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Practical IT Research that Drives Measurable Results,[object Object],Build an Enterprise Social Collaboration Strategy,[object Object]
Introduction,[object Object],Employees are already avid users of social media for communicating with friends and family; however, most firms are unsure of how (or even if) social tools should be added to internal collaboration platforms. Managers must recognize that social tools are powerful enablers of knowledge-sharing and productivity in the “age of the team.” Teams require tools that enable them to self-assemble resources and knowledge needed to do their jobs: managers must support a strategy that effectively leverages social collaboration tools for employee interaction, as well as traditional collaboration tools.,[object Object],This solution set will help you:,[object Object],This research is ideal for:,[object Object],This research is not about:,[object Object],X,[object Object],IT and business managers creating an enterprise social collaboration strategy.,[object Object],Using social media for interacting with customers. See this solution set.,[object Object],X,[object Object],Team leaders interested in designing collaboration solutions.,[object Object],Customer collaboration or interaction strategy in general. See this solution set.,[object Object],X,[object Object],Evaluating collaboration vendors.,[object Object],See this solution set.,[object Object],IT professionals implementing social collaboration tools for employees.,[object Object],Info-Tech Research Group,[object Object],2,[object Object]
Executive Summary,[object Object],[object Object]
Embrace the social revolution and enable your employees with the tools they need to get their jobs done. Knowledge-based networks are here to stay.1,[object Object],Collaboration,[object Object],Goes Social,[object Object],[object Object]
There’s a broad range of collaboration tools, with a variety of enterprise use cases.
Collaboration patterns are either synchronous or asynchronous, co-located or distributed.Map Tools to Collaboration Patterns,[object Object],2,[object Object],[object Object]
The market is segmented between suite and pure-play social vendors.
However, Info-Tech predicts that consolidation will occur and the distinction between traditional and social tool will rapidly vanish.Overview of Social Tool Vendors,[object Object],3,[object Object],[object Object]
Bring a strong executive sponsor onboard, run a pilot project and find social collaboration evangelists in the organization.Build a Collaborative Culture,[object Object],4,[object Object],3,[object Object]
Social collaboration is here to stay. Don’t be a barrier: enable it!,[object Object],Social collaborationuses tools based on the “friend-of-a-friend” (FoaF) model to facilitate knowledge sharing and enable team productivity. This occurs via peer-2-peer connections established between employees (as needed to do their jobs).,[object Object],Some managers are skeptical of the value of social collaboration tools, especially based upon biases concerning external social collaboration tools like Facebook or Twitter. Managers who fail to embrace social tools will be seen as barriers to effective team work.,[object Object],However, new tools that use the FoaF model within the enterprise are not a passing fad; vendors are already adding social tools to their collaboration platforms.,[object Object],Incorporating social tools into the broader collaboration strategy enables employees to be more productive and to effectively share knowledge and expertise.,[object Object],Social collaboration uses the friend-of-a-friend model.,[object Object],Employees are linked to a knowledge-sharing ,[object Object],network through peer-2-peer connections.,[object Object],Enterprise Collaboration Strategy:,[object Object],Traditional Collaboration Tools,[object Object],Social ,[object Object],Collaboration Tools,[object Object],A holistic collaboration strategy employs a mix of both traditional tools and social tools.,[object Object],Social collaboration leverages tools with a social dimension (i.e. friend-of-a-friend) to drive superior knowledge sharing and productivity. Social tools are a key ingredient of a comprehensive enterprise collaboration strategy… not a substitute for one.,[object Object],Info-Tech,[object Object],Insight,[object Object],Info-Tech Research Group,[object Object],4,[object Object]
Entry Point #1: Social tools are entering your organization through a host of enterprise applications… whether you’re ready for them or not.,[object Object],Social tools such as activity feeds and social tagging are now appearing across several different application classes – not just those designed exclusively for collaboration (i.e. SharePoint 2010).,[object Object],For example, a number of CRM vendors now provide social functionality alongside their customer interaction products. Popular SaaS CRM vendor Salesforce.com recently released a collaboration client called Chatter. In SaaS applications, you automatically get new features when you accept a new version.,[object Object],Managers must be cognizant of the social tools that are entering their organizationswithout formal strategy.,[object Object],In many instances, developing a strategy for social tools is less about actively acquiring the tools, and more about understanding the tools that are already entering the organization by means of existing applications.,[object Object],Social tools are appearing everywhere: Salesforce.com’s Chatterproduct is an example of a CRM vendor with a social tool offering. ,[object Object],“,[object Object],“,[object Object],With Chatter, I can quickly see all the things that are important to me.,[object Object],-Manager, Qualcomm Inc.,[object Object],Source: Salesforce.com,[object Object],Social tools are permeating the organization through a variety of applications (like CRM) with or without management’s explicit approval. Savvy managers will match tools to collaboration patterns.,[object Object],Info-Tech,[object Object],Insight,[object Object],Info-Tech Research Group,[object Object],5,[object Object]
