Center of Competency Overview - Jordan

GroupSystems Worldwide Conference ‘98

Creating Global Solutions

ENTERPRISE DEPLOYMENT OF

COMPUTER-SUPPORTED

COLLABORATION

MODELS FOR DEPLOYING, SUSTAINING AND

INSTITUTIONALIZING

COMPUTER-SUPPORTED COLLABORATION

IN ORGANIZATIONS

by Paul Collins

Jordan-Webb - Lincolnwood, IL

QDI Strategies, Chicago, IL

1992-1998 All Rights Reserved - Jordan-Webb - QDI Strategies



 What we do (GroupSystems Business)

 Computer-Supported Collaboration

 Ventana Business Associate (since 1992)

 Deployment Strategy Consulting (Center of Competency)

 Session Leader Competency (Coaching, Mentoring)

 Neutral Third Party Facilitators



20 station “LAN in the CAN” Rental

 Public Marketing & Educational Seminars

 Use GSWIN to support client projects - marketing planning workshops & consumer research focus groups

 Midwest Facilitators Network (Chicago-based - Regional Focus)

 4 Full-day conferences annually (January, May, August, October)




 What we do (QDI Strategies - Marketing Business)

 Strategic Marketing Consulting

 helping clients develop 20/20 vision for marketing breakthroughs that require both decision & implementation

 Marketing Research

 using primary and secondary research and analytical techniques to help clients bring market understanding to marketing decisions

 Marketing Breakthroughs

 process - discovery, creation, judgment, commitment

 decisions - the result of fundamental shifts in the way clients view themselves, customers, competitors, the marketplace

 areas - channel strategy/conflict, new market entry, growth potential, territory analysis, new product development, product commercialization, brand positioning




 Why we use GroupSystems?

 Value to us and our customers

 It is both a planning tool and a learning tool - helping us learn what we don’t know and re-learn what we already know

 It puts us into a new business that we might not have entered or might have outsourced - consumer focus group research

 It allows us to place client work teams in a safe place to challenge standard assumptions and disrupt the status quo

 It allows us to push client work teams to levels of knowledge, understanding, buy-in and commitment that would be extremely difficult (if not impossible) to reach otherwise

 In some cases, it has favorably differentiated us from competitors




ABSTRACT

As we attempt to help organizations benefit from what we usually refer to as

Electronic Meeting Systems, we continue to be challenged by the complexities of marketing, selling, deploying, sustaining usage and institutionalizing usage.

Our premise is that both internal and external consultants trying to help implement GroupSystems within their targeted areas face many of the same complex issues. Foremost among these may be as basic as whether we perceive

GroupSystems as a technology product or as an enabling technology.

This perception of GroupSystems, in turn, drives the mental models and assumptions that we develop and use for marketing, selling, deploying, etc.

This session’s objectives are: 1) to compare and contrast a hierarchical,

“Technology Product Deployment Approach” with a non-hierarchical “Enabling

Technology Deployment Approach”; 2) to discuss and improve these models and;

3) to stimulate a group exchange on the subject of the value that you and

GroupSystems can bring to your internal and external customers.




INTRODUCTION

Inspiration to develop these models:

1) Reflecting on and documenting of ten-plus “fun-filled” years as an external consultant and facilitator helping organizations pilot and implement facilitation

and Electronic Meeting Systems; and

2) Trying to integrate lessons learned the hard way, with what researchers and industry experts have written about groupware deployment.

Key research sources include: (see additional Bibliography at end of presentation)

“GROUPWARE Technology and Applications” (1995 Prentice-Hall, ISBN: 0-

13-305194-3) - Chapter 6 (Electronic Meeting Systems: Ten Years of Lessons

Learned by Jay Nunamaker, Robert Briggs & Daniel Mittleman) and Chapter

15 (Meetingware and Organizational Effectiveness by Carl Di Pietro), and

“TECHNOLOGY FOR TEAMS” by Susanna Opper (1992 Van Nordstrand

Reinhold, ISBN-0-442-23928-9)




Nunamaker et. al. discuss the effects of having (or not having) powerful organization sponsorship for Electronic Meeting Systems (EMS) and the difficulties that a number of organizations have had in maintaining and sustaining EMS capability.

Di Pietro concludes that despite the moves to re-engineer business processes, to improve quality, to reduce operating costs, etc., most organizations have no responsible entity for re-engineering, for improving the quality of, for reducing the costs, of, etc. the process known as the meeting!

Opper proposes that the people issues of implementing “truly synergistic groupware systems” in organizations are more of a barrier to widespread use than the technological changes required. For example, we should not attempt to implement

Lotus Notes in the same way that we implement Lotus 1-2-3.

Interviews and conversations with GroupSystems sponsors, advocates, facilitators and users indicate that we (as a community) continue to regard GroupSystems as an

Electronic Meeting System. In the Center of Competency models, we promote

GroupSystems as the engine that drives Computer-Supported Collaboration.




These models depict the EMS implementation puzzle. While we have joined many of the pieces together to form a picture, we may not yet recognize that there are some missing components. We have developed these models using two approaches.

The Technology Product Deployment Approach is based on a view that an EMS is a just another software product that can be implemented throughout an organization in the same (or similar) way that a word processing, database or spreadsheet application could/would be implemented. We refer to these models as “Less Adaptable” in that they are usually implemented within a hierarchical structure. The model components are often implemented in a specific sequence.

The Enabling Technology Deployment Approach (Center of Competency Model) is based on the view that an EMS is an enabling technology. This approach not only requires a great deal of technical support, but also more importantly, a great deal of organizational and political support and partnership across organizational boundaries. We refer to these models as “More Adaptable” in that they can be implemented within a more networked and chaotic environment. While there may be a more optimal implementation sequence, realities (political, business, finance, social, etc.) in a real-world organization may dictate a different order.




