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Collaboration in Business Processes:
Time for a Change
Lou Latham
Principal Analyst
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The ‘Workplace’ Is Often Someplace Else
Offsite: 51%
15%
Ad hoc
telework
12%
Mobile
12%
7% 5%
Customer Full- Remote
site
worker
time
teleworker
82 percent of
workers
collaborate
with people in
other locations
On-site: 49%
32%
Regular
contact with
people at
other sites
17%
No regular
contact with
people at
other sites
Styles of Collaboration
High degree richness of collaboration
required (teaming, sharing, interacting)
Chaos: Departmental
Implementation of Point
Products
Individual teams defining
collaboration as needed
No overall strategy
IT Managed Chaos: Multiple
Collaboration Tools In-House
Departments or team select from
a set of “blessed” products within
the organization based on team or
individual need.
High degree of formality
or structure toward
collaboration
Low degree of formality
or structure toward
collaboration
Communication/ Coordination
Technologies Deployed
Limited shared teaming supported
Using email and calendaring for
coordination and communication.
IT Controlled: Companywide
Collaboration Suite
Broad collaboration strategy.
Specific and defined set of products
Limited ability to meet broad team
and individual needs.
Lower degree richness of collaboration
required (communicating, coordinating)
Key Trends

Social restructuring within the enterprise: virtual
communities and teams

Increasing institutional memory, oversight and
accountability
Functional consolidation and integration:
– chat to video within a single application
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– integration with team-support tools into suites
– interoperation with other software
Increasing bandwidth and infrastructure requirements
Growing importance of presence
Proliferation of new vendors and entry of powerhouse
vendors into the collaboration market
Flexible Collaboration
Builds Flexible Organizations
Divisions
Industrial Age Organization
– command and control
– strong perimeter defenses
Products
By Customer Segments
& Key Processes
E-Business/Collaboration
– peer interaction
– cross function/enterprise
By Supplier & Key
Processes
By Team/Task Force
The Collaborative Enterprise:
Teams and Communities
Community
of
Practice
Formal Organization
- Leadership
- Governance
- Functional Staffs
- Operational Staffs
Community
of
Practice
Community
of
Practice
Virtual
Team
Virtual
Team
Virtual
Team
Virtual
Team
Infrastructure
Management Zone
Social Zone
Production
Zone
Collaboration Extends Beyond the Enterprise
Partially
Distributed
Distributed and
Dispersed
Centralized
Extended collaboration requires:





Real-time communications
Document processing
Data interchange and analytics
Team support and process management
Knowledge management
Virtually
Integrated
Globally
Distributed
Loosely
Confederated
Partners and
Subcontractors
Strategic Planning Assumption
By 2009, at least 60 percent of new
collaboration-related IT projects will
seamlessly incorporate supplier, partner
and customer personnel — up from less
than 10 percent in 2004 (0.7 probability).
Trend: Multitasking People in 'Adhocracies'
Barriers to Collaboration: Bridging the Gaps

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Place
Time
Skill
Experience
Organization and Role
Motivation and Incentive
Priorities
Language
Culture
Tools
Processes
Leadership
Same
Different
Same
Place
Different
Time
2x2 Unappreciated
and Inadequate
Coming Changes in Collaboration
1.
Growth: Enablers (pervasive, cheap IT and communications) and demand
factors (labor demographics — rising amount of nonroutine cognitive
interactive work, changing company and management strategies and
productivity impact) growing
2.
Simplification: Attention-switching cost escalation drives emergence of smart,
cognitive worker’s dashboard. Features: automated prioritization, contextual
cues, user-defined rules and sender-defined categories. Multiple tools to
merge into single client (agglomeration trend). Automatic search beats browse
3.
Power: Personal relationship management (context and searching). Not
restricted by who you already know — finding relevant contributors in real time
4.
Emergent Phenomena: Collaborative content creation may redefine
enterprise power and reward structures — “above the radar” collaboration will
be monitored, managed and measured (inspection and overcontrol woes)
5.
Measurement: Routine, passive and pervasive archiving (“perfect recall”)
6.
What Boundaries?: P2P outside of organization control
7.
Focus: Shift toward activity-specific collaboration tools over generic
How Does Technology Support Teams?
Messaging
Content Management
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Documentum
FileNet
Open Text LiveLink
Microsoft SharePoint
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E-mail
IM
Conferencing
Voice
Mobile
Portal!
LOB Applications
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Product Design
SFA
CRM
SCM
ERP
CSS
Strong
Synergy
Smart Enterprise
Suite?
Collaborative
Workspace

Project/Resource Mgt.
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Niku
Microsoft Project
Welcom
involv
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Lotus QuickPlace
eRoom
SiteScape
Intraspect
Groove
Collaboration Components
People
Human Factors
Behavior
Work Habits
Data
Documents
Data repository
RDBMS
multiple media
E-mail, calendaring
Teamware
Presence/Directory IM, conferencing
Technology
Reporting/analytics
Application integration
Business Rules
Workflow
Project Management
Process
Collaboration Integration
Collaboration Suite
Enterprisewide
Integrated architecture
Standards-based
Portal Interface
Personalization, Authentication, Integration
Application
Layer/interface
audio/video
Web
Conferencing
Applications
EMail
Instant
Messaging
Presence
Team
rooms,
shared
folders,
etc.
Portlets
Decision
Support
and BI
LOB
Apps
Legacy
Apps
Content Delivery
Content Repository
(Unstructured)
Application Server
Data Warehouse
(Structured)
DB
Presence
Security
Integration Suite
Business Value of RTC
Value propositions for real-time collaboration:

Presence information

Community building — trust, fellowship, relationship

Time to completion, speed, efficiency

Expertise location via presence metadata

Improved productivity and workflow

Closer customer relationships

More-effective mentoring and supervision

Information transfer
The Transformative Power of Collaboration
Impact of Soft
Investment
Strategic direction/
competitive
advantage
Enterprise
performance/
competitiveness
Individual
performance
Innovation
Collaboration
Productivity
Tactical
(Incremental)
VOI
Strategic
(Transformational)
Value of Collaboration
People and Business Drivers
1980
1990
Creating the
opportunity for
breakthrough
innovation
2000
2010
Time
2020
Type A
Individuals
Type A
Teams
Aligning
Workflow with
business
processes
Most users
and vendors
Type A
Organizations
Automating
and optimizing
work process
Managing
decentralization
Communication
Productivity
Contextual
Collaboration
Transformational
Collaboration
Business Value Of Collaboration
Value of Collaboration
People and Business Drivers
1980
1990
2000
2010
Time
2020
Creating the
opportunity for
breakthrough
innovation
Aligning
Workflow with
business
processes
Automating
and optimizing
work process
Presence
Audio and Video
Conferencing
Managing
decentralization
Email
IM
Communication
Productivity
Roles
Shared
Workspaces
Contextual
Collaboration
Transformational
Collaboration
Business Value Of Collaboration
Asynchronous and Real-Time
Collaboration Converge
Low
Real-Time
Collaboration
 Web Conferencing
 Instant Messaging
 Video and Audio
Latency
Asynchronous
Collaboration
 Team Rooms
IRFolders
 Shared
 E-mail
 File Sharing
High
Persistence
Low
Multimodal Collaboration
Real-Time
IM
Web
Conference
VideoConference
PROCESS
STEP 1
PROCESS
STEP 2
STEP 1
E-mail
STEP 2
STEP 3
STEP 4
STEP 5
Application
STEP 3
STEP 4
STEP 5
Portal
Application
Voicemail
Asynchronous
Repository
Collaboration Challenges

Tools must match to tasks:
– Interactive vs. document-centric
– Processes: ad hoc vs. standardized

Integration is key to success:
– Business process management
– Content management and portals
– Web-based team support tools

Multimodal interaction is needed:
– E-mail, IM and chat, videoconferencing, Web
conferencing, phone

Generic vs. domain-specific applications
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Multidevice support, alerting

Leveraging presence
Recommendations
• Invest in infrastructure before investing in applications
• Survey end users and determine goals
• Hype cycle warning: there must be a valid enabling goal
• Use the least bandwidth and resources that will get the job
done
• Evaluate how new collaboration tools add value to specific
business processes
• Develop a collaboration road map integrated with the
enterprise software architecture
• Be ready for organizational disruption