Entry Point #2: Have you added social tools to your strategic plan without knowing it? If you plan to adopt SharePoint 2010, you did!,[object Object],A recent survey by Info-Tech Research Group indicates that over 80% of organizations currently using SharePoint plan to upgrade to SharePoint 2010 over the next two years.,[object Object],This has very important implications for enterprise collaboration, because SharePoint 2010 includes a number of new social tools. Social functionality in SharePoint 2010 cannot be divorced from its content management features.,[object Object],The collaboration aspect of SharePoint 2010 (dubbed SharePoint Communities) integrates several new social features into SharePoint’s existing document and content management capabilities. Some notable social tools include:,[object Object],[object Object]
Employee activity feeds
Social tagging
Knowledge-sharing wikisSource: Info-Tech Research Group,[object Object],If your organization is one of the many that intends to adopt SP2010, you need to integrate social tools into your formal enterprise collaboration strategy as part of SP2010 implementation.,[object Object],Whether through one of many enterprise applications (CRM, ERP, HR, ECM, BI) or through MS SharePoint, social collaboration tools will enter your organization. The question is not should you adopt these tools but how you should apply them. This solution set will help you do just that.,[object Object],Bottom,[object Object],Line,[object Object],Info-Tech Research Group,[object Object],6,[object Object]
Section 1: Collaboration Goes Social,[object Object],Collaboration Goes Social,[object Object],Overview of Social Tool Vendors,[object Object],2,[object Object],3,[object Object],4,[object Object],1,[object Object],Build a Collaborative Culture,[object Object],Map Tools to Collaboration Patterns,[object Object],Collaboration ,[object Object],Goes Social,[object Object],Collaboration, both synchronous and asynchronous, is inherently a social exercise. Empower your employees with the tools they need to maintain social connections in the form of knowledge-sharing networks.,[object Object],[object Object]
Effective collaboration is essential for knowledge-intensive organizations where teams are the primary creators of value. Knowledge-based networks are replacing hierarchies.
Collaboration is going social as vendors add social tools to their more traditional content management offerings. Pair traditional and social tools for maximum effectiveness.
Social tools allow employees to connect with one another in a self-organizing manner which enables the most efficient form of knowledge-sharing for short and long-term goals.Info-Tech Research Group,[object Object],7,[object Object]
Collaboration strategy comes in four flavors: each has a unique enterprise use case, from internal collaboration to external marketing.,[object Object],Consumer to Consumer,[object Object],(C2C),[object Object],Business to Consumer,[object Object],(B2C),[object Object],Business to Business,[object Object],(B2B),[object Object],Employee to Employee,[object Object],(E2E),[object Object],Defined:,[object Object],E2E = internal employees using tools for team-based collaboration.,[object Object],Enterprise Use:,[object Object],Social tools are especially valuable for sharing knowledge and best practices, as well as enabling greater team productivity.,[object Object],Defined:,[object Object],C2C = consumers interacting with one another for personal and professional purposes. C2C collaboration is uniquely a social activity.,[object Object],Enterprise Use:,[object Object],Understanding how consumers use social networks to connect with one another is key for business use.,[object Object],Defined:,[object Object],B2C = businesses using social channels to market, sell, and service directly to end consumers.,[object Object],Enterprise Use:,[object Object],Social media is a powerful channel for consumer marketing – use social media to drive awareness and build brand equity.,[object Object],Defined:,[object Object],B2B = businesses using social channels to market to other organizations.,[object Object],Enterprise Use:,[object Object],Social media can be used to promote products and support sales and customer service initiatives. B2B social networks, like LinkedIn, are valuable account management tools.,[object Object],Internal Interaction:,[object Object],This solution set.,[object Object],External, Customer-Facing Interaction:,[object Object],See Info-Tech’s comprehensive solution set on,[object Object],Leveraging Social Media for Customer Interaction.,[object Object],Info-Tech Research Group,[object Object],8,[object Object]
Nearly all organizations are empowering their teams with tools for collaboration: don’t get left behind!,[object Object],75% of organizations surveyed ,[object Object],have a collaboration solution ,[object Object],deployed, with a further 15% ,[object Object],indicating that they will deploy ,[object Object],one within the next 6 months. ,[object Object],100%,[object Object],90%,[object Object],80%,[object Object],75%,[object Object],60%,[object Object],40%,[object Object],20%,[object Object],0%,[object Object],Today,[object Object],By mid,[object Object],-,[object Object],2011,[object Object],Usage of collaboration platforms is growing, indicating that enterprise collaboration is here to stay.,[object Object],Collaboration platforms serve both teams and communities:,[object Object],[object Object]
Communities are organized around common interests. For example, a community of marketing professionals in the organization.Teams have very specific requirements, which can be mapped to the features that a collaboration solution delivers. Communities have fewer defined requirements, but allow for ongoing knowledge sharing.,[object Object],If your organization has not already deployed collaboration tools, consider how they can be used for your teams and communities.,[object Object],Source: Info-Tech Research Group,[object Object],N = 159,[object Object],“,[object Object],People are very excited to be empowered with the ability to publish content and to manage the content on their own, rather than having to go through a single point of contact.,[object Object],-IT Director, Healthcare Industry,[object Object],“,[object Object],Enterprise collaboration is a fact-of-life for knowledge-based organizations. If you have a teamwork-intensive environment and have not already done so, now is the time to deploy collaboration tools.,[object Object],Bottom,[object Object],Line,[object Object],Info-Tech Research Group,[object Object],9,[object Object]