One desired outcome of this session is to elevate our thinking from that of implementing an Electronic Meeting System to that of implementing Computer-

Supported Collaboration / Facilitation. A second desired outcome is to help our

GroupSystems community transform its deployment strategies from a technical feature/benefit perspective to a customer-defined value perspective. A third possible outcome might be for us to recast our conference theme of “Creating

Global Solutions” to one of “Creating Global Value”

The Center of Competency Models are guidelines for building models to fit the needs of changing organizations and and to fit different situations. These models are not the only answer to all issues about deployment of Computer-Supported

Collaboration / Facilitation, but will hopefully help us to formulate better ideas and better questions for discussion and analysis.

We are currently working (and have worked) with several clients to implement versions of these models and are in the continuous learning and improvement mode. All comments, questions and suggestions are welcome.

Thank you in advance for participating,

Paul Collins




TECHNOLOGY PRODUCT

DEPLOYMENT APPROACH

IMPLEMENTING

GROUPWARE


TECHNOLOGY PRODUCT MODEL - 3*

FOR ELECTRONIC MEETING SYSTEMS

Staff

Orientation

Benchmarks &

Measures

Practice

Integration

Oversight / Supporting Organization(s)

EMS Training

&Certification

Facilitator

Training

Technographer

Training

Executive

Support

EMS

Facility

Technical

Infrastructure

Technical

Support

Process

Integration

Integration with

Other Tools

Distributed

Sessions

Computer-

Supported

Sessions

Marketing

(Open House)


Organization

Commitment

Client

Management

Stakeholder

Management

TECHNOLOGY PRODUCT APPROACH


 Characteristics

 Sponsorship, understanding, utilization and endorsement by a Technology-Oriented

Organization

 Coordination, oversight and management by a Technology-Oriented Organization

 Strengths of the Technology-Oriented Organization(s) are a good match with the skills required to manage and support technology and technology products

 Services are provided within Technology-Oriented Organization and to narrower segments of greater organization

 Utilization is driven by (or limited by) Technology-Oriented organization’s goals & objectives

 Partnership with business or people-oriented organization(s) for support in marketing,, training, delivery etc. of service is incidental

 Electronic Meeting System tools integrated into specific business processes ad hoc




TECHNOLOGY PRODUCT

DEPLOYMENT STRATEGIES


TECHNOLOGY PRODUCT VARIATION - I




“We Don’t Need No Stinkin’ Training” Deployment Strategy:

 CIO considers that EMS would be an ideal tool for a strategic planning group.

 EMS software purchased and installed in training room.

 1/2 day in-house training session provided when planners object that 2-day inhouse training session is too long. One planner comments that EMS is a

“solution looking for a problem”.

 First project breaks down in mid-session when leader doesn’t remember how to move data between tools and tech support reps are busy at the time.

 Second project fails early in the session when leader incorrectly moves data between tools and is unable to reach tech support rep immediately.

 Strategic planning group concludes that EMS technology does not work properly and is more of a hindrance to the planning process.

 EMS is de-installed.


TECHNOLOGY PRODUCT VARIATION - II




“Out of the Box” Deployment Strategy:

 Department head wants to bring the power of EMS into strategy planning for logistics, distribution and marketing issues.

 EMS software purchased and turned over to marketing’s technical support group, but not installed on network.

 Training delayed until appropriate session leader candidates can be identified.

 Department head promoted and passes EMS responsibility to successor.

 New department head has no idea what EMS is or what to do with it.

 New department head promoted and passes responsibility to new successor.

 New, new department head has no idea what EMS is or what to do with it.

 EMS never taken Out of the Box.


TECHNOLOGY PRODUCT VARIATION - III




“Make It Work” Deployment Strategy:



Executive committee envisions that EMS as a perfect fit with organization’s business practices and a of high value to internal and external customers.

 EMS software purchased, EMS facility built and training is scheduled.

 Deployment delegated to internal consulting group with the charter to implement the technology and “make it work” throughout the organization.



Consulting group does not share executive committee’s visions of EMS.

 Consulting group not relieved of any current responsibilities and budget allocated is insufficient to obtain or retain sufficient external resources.



Territorial disputes emerge within group’s non-technical and technical consultants over who is in charge of what and groups blame each other when sessions do not meet customer expectations or break down for various reasons.

 Facility is converted to training use and EMS software de-installed.


TECHNOLOGY PRODUCT VARIATION - IV




“Lone Stakeholder” Deployment Strategy:

 Marketing executive recognizes that using EMS may provide a way for the organization to make more timely and better informed marketing decisions.

 EMS software purchased and first installed in training room, then in newly built EMS facility.

 Oversight delegated to highly capable administrative assistant who becomes

“the” internal champion, marketer, trained session leader, etc.

 25+ projects successfully supported with EMS during the first ten months.

 CEO acknowledges the positive impact of the EMS on marketing decisions.

 Marketing executive leaves company (on good terms).

 Administrative assistant is assigned additional responsibilities but has no executive-level sponsor or stakeholder backing for EMS-related activities.

 EMS falls into disuse and is eventually de-installed.


TECHNOLOGY PRODUCT VARIATION - V




“Let’s See What Happens” Deployment Strategy:

 CIO is fascinated by EMS technology and is certain that it has the potential to benefit the projects of both internal and external customers.

 EMS purchased and installed on portable PCs and in a training room. One information technology manager is trained.

 CIO and manager market EMS services to internal and external customers and several high-profile sessions are successfully supported.

 CIO directs: “Now, let’s put this out on the network and see what happens”.

EMS access extended to the desktops of members of several internal work groups that have participated in face-to-face sessions. Nothing happens.

 CIO leaves for CIO position at a larger company. Technology manager moves out of state. Another technology manager is sent for training.

 Department head and newly trained manager have neither additional resources nor time for EMS and see little value in maintaining the license.


TECHNOLOGY PRODUCT VARIATION - VI




“Think Locally, Act Locally” Deployment Strategy:

 Executive excited about EMS session delegates deployment to department head.

 Department head authorizes EMS pilots to support several projects involving both internal and external clients.

