Jordan-Webb - All Rights Reserved 1991-2000 Paul CollinsJordan-Webb - Chicago, Illinois QDI Strategies - Chicago, Illinois [email protected]@jordan-webb.net(847)

Jordan-Webb - All Rights Reserved 1991-2000

Paul Collins Jordan-Webb - Chicago, IllinoisQDI Strategies - Chicago, Illinois

[email protected] (847) 673-2288

INTEGRATING GROUP SUPPORT TECHNOLOGY

INTO GROUP WORK

Face to Face Technology SymposiumMarch 27-28, 2000


What we do (GroupSystems Business)– Computer-Supported Collaboration

– GroupSystems Business Associate/Partner 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 GS to support client projects– Business, strategic, marketing & information planning workshops,

business & consumer research focus groups, pro bono work )

– Midwest Facilitators Network (Regional Focus)– 4 Full-day conferences annually (January, May, August*, October)



What we do (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 / Transformations– Process: discovery, creation, judgment, commitment– Decisions: the result of fundamental shifts in the way clients

view themselves, their issues, customers, competitors and 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 clients):

– It’s 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 activities that we 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



Integrating Group Support Technology into Group Work (Abstract)(From The FTF Website:...we decided to sponsor a Symposium to keep facilitators using GroupSystems® technology at the top of their game. We decided to hold this Symposium in the Washington DC area since it is the largest market for this product.)

Our question: “Hey, what about the market for GroupSystems outside of the Beltway?”

This session will provide participants a forum to share information and knowledge about GroupSystems deployment from their current and past experiences. The payback is to help our community of users and advocates 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, the key is the development of a knowledge-base that would capture and share information and experiences of the greater community.

The primary objective of this session is to help participants develop a basic level of understanding of the factors that might be driving and/or inhibiting the acceptance, usage or growth of group support technology in their organizations. A secondary 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.



IN A WORLD OF PEOPLE,TECHNOLOGY CAN MAKE

THE DIFFERENCE



Vanishing FacilitiesDiminishing Usage (Fixed/Portable/Virtual)

Vanishing FacilitiesDiminishing Usage (Fixed/Portable/Virtual)

Face to Face Technology SymposiumEndangered Species


Market Understanding& Transformation(Not Better Technology)(Not Better Facilitation)

Market Understanding& Transformation(Not Better Technology)(Not Better Facilitation)

Face to Face Technology SymposiumEnvironmental Protection


TECHNOLOGY PRODUCTDEPLOYMENT APPROACH

IMPLEMENTING A GROUPWARE PRODUCT



Computer-SupportedSessions

Computer-SupportedSessions

ClientManagement

ClientManagement

Benchmarks &Measures

Benchmarks &Measures

StakeholderManagement

StakeholderManagement

PracticeIntegration

PracticeIntegration

OrganizationCommitment

OrganizationCommitmentOrientationOrientation

Oversight / Support Organization(Defaults to Technology-Oriented)

Fixed/PortableFacility

MarketingDistributed

Sessions

TechnicalInfrastructure

ProductAcquisition

FacilitatorTraining

TechnicalSupport

TechnographerTraining

ProcessIntegration

Integration withOther Tools

TECHNOLOGY PRODUCT MODELFOR ELECTRONIC MEETING SYSTEMS

ExecutiveSupport


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 APPROACHFOR ELECTRONIC MEETING SYSTEMS


ENABLING TECHNOLOGYDEPLOYMENT APPROACH

BUILDING ACENTER OF COMPETENCY



StakeholderDevelopment & Management

CENTEROF

COMPETENCY

Operational Oversight& Coordination

ExecutiveSupport & Advocacy

Orientation

Fixed/Portable/VirtualFacility

Technical InfrastructureInternal & External

Market Development

Client Development & Management

Technical Support Partnership

Enabling TechnologyProduct Deployment

Integration With OtherApplications / Technologies

Benchmarking & Measurement Session Leader Development

Public Relations &Communication

Process Integration

CENTER OF COMPETENCY MODELFOR COMPUTER-SUPPORTED COLLABORATION

Practice Integration

Program orProject

Excellence

Program orProject

Excellence


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

CENTER OF COMPETENCY APPROACHFOR COMPUTER-SUPPORTED COLLABORATION


EXECUTIVE SUPPORT MODELFOR COMPUTER-SUPPORTED COLLABORATION

EXECUTIVE LEVELSUPPORT

& ADVOCACY

Resources Allocatedfor Deployment

High-LevelUnderstanding

High-LevelUse

High-LevelInvestment in Success

High-LevelBuy-In

High-LevelEndorsement


Advantages:

– Resources made available

– Budgets well established and protected

– Barriers of entry lowered

– Calendars cleared

– Mandate from highest authority

Risks of not doing:

– Support and interest withers on the vine

– No clear strategic direction

– Enterprise-wide acceptance unlikely

EXECUTIVE SUPPORTFOR COMPUTER-SUPPORTED COLLABORATION


STAKEHOLDERDEVELOPMENT

& MANAGEMENT

Resourcesfor Support

Mutual Recognitionof Benefit and Value

Common Interest inSustained Usage

Project & ProgramOwnership

STAKEHOLDER MANAGEMENT MODELFOR COMPUTER-SUPPORTED COLLABORATION

Usage AcrossOrganization Boundaries

Broadly-Based,Joint Oversight


Advantages:

– Shared interest (stake) in success (partnerships)

– Multiple channels of support

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

– Direct access to key projects and core processes

– Transformation from service provider to partner

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

STAKEHOLDER MANAGEMENTFOR COMPUTER-SUPPORTED COLLABORATION


MARKETING MODELFOR COMPUTER-SUPPORTED COLLABORATION

INTERNAL& EXTERNALMARKETING

Client EducationEvents

OpportunityAssessment

Client NeedsAnalysis & Assessment

Orientation

Benefit, Cost & ValueAnalysis

Client Development& Management

Benchmarking& Measurement

Public Relations& Communication


MARKETINGFOR COMPUTER-SUPPORTED COLLABORATION Advantages:

– Stakeholders are also clients

– Better understanding of client needs

– Understanding of need for initial usage

– Insight into client motivation for repeat usage

– Discovering unrecognized or unmet client needs

– Discovering new ways to use

Risks of not doing:

– Extremely difficult to develop extensive client base

– Best kept secret in the organization

– Not used to resolve most critical problems


CLIENT MANAGEMENT MODEL*FOR COMPUTER-SUPPORTED COLLABORATION

CLIENTDEVELOPMENT &

MANAGEMENT

Client Project & Program Issues

Client Process Issues

Client Relationships

Internal & ExternalClients


Client Expectations

Process Integration

Internal & ExternalMarket Development


StakeholderDevelopment

& Management


CLIENT MANAGEMENTFOR COMPUTER-SUPPORTED COLLABORATION Advantages:

– Selling projects & programs instead of sessions

– Managed the client relationship

– Exceeding client expectations becomes standard

– Developing repeat business with repeatable work processes

– Transformation from push mode to pull mode

Risks of not doing:

– Incidental client engagements or special events

– Low perception of quality and/or value by client

– Inconsequential repeat business


PRACTICE INTEGRATION MODELFOR COMPUTER-SUPPORTED COLLABORATION

PRACTICEINTEGRATION

Client Practice AreaBusiness Area Best Practices

Public Relations& Communication

Integration withOther Applications /

Technologies

Session LeaderDevelopment


Process Integration Benchmarking& Measurement


Enabling TechnologyDeployment


PRACTICE INTEGRATIONFOR COMPUTER-SUPPORTED COLLABORATION Advantages:

– Positioned as strategic business tool

– Accepted and used across business areas

– Supports organizational goals

– Recognized as a “best practice”

Risks of not doing:

– Silos of expertise and usage

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

– Perceived as a solution looking for a problem


BENCHMARKING MODELFOR COMPUTER-SUPPORTED COLLABORATION

BENCHMARKING&

MEASUREMENT

Client Project& Program Issues

Client ProcessIssues

Process Integration



ProcessImprovements

Measures, Benefits,Costs, Values

PracticeIntegration


BENCHMARKINGFOR COMPUTER-SUPPORTED COLLABORATION

Advantages:

– Understand benefits/values for clients

– Focus on most significant improvements

– Audit trail of process improvements

– Repository of process metrics

– Continuous process improvement & optimization

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


CENTER OF COMPETENCYDEPLOYMENT STRATEGIES



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 STRATEGIESFOR COMPUTER-SUPPORTED COLLABORATION


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.

DEPLOYMENT PHASESFOR COMPUTER-SUPPORTED COLLABORATION


StakeholderDevelopment & Management

CENTEROF

COMPETENCY



Orientation


Technical InfrastructureInternal & External

Market Development

Client Development & Management

Technical Support Partnership

Enabling TechnologyProduct Deployment

Integration With OtherApplications / Technologies

Benchmarking & Measurement Session Leader Development

Public Relations &Communication

Process Integration



Program orProject

Excellence

Program orProject

Excellence


STAKEHOLDERAUDIENCE

STAKEHOLDERAUDIENCE

STAFFAUDIENCE

STAFFAUDIENCE

EXECUTIVEAUDIENCE

EXECUTIVEAUDIENCE


Client Development& Management Practice IntegrationPractice Integration

Public Relations & Communications

Session LeaderDevelopment

Process Integration

Enabling TechnologyDeployment


TechnicalInfrastructure

Technical SupportPartnership


Integration with OtherApplications/Technologies



Orientation

Stakeholder Development& Management







ENTERPRISE-WIDEDEPLOYMENT

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.



