Transcript Document

So many questions…
…do you have the answers?
Don Gulliksen - JTSi
11 February 2009
The Billing
• Part 1: The changing landscape of skills
and tools needed to be innovative in
today’s global economy.
• Part 2: The challenges and management
of team conflict in the virtual environment.
The Questions
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In your organization, what have been the disadvantages of people working
virtually?
What has your organization tried to help overcome some of the
disadvantages?
How has the need to protect intellectual property impacted the use of virtual
teams in your organization?
From your experience, how are virtual teams similar to, or different from, colocated teams?
What mechanisms, if any, does your organization employ to develop virtual
teams?
What has been your experience with managing team conflict in the virtual
environment?
Does your organization do any specific training in the virtual communication
technologies? What is the nature?
Are there virtual communications technologies you would like to see used
that are not currently employed? What is holding back their adoption in
your organization?
Recent NY Times Articles
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“Now, Brevity Is the Soul of Office Interaction”
(http://www.nytimes.com/2008/11/23/business/23micro.html?_r=1&scp=1&sq=brevity%
20soul%20office%20interaction%20milstein&st=cse)
Use of internal microblogging systems with features tailored for the workplace, for
asking quick questions and sharing brief status updates. A surprising benefit: the ease
with which employees can learn relevant information across departments.
"Melding Obama’s Web to a YouTube Presidency”
(http://www.nytimes.com/2009/01/26/us/politics/26grassroots.html?scp=1&sq=you%20t
ube%20presidency&st=cse)
How the traditional ways of communicating with and motivating voters are giving way to
new channels built around social networking.
"Israeli Entrepreneur Plans a Free Global University That Will Be Online Only”
(http://www.nytimes.com/2009/01/26/education/26university.html?_r=1&scp=1&sq=shai
%20reshef&st=cse)
Applying social networking to academia, taking advantage of the open-source
"courseware" available online
Collaboration Spectrum
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Functional Business Units
Cross Functional Teaming
Mergers and Takeovers
Outsourcing and Partnering
Mashups and Crowdsourcing
(727)
(737)
(757)
(777)
(787)
Where is your organization?
Mashups
• mainstream businesses (Google, Amazon,
SAP, etc.) are adopting Service Oriented
Architectures to integrate disparate data by
exposing this data as discrete web services
• web services provide open, standardized
protocols to provide a unified means of
accessing information from a diverse set of
platforms (operating systems, programming
languages, applications)
A communication mashup…
• Pinger
– Facebook, MySpace and Twitter feeds
are pulled together into a concise,
elegant format
– Connect with your friends and associates
using whatever tool makes most sense
– See your whole communications history
with each friend, including IM
conversations, social network feeds,
calls, texts or mails
– See IM status next to each name in
Contacts and Favorites so you know
what they’re up to and the best way to
get them
Crowdsourcing
• the act of taking a task traditionally
performed by an employee or contractor,
and outsourcing it to an undefined,
generally large group of people or
community in the form of an open call
• Innocentive crowdsources R&D by
providing connection and relationship
management services between "Seekers"
and "Solvers."
Super crowdsourcing…
• Think of an idea for a
DORITOS® brand
commercial.
• Shoot it. Submit it. Make
it as one of five finalists
and win $25,000.
• If America votes it their
favorite, your video will be
aired as a DORITOS®
commercial during Super
Bowl XLIII.
• If your ad gets the top
spot on the USA TODAY
Ad Meter, we’ll give you a
$1,000,000 bonus.
What is the right balance?
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labor costs
travel costs
energy costs
real estate costs
product complexity
local talent pool
protected IP
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open IP
open platforms
open innovation
global workforce
mass collaboration
crowdsourcing
mashups
Our traditional skills and tools…
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telephone
email
web conference
video conference
meetings
conferences
restaurants
etc…
Net generation skills and tools…
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texting
blogs
wikis
twitter
facebook
myspace
youtube
secondlife
gaming
etc…
The gap…
Training out the gap – our responsibility…
• student transition from social networks to business networks
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how to run a meeting
how to read another person’s body language
how to effectively use a telephone in a business environment
the do’s and don’ts of corporate email
• employee transition from business networks to social networks
– how to use social networking tools to your advantage
– the etiquette expected in the use of each tool
– the security risks of using these tools
• the right mix of social and business networks
– how often / when are face-to-face meetings appropriate?
– what are the effects of each on a co-located workforce?
– what are the effects of each on a dispersed workforce?
Think about this challenge…
• SmartPhones
– access anytime
– access everywhere
– access to everything
– why use corporate
• telephones?
• computers?
• networks?
– everyone will have one…
Dilemma: Control the technology or train the employee?
Control or Train?
• The best practice organizations have not
experienced significant problems with the
abuse of tools or the sharing of
inappropriate or proprietary information.
• There is a willingness to allow less
authoritative content to be published and
made available across the organization.
• Using Enterprise 2.0 tools does not require
policy changes or security updates.
“The Role of Evolving Technolgies: Accelerating Collaboration and Knowledge Transfer”
APQC Study, 2007
Collect or Connect?
• The simple, easy, and even fun features of
social computing tools encourage employees to
contribute to/participate in/leverage the
knowledge-sharing tools made available to them
• Adopting a centralized portal for back-end
services and data/knowledge repositories,
federated search functions, and an open
collection of social computing tools with
automated processes and analytics enables the
fluid exchange of both tacit and explicit
knowledge
“Using Knowledge: Advances in Expertise Location and Social Networking”
APQC Study, 2008
Wikinomics By Design*
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take cues from your lead users
build critical mass
supply an infrastructure for collaboration
take your time to get structures & governance right
make sure all participants can harvest some value
abide by community norms and create trust conditions
let the process evolve
don’t lose sight of your business objectives
collaboration starts internally
finding the internal leadership for change
hone your collaborative mind
*“Wikinomics – How Mass Collaboration Changes Everything”
Don Tapscott and Anthony D. Williams
This space intentionally left blank…
…for your answers!