collaboration in the enterprise report (free) - summer 2010

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CollaborationintheEnterpriseSummer2010‐WebSurvey

SummaryofDataandCommentary

”BuildingCollaborativeEnterprises”

http://e20pros.com

ByJeffWilfong

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”BuildingCollaborativeEnterprises”‐http://e20pros.com

Introduction

Thisreportprovidesanoverviewandgivesrecommendationsbasedonresearchcollectedfromover500participantsduringJuneandJuly,2010.Theseindividualscomefromadiverserangeofcompaniesandindustries,fromsmalltoextremelylargeenterprises.Thegoalistobetterunderstandtheinterplayoftechnology,collaborativeworkculturesandleadership.First,wecoverEnterprise2.0adoption,andexaminethecollaborationtoolsandtechnologiesthatareusedintoday’sAmericanbusinesses.Weallhaveheardandpossiblyexperiencedtheweb2.0revolution,nowthismovementisreadilyoccurringincompanies.ThisreportshighlightshowwellbusinessesintegrateEnterpriseCollaborationTechnologies(ECT),whethersocialmediapoliciesareinplaceandhowworkersperceivecollaborationanditsimpacts.Weaskparticipantstolisttoolswhichtheyofficiallyuseforwork,andtoolstheyinformallyutilizetogettheirjobtasksdone.Second,wecovercollaborativeworkculturesandprovideanassessmentof“TheStateofCollaboration”inAmericanenterprises.Unliketypicalpressaboutthepowersoftechnology,thisreportgroundsthereaderinunderstandingthelargersystemcollaborationissues.Differentpsychologicalandsocialvariablesarecovered.Finally,leadershipissuesarediscussed,includingorganizationalstructure,decision‐making,andanexplorationofMission,VisionandValues.Thus,whentheTriplepyramidofcollaboration(Technology,Culture,andLeadership)isoptimized,truecollaborativeculturesmayemerge.Definitions,datahandling,disclaimers,andmorearefoundinlatersections.Allsummaryfiguresandgraphsareavailableintheappendix.Byreadingthisreport,decisionmakerswillbetterunderstandmanycollaborationissuesindeployingEnterprisetechnologies,makingsurethattheyfocusnotonlyontechnologicalissues,butpeopleandleadershipissuesaswell.HereatE2.0Pros,wespecializeindevelopingcollaborativeenterprises.Wethankallparticipantswhotookpartinthisresearch.

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SummaryofresultsandrecommendationsDemographics:Outof517totalparticipants,372finishedeveryquestioninthesurvey(anattritionlevelof30%).Itwasanticipatedthatthesurveywouldtakeabout25‐30minutestocomplete.Anattritionlevelof30%isfairlyconsistentwithprojectionsofwebsurveysofthislength.Forthissummaryreport,alldatawillbeexplored,despitetheattrition.74%ofrespondentsweremale,and26%werefemale(Figure1).Theaverageagewas43yearsold(Figure2),withamajorityofparticipantshavingearnedacollegedegreeorhigher(Figure3).Hi‐Tech,Telecommunications,Financialservices,andRetailwerethetopprimaryworkindustries,however,allsixteenindustrieswererepresented(Figure4).Alllevelsofemployeesandmanagerstookpart,withemployeesandline‐managersmostrepresented(Figure5).MostworkedinInformationTechnology,BusinessOperations,Customer/ClientServices,orSales,howeverallelevendepartmentswererepresented(Figure6).Theaveragesizeofcompanywasintherangeof501to1,000employees,howeverallcompanysizeswererepresented(Figure7).Finally,theaveragelengthofemploymentinthecurrentcompanywas1to2yearsforindividuals,withagradualdeclinetowardslongerlengthsofemployment(Figure8).Over95%ofrespondentslivedintheUnitedStates,with65%livinginCalifornia,and20%livingintheEastCoast.Thus,thedemographicsrepresentalargeanddiversesample,mostlyofAmericanbusinessprofessionals.SECTION1:EnterpriseCollaborationTechnology(ECT)Enterpriseadoption:InJuly2010,mostcompaniesarestill“Planning”or“Trying”EnterpriseCollaborationTechnologies(Figure11),with30%ofcompaniesin“Goingahead”or“Full‐speedahead”modes.

Figure11:OverallorganizationadoptionofECT.n=498

WhenexaminingdepartmentalECTstrategies,thepercentagesgenerallywerehigher(seeFigure10).

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Officially‐sanctionedECT:Figure12showsthemostpopularEnterpriseCollaborationTechnologiesatwork,withSocialCalendars,Sharedfiles,ProjectManagementtools,BlogsandWikismostfrequentlyused.SometechnologiesnotoftenmentionedwereVirtualPresenceTechnologies,PredictionMarkets,andInstantMessagingsoftware.

Figure12:Listof“officiallysanctioned”ECTtechnologiesintheenterprise.n=498

Theeffectivenessofofficially‐sanctionedECTfellintherangeof“neithereffectivenorineffective”(Figure14).WithrespectstotheperceivedcollaborationeffectivenessofofficialECT,mostindividualsreport“neithereffectivenorineffective”(Figure15).Individualsweresplit,halfandhalfwhetherofficialtoolswereintegratedwellornot(Figure16).Finally,officially‐sanctionedtoolswerefoundtotake‘excessive’or‘muchtime’forworkerstocompletetheirworktasks(Figure17).

