Archives For collaboration

McKinsey ha pubblicato di recente una ricerca molto interessante (la trovate qui, se siete interessanti al dettaglio: McKinsey research on Social Collaboration) che mette in luce lo stato dell’arte attuale relativo alla social e digital collaboration e il futuro del settore.

Chi segue questo blog sa che quello della collaboration è un tema a me caro ormai dal 2010 e che mi sono sempre occupato di progetti a supporto delle organizzazioni di medie e grandi dimensioni nell’introduzione di tecnologie collaborative all’interno del contesto aziendale. Tutto questo per sottolineare che di acqua sotto ai ponti, rispetto a qualche anno fa, ne è passata parecchia e che la collaboration è divenuta sempre di più un tema oggetto di sperimentazioni concrete e casi di successo che hanno portato numerose aziende a migliorare i propri processi lavorativi.

Sono queste le medesime riflessioni dalle quali muove McKinsey, cercando di analizzare meglio la situazione attuale e fornendo alcune utili indicazioni che possono aiutarci a intuire quale possa essere il (prossimo) futuro della trasformazione digitale.
Vediamo insieme alcuni dei punti chiave che sono messi in luce dall’analisi condotta.

  • Il primo dato rilevante che emerge è che – nonostante – tutto il tempo passato, lo spazio di miglioramento è ancora molto e le tecnologie collaborative potrebbero essere ancora largamente impiegate in modo più consistente all’interno delle organizzazioni

When asked about their own use of communication tools in their day-to-day work, most executives report that social technologies overall are largely supplemental. Nearly three-quarters of respondents say they rely primarily on older technologies, such as email, phone calls, and texting, to communicate with others at work.

Extent of Social Collaboration Technologies

  • Il dato positivo – come si vede molto bene dal grafico – è che la situazione è comunque fortemente in crescita e migliorata rispetto al 2012, in cui l’uso delle tecnologie collaborative è raddoppiato.
  • La questione maggiormente delicata riguarda – probabilmente – il fatto che ad essere impiegate per collaborare siano, molto spesso, ancora tecnologie abbastanza vecchie (email, messaggistica) che, solo in modo limitato, mettono a fattore comunque le reali potenzialità della collaboration
  • Sono ancora poche le aziende che stanno impiegando la collaboration come leva fondamentale di business e come strumento per la gestione delle community interne o per rivedere i propri processi interni in chiave di business. E’ qui che il vero contributo delle social technologies è molto più forte ed è qui lo spazio di manovra maggiore che ancora non è stato del tutto intuito e sperimentato

Social Messaging

  • La crescita resta comunque molto rappresentativa come si legge nel report:

The changes in employee-to-employee communication that more sophisticated technologies are already bringing about—and the potential they have to drive further change—is notable for a few reasons. First, the internal use of social technologies remains the most common reason companies adopt these tools. Eighty-five percent of all respondents say their companies use social technologies for internal purposes, up from 80 percent in 2015 and 69 percent in 2014. At the same time, a growing share of executives say they use social tools with partners: 59 percent in 2016, up from 49 percent the year before.

Per quanto riguarda i processi che sono toccati dal fenomeno, il maggiormente impattato risulta essere quello di supporto al cliente e di servizio after sales, a testimonianza del grande impatto che le tecnologie collaborative possono avere all’interno dell’impresa per migliorare anche la relazione e il servizio al cliente.

Services impacted by social technologies

L’analisi di McKinsey si conclude con una benefici, anche molto consistenti, che le tecnologie collaborative portano all’interno delle imprese. Si tratta comunque – a mio avviso – di benefici troppo connessi a una dimensione di engagement e poco a quella di business.

Nella mia esperienza progettuale le aziende hanno la necessità di collegare fortemente la collaborazione (come anche il digitale in senso più ampio) alla soluzione dei loro problemi di business. E’ fondamentale per le imprese capire come – e in che modo – le digital collaboration technologies possano impattare in modo significativo sul loro modo di fare impresa e di relazionarsi con clienti e dipendenti interni.

Che efficienza creano? In che modo mi permettono di servire meglio il cliente? Di quanto posso abbattere il tasso di risoluzione dei problemi? In che modo posso facilitare l’onboarding dei nuovi assunti? Come posso ridurre il tempo speso nelle riunioni? Come riduco il traffico di email scambiate? Come mi libero e risolvo i problemi legati all’overflow informativo? Come migliore la mia capacità di innovare attraverso servizi partecipati? Come creo un’organizzazione in grado di imparare e di conoscere? Come miglioro la motivazione e l’engagement dei miei dipendenti? In che modo posso diminuire i costi IT della mia azienda?

E’ a tutte queste domande – e molte altre – che un serio progetto di collaboration dovrebbe essere in grado di rispondere. La strada è tracciata e il mercato è ormai maturo, il futuro sarà di coloro che saranno in grado di connettere la trasformazione digitale a seri indicatori di business e fare davvero la differenza.

As you may know, together with Emanuele Quintarelli we have developed in the last months the Social Collaboration Survey 2013. Here some insights about what we discovered in the last months.