Distributed teams are a driving force behind new collaboration tools: ensure your teams have the collaboration tools they need.,[object Object],	Traditionally, team collaboration needs were met by phone, e-mail, and in-person (face-to-face) communication. However, the need for new collaboration tools has steadily increased with the rise of distributed teams. Distributed teams include workers from multiple geographical locations, remote employees, and “road warriors.”,[object Object],Communication models are rapidly changing as employees adopt new working styles.,[object Object],Today,[object Object],All employees in the office: collaboration platforms not necessary.,[object Object],Teams are more likely to be distributed.,[object Object],Virtual team spaces are required.,[object Object],Yesterday,[object Object],Today,[object Object],Working Style,[object Object],E-mail, phone, and in-person were the ways to collaborate. ,[object Object],Employees are leveraging the strength of their peers through a wide variety of media.,[object Object],Communication,[object Object],Source: Info-Tech Research Group,[object Object],N = 168,[object Object],The majority of organizations are using collaboration platforms to support distributed teams. Changing workforce dynamics have made collaboration platforms indispensible for reaching this goal.,[object Object],Info-Tech Research Group,[object Object],10,[object Object]
Employee-to-employee collaboration is going social:embrace the “social revolution” to boost team effectiveness.,[object Object],Social collaboration is a natural outgrowth of existing solutions. By definition, collaboration is an inherently social activity. Leveraging the FoaF model in an enterprise context allows for more meaningful and effective collaboration solutions.,[object Object],Collaboration platforms are undergoing a rapid transformation. The majority of vendors now offer comprehensive social collaboration tools that complement their more traditional feature sets.,[object Object],Social collaboration tools borrow from functionality seen in consumer social media: for example, employee activity feeds are a step up from syndication services like RSS and resemble popular microblogging services like Twitter.,[object Object],Despite their resemblance to consumer social media, the value proposition for enterprise social tools is distinct from their consumer counterparts. ,[object Object],Traditional Collaboration:,[object Object],[object Object]
Features typically include instant and e-mail messaging, file shares, Intranet sites, and Intranet search. A minority of organizations added E2E web conferencing.Social Collaboration:,[object Object],[object Object]
Features typically include employee profiles (with expertise searching),  microblogging, and collaborative wikis, with an overlay of activity feeds generated by everything and subscribable to by anyone.Don’t be biased by bad experiences with external public social services, like Facebook or Twitter. Value delivery is not about the tools alone but is about the collaboration patterns being enabled with the tools. E2E collaboration patterns are not the same as B2C, C2C, or B2B collaboration patterns!,[object Object],Info-Tech,[object Object],Insight,[object Object],Info-Tech Research Group,[object Object],11,[object Object]
Organizational hierarchies are becoming obsolete for enabling teams to do their jobs. Leverage knowledge-based networks instead.,[object Object],Historically, organizations have relied on a hierarchical model for getting things done, using roles and the relationships between them as a template for employee interaction. Organizational relationships were rigidly structured according to specific task-based needs, with an up and down linear flow of information.,[object Object],The hierarchical model is under increasing scrutiny, especially in organizations that rely on capturing, retaining, and transforming knowledge. In order to stay competitive, knowledge-intensive firms are replacing rigid hierarchies with flexible networks.,[object Object],Knowledge-based networks rely on the friend-of-a-friend model to allow individuals and teams to locate and tap knowledge anywhere in the organization. These networks are far more effective at disseminating valuable knowledge than hierarchies.,[object Object],Social collaboration tools facilitate the formation and use of both permanent and ad hoc knowledge networks.,[object Object],Yesterday: Hierarchies,[object Object],[object Object]
Centralized
Bureaucratic
Focus on command and control
Well-defined, sometimes mandated, linear flow of informationToday: ,[object Object],Networks,[object Object],[object Object]
Distributed
Flexible
Built by employees
Focus on leveraging knowledge and expertise
Free flow of informationKnowledge-based networks are superior to hierarchies for allowing teams to perform effectively. Social collaboration tools enable these networks by connecting employees and teams in disparate parts of the organization.,[object Object],Info-Tech,[object Object],Insight,[object Object],Info-Tech Research Group,[object Object],12,[object Object]
Social tools are a powerful new means for enabling employee-to-employee collaboration and team interaction.,[object Object],External social media services are extremely valuable for interacting with external customers and stakeholders. ,[object Object],By contrast, internal social tools are highly effective for enabling employee-to-employee collaboration and team interaction.,[object Object],The value proposition of social tools centers on knowledge sharing and team productivity:,[object Object],[object Object]
Productivity is enhanced by allowing team members to quickly and accurately tap into a stream of information about what is occurring  and has occurred in other projects and teams, throughout the organization, without management intervention.Social collaboration tools drive business value through robust knowledge sharing and enhanced productivity.,[object Object],“,[object Object],“,[object Object],We’ve seen a real decrease in the time it takes users to connect with experts in our organization and share knowledge.,[object Object],-IT Manager, Professional Services Firm,[object Object],The social revolution means superior knowledge sharing and better team productivity through employee-built networks, rather than being restricted by organizational hierarchies.,[object Object],Info-Tech,[object Object],Insight,[object Object],Info-Tech Research Group,[object Object],13,[object Object]
Pair social collaboration tools with traditional collaboration tools in order to realize the greatest business value.,[object Object],Newer social tools have emerged as the “information publish and subscribe layer” in the collaboration stack. This layer  used to provide only limited information available from process documentation and role-based organizational charts, if those existed at all. Now, the employee/team information publish and subscribe layer links employees throughout the organization to one another. Traditional channels like instant messaging facilitate the actual execution of team interaction.,[object Object],Layer 1: ,[object Object],Employee/Team Interaction,[object Object],Traditional Tool   Impact on Enabling Social Collaboration = 76%,[object Object],Layer 2: ,[object Object],Employee/Team Information Publish and Subscribe,[object Object],Social Tool Impact on Enabling Social Collaboration = 24%,[object Object],High,[object Object],Low,[object Object],Source: Info-Tech Research Group; N = 56 ,[object Object],*Each bar represents a statistical estimate of the impact each tool has on enabling social collaboration,[object Object],There is no standalone “social” collaboration strategy. Rather, traditional and social collaboration tools should be used in tandem to maximize their effectiveness. ,[object Object],Info-Tech,[object Object],Insight,[object Object],Info-Tech Research Group,[object Object],14,[object Object]
There is a social collaboration tool to meetyour organization’s needs.,[object Object],There are a wide variety of collaboration tools available for use, from traditional methods like phone and e-mail to newer social methods such as microblogging and activity feeds.,[object Object],Social tools don’t alter the underlying goals of employee-to-employee collaboration. They also don’t require a complete rethink of collaboration patterns. Instead, they expand the toolbox, providing new ways for team members to interact with one another. ,[object Object],Traditional tools are focused on content management and communication; social tools rely on the friend-of-a-friend model for linking employees with one another.,[object Object],The choice of collaboration tool depends largely on the collaboration patterns present in your organization. Mapping tools to collaboration patterns will be discussed more extensively in the next section.,[object Object],We’ll revisit and define specific collaboration tools in Section 2.,[object Object],Social,[object Object],Traditional,[object Object],Social tools add new possibilities for employee-to-employee collaboration. ,[object Object],In most cases, social tools complement rather than supplant traditional collaboration offerings.  ,[object Object],Info-Tech,[object Object],Insight,[object Object],Info-Tech Research Group,[object Object],15,[object Object]
Collaboration tools offer an abundance of business benefits and hard cost reductions. ,[object Object],Business Benefits,[object Object],Hard Cost Reductions,[object Object],In addition to the benefits of better knowledge sharing and team productivity, tools also reduce a number of “hard costs” associated with employee interaction.,[object Object],Travel and lodging costs for face-to-face interaction of remote teams can become extremely expensive. Creating virtual team spaces with the aid of collaboration tools means that firms can substantially cut down on travel and travel-related expenses. Instant messaging and web/video conferencing are highly effective collaboration methods that eliminate the need for costly in-person meetings.,[object Object],Newer collaboration tools also cut down on traditional telecommunication costs. A conversation carried out with remote team members over instant messaging is substantially less costly than a similar conversation carried out over long-distance telephone.,[object Object],While hard cost reductions provided by collaboration tools are valuable, most firms report that ongoing business benefits are more important than cost reduction. For example, a survey by Info-Tech found that respondents ranked “knowledge capture” and “innovation” higher than “reduced travel costs” as the driving force behind their collaboration strategy (refer to the chart on slide 10 for the results of this survey).,[object Object],Social collaboration tools create business value by enhancing overall team dynamics. Specifically, they facilitate better knowledge and expertise sharing and increase team productivity.,[object Object],Knowledge and expertise sharing refers to the exchange of ideas and expertise between individuals. Social tools enable employees to both publish information valuable to others as well as subscribe to others’ information and activity feeds. Searchable employee profile pages, discussion forums, and internal wikis allow teams to readily leverage subject matter experts anywhere in the organization.,[object Object],Social tools enhance team productivity by keeping team members in the loop at all times. Activity feeds let employees keep up-to-date with what their colleagues are doing. Instant messaging and web conferencing allow for real-time communication between team members.,[object Object],“,[object Object],Our collaboration platform has resulted in consistent, up-to-date information across all team members.,[object Object], - IT Manager, Information Industry,[object Object],“,[object Object],Info-Tech Research Group,[object Object],16,[object Object]
Business benefit scenarios: social tools enable knowledge sharing and boost productivity at mid-sized companies.,[object Object],Knowledge sharing from social tools means big gains for business.,[object Object],Social Tools: Better Knowledge Sharing,[object Object],A mid-sized consulting firm with global operations implements two social tools: searchable employee profiles and a knowledge sharing wiki. During a client engagement, a junior consultant uses the wiki: after researching the topic at hand, he is able to find an SME working in another country. Leveraging her knowledge as an additional resource, the project re-uses existing organizational knowledge and is completed above and beyond client expectations, leading to repeat business.,[object Object],As a result of using social tools to successfully tap knowledge resources, the client commissioned another project from the firm – at a profit of over $100k.,[object Object],Social Tools: Improved Productivity,[object Object],A software design company implements employee activity feeds and social tagging. The project coordinator uses the feeds to syndicate daily updates on project development. Employees who have subscribed to her feed also receive articles that have been tagged with information relevant to the project. Team members have a better idea of what is expected, in addition to receiving  timely information that allows them to do their job faster. As a result, the project is completed ahead of schedule and with additional peer review.,[object Object],Decreasing the cycle time of projects means the company is able to gain an average of one month more selling time for new products: average monthly revenue per product is $68k.,[object Object],Social tools can lead to big productivity boosts throughout the organization.,[object Object],Info-Tech Research Group,[object Object],17,[object Object]
Cost reduction scenarios: collaboration tools cut down travel costs and reduce the amount of money spent on telephony.,[object Object],Using collaboration tools reduces face-to-face meetings, slashing line items like airfare.,[object Object],Social Tools: Reduced Travel Costs,[object Object],A manufacturing design company with multiple sites brings social tools like activity feeds and wikis into the organization.  As a result of the social tool roll-out, remote teams no longer need to meet face-to-face as frequently. With total travel costing $1,100 per team member per visit, and with 50 employees making an average of 4 trips a year, a 50% reduction in the need to travel saves the firm well over $100, 000 a year.,[object Object],By dramatically reducing the number of trips employees had to take to have “face-to-face brain dump sessions,” the firm added $110k to the bottom line! ,[object Object],Social Tools: Reduced Telecom Costs,[object Object],A social collaboration client that includes activity feeds and real-time instant messaging is deployed at a legal firm. As more conversations now take place over existing network infrastructure, long-distance calls between offices are reduced by 33%. With an average of 9,000 hours of long distance per year, at a cost of $0.10 a minute, the firm is poised to save close to $18, 000 a year.,[object Object],Implementing collaboration tools that took advantage of existing infrastructure and reduced the amount of time knowledge workers spent manning the phones saved this firm $18k a year!,[object Object],Collaboration tools cut down the time your employees spend on the phone – and the phone bill.,[object Object],Info-Tech Research Group,[object Object],18,[object Object]
Section 2: Map Tools to Collaboration Patterns,[object Object],Collaboration Goes Social,[object Object],Overview of Social Tool Vendors,[object Object],2,[object Object],3,[object Object],4,[object Object],1,[object Object],Build a Collaborative Culture,[object Object],Map Tools to Collaboration Patterns,[object Object],Map Tools to Collaboration Patterns,[object Object],Don’t design around tools. Design solutions around common and repeatable collaboration patterns with those collaboration tools needed to enable teams and employees to get their jobs done. ,[object Object],[object Object]
Designing around collaboration patterns will ensure both traditional and social collaboration tools fall into place properly.
There are a wide variety of collaboration tools, from traditional content management tools to new social tools like employee activity feeds and microblogging.
Collaboration patterns can be either synchronous or asynchronous, co-located or distributed.Info-Tech Research Group,[object Object],19,[object Object]
Map collaboration tools to collaboration patterns.,[object Object],Collaboration solutions are created by matching the right tool with the appropriate pattern.,[object Object],Collaboration tools: tools are the technological means that enable employee-to-employee collaboration, both directly and around business artifacts like documents. There are a variety of tools available, both traditional and social. Think of traditional versus social merely as a way to differentiate between some tool attributes, but not as a design point.,[object Object],Collaboration patterns:patterns are recurring events and interactions that dictate the manner in which collaboration takes place. There are many patterns, but some are more common than others. Three of the most common high-level employee collaboration patterns are meetings, content creation, and content consumption. Patterns can be synchronous or asynchronous.,[object Object],Pattern matchingis the process of orchestrating collaboration patterns with collaboration tools to produce a specific collaboration solution.,[object Object],The Fundamental Collaboration Equation:,[object Object],Collaboration ,[object Object],Pattern,[object Object],Collaboration ,[object Object],Tool,[object Object],Collaboration ,[object Object],Solution,[object Object],The solution to enabling team collaboration is combining the right collaboration tool with the applicable collaboration pattern.,[object Object],Three Overarching Collaboration Patterns:,[object Object],Employee-to-Employee collaboration typically takes place in three contexts: meetings, content creation, and content consumption. We’ll examine each in turn.,[object Object],Design collaboration solutions around common and repeatable collaboration patterns, not around tools. This will combine the right tools for the job and make the distinction of traditional versus social irrelevant. It also creates a library of solutions that business analysts can implement for a variety of use cases.,[object Object],Bottom,[object Object],Line,[object Object],Info-Tech Research Group,[object Object],20,[object Object]
Step 1: Understand the tools.,[object Object],Traditional Collaboration Tools,[object Object],Social Collaboration Tools,[object Object],Collaboration Tools,[object Object],Info-Tech Research Group,[object Object],21,[object Object]
Telephone and e-mail: the mainstays of enterprise collaboration.,[object Object],[object Object]
Voice-based communications require both parties to be available simultaneously, which can create scheduling headaches. Attempting to “talk through” document edits and content creation can also be more cumbersome than other tools.
IP telephony services are replacing traditional telephony services in the enterprise as a result of the value derived from voice and data integration. Voice (Telephony),[object Object],[object Object]
Allows knowledge workers to shift attention to non-urgent issues to off-peak periods, allowing for improved productivity.