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UnofficialECTuse:Participantsutilizedothersoftwareinadditiontowhattheiremployersprovidedthem.Figure13providesbusinessesahelpfullistofthemostpopulartechnologiesusedbyemployees.Themostpopulartechnologiesusedatwork,unofficially,were:microblogs(suchasTwitter),socialnetworks(suchasLinkedIn),instantmessagingclients,RSS/feeds,andevenvideooraudio‐conferencingtools(Figure13).

Figure13:Listof“unofficial”ECTusedonthejob.n=486

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TheeffectivenessofunofficialECTwas“veryeffective”(Figure18).WithrespectstotheperceivedcollaborationeffectivenessofunofficialECT,mostindividualsreport“effective”(Figure19).Individualsweresplit,halfandhalfwhetherunofficialECTwereintegratedwellornot(Figure20).Finally,unofficialECTwasreportedtotake‘notmuchtimeatall’or‘anaverageamountoftime’forworkerstocompletejobtasks(Figure21).

Figure18.Overalleffectivenessof“Unofficial”ECT.n=479

PoliciesandTraining:InFigure22,participantsreporteithernoformalECT/socialmediapolicies,orthattheyare‘unclear’or‘veryunclear.’Respondentsreport‘good’or‘verygood’expertiselevelintools(Figure23),withmostcompaniesnotformallytrainingusers(Figure24).

Figure22.ClearityandconsistencyofECT/socialmediapolicies

n=472,trendtowardsnopoliciesorunclearpolicies

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TopreasonstodeployECT(participants’view):Respondentsmentionedthatincreasedproductivity,abilitytofindpeople,costsavings,lesstravelexpenses,andincreasedinnovationofproducts/serviceswereamongthetopreasonsECTishelpfultoorganizations(Figure35).

Figure35.PleaseselectthefivebestreasonswhyyouthinkECTishelpfulforyourorganization:n=405

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ECTRecommendations:Foroveralladoptionefforts,30%ofcompaniescomprisethe“earlyadopters.”CertainindustriesmayhavereducedneedforECTefforts,andsomecompaniesmaybesimplytryingouttechnologiestostayahead.UnderstandingfromECTusemayoccursimplybytrying,soitisadvisablethatcompaniesstartearlyratherthantoolate.Competitorsarefierceintoday’sbusinessclimate.Officially‐sanctionedECToftenresultedinslowandpoorperformance.ManycompanieshavetroubleintegratingECTwithworkprocesses,whilesomeareexpertsatthis.Itmaybebettertoutilizeothersolutions,whichmaybesimplertouseforemployees.Figure12showsthatmanyusefultoolswhichhaveyettobeutilizedbybusinesses.ParticipantswereverypositivetowardsUnofficialECT,whichistobeexpected.Thesetoolswereshowntobeeffectiveandfast,howeverunintegrated.Figure13providesbusinessesahelpfullistofthemostpopulartechnologiesusedunofficiallybyemployees.Surprisingly,manycompaniesstilldonothaveadequateaudio/video/webconferencingsolutions.Generallyitisleaders,oftenITmanagers,whodecidewhichtoolsandtechnologieswillbeavailableatwork.Asthisreportshows,workersdemandadiverseassortmentoftechnology.Itwouldbedesirabletofocusontheneedsofemployeesandpossiblyfindfreeorlow‐costsolutionsifcapabilityorfundsareunavailable.Surprisingly,manycompaniesstilldonothavesocialmediaorECTpolicies.Thiswillbeadetrimentintheneartermandsomethingcompanieswillwanttoworkon.Again,leaderscan“providethemwhattheywant”withinthe“structurethatmakesitsafe.”QualitytrainingsareneededinOfficialECTsothatworkerscanbecomegenuineexperts,notjustreportbeinganexpert.Thesemaynotneedtobeconductedin‐person,buttrainingsmayutilizewebinarsorevenPowerPointpresentations.Mentorsfromdifferentdepartmentscanbeutilizedtonotonlyprovideorganizationalopenness,buttoprovidecross‐training.Participantsinthesurveyratethepotentialbenefitsofcollaborationconsistentlytomanyothersurveysandresearch.Workersunderstandthevalueofcollaboration,eventhoughallmaynotworkfor“CollaborativeEnterprises.”

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SECTION2:WorkplaceCulture:CollaborationTheStateofCollaboration:Summarizingdatafrom46variables,comprising14categoriesofworkculturebelievedtobeimportantincollaboration(seeFigure32),Figure33showstheoverallstateofcollaborationintheenterprise.

Figure33.ThestateofCollaborativeWorkCultures–Overallstudy

Note:Averagesfromallreportingparticipants(2to‐2),withpositivevaluesconsideredhelpfultocollaboration.

Positivesupportsforcollaborationincluded: •Relationships •Sharing •Participation/Knowledgecreation •Creativity/Innovation

•TrustNegativesupportsforcollaborationincluded: •Limitedcollaborativevision •LimitedCollaborationMeasurement/Reward •Internