Transcript Center of Competency Overview - Jordan-Webb

GroupSystems Worldwide Conference ‘99
Building Knowledge-Based Solutions
STRATEGIES FOR INTEGRATING
GROUP SUPPORT TECHNOLOGY
INTO GROUP WORK
MODELS FOR DEPLOYING, SUSTAINING AND
INSTITUTIONALIZING
COMPUTER-SUPPORTED COLLABORATION
IN ORGANIZATIONS
by Paul Collins
Jordan-Webb - Lincolnwood, IL
QDI Strategies, Inc. - Chicago, IL
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
GroupSystems Worldwide Conference ‘99
Building Knowledge-Based Solutions
 What

Strategic Marketing Consulting


helping clients develop 20/20 vision for marketing breakthroughs that
require both decision & implementation
Marketing Research


we do (Marketing Business)
using primary and secondary research and analytical techniques to help
clients bring market understanding to marketing decisions
Marketing Breakthroughs / Transformations



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
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
GroupSystems Worldwide Conference ‘99
Building Knowledge-Based Solutions
 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
 Market Transformation 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)
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
GroupSystems Worldwide Conference ‘99
Building Knowledge-Based Solutions
 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 businesses that we might not have entered or
might have outsourced

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
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
GroupSystems Worldwide Conference ‘99
Building Knowledge-Based Solutions
ABSTRACT
The focus and payback of this session is to have the participants share
information and knowledge about GroupSystems deployment from their
current and past experiences so that we as a community might better
understand how to develop more strategic and organizationally aware
approaches to deployment. While this session will highlight some of the
author’s observations, discoveries and research concerning the deployment of
group support technologies such as GroupSystems (a.k.a. EMS, Electronic
Meeting Support) in organizations, the key is the development of a model that
contains the experiences and knowledge of the greater community.
The primary objective of this session is to help participants arrive at a basic
level of understanding about the factors that might be driving and/or
inhibiting acceptance, usage or growth of GroupSystems in their
organizations. A secondary session objective is to assist the group in
developing a set of strategies that could help them exploit the driving factors
and overcome the inhibiting ones.
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
GroupSystems Worldwide Conference ‘99
Building Knowledge-Based Solutions
IN A WORLD OF PEOPLE,
TECHNOLOGY CAN MAKE
THE DIFFERENCE
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
GroupSystems Worldwide Conference ‘99
Group Support Technology - Endangered Species
Vanishing
GroupSystems Facilities
(Fixed/Portable/Virtual)
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
GroupSystems Worldwide Conference ‘99
Environmental Protection for GroupSupport
Market Transformation
& Understanding
(Not Better Technology)
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
GroupSystems Worldwide Conference ‘99
Building Knowledge-Based Solutions
TECHNOLOGY PRODUCT
DEPLOYMENT APPROACH
IMPLEMENTING A
GROUPWARE PRODUCT
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
TECHNOLOGY PRODUCT MODEL - 3*
FOR ELECTRONIC MEETING SYSTEMS
Oversight / Supporting Organization(s)
Orientation
Benchmarks &
Measures
Practice
Integration
Product
Certification
Facilitator
Training
EMS
Facility
Executive
Support
Technical
Infrastructure
Technographer
Training
Technical
Support
Process
Integration
Integration with
Other Tools
Distributed
Sessions
ComputerSupported
Sessions
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
Marketing
(Open House)
Organization
Commitment
Client
Management
Stakeholder
Management
TECHNOLOGY PRODUCT APPROACH
FOR ELECTRONIC MEETING SYSTEMS
 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
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
GroupSystems Worldwide Conference ‘99
Building Knowledge-Based Solutions
ENABLING TECHNOLOGY
DEPLOYMENT APPROACH
BUILDING A
CENTER OF COMPETENCY
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
CENTER OF COMPETENCY MODEL (TOP)*
FOR COMPUTER-SUPPORTED COLLABORATION
Executive
Support & Advocacy
Orientation
Stakeholder
Development & Management
Internal & External
Market Development
Operational Oversight
& Coordination
Fixed/Portable/Virtual
Facility
CENTER
OF
COMPETENCY
Client Development
& Management
Technical Infrastructure
Technical Support Partnership
Practice Integration
Integration With Other
Applications / Technologies
Benchmarking & Measurement
Enabling Technology
Product Deployment
Program or
Project
Excellence
Public Relations &
Communication
Session Leader Development
Process Integration
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
CENTER OF COMPETENCY APPROACH
FOR COMPUTER-SUPPORTED COLLABORATION
 Characteristics