E-mail is a poor collaboration channel for urgent issues. The number of e-mail response cycles required to resolve an issue can easily cost more in productivity than using a real- time collaboration channel (i.e. telephone or IM).E-Mail,[object Object],Voice-based communications (particularly IP telephony) is highly effective for high-priority discussions. E-mail is best suited for non-critical situations where employees can prioritize and address e-mails at their convenience.,[object Object],Info-Tech,[object Object],Insight,[object Object],Info-Tech Research Group,[object Object],22,[object Object]
Content management and discussion forums: useful repositories.,[object Object],[object Object]
Content management solutions are more effective than e-mail for document-based collaboration; they impose order on what can be an otherwise chaotic process (for example, endless back-and-forth revisions are nullified by version control).
Content management tools also archive material for all users to see, creating knowledge transparency rather than the “closed loop” of e-mail between only a few employees. This allows information to be easily repurposed for future projects.Content Management,[object Object],[object Object]
Extremely popular for customer service and support, as well as internal collaboration among employees (for example, frequently asked questions forums that allow employees to pose questions to their peers).
Frequently integrate other collaboration tools, such as e-mail, text chat, voice, and presence detection. Discussion Forums,[object Object],Content management solutions are considerably more effective than e-mail for bringing an orderly flow to document-based collaboration. Discussion forums allow users to pose questions to their peers (and for others to see these discussions), serving as an efficient means for knowledge sharing.,[object Object],Info-Tech,[object Object],Insight,[object Object],Info-Tech Research Group,[object Object],23,[object Object]
Real-time communication tools permit on-demand collaboration.,[object Object],[object Object]
Current value to the enterprise is still from presence detection and from deflecting telephony toll charges by using quick text chats instead of long distance phone calls. However, instant messaging requires users to be present at the same time.Instant Messaging,[object Object],[object Object]
High enterprise value for virtual meetings, distance learning, marketing, and sales.
Will replace the IM client as the point of aggregation for real-time collaboration services in the enterprise.Web Conferencing,[object Object],Videoconferencing,[object Object],[object Object]
Often overrated as a collaboration tool on the basis of detecting body language, especially when collaboration centers on documents and applications, not people.
Often underrated as a field service tool for remote inspection, especially when large products cannot be shipped to a repair facility where specialists are located. IM and web/video conferencing are indispensable for connecting teams to one another in real time.,[object Object],Info-Tech,[object Object],Insight,[object Object],Info-Tech Research Group,[object Object],24,[object Object]
Wikis and social tagging help diffuse organizational knowledge.,[object Object],[object Object]
Wikis excel at rapid maintenance of team-based enterprise content, such as service and support knowledge bases. However, the collaborative authoring model can be restricted to designated authors, rather than allowing all enterprise users to edit all content. This is a common misconception of wikis prevalent in the enterprise.
Wikis are disrupting the traditional content management market since they often can be used as substitute products for more expensive content management and knowledge management products. Internal Wikis,[object Object],Social Tagging,[object Object],[object Object]
Taxonomies are process-centric, while collaborative tags are user-centric. They are not mutually exclusive and can be employed to complement each other.
Collaborative tags are usually presented and shared among users as “tag clouds,” where the most popular tags are represented in larger size text and the least popular tags are represented in small text.
Emerging enterprise uses for tag clouds are intranet content tagging, customer and account tags in sales force automation, and user generated tags for customer service and help desk content.Internal wikis can be invaluable stores of knowledge for the organization. ,[object Object],Social tagging allows users to find, categorize, and share information from a variety of sources.,[object Object],Info-Tech,[object Object],Insight,[object Object],Info-Tech Research Group,[object Object],25,[object Object]
Employee profiles and activity feeds keep teams in the loop.,[object Object],[object Object]
Typically, an employee profile consists of basic information such as education and employment background, department and current projects. It may also include a list of relevant knowledge and skills, past projects, interests and hobbies.
Social collaboration tools provide the ability to include employee profiles when searching. This results in discovering employee expertise from a variety of inputs (as opposed to an explicit HR skills database).
For example, a team member looking for a SME in a particular topic can run a profile search to quickly match them with an expert in the organization.Employee Profiles,[object Object],Activity Feeds,[object Object],[object Object]
Content that appears in employee activity feeds may be deliberately generated by the user (for example, “status updates”) or may be created automatically by enterprise applications (for example, a workforce management solution announcing via an employee’s feed that he or she is on vacation).