 Pilots expanded to include sessions for high[er]-profile and mission-critical projects.

 Pilots successfully validate expectations of executive ad department head and exceed expectations of clients.

 EMS acquisition approved and EMS software purchased and installed in department’s facility.

 Departmental support staff selected and sent for EMS training and certification.

 Department head views enterprise deployment as extremely difficult and does not plan to address this issue at all.




ENABLING TECHNOLOGY

DEPLOYMENT APPROACH

BUILDING A

CENTER OF COMPETENCY


CENTER OF COMPETENCY MODEL (TOP)*

FOR COMPUTER-SUPPORTED COLLABORATION

Executive Level

Support & Advocacy

Stakeholder

Development & Management

Staff Orientation

Operational Oversight

& Coordination

Fixed/Portable/Virtual

EMS Facility

Internal & External

Marketing

Client


CENTER

OF

COMPETENCY

Technical Infrastructure

Technical Support Partnership

Computer-Supported

Session Competency

Practice Integration

EMS Tool & Resource

Competency

Integration With Other

Apps/Tools/Technology

Computer-

Supported

Project

Excellence

Benchmarks & Measures


EMS Session Leader

Competency

Process Integration

CENTER OF COMPETENCY APPROACH


 Characteristics

 Sponsorship, understanding, utilization and endorsement by Executive Management

 Oversight and coordination by business or people-oriented organization

 Strengths of Oversight Organization are a good match with the skills required to manage the Center of Competency

 Strategic services marketed and delivered to broad segments of the greater organization



Utilization driven by greater organization’s goals & objectives

 Planned partnership with technology support organization such as (I/T, I/S, Office

Automation, etc.)

 Computer-Supported Collaboration positioned as integral support to greater organization’s business practices


STAFF ORIENTATION MODEL


Orients Staff to EMS

Tools & Techniques

Hands-On Test Drive in a

Non-Critical Setting

Honors Normal

Resistance to Change

Eases Transition to

Computer-Support


EMS Facility

STAFF

ORIENTATION

Obtains Feedback on

Facility Environment

Involves Staff in

Deployment Process

Opens Channels to

Internal & External Clients

Stimulates Creative

Thinking about Usage

Exhibits Face-To-Face

Meeting Enhancements

Demonstrates Distributed

Meeting Capabilities


STAFF ORIENTATION


 Advantages:

 Great ideas for where, how and why to use

 “This gives Political Amnesty to all ideas!”

 Advocacy and buy-in at multiple levels

 “This is fascinating. I can’t wait to learn how to facilitate my team using this technology !”

 Direct connection to potential clients



“I’d like to schedule my team for a meeting here as soon as possible!”

 Risks of not doing:

 Resistance at inopportune moments in work sessions

 Acclimation instead of participation during work sessions


EXECUTIVE SUPPORT MODEL


High-Level

Investment in Success

High-Level

Understanding

High-Level

Use

High-Level

Endorsement

EXECUTIVE LEVEL

SUPPORT

& ADVOCACY

High-Level

Buy-In

Resources Allocated for Deployment


EXECUTIVE SUPPORT


 Advantages:

 Resources made available

 Budgets well established

 Barriers lowered


 Support and interest withers on the vine

 No clear strategic direction

 Enterprise acceptance unlikely


STAKEHOLDER MANAGEMENT MODEL


Mutual Recognition of Benefit and Value

Usage Across

Organization Boundaries

STAKEHOLDER

DEVELOPMENT

& MANAGEMENT

Common Interest in

Sustained Usage

Broadly-Based,

Joint Oversight

Resources for Support

Project & Process

Ownership


STAKEHOLDER MANAGEMENT


 Advantages:

 Shared interest (stake) in success

 Multiple channels of support

 Leading by example - collaboration (partnering) at higher levels

 Direct access to key projects and core processes


 Duplication of effort or un-coordinated activities

 Weak or unclear oversight

 Inevitable demise due to loss of champion or key individual


MARKETING MODEL



Client Education

Events

Communication &

Awareness Events

Client Needs

Analysis & Assessment

INTERNAL

& EXTERNAL

MARKETING

Opportunity

Assessment

Benefit, Cost & Value

Analysis

Client Development

& Management


Benchmarking

& Measurement

MARKETING


 Advantages:

 Stakeholders are also clients

 Better understanding of client needs

 Insight into client motivation for initial and repeat usage

 Discovering unrecognized or unmet client needs or new ways to use


 Difficult time building extensive client base

 Best kept secret in the organization

 Not used to resolve most critical problems


CLIENT MANAGEMENT MODEL*


Client Process Issues

Stakeholder

Development

& Management

Client Project Issues

Client Expectations Client Relationships

CLIENT

DEVELOPMENT &

MANAGEMENT


Marketing

Benchmarking

& Measurement


Clients




CLIENT MANAGEMENT


 Advantages:

– Selling projects instead of sessions

– Managed client relationships

– Exceeding client expectations becomes standard


–

Incidental client engagements

–

Low perception of quality and/or value by client

–

Inconsequential repeat business


PRACTICE INTEGRATION MODEL


Client Practice Area

PRACTICE

INTEGRATION

Business Area

Best Practices


Marketing


& Management


Other Apps/Tools/

Technology


Benchmarking

& Measurement

EMS

Session Leader

Competency




EMS

Tool & Resource

Competency

PRACTICE INTEGRATION


 Advantages:

– Positioned as strategic business tool

– Accepted and used across practice areas

– Supports organizational goals


–

Silos of expertise and usage

– Seen as the latest “initiative of the month” (quarter, year, etc.)

–

Seen as a solution looking for a problem


SYSTEM INTEGRATION MODEL


Client

Project Needs

INTEGRATION

WITH

OTHER APPS/TOOLS/

TECHNOLOGY

Client

Process Requirements


Marketing

Benchmarking

& Measurement


EMS

Session Leader

Competency




EMS

Tool & Resource

Competency

SYSTEM INTEGRATION


 Advantages:

– Extends capabilities of use beyond current EMS tool constraints

– Brings focus to future EMS enhancements

– May discover process innovations


–

Current EMS limitations may be a barrier to client usage

–

Failure to exploit technology


BENCHMARKING MODEL


Client

Projects

BENCHMARKING

&

MEASUREMENT

Client

Processes


Marketing

Process

Improvements

Measures, Benefits,

Costs, Values




& Management

Practice

Integration

BENCHMARKING


 Advantages:

– Understand benefits/values for clients

– Focus on most significant improvements

– Audit trail of process improvements

–

Repository of process metrics


–

Under-charge or over-charge (budget) for services

–

Difficult to justify cost of EMS as adding any value

–

Cannot demonstrate continuous progress


PROCESS INTEGRATION MODEL


Client Project

Requirements

PROCESS

INTEGRATION

Client Process

Requirements


& Management


Marketing



Technology

Methodology

Requirements Benchmarking

& Measurement

EMS

Session Leader

Competency




EMS

Tool & Resource

Competency

PROCESS INTEGRATION


 Advantages:

– Adapting the right EMS tools to a process

– May help re-engineer or eliminate an process

– Predictable results


–

EMS used at inappropriate times

– EMS used only in “safe” or traditional session activities

–

Inadequate understanding of potential value or risk to process


SESSION COMPETENCY MODEL*



EMS

Session Leader

Competency

EMS

Tool & Resource

Competency

Face-to-Face Session

Competency

COMPUTER-

SUPPORTED

SESSION

COMPETENCY

Distributed/Large Group


Facilitator &

Technographer

Review Sessions

Feedback Loop to Vendor(s)


Technical Support

Partnership

SESSION COMPETENCY*


 Advantages:

– Clients delighted with results

– Efficient and effective work sessions

– Repeatable processes


– EMS or facilitation seen as high risk or no value

– EMS viewed as another “initiative of the month”

– EMS limited to tactical or inconsequential use


SESSION LEADER COMPETENCY MODEL


Staff

Orientation


EMS Facility

Stakeholder

Development &

Management

EMS

Tool & Resource

Competency

Session Leader &

Technographer Reviews

EMS

SESSION LEADER

COMPETENCY

Facilitator

Competency


Sessions

Facilitator

Transition/Integration




SESSION LEADER COMPETENCY


 Advantages:

– Consistent high-quality service to clients

– Can operate when technology “burps” or power fails

– High-performance session leaders

–

Shared resources have value across organization boundaries


– Little or no planning capability or perceived need to plan

– EMS used inappropriately or at wrong times

– Resources not available when needed


TOOL & RESOURCE COMPETENCY MODEL


Staff

Orientation


EMS Facility

Stakeholder

Development &

Management


Partnership

Session Leader &

Technographer Reviews

EMS

TOOL & RESOURCE

COMPETENCY

Facilitation

Overview


Sessions

Technographer

Competency




TOOL & RESOURCE COMPETENCY


 Advantages:

– Shared responsibility for designing and leading sessions

– Effective division of labor and expertise

– Possible entry for would-be session leaders


– Demanding workload for inexperienced session leaders

– Less than peak performance for complex sessions

– Burn-out in extended sessions


TECHNICAL SUPPORT MODEL*


Technical Issues with Vendor(s)


EMS Facility

EMS

Tool & Resource

Competency

System, Network &

Communications

Administration

EMS Software/System

Integrity

TECHNICAL

SUPPORT

PARTNERSHIP

Benchmarking

& Measurement






Technology

TECHNICAL SUPPORT


 Advantages:

– Essential - can’t run without it

– May help keep the level of technology support in the background

– Minimizes the negative impact of technology “glitches” on sessions


–

Competition for control and use of facilities, equipment, resources

–

High risk for session failure

–

Ad hoc or limited support is prescription for disaster


TECHNICAL INFRASTRUCTURE MODEL



EMS Facility


Partnership

Benchmarking

& Measurement

Portable System or

Fixed Facility

Capability

TECHNICAL

INFRASTRUCTURE


Communications

Capability

EMS Accessibility






Technology

TECHNICAL INFRASTRUCTURE


 Advantages:

– Seamless access to EMS - any time, any place

– Infrastructure meets requirements of all EMS users


– EMS unavailable or difficult to use

– Conflict and/or competition with other technologies or applications


EMS FACILITY MODEL


Technical

Infrastructure


Partnership

Benchmarking

& Measurement

Portable System or

Fixed Facility

Design

FIXED/PORTABLE/

VIRTUAL

EMS FACILITY


Communications

Design

EMS Design






Technology

EMS FACILITY


 Advantages:

– “Facility” designed and dedicated for EMS use

– Can establish target utilization at 100%

– EMS Facility used for biggest ROI

 Return On Intellectual Capital

 Return On Investment


–

Competition for facility



“My, what a lovely training facility this would be”

–

Wrong facility

 Training Room or Class Room


OVERSIGHT & COORDINATION MODEL*



Partnership

Executive Level

Support

& Advocacy

Stakeholder

Development

& Management

Roles

OPERATIONAL

OVERSIGHT

& COORDINATION

Responsibilities

Policies & Procedures

Activity Monitoring


Resource Utilization

& Priorities

OVERSIGHT & COORDINATION*


 Advantages:

– Clearly understood roles & responsibilities

– Well-defined procedures and priorities

–


–

Certain activities may never be initiated

–

Resources used inefficiently

–

No one in charge



Creating Global Value

CENTER OF COMPETENCY





 Enterprise-Wide Deployment:

 One or more senior-level executives understand the potential for major transformation offered by Computer-Supported Collaboration and it is adopted as a major strategy (not initiative) for change.

 Staged Deployment:

 Computer-Supported Collaboration is deployed using a more conservative approach. Stakeholders identify groups more likely to succeed, then select appropriate projects / sessions for those groups. The scope of deployment throughout the Enterprise may expand as more successful projects / sessions are completed.