STAKEHOLDERAUDIENCE

STAFFAUDIENCE

EXECUTIVEAUDIENCE

EXECUTIVEAUDIENCE



EXECUTIVE AUDIENCE FOCUSFOR ENTERPRISE-WIDE DEPLOYMENT

OrientationOrientation





Practice IntegrationPractice Integration




STAKEHOLDERAUDIENCE

STAKEHOLDERAUDIENCE

STAFFAUDIENCE

EXECUTIVEAUDIENCE










STAKEHOLDER AUDIENCE FOCUSFOR ENTERPRISE-WIDE DEPLOYMENT



STAKEHOLDERAUDIENCE

STAFFAUDIENCE

STAFFAUDIENCE

EXECUTIVEAUDIENCE








STAFF AUDIENCE FOCUSFOR ENTERPRISE-WIDE DEPLOYMENT





STAKEHOLDERKEY PROGRAMS, PROJECTS &

CORE PROCESSES


CORE PROCESSES

STAKEHOLDER PROJECT AREAS - I FOR ENTERPRISE-WIDE DEPLOYMENT

Marketing R & D•Distribution Channel Strategy•Product Positioning

Marketing R & D•Distribution Channel Strategy•Product Positioning

Strategic Planning•SWOT Analysis•Opportunity Assessment

Strategic Planning•SWOT Analysis•Opportunity Assessment

Organization Development•Capability Assessment•Team Development

Organization Development•Capability Assessment•Team Development

Human Resources•Candidate Evaluation•Stress Analysis

Human Resources•Candidate Evaluation•Stress AnalysisRe-engineering

•Process Modeling•Functional Decomposition

Re-engineering•Process Modeling•Functional Decomposition

Manufacturing•Capacity Planning•Production Scheduling

Manufacturing•Capacity Planning•Production Scheduling


STAKEHOLDER PROJECT AREAS - II FOR ENTERPRISE-WIDE DEPLOYMENT

Information Technology•Joint Application Design (JAD)•Information Strategy Planning

Information Technology•Joint Application Design (JAD)•Information Strategy Planning

Purchasing•RFP Evaluation•Vendor & Contract Selection

Purchasing•RFP Evaluation•Vendor & Contract Selection

Product R & D•New Product Concepts•Packaging Design

Product R & D•New Product Concepts•Packaging Design

Quality Management•Customer Focus Groups•Product Quality Measurement

Quality Management•Customer Focus Groups•Product Quality MeasurementLogistics/Distribution

•Material & Information Flow•Supply Chain Analysis

Logistics/Distribution•Material & Information Flow•Supply Chain Analysis

Finance•Pre-Approval Audits•Financial Policy Analysis

Finance•Pre-Approval Audits•Financial Policy Analysis STAKEHOLDER

KEY PROGRAMS, PROJECTS &CORE PROCESSES


CORE PROCESSES


STAKEHOLDER PROJECT AREAS - III FOR ENTERPRISE-WIDE DEPLOYMENT

Performance Management•Standards Development•Performance Assessment

Performance Management•Standards Development•Performance Assessment

Training•Needs Analysis & Assessment•Program Evaluation

Training•Needs Analysis & Assessment•Program Evaluation

Ideation/Creativity•“Out-of-the-Box” Thinking•Visioning

Ideation/Creativity•“Out-of-the-Box” Thinking•Visioning

Merger Re-Organization•Resource Re-Alignment•Systems Re-Design

Merger Re-Organization•Resource Re-Alignment•Systems Re-DesignCompetitive Intelligence

•Behavioral Analysis•Environmental Analysis

Competitive Intelligence•Behavioral Analysis•Environmental Analysis

Military•Disinformation Strategy•Operational Needs Analysis

Military•Disinformation Strategy•Operational Needs Analysis STAKEHOLDER



CORE PROCESSES


STAKEHOLDER PROJECT AREAS - IVFOR ENTERPRISE-WIDE DEPLOYMENT

Conflict Resolution•Problem Identification•Organizational Politics Analysis

Conflict Resolution•Problem Identification•Organizational Politics Analysis

Education•Collaborative Authoring•Distributed Learning

Education•Collaborative Authoring•Distributed Learning

Environmental Impact•Causal Analysis•Community Town Meetings

Environmental Impact•Causal Analysis•Community Town Meetings

Sales Planning•Territory Analysis & Alignment•Customer Profitability

Sales Planning•Territory Analysis & Alignment•Customer ProfitabilityRisk Management

•Strategy Failure Analysis•“OST” Planning

Risk Management•Strategy Failure Analysis•“OST” Planning

Change Management•Organization Climate Analysis•Transition Planning

Change Management•Organization Climate Analysis•Transition Planning STAKEHOLDER



CORE PROCESSES



END

INTEGRATING GROUP SUPPORT TECHNOLOGY INTO GROUP WORK

Paul Collins Jordan-Webb - Chicago, IllinoisQDI Strategies - Chicago, Illinois

[email protected] (847) 673-2288

Documents

Jordan-Webb - All Rights Reserved 1991-2000 Paul CollinsJordan-Webb - Chicago, Illinois QDI Strategies - Chicago, Illinois [email protected]@jordan-webb.net(847)