In keeping with the FoaF model, employees can also “follow” the feeds of their coworkers, receiving a real-time stream of the activities of their teammates.Employee profiles are a potent method for allowing rapid access to sources of expertise anywhere in the organization. Activity feeds make it easy for team members to track the project-based activities of those in their networks.,[object Object],Info-Tech,[object Object],Insight,[object Object],Info-Tech Research Group,[object Object],26,[object Object]
Blogging and microblogging services rapidly push out information.,[object Object],[object Object]
Internal blogs are not publicly available on the Internet. Rather, they’re used by individuals and teams in the organization to share information and keep others apprised of recent developments. Blogs can be maintained by a single individual (i.e. an employee sharing findings) or by a larger group (for example, a departmental blog). Internal Blogging,[object Object],Internal Microblogging,[object Object],[object Object]
Microblogs can be used for internal collaboration as a means of quickly publishing team updates and interesting work. For example, a team might use a microblog to publish the findings of a latest study; the posting can then be seen by others in the company who are following the microblog.Internal blogging services are an excellent tool for posting department and team-level updates and announcements. Internal microblogging services can rapidly disseminate information to everyone in the organization following the microblog.,[object Object],Info-Tech,[object Object],Insight,[object Object],Info-Tech Research Group,[object Object],27,[object Object]
Step 2: Define your collaboration patterns.,[object Object],The best model to use when defining collaboration patterns is to compare the domains of time and location first. Does everyone have to be in the same place? Do activities have to take place at the same time? Choose one of four combinations as a starting point and then refine the pattern further according to specific needs, like meetings, content creation, or content consumption.  ,[object Object],Location,[object Object],Collocated,[object Object],Distributed,[object Object],The most basic form of collaboration: face-to-face interaction. Includes document sharing, note-taking, decision making, voting, etc.,[object Object],Same Place, Same Time,[object Object],Synchronous ,[object Object],Time,[object Object],Real-time communication between different locations: telephone, IM, web conferencing (video, audio, app sharing), decision making, note-taking, voting, etc.,[object Object],Different Place, ,[object Object],Same Time,[object Object],Delayed interaction that can be serial or parallel, often occurring between F2F meetings. Includes e-mail, discussion groups, content management like team spaces, wiki, blogs.,[object Object],Same Place, Different Time,[object Object],Asynchronous ,[object Object],Same pattern as above but no real-time. All decision-making continues in an asynchronous manner. Voting works well here too, since no real-time meetings.,[object Object],Different Place, Different Time,[object Object],Info-Tech Research Group,[object Object],28,[object Object]
The Meeting Pattern: Bringing people together is critical for a smooth-functioning knowledge organization.,[object Object],Meetings are scheduled interactions among people to achieve specific goals. They can consist of person-to-person collaboration or also involve collaborating around one or more business artifacts, such as documents, drawings, presentations, etc. Participants can be in the same location or in a different location.,[object Object],Many different meeting types can exist with an organization:,[object Object],[object Object]
Department Meetings
Training Sessions
1-on-1 Meetings
Client Meetings
The key requirements of meeting patterns are:
Note taking (whiteboard, personal)
Decision making/voting
Document/application sharing
Action (follow-up) item tracking
Shared document library

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Build an enterprise social collaboration strategy

  • 1.
  • 2.
  • 3.
  • 4.
  • 5. There’s a broad range of collaboration tools, with a variety of enterprise use cases.
  • 6.
  • 7. The market is segmented between suite and pure-play social vendors.
  • 8.
  • 9.
  • 10.
  • 11.
  • 12.
  • 15.
  • 16.
  • 17. Effective collaboration is essential for knowledge-intensive organizations where teams are the primary creators of value. Knowledge-based networks are replacing hierarchies.
  • 18. Collaboration is going social as vendors add social tools to their more traditional content management offerings. Pair traditional and social tools for maximum effectiveness.
  • 19.
  • 20.
  • 21.
  • 22.
  • 23.
  • 24.
  • 25.
  • 26.
  • 27.
  • 30. Focus on command and control
  • 31.
  • 35. Focus on leveraging knowledge and expertise
  • 36.
  • 37.
  • 38.
  • 39.
  • 40.
  • 41.
  • 42.
  • 43.
  • 44.
  • 45. Designing around collaboration patterns will ensure both traditional and social collaboration tools fall into place properly.
  • 46. There are a wide variety of collaboration tools, from traditional content management tools to new social tools like employee activity feeds and microblogging.
  • 47.
  • 48.
  • 49.
  • 50.
  • 51. Voice-based communications require both parties to be available simultaneously, which can create scheduling headaches. Attempting to “talk through” document edits and content creation can also be more cumbersome than other tools.
  • 52.
  • 53. Allows knowledge workers to shift attention to non-urgent issues to off-peak periods, allowing for improved productivity.
  • 54.
  • 55.
  • 56. Content management solutions are more effective than e-mail for document-based collaboration; they impose order on what can be an otherwise chaotic process (for example, endless back-and-forth revisions are nullified by version control).
  • 57.
  • 58. Extremely popular for customer service and support, as well as internal collaboration among employees (for example, frequently asked questions forums that allow employees to pose questions to their peers).
  • 59.
  • 60.
  • 61.
  • 62. High enterprise value for virtual meetings, distance learning, marketing, and sales.
  • 63.
  • 64. Often overrated as a collaboration tool on the basis of detecting body language, especially when collaboration centers on documents and applications, not people.
  • 65.
  • 66.
  • 67. Wikis excel at rapid maintenance of team-based enterprise content, such as service and support knowledge bases. However, the collaborative authoring model can be restricted to designated authors, rather than allowing all enterprise users to edit all content. This is a common misconception of wikis prevalent in the enterprise.
  • 68.
  • 69. Taxonomies are process-centric, while collaborative tags are user-centric. They are not mutually exclusive and can be employed to complement each other.
  • 70. Collaborative tags are usually presented and shared among users as “tag clouds,” where the most popular tags are represented in larger size text and the least popular tags are represented in small text.
  • 71.
  • 72.
  • 73. Typically, an employee profile consists of basic information such as education and employment background, department and current projects. It may also include a list of relevant knowledge and skills, past projects, interests and hobbies.