 Departmental Deployment:

 Computer-Supported Collaboration is explored as a solution to a particular localized project / session. Departmental stakeholders may be able to

“convert” additional stakeholders at their level but would need to develop

substantial Executive support and advocacy for Enterprise-Wide acceptance.


DEPLOYMENT PHASES


 Experimental Pilot Phase:

 Low risk pilot projects / sessions confirm that Computer-Supported

Collaboration would be useful under the best possible circumstances.

 Expanded Pilot Phase:

 Pilot projects / sessions involve more complex issues and establish the organization’s effective use of and commitment to Computer-Supported

Collaboration.

 Critical Mass Phase:

 Computer-Supported Collaboration is widely used throughout the organization, and issues of oversight, infrastructure, accessibility and cross-functional barriers have been resolved.

 Transformation Phase:

 A highly visionary phase, where everyone has access to shared workspace and a clear sense of purpose. Groups become self-managed and leadership is shared.


CENTER OF COMPETENCY MODEL (TOP)*


Executive Level


Stakeholder




& Coordination


EMS Facility


Marketing

Client


CENTER

OF

COMPETENCY

Technical Infrastructure

Technical Support Partnership




EMS Tool & Resource

Competency

Integration With Other

Apps/Tools/Technology

Computer-

Supported

Project

Excellence

Benchmarks & Measures


EMS Session Leader

Competency


CENTER OF COMPETENCY MODEL (SIDE)*


Orientation




Session Leader

Competency

Tool / Resource

Competency


Marketing

Executive Level


Stakeholder Development

& Management


& Management


EXECUTIVE

AUDIENCE

STAKEHOLDER

AUDIENCE

STAFF

AUDIENCE


& Coordination


Benchmarking

& Measurement

Integration with Other

Apps/Tools//Technology


Partnership

Technical

Infrastructure


Groupware Facility



ENTERPRISE-WIDE

DEPLOYMENT

STRATEGY

One or more senior-level executives understand the potential for major transformation offered by Computer-Supported

Collaboration and it is adopted as a major strategy for change.


EXECUTIVE AUDIENCE FOCUS

FOR ENTERPRISE-WIDE DEPLOYMENT

Executive Level



& Management

EXECUTIVE

AUDIENCE

Orientation

STAKEHOLDER

AUDIENCE


Marketing


& Management


STAFF

AUDIENCE


STAKEHOLDER AUDIENCE FOCUS


Executive Level



& Management

EXECUTIVE

AUDIENCE

Orientation

STAKEHOLDER

AUDIENCE


Marketing


& Management


STAFF

AUDIENCE


STAFF AUDIENCE FOCUS


Executive Level



& Management

EXECUTIVE

AUDIENCE

Orientation

STAKEHOLDER

AUDIENCE


Marketing


& Management


STAFF

AUDIENCE


STAKEHOLDER PROJECT AREAS - I


Strategic Planning

•

SWOT Analysis

•

Opportunity Assessment

Organization Development

•

Capability Assessment

•

Team Development

Manufacturing

•

Capacity Planning

• Production Scheduling

Marketing R & D

•

Distribution Channel Strategy

•

Product Positioning STAKEHOLDER

KEY PROJECTS &

CORE PROCESSES

Re-engineering

• Process Modeling

•

Functional Decomposition


Human Resources

•

Candidate Evaluation

•

Stress Analysis

STAKEHOLDER PROJECT AREAS - II


Purchasing

•

RFP Evaluation

•

Vendor & Contract Selection

Information Technology

•

Joint Application Design (JAD)

•

Information Strategy Planning

Product R & D

•

New Product Concepts

• Packaging Design

Finance

•

Pre-Approval Audits

•

Financial Policy Analysis STAKEHOLDER

KEY PROJECTS &

CORE PROCESSES

Logistics/Distribution

• Material & Information Flow

•

Supply Chain Analysis


Quality Management

•

Customer Focus Groups

•

Product Quality Measurement

STAKEHOLDER PROJECT AREAS - III


Training

•

Needs Analysis & Assessment

•

Program Evaluation

Performance Management

•

Standards Development

•

Performance Assessment

Ideation/Creativity

• “Out-of-the-Box” Thinking

• Visioning

Military

•

Disinformation Strategy

•

Operational Needs Analysis STAKEHOLDER

KEY PROJECTS &

CORE PROCESSES

Competitive Intelligence

• Behavioral Analysis

•

Environmental Analysis


Merger Re-Organization

•

Resource Re-Alignment

•

Systems Re-Design

STAKEHOLDER PROJECT AREAS - IV


Education

•

Collaborative Authoring

•

Distributed Learning

Conflict Resolution

•

Problem Identification

•

Organizational Politics Analysis

Environmental Impact

•

Causal Analysis

• Community Town Meetings

Change Management

•

Organization Climate Analysis

•

Transition Planning STAKEHOLDER

KEY PROJECTS &

CORE PROCESSES

Risk Management

• Strategy Failure Analysis

• “OST” Planning


Sales Planning

•

Territory Analysis & Alignment

•

Customer Profitability



IN A WORLD OF PEOPLE,

TECHNOLOGY CAN MAKE

THE DIFFERENCE




MEETING AT THE SPEED

OF THOUGHT




INNOVATION TO CREATE

VALUE




 CREATING VALUE



To leave customers “delighted” goes beyond planning for what is assumed or what is expected.



“Delighted” market-driven planning requires innovation and breakthrough strategies in order to recognize unmet expectations and unmet needs.

 What can we do to create value for our targeted customers?




 Why use GroupSystems?

 Features

 Anonymous participation

 Parallel processing

 Self-documenting

 Knowledge repository

 Benefits

 Efficient problem solving and decision making

 Improved participant buy-in

 Effective work team support

 Timely issue resolution

 Minimization of costs




 Why we use GroupSystems?

