond basic functionality as collaboration needs vary between teams, communities, and organizations. No single tool can meet all needs. - Intranets can play an important role in collaboration if designed to foster interactivity, share different content types, and

1. Zürich
30.01.2014
Collaboration
Stephan Schillerwein
stephan@schillerwein.net
www.schillerwein.net
www.intranet-matters.de
@IntranetMatters
Chatter or Businesscritical Core Capability?
Keynote @ MatchPoint Snow Release Party
1

2. This presentation contains some
to give insights into those slides,
that don’t make an awful lot of sense without the
«audio».
2

3. Still stuck with Tool Foolishness
http://www.youtube.com/watch?v=1EBfxjSFAxQ
3

4. About Stephan Schillerwein






15+ years of experience in Digital Media and Information
Management, specializing in Intranets, Social Collaboration and
the Digital Workplace
100+ projects at 50+ organizations of all sectors & sizes
Formerly Online and Intranet Manager at several large
enterprises and Director at the Intranet Benchmarking Forum
Business computer scientist – speaks language of “both sides”
Author, conference speaker, seminar trainer, blogger, …
Partner of the Worldwide Intranet Challenge
Project Focus:
 Vision & Strategy
 Coaching & Enabling
 System evaluation
 Lean Intranet Projects




Intranet & Digital
Workplace Advisor
360° Intranet Assessment
Findability & Semantic
Change Management
…
4

5. I’m also a collector of …
Intranet Names
Intranet Cases Studies
Digital Workplace Maturity models
…
All on http://www.intranet-matters.de/
5

6. 
COLLABORATION SHOULD
HAVE TAKEN OFF LIKE A
ROCKET …
6

7. Your CEO should get on
his knees, begging you
to do everything you
can to foster
collaboration. And the
simple reason why is …
Photo credits: Alex Proimos, «On bended knee», http://www.flickr.com/photos/34120957@N04/7390981910
7

8. What is the core function of every
Organisation?
“Firms come into being in order to enable human
beings to achieve collaboratively what
they could not achieve alone.
If one accepts this as the true purpose of any
organization, then the main focus of executives’
attention should be on how to foster
collaboration within their companies.”
(Hansen and Nohria, 2004)
8

9. Maybe it’s just that kind of
collaboration that management
doesn’t really like …
9

10. … that social
collaboration!
Photo credits: mypokcik, «Social Media Concept in word collage», http://www.shutterstock.com/pic-130460969/stock-photo-social-media-concept-in-word-collage.html
10

11. Knowledge Work – the misunderstood key success
factor in a high-tech, global world
Percentage
of
Knowledge
Work
3
Work
types
Case Work
Knowledge Work












Repetition, Standardisation
Self-organised
Creativity, Finding Solutions
Time- and Volume-based
Focus 
Source: The work foundation: “Knowledge Workers and Knowledge Work, 2009
Manual Labour
Planing, Steering, Processes
Extrinsic Motivation
60%
of all employees have medium (27%) to high (33%)
amounts of knowledge work in their jobs!


Today / Revenue




Future
11

12. Some Facts about Knowledge Work
25
%
29
%
63
%
14
k$
80
%
Time-loss due to information
overflow and interruptions
Reduction in organisational
performance
Managers taking business
critical decisions w/o the
right information
Cost per employee and year
just for internal search
of all knowledge is «bound
to persons»
25
%
85
%
62
%
18
x
40
%
Percentage that «outperformers»
value information management
more
Employees who could be more
productive if work was better
organised
Companies that don’t trust their own
informations (and have no proper
information management)
more growth in employee
engagement if social media is used
internally
of productivity is directly explained
by the amount of communication
amounf employees
12

13. Sources for previous slide
1.
Basex: “Information Overload: Now
$900 Billion – What is Your
Organization’s Exposure?”, 2008,
http://www.basexblog.com/2008/12/1
9/information-overload-now-900billion-what-is-your-organizationsexposure/
1.
IBM Global Business Services: “Business
analytics and optimization for the
intelligent enterprise”, 2009,
http://www935.ibm.com/services/us/gbs/bus/html
/gbs-business-analyticsoptimization.html
2.
Capgemini, 2008 (as cited in: Stephen E.
Arnold, Martin White: Successful
Enterprise Search Management)
2.
Workplace Productivity Report,
http://www.stuff.co.nz/thepress/news/8928152/Digital-stressoverwhelming-workers-study
3.
Capgemini: “The Information
Opportunity Report“, 2008,
http://www.uk.capgemini.com/news/p
r/pr1605/
3.
AIIM Industry Watch: „State of the
ECM Industry 2011”
4.
IDC: “Hidden Costs of Information
Work: A Progress Report”, 05/2009,
http://www.idc.com/getdoc.jsp?contai
nerId=217936
4.
Chris McGrath & Ephraim Freed,
ThoughtFarmer: «SOCIAL INTRANETS &
EMPLOYEE ENGAGEMENT», 2012
(based on Research by Aberdeen
Group)
5.
Giga Information Group, Inc.:
“Collaboration and Communities: an
Update”, 2002
5.
Global Knowledge Training LLC (B.
Bulleit): “Effectively managing team
conflict”, 2006
13