Along with the many projects recently carried out in Italy, the attention on collaborative dynamics and best practices is evidenced by the numerous international reports (Gartner, Forrester, MIT, Deloitte, Capgemini, Dachis …) who analyze the phenomenon from a human, organizational and technological point of view. While interesting, such data have rarely focused on Italy, on its network of small and medium-sized enterprises with its specific socio-economic conditions. The Social Collaboration Survey 2013, conducted by Stefano Besana and Emanuele Quintarelli, finally fills this gap by mapping collaborative practices and bringing to light their secrets and strategies for success.

Carried out online from July to September 2013, the Social Collaboration Survey has involved more than 300 Italian companies in an unprecedented X-ray analysis on 4 collaboration axes: culture, organization and processes, technology, measurement.
Among the main dimensions analyzed:
  • Relevance: To what extent is collaboration considered as a strategic topic both today and in the near future?
  • Drivers: What are the business drivers that lead companies to introduce tools and participatory approaches?
  • Sponsors: Which departments have the responsibility to launch and / or support collaborative initiatives?
  • Maturity: At what level of maturity are companies in our country?
  • Budget: How large are the available budgets and how are they spent among the different areas of the project?
  • Measurement: Which performance indicators and metrics are in place and how much is performance measurement already an integral part of existing initiatives?
  • Best & worst practices: Which strategies have been particularly effective in achieving high levels of adoption and what is important to avoid?
  • Processes: How deeply is collaboration intertwined into business processes?
  • Tools: Which tools are most often used by employees?

The results of Social Collaboration Survey 2013 underline that:

Collaboration is much more than a fad. The importance that companies assign to it is high and most likely to grow over the next three years up to 75% of the sample.

Collaboration generates value for the company. A targeted deployment of social platforms increases the efficiency of the company (43%), facilitates knowledge reuse (40%), improves project coordination (30%) and allows employees to stay up to date on what is done by their colleagues (30%).

Without adoption there is no return. Although it cannot be considered the end goal, pervasive adoption of new ways of working is instrumental to materialize the economic returns expected by management. For the majority of respondents, this still doesn’t happen, since only a small percentage of employees (<30%) is already involved in 2.0 tools. Less than 10% of companies have instead reached the milestone of almost complete adoption (>75% of employees).

Top Management sponsorizes the initiative. Even with bottom-up initiatives, real change requires a high level of sponsorship and a strong buy-in from the top management (70% vs. 34%).

No orphans. A careful, continuous and qualified cultivation is certainly not optional for those who aim to conquer the entire company. Successful projects show a lack of resources 5 times less (9% vs. 49%) than less mature initiatives.

Budget for change. Although still limited, the investment on collaboration grows hand in hand with its importance. The lack of budget (less than 10K Euro) is much rarer (36% vs. 64%) for the firms with proven experience on collaboration. This budget is also spent less on technology and more on people and strategy.

Measure to ROI. Measurement is correlated to success. Successful projects have metrics in plance 2 times more than others (91% vs 50%). More than participation metrics, business KPIs are core inthe most advanced projects (61% vs 22%).

A more collaborative culture. Large companies are more willing to recognize the value of collaboration (82% vs. 70% in 3 years).

More focus on business needs. Bigger firms have stakeholders most often positioned in specific units such as Innovation, HR, Customer Support, Training and Education.

ROI as the main barrier. Apart from the overall lack of understanding of the potential of collaboration by the top management (50%), the most clear resistance in the large company is the difficulty of measuring the return on investment or the impact of intangible benefits (49%). In smaller companies it is rather the culture to represent the most obvious obstacle (58%).

For more information visit: http://socialcollaborationsurvey.com/

We just published some excerpts and insights from our Social Collaboration Survey.
Here you can find more information about what we discovered

In a connected and digital society, expectations and behaviors individuals expose are everyday more influenced by the weight of the communities they belong to. Well beyond the personal dimension, this same social capital is now making its way into organizations, changing work practices, engagement mechanisms and even the drivers behind firms’ existence.

The Social Collaboration Survey 2013 analyses connection, communication, motivation and sharing dynamics among employees to surface the business potential, barriers and acceleration factors towards a new idea of firm. One that is able to address the huge economic challenges of the coming years.

To us, Social Collaboration is

A set of strategies, processes, behaviors and digital platforms that enable groups of individuals inside the organization to connect, interact, share information and work towards a common business goal

With the hope that this study will help in proving the value Social Collaboration can unlock, increasing the awareness between senior managers, identifying effective roll-out strategies, discovering the most impacted business processes, understanding how various organizational characteristics influence project outcomes.

The first quantitative study on the maturity level, the potential, the barriers and successful strategies for Social Enterprise initiatives. While conducted in Italy, its results seem to resonate very well with European and non European countries, as verified by presenting them at the recent Enterprise 2.0 Summit Paris

Methodology

  • Online survey between July – Sept 2013 on 300 italian companies, both large and small, across major sectors
  • The study has addressed culture, organization, processes, technology, measurement to provide a 360° perspective on the state of enterprise collaboration.

Main dimensions analyzed

  • Importance
  • Business drivers
  • Internal sponsors
  • Available budget
  • Outcomes measurement
  • Integration with processes
  • Organizational maturity
  • Best and worst practice in top performers
  • Adoption of collaborative tools