  • 74. Social collaboration tools provide the ability to include employee profiles when searching. This results in discovering employee expertise from a variety of inputs (as opposed to an explicit HR skills database).
  • 75.
  • 76. Content that appears in employee activity feeds may be deliberately generated by the user (for example, “status updates”) or may be created automatically by enterprise applications (for example, a workforce management solution announcing via an employee’s feed that he or she is on vacation).
  • 77.
  • 78.
  • 79.
  • 80.
  • 81.
  • 82.
  • 87. The key requirements of meeting patterns are:
  • 95.
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  • 100.
  • 101.
  • 102.
  • 103.
  • 104.
  • 105.
  • 106.
  • 107. If a gap exists between pattern requirements and tools, procurement may be required. See Info-Tech’s solution set, Select the Right Collaboration Platform.
  • 108. Don’t forget about the new features and tools your organization will be gaining automatically if SharePoint 2010 is on your roadmap!
  • 109.
  • 110.
  • 111. The enterprise social collaboration market is now mature with Microsoft consolidating its social collaboration strategy in SharePoint 2010. A majority of organizations will have deployed social collaboration tools to employees by the end of 2011.
  • 112.
  • 113.
  • 114.
  • 115.
  • 116.
  • 117.
  • 118.
  • 119.
  • 120. Mid-to-large organizations are poised to see the greatest benefits from adoption of social collaboration tools.
  • 121. Don’t let your perceptions on external social media negatively bias your stance on enterprise tools.
  • 122. Bring senior management onboard to help drive home the message that collaboration is a necessity. Manage the “value perception gap” between managers and employees.
  • 123.
  • 124.
  • 125.
  • 126.
  • 127. Small organizations need to choose their collaboration goals carefully. If everyone already knows everyone else and activity updates can be performed by essentially yelling over the cubicle, then investments in collaboration technology may not produce the expected benefits.
  • 128.
  • 129.
  • 130.
  • 131.
  • 132.
  • 133.
  • 134. There was a 27% difference in employee and management perceptions of employee interest
  • 135.
  • 136.
  • 137.
  • 138. As a knowledge-intensive organization, senior management and IT recognized the benefits of increasing knowledge sharing and productivity through social tools.
  • 139. In 2008, the organization rolled out a pilot project using a mix of traditional and social tools (content management paired with employee wikis). The project was a resounding success.
  • 140. In 2009, FONA selected Socialtext for its full-scale social collaboration platform roll-out. Socialtext was selected on the basis of its strong social toolset and minimal infrastructure investment requirements.
  • 141.
  • 142.
  • 143. Many teams that embraced collaborative tools are considered the highest performing.
  • 144. In order to realize value from tools, they were mapped to collaboration patterns and embedded in the organization’s workflows.
  • 145. Social tools helped create value at FONA by capturing knowledge “in the flow” (while getting work done) – i.e. by retaining knowledge generated by employee workflows, rather than “above of the flow” (intentional extra work) - which requires employees to set aside time to catalog their knowledge and activities.
  • 146. Decreased time in connecting subject-matter experts to one another.
  • 147. Increased capture, retention and dissemination of knowledge.
  • 148.
  • 149.
  • 150. Tools that enable the same type of peer to peer network building among employees are enterprise-ready, but most enterprise collaboration strategies are not ready.
  • 151. Vendors of collaboration platforms and enterprise applications (CRM, RP, etc.) are rapidly adding social collaboration tools to their products.
  • 152. The majority of Info-Tech’s clients plan to upgrade to MS SharePoint 2010 within two years. MS SharePoint 2010 is tightly integrated around social tools and will force companies into social collaboration, whether they are ready or not.
  • 153. Organizational hierarchies are valuable for resource management but are not sufficient as a framework for employee-to-employee (E2E) interaction.
  • 154. Enabling employees and teams to form direct (peer) connections to other employees and teams, based upon knowledge and expertise shortens cycle times, improves knowledge reuse and builds long-lasting relationships between employees across organizational boundaries.
  • 155. Social collaboration tools, used in conjunction with traditional collaboration tools, enable employees to share (syndicate) their expertise and activities and enable them to follow (subscribe to) the activities of other employees whose work activities are complimentary.
  • 156. Understand what value social collaboration tools add to traditional collaboration in order to build or update the organization’s collaboration strategy.
  • 157. Design collaboration strategy around common and repeatable employee collaboration patterns, not tools, to produce collaboration solutions that effectively blend social and traditional collaboration.
  • 158. Review the current collaboration product market segmentation to make sound upgrade and/or procurement decisions from among the options of collaboration platform vendors, especially MS SharePoint 2010; pure-play social collaboration vendors; and enterprise application vendors (CRM, ERP, etc.).
  • 159.
  • 160.
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  • 174.
  • 175.
  • 176.
  • 177.
  • 178. Lack of communication means each team member has no idea what their teammates are doing.
  • 179.
  • 180.
  • 181.
  • 182.
  • 183.
  • 184.
  • 185. However, Salesforce.com is now focusing its “Chatter” social tool on B2C, B2B and E2E collaboration patterns. Chatter enables social collaboration between the organization and its customers as well as exclusively among employees, such as collaboration among the sales force.
  • 186.
  • 187.
  • 193.