 Value to QDI Strategies

 It is both a planning tool and a learning tool - helping us learn what we don’t know and re-learn what we already know

 It puts us into a new business that we might not have entered or might have outsourced - consumer focus group research

 It allows us to place client work teams in a safe place to challenge standard assumptions and disrupt the status quo

 It allows us to push client work teams to levels of knowledge, understanding, buy-in and commitment that would be extremely difficult (if not impossible) to reach otherwise

 In some cases, it has favorably differentiated us from competitors




 Why use La-Z-Boy Recliner Chair?

 Feature we see and tell user

 Dual-action massage

 Benefit we see and tell user

 Relaxes & reduces stress in lower back muscles

 Value user sees and tells us

 Allows me to sit for long hours at a time without pain




 Why use GroupSystems?

 Value to your Clients?

 Do your clients have high regard for the value, benefits and features they perceive you can support and deliver? Explain.

 Do you understand the barriers your clients have to overcome in order to justify using or buying GroupSystems? Explain.



Do you understand your clients’ issues well enough to be able to help them identify and define opportunities? Explain.

 Do you delight your clients to the extent that they want to use

GroupSystems repeatedly, and do not want to revert to the way things were done before? Explain.




BIBLIOGRAPHY

During my presentation at the 1998 GroupSystems Conference, “Enterprise

Deployment of Computer-Supported Collaboration.”, participants asked that I include a bibliography and an explanation of the “Abilene Paradox” with the slides prepared for the Conference CD-ROM.

The following bibliography includes the books referenced in the presentation, as well as selected additional texts that should be of value to people who are working to implement Computer-Supported Collaboration in organizations.

The “Abilene Paradox” description follows the Bibliography.

If you are unable to find a source for any of these books, contact me and I will try to assist you in locating a copy.

Paul Collins pcollins@ais.net

(847) 673-2288 (312) 739-2020 x231


ENTERPRISE DEPLOYMENT OF


 Bibliography - I

(* referenced at presentation)

(+ contains references to EMS)

(@ reference to Abilene Paradox)

 Electronic Meeting Support, Computer Support & Groupware



GROUPWARE Technology and Applications (1995 Prentice-Hall, ISBN: 0-13-

305194-3) - Chapter 6 (Electronic Meeting Systems: Ten Years of Lessons Learned by Jay Nunamaker, Robert Briggs & Daniel Mittleman) and Chapter 15

(Meetingware and Organizational Effectiveness by Carl Di Pietro) *+



TECHNOLOGY FOR TEAMS - Enhancing Productivity in Networked

Organizations by Susanna Opper & Henry Fersko-Weiss (1992 Van Nordstrand

Reinhold, ISBN-0-442-23928-9) *+



Introduction to ELECTRONIC MEETINGS by Alan Weatherall & Jay Nunamaker

(1995 Ventana Corporation, ISBN: 0-9526525-0-1) *+



Connected Executives by Bernie DeKoven, (1990 Institute for Better Meetings,

ISBN: 0-9625834-0-5) *+




 Bibliography - II




 Management Strategy, Organization Change & Development



Organization Development and Transformation by Wendel French, Cecil Bell &

Robert Zawacki (1994 4th Edition, Irwin, ISBN: 0-256-10339-9) *



Transforming the Mature Information Technology Organization by Robert

Zawacki, Carol Norman, Paul Zawacki & Paul Applegate (1995, Eaglestar, ISBN:

0-9646910-0-0) *



Top Management Strategy by Benjamin Tregoe & John Zimmerman (1980,

Touchstone, ISBN: 0-671-25402-2)



Managing beyond the Ordinary by Charles S Kepner & Hirotsugu Ikubo (1996,

AMACOM, ISBN: 0-8144-0336-0)



The Nothbound Train - Finding the Purpose, Setting the Direction, Shaping the

Destiny of Your Organization by Karl Albrecht (1994 AMACOM, ISBN: 0-8144-

0233-X)



Four Levers of Corporate Change by Peter Brill and Richard Worth (1997

AMACOM, ISBN: 0-8144-0339-5)



Authentic Leadership by Robert Terry (1993 Jossey-Bass, ISBN: 1-55542-547-X)




 Bibliography - III




 Collaboration, Teamwork, Decision Making, Problem Solving



Decision Traps - 10 Barriers to Brilliant Decision making and How to Overcome

Them by Edward Russo & Paul Shoemaker, (1989 Fireside, ISBN: 0-671-72609-9) *



Team-Based Organizations - Developing a Successful Team Environment by James

Shonk (1992 Irwin, ISBN: 0-7863-1124-X)



Problem Seeking by William Pena, (1987 AIA Press, ISBN: 0-913962-87-2)



Winning Through Participation by Laura Spencer (1989 Kendall / Hunt, ISBN: 0-

8403-6196-3)



Keeping Teams on Track - What to Do When the Going Gets Rough by Linda Moran,

Ed Musselwhite & John Zenger (1996 Irwin, ISBN: 0-7863-0475-8)



Participation Works: Business Cases from Around the World by James Troxel (1993

Miles River, ISBN: 0-917917-03-0)



Team Building - Issues and Alternatives by William Dyer (1987 Second Edition

Addison-Wesley, ISBN: 0-201-18037-5) *@




 Bibliography -IV




 Communications & Creativity



Communicoding - Learn to Talk the Way the Other Half Thinks by Marcia Cherney,

Susan Tynan & Ruth Feldman (1989 Penguin Press, ISBN: 0-14-01-4355-6) *



A Whack on the Side of the Head by Roger von Oech (1992 Creative Think, ISBN:

0-9111121-00-5)

 Idea Doc’s RX by Robert Bapes, (1996, Morris, ISBN: 1-57502-329-6)



Use Both Sides of Your Brain by Tony Buzan (1989 Third Edition Plume, ISBN: 0-

462-26603-3)

 de Bono’s Thinking Course by Edward de Bono (1982 Facts on File, ISBN: 0-8160-

1895-2)