14. Knowledge
Work is
fundamentally
different!
14

15. 15

16. Organisations
were not
designed for it!
16

17. The Gap between Goals and Tools
Business
Goals
Tools
17

18. Value Drivers bridge the Gap between Goals
and Tools
Business
Goals
Value
Drivers
Tools
18

19. Case study: Knowledge work related Value
Drivers rank highest
21 - MARKENBOTSCHAFTERTUM
Content Management
Social Collaboration
Projects
Personal Dashboard
Processes
38%
16 - INFORMATIONSSICHERHEIT
39%
20 - ARBEITGEBERATTRAKTIVITÄT
46%
03 - PAPIER-BASIERTE VORGÄNGE
47%
11 - MITARBEITERZUFRIEDENHEIT
47%
19 - UNTERNEHMENSKULTUR
49%
10 - INNOVATIONSKRAFT
50%
15 - ENTSCHEIDUNGSFÄHIGKEIT UND -QUALITÄT
52%
04 - VERFÜGBARKEIT VON BILDUNGSANGEBOTEN
52%
17 - VERBINDUNG INTRANET MIT ANDEREN SYSTEMEN
52%
08 - KOMMUNIKATIONSMÖGLICHKEITEN
53%
22 - MITARBEITERPRODUKTIVITÄT
54%
06 - ZUSAMMENARBEIT
56%
09 - AUFFINDBARKEIT PERSONEN UND EXPERTISE
58%
13 - TRANSPARENZ ÜBER GESCHÄFT
60%
18 - STEUERBARKEIT INTRANET
67%
14 - PROZESSE
69%
05 - PERSÖNLICHE INFORMATIONSFLÜSSE
74%
01 - VERFÜGBARKEIT INFORMATIONEN
74%
12 - PROJEKTARBEIT
75%
07 - WISSENSTAUSCH
78%
02 - AUFFINDBARKEIT VON INFORMATIONEN
79%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
19

20. 
AT LEAST COLLABORATION
ITSELF IS EASY, ISN’T IT?
20

21. «Three unquestionable thruths about
Collaboration»
Collaboration is a Silo
All Colllaboration is equal
Any Tool will do
21

22. 
Collaboration is a Silo
22

23. Testing the Silo Theory: Areas of Overlap
Intranet  Collaboration
Functionality

Content
/?
Context

Users

23

24. Today’s Intranets don’t play an important role
for employees because …
Today
Tomorrow
Source: Thomas Maeder, Swisscom, i2 Summit 2013
24

25. 0.450
0.400
0.350
0.300
0.250
Total - Interactivity
Time
Documents
Work instructions
Intranet improvement
Online forms
News
Policies & procedures
Staff details
Publish content
Total - Content
Intranet feedback
Business applications
Total - Maintenance
Values & culture
External web sites
Look & feel
Work tasks
Training
Intranet changes
Home page
Total - Look and feel
Products & services
Collaboration
New starters
Forms
Intranet training
Discussion forums
Easy to read
Find information
Consistency
Finding information
Navigation
Re-usable documents
Labelled
Accurate content
Hierarchy
Reports
Customers
Templates
Up-to-date content
Change notification
Total - Peformance
Search
Calendars
Availability
Off-site access
Personalisation
Speed
Mobile access
Correlation value
Is there a «Content Connection»?
Correlation of WIC questions to intranet value
0.500
Question categories
Signal
Noise
 Interactivity
 Content
 Maintenance
 Look and feel
 Finding information
 Performance
0.200
0.150
0.100
0.050
0.000
Source: Worldwide Intranet Challenge, 2013, http://www.worldwideintranetchallenge.com/
25

26. Content Curation connect different content
types
Source: Unknown
26

27. 
All Collaboration is equal
27

28. Collaboration ≠ Collaboration
Team /
Project
Defined goal
Community
Organisationwide
Topics at the core
Identifying
expertise
Special
Ideas & Innovation
Jams
Decission Support
Defined
participants
Exchange and
sharing
Staying up-to-date
& serendipity
Workflows
Cases
Limited timespan
Open to «all»
Catalyst for the
other types
Prediction Markets
…
28

29. Highest value ironically to be found in the not
directly goal oriented collaboration types
Source: “The Knowledge-Creating Company” by Ikujiro Nonaka and Hirotaka Takeuchi; Oxford University Press, 1995; ISBN: 978-0195092691
Via: “Knowledge Creation and Social Collaboration in the Digital Workplace”, Marc Jadoul, https://www.tallyfox.com/insight/knowledge-creation-and-social-collaboration-digita
29

30. 
Any Tool will do
30

31. If you think, this is already confusing, wait
until you look below the surface …
31

32. Once you look beneath
the surface, it will be
like looking at the sky
at night: the longer you
look, the more you see
…
Photo credits: Jim Gibbs, «M51 (The Whirlpool Galaxy) and NGC5195», http://www.flickr.com/photos/jrgibbs/8069745330/
32

33. Case study: Candidate drop-out in a purely
functional approach*
System Category/ies
Evaluation which type(s) of systems is best suited to meet the requirements
Total Market
Exclusion Criteria, Market Knowhow/Experience
from 100+ to 10-15
Longlist
Primary Requirements
from 10-15 to 4-8
Shortlist
Detailed Requirements, Demos, Research
Lab
from 4-8 to 2-3
Candidates for Proof-of-Concept
Visits, Proof of Concept, Contract
Negotiations
from 2-3 to 1
Best Fit for Purpose
3 (Sub)
>100
35
7
80%
did not meet basic
functional criteria
2
1
* not recommended under normal circumstances
33

34. 
TO SUM UP
34

35. Source: http://www.wallpaperlibrary.net/12261/2013/albert-einstein-wallpapers-quotes/albert-einstein-wallpapers-quotes-2/
35

36. Thank you !
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