Sponsorship, understanding, utilization and endorsement by Executive Management

Oversight and coordination by business or people-oriented organization

Strengths of Oversight Partners (from Organizations) 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
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
STAKEHOLDER MANAGEMENT MODEL
FOR COMPUTER-SUPPORTED COLLABORATION
Mutual Recognition
of Benefit and Value
Usage Across
Organization Boundaries
Resources
for Support
Common Interest in
Sustained Usage
STAKEHOLDER
DEVELOPMENT
& MANAGEMENT
Broadly-Based,
Joint Oversight
Project & Program
Ownership
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
STAKEHOLDER MANAGEMENT
FOR COMPUTER-SUPPORTED COLLABORATION
 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
 Risks
of not doing:

Duplication of effort or un-coordinated activities

Weak or unclear oversight

Inevitable demise due to loss of champion or key individual
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
MARKETING MODEL
FOR COMPUTER-SUPPORTED COLLABORATION
Orientation
Public Relations
& Communication
Client Education
Events
Client Needs
Analysis & Assessment
INTERNAL
& EXTERNAL
MARKETING
Benefit, Cost & Value
Analysis
Client Development
& Management
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
Opportunity
Assessment
Benchmarking
& Measurement
MARKETING
FOR COMPUTER-SUPPORTED COLLABORATION
 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
 Risks
of not doing:

Difficult time building extensive client base

Best kept secret in the organization

Not used to resolve most critical problems
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
CLIENT MANAGEMENT MODEL*
FOR COMPUTER-SUPPORTED COLLABORATION
Client Project
& Program Issues
Client Expectations
Stakeholder
Development
& Management
CLIENT
DEVELOPMENT &
MANAGEMENT
Internal & External
Market Development
Process Integration
Client Process Issues
Client Relationships
Benchmarking
& Measurement
Internal & External
Clients
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
Practice Integration
CLIENT MANAGEMENT
FOR COMPUTER-SUPPORTED COLLABORATION
 Advantages:
– Selling projects & programs instead of sessions
– Managed client relationships
– Exceeding client expectations becomes standard
– Repeat business with repeatable work processes
 Risks
of not doing:
– Incidental client engagements or special events
– Low perception of quality and/or value by client
– Inconsequential repeat business
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
PRACTICE INTEGRATION MODEL
FOR COMPUTER-SUPPORTED COLLABORATION
Client Practice Area
PRACTICE
INTEGRATION
Client Development
& Management
Integration with
Other Applications /
Technologies
Session Leader
Development
Business Area
Best Practices
Internal & External
Market Development
Process Integration
Public Relations
& Communication
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
Benchmarking
& Measurement
Enabling Technology
Deployment
PRACTICE INTEGRATION
FOR COMPUTER-SUPPORTED COLLABORATION
 Advantages:
– Positioned as strategic business tool
– Accepted and used across practice areas
– Supports organizational goals
 Risks
of not doing:
– Silos of expertise and usage
– Seen as the latest “initiative of the month” (quarter, year, etc.)
– Seen as a solution looking for a problem
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
SYSTEM INTEGRATION MODEL
FOR COMPUTER-SUPPORTED COLLABORATION
Client
Project Needs
INTEGRATION
WITH
OTHER APPLICATIONS/
TECHNOLOGIES
Internal & External
Market Development
Client
Process Requirements
Benchmarking
& Measurement
Process Integration
Session Leader
Development
Enabling Technology
Deployment
Public Relations
& Communication
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
SYSTEM INTEGRATION
FOR COMPUTER-SUPPORTED COLLABORATION
 Advantages:
– Extends capabilities of use beyond current EMS tool constraints
– Brings focus to future EMS enhancements
– May discover process innovations
 Risks
of not doing:
– Current EMS limitations may be a barrier to client usage
– Failure to exploit technology
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
BENCHMARKING MODEL
FOR COMPUTER-SUPPORTED COLLABORATION
Client Project
& Program Issues
BENCHMARKING
&
MEASUREMENT
Internal & External
Market Development
Client Process
Issues
Client Development
& Management
Process
Improvements
Measures, Benefits,
Costs, Values
Practice
Integration
Process Integration
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
BENCHMARKING
FOR COMPUTER-SUPPORTED COLLABORATION
 Advantages:
– Understand benefits/values for clients
– Focus on most significant improvements
– Audit trail of process improvements
– Repository of process metrics
 Risks
of not doing:
– Under-charge or over-charge (budget) for services
– Difficult to justify cost of EMS as adding any value
– Cannot demonstrate continuous progress
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
GroupSystems Worldwide Conference ‘99
Building Knowledge-Based Solutions
CENTER OF COMPETENCY
DEPLOYMENT STRATEGIES
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
DEPLOYMENT STRATEGIES
FOR COMPUTER-SUPPORTED COLLABORATION
 Enterprise-Wide