Lateral Thinking by Edward de Bono (1970 Harper & Row, ISBN: 06-011007-4)

 Seeing with the Mind’s Eye - The History, Techniques and Uses of Visualization by

Mike & Nancy Samuels (1975 Random House / Bookworks, ISBN: 0-394-73113-1)



Flip Charts - How to Draw Them and How to Use Them by Richard Brandt (1986

Pfeiffer & Co, ISBN: 0-88390-031-9)




 Bibliography - V




 Meetings & Facilitation Methodologies & Techniques



Joint Application Development - Second Edition by Jane Wood & Denise Silver

(1995 John Wiley & Sons, ISBN: 0-471-04299-4) *+



Mastering Meetings by 3-M Meeting Management Team (1994 McGraw-Hill,

ISBN: 0-07-031038-6) *+

 We’ve Got to Start Meeting Like This by Roger Mosvick & Robert Nelson (1996

Park Avenue, ISBN: 1-57112-069-6) *+



How to Make Meetings Work by Michael Doyle & David Straus (1976 Jove Books,

ISBN: 0-515-09048-4) *



Orchestrating Powerful Regular Meetings by William Daniels (1993 Pfeiffer & Co,

ISBN: 0-89384-231-1)



Mining Group Gold by Thomas Kayser (1990 Serif Publishing, ISBN: 1-878567-02-

0)



Business Reengineering - The Survival Guide by Dorine Andrews and Susan Stalick

(1994 Prentice-Hall, ISBN: 0-13-014853-9)




 Bibliography - VI






Best Practices, Business Processes & Techniques



The Vest Pocket CEO - Decision-Making Tools for Executives by Alexander Hiam

(1990 Prentice-Hall, ISBN: 0-13-9411691-9) *



The Vest Pocket MARKETER - Classic Marketing Tools for Executives by

Alexander Hiam (1991 Prentice-Hall, ISBN: 0-13-932302-3) *




THE ABILENE PARADOX - I

Excerpted from "Team Building", Chapter 12, Overcoming Unhealthy Agreement, by William Dyer, Addison-Wesley, 1987.

Originally printed in an article by Jerry Harvey in the publication "Organizational Dynamics", AMACOM Press, 1974. The

Abilene Paradox stated simply is: "Organizations frequently take actions in contradiction of what they really want to do and therefore defeat the very purposes of what they are trying to achieve." A major corollary of the Abilene Paradox is: "The inability to manage agreement is a major source of dysfunction in organizations."




THE ABILENE PARADOX - II

July Sunday afternoons in Coleman, Texas (pop 5,607) are not exactly winter holidays. This one was particularly hot - 104 degrees as measured by the Walgreen's Rexall Ex-Lax Temperature Gauge located under the tin awning that covered a rather substantial "screened-in" back porch. In addition, the wind was blowing the fine-grained West Texas topsoil through the house. The windows were closed, but dust filtered through what were apparently cavernous but invisible openings in the walls..

"How could dust blow through closed windows and solid walls?" one might ask. Such questions betray more of the provincialism of the reader than the writer. Anyone who has ever lived in West Texas wouldn't bother to ask. Just let it be said that the wind can do a lot of things with topsoil when more than thirty days have passed without rain.

But the afternoon was still tolerable - even potentially enjoyable. A water-cooled fan provided adequate relief from the heat as long as one didn't stray too far from it, and we didn't. In addition, there was cold lemonade for sipping. One might have preferred stronger stuff, but Coleman was "dry" in more ways than one; and so were my in-laws, at least until someone got sick. Then a teaspoon or two for medicinal purposes might be legitimately considered. But this particular Sunday no one was ill, and anyway, lemonade seemed to offer the necessary cooling properties we sought.

And finally there was entertainment. Dominoes. Perfect for the conditions. The game required little more physical exertion than an occasional mumbled comment, "shuffle ‘em" and an unhurried movement of the arm to place the spots in the appropriate perspective on the table. It also required somebody to mark the score; but that responsibility was shifted at the conclusion of each hand so the task, though onerous, was in no way debilitating. In short, dominoes was diversion, but pleasant diversion.




THE ABILENE PARADOX - III

So, all in all it was an agreeable - even exciting - Sunday afternoon in Coleman, if, to quote a contemporary radio commercial, "you are easily excited." That is, it was until my father-in-law looked up from the table and said with apparent enthusiasm, "Let's get in the car and go to Adeline and have dinner at the cafeteria."

To put it mildly, his suggestion caught me unprepared. You might even say it woke me up. I began to turn it over in my mind. "Go to Abilene? Fifty-three miles? In this dust storm. We'll have to drive with the lights on even though it's the middle of the afternoon. And the heat. It's bad enough here in front of the fan, but in an un-air conditioned 1958 Buick it will be brutal. And eat at the cafeteria? Some cafeterias may be okay, but the one in Abilene conjures up dark memories of the enlisted men's field mess."

But before I could clarify and organize my thoughts even to articulate them, Beth, my wife, chimed in with,

"sounds like a great idea. I would like to go. How about you Jerry?" Well since my own preferences were obviously out of step with the rest, I decided not to impede the party's progress and replied, "sounds good to me," and added, "I just hope your mother wants to go."

"Of course I want to go," my mother-in-law replied, "I haven't been to Abilene for a long time. What makes you think I wouldn't want to go?"

So into the car and to Abilene we went. My predictions were fulfilled. The heat was brutal. We were coated with a fine layer of West Texas dust, which was cemented with perspiration by the time we arrived; and the food at the cafeteria provided first-rate material for Alka-Seltzer commercials.




THE ABILENE PARADOX - IV

Some four hours and 106 miles later we returned to Coleman, Texas, but tired an exhausted. We sat in front of the fan for a long time in silence. Then both to be sociable and also to break the rather oppressive silence, I said, "It was a great trip, wasn't it?"

No one spoke..

Finally, my mother-in-law said, with some slight note of irritation, "Well to tell you the truth, I really didn't enjoy it much and would rather have stayed here. I just went along because the three of you were so enthusiastic about going. I would have gone if you all hadn't pressured me into it."

I couldn't believe it. "What do you mean ‘you all?'", I said. "Don't put me in the ‘you all' group. I was delighted to be doing what we were doing. I didn't want to go. I only went to satisfy the rest of you characters. You are the culprits."

Beth looked shocked. "Don't call me a culprit. You and Daddy and Mamma were the ones who wanted to go. I just went along to be sociable and to keep you happy. I would have had to be crazy to want to go out in heat like that, You don't think I'm that crazy do you?"

Before I had the opportunity to fall into that obvious trap, her father entered the conversation again with some abruptness. He spoke only one word, but did it in the quite simple, straightforward vernacular that a lifelong Texan and particularly a Colemanite can approximate. That word was "H-E-L-L."




THE ABILENE PARADOX - V

Since he seldom resorted to profanity, he immediately caught our attention. Then, he proceeded to explain on what was already an absolutely clear thought with, "listen, I never wanted to go to Abilene. I was sort of making conversation. I just thought you might have been bored, and I felt I ought to say something. I didn't want you and Jerry to have a bad time when you visit. You visit so seldom I wanted to be sure you enjoy it. And I knew Mama would be upset if you all didn't have a good time. Personally, I would have preferred to play another game of dominoes and eaten the leftovers in the ice box."

After the initial outburst of recrimination we all sat back in silence. Here we were, four reasonable sensible people who, on our own volition's, had just taken a 106-mile trip across a Godforsaken desert in furnace like temperatures through a cloud like dust storm to eat unpalatable food at a hole-in-the-wall cafeteria in

Abilene, Texas, when none of us really wanted to go, In fact, to be more accurate, we'd done just the opposite of what we wanted to do. The whole situation seemed paradoxical. It simply didn't make sense.

At least it didn't make sense at that time. But since that fateful summer day in Coleman, I have observed, consulted with and been a part of more than one organization that has been caught in the same situation.

As a result, it has either taken a side-trip, and occasionally, a terminal journey to Abilene when Dallas or

Muleshoe or Houston or Tokyo was where it really wanted to go. And for most of those organizations, the destructive consequences of such trips, measured both in terms of human misery and economic loss, have been much greater than for the Abilene group.

Jerry Harvey, 1974




END

Paul Collins - Jordan-Webb

3700 W Devon Avenue

Suite F

Lincolnwood, IL 60712

Bringing 20/20 Vision to Computer-Supported Collaboration

E-mail: pcollins@jordan-webb.net

Phone

Jordan-Webb Office: (847) 673-2288

Fax

(847) 673-9322

QDI Strategies Office: (312) 739-2020 ext. 231 (312) 739-2017


Center of Competency Overview - Jordan

MODELS FOR DEPLOYING, SUSTAINING AND

INSTITUTIONALIZING

COMPUTER-SUPPORTED COLLABORATION

IN ORGANIZATIONS

ABSTRACT

INTRODUCTION

IMPLEMENTING

GROUPWARE

TECHNOLOGY PRODUCT MODEL - 3*

TECHNOLOGY PRODUCT APPROACH

TECHNOLOGY PRODUCT VARIATION - I

TECHNOLOGY PRODUCT VARIATION - II

TECHNOLOGY PRODUCT VARIATION - III

TECHNOLOGY PRODUCT VARIATION - IV

TECHNOLOGY PRODUCT VARIATION - V

TECHNOLOGY PRODUCT VARIATION - VI

BUILDING A

CENTER OF COMPETENCY

CENTER OF COMPETENCY MODEL (TOP)*

CENTER OF COMPETENCY APPROACH

STAFF ORIENTATION MODEL

STAFF ORIENTATION

EXECUTIVE SUPPORT MODEL

EXECUTIVE SUPPORT

STAKEHOLDER MANAGEMENT MODEL

STAKEHOLDER MANAGEMENT

MARKETING MODEL

MARKETING

CLIENT MANAGEMENT MODEL*

CLIENT MANAGEMENT

PRACTICE INTEGRATION MODEL

PRACTICE INTEGRATION

SYSTEM INTEGRATION MODEL

SYSTEM INTEGRATION

BENCHMARKING MODEL

BENCHMARKING

PROCESS INTEGRATION MODEL

PROCESS INTEGRATION

SESSION COMPETENCY MODEL*

SESSION COMPETENCY*

SESSION LEADER COMPETENCY MODEL

SESSION LEADER COMPETENCY

TOOL & RESOURCE COMPETENCY MODEL

TOOL & RESOURCE COMPETENCY

TECHNICAL SUPPORT MODEL*

TECHNICAL SUPPORT

TECHNICAL INFRASTRUCTURE MODEL

TECHNICAL INFRASTRUCTURE

EMS FACILITY MODEL

EMS FACILITY

OVERSIGHT & COORDINATION MODEL*

OVERSIGHT & COORDINATION*

DEPLOYMENT STRATEGIES

DEPLOYMENT PHASES

CENTER OF COMPETENCY MODEL (TOP)*

CENTER OF COMPETENCY MODEL (SIDE)*

One or more senior-level executives understand the potential for major transformation offered by Computer-Supported

Collaboration and it is adopted as a major strategy for change.

EXECUTIVE AUDIENCE FOCUS

STAKEHOLDER AUDIENCE FOCUS

STAFF AUDIENCE FOCUS

STAKEHOLDER PROJECT AREAS - I

STAKEHOLDER PROJECT AREAS - II

STAKEHOLDER PROJECT AREAS - III

STAKEHOLDER PROJECT AREAS - IV

THE ABILENE PARADOX - I

THE ABILENE PARADOX - II

THE ABILENE PARADOX - III

THE ABILENE PARADOX - IV

THE ABILENE PARADOX - V

Bringing 20/20 Vision to Computer-Supported Collaboration

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