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:
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.
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
DEPLOYMENT PHASES
FOR COMPUTER-SUPPORTED COLLABORATION
 Experimental

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

Pilot Phase:
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.
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
CENTER OF COMPETENCY MODEL (TOP)*
FOR COMPUTER-SUPPORTED COLLABORATION
Executive
Support & Advocacy
Orientation
Stakeholder
Development & Management
Internal & External
Market Development
Operational Oversight
& Coordination
Fixed/Portable/Virtual
Facility
CENTER
OF
COMPETENCY
Client Development
& Management
Technical Infrastructure
Technical Support Partnership
Practice Integration
Integration With Other
Applications / Technologies
Benchmarking & Measurement
Enabling Technology
Product Deployment
Program or
Project
Excellence
Public Relations &
Communication
Session Leader Development
Process Integration
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
CENTER OF COMPETENCY MODEL (SIDE)*
FOR COMPUTER-SUPPORTED COLLABORATION
Executive
Support & Advocacy
Internal & External
Market Development
Orientation
Process Integration
Stakeholder Development
& Management
Client Development
& Management
EXECUTIVE
AUDIENCE
STAKEHOLDER
AUDIENCE
Enabling Technology
Deployment
Benchmarking
& Measurement
Integration with Other
Applications/Technologies
Technical Support
Partnership
Public Relations
& Communications
Session Leader
Development
Practice Integration
STAFF
AUDIENCE
Operational Oversight
& Coordination
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
Technical
Infrastructure
Fixed/Portable/Virtual
Facility
GroupSystems Worldwide Conference ‘99
Building Knowledge-Based Solutions
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.
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
EXECUTIVE AUDIENCE FOCUS
FOR ENTERPRISE-WIDE DEPLOYMENT
Executive
Support & Advocacy
Internal & External
Market Development
Stakeholder Development
& Management
Client Development
& Management
EXECUTIVE
AUDIENCE
Orientation
Practice Integration
STAKEHOLDER
AUDIENCE
STAFF
AUDIENCE
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
STAKEHOLDER AUDIENCE FOCUS
FOR ENTERPRISE-WIDE DEPLOYMENT
Executive
Support & Advocacy
Internal & External
Market Development
Stakeholder Development
& Management
Client Development
& Management
EXECUTIVE
AUDIENCE
Orientation
Practice Integration
STAKEHOLDER
AUDIENCE
STAFF
AUDIENCE
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
STAFF AUDIENCE FOCUS
FOR ENTERPRISE-WIDE DEPLOYMENT
Executive
Support & Advocacy
Internal & External
Market Development
Stakeholder Development
& Management
Client Development
& Management
EXECUTIVE
AUDIENCE
Orientation
Practice Integration
STAKEHOLDER
AUDIENCE
STAFF
AUDIENCE
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
STAKEHOLDER PROJECT AREAS - I
FOR ENTERPRISE-WIDE DEPLOYMENT
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 PROGRAMS, PROJECTS &
CORE PROCESSES
Human Resources
•Candidate Evaluation
•Stress Analysis
Re-engineering
•Process Modeling
•Functional Decomposition
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
STAKEHOLDER PROJECT AREAS - II
FOR ENTERPRISE-WIDE DEPLOYMENT
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 PROGRAMS, PROJECTS &
CORE PROCESSES
Logistics/Distribution
•Material & Information Flow
•Supply Chain Analysis
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
Quality Management
•Customer Focus Groups
•Product Quality Measurement
STAKEHOLDER PROJECT AREAS - III
FOR ENTERPRISE-WIDE DEPLOYMENT
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 PROGRAMS, PROJECTS &
CORE PROCESSES
Merger Re-Organization
•Resource Re-Alignment
•Systems Re-Design
Competitive Intelligence
•Behavioral Analysis
•Environmental Analysis
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
STAKEHOLDER PROJECT AREAS - IV
FOR ENTERPRISE-WIDE DEPLOYMENT
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 PROGRAMS, PROJECTS &
CORE PROCESSES
Sales Planning
•Territory Analysis & Alignment
•Customer Profitability
Risk Management
•Strategy Failure Analysis
•“OST” Planning
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
ENTERPRISE DEPLOYMENT OF
COMPUTER-SUPPORTED COLLABORATION
END
Paul Collins - Jordan-Webb
3700 W Devon Avenue
Suite F
Lincolnwood, IL 60712
Bringing 20/20 Vision to Computer-Supported Collaboration
E-mail:
[email protected]
Phone
Jordan-Webb Office: (847) 673-2288
QDI Strategies Office: (312) 739-2020 ext. 231
© 1992-1999 All Rights Reserved - Jordan-Webb - QDI Strategies
Fax
(847) 673-9322
(312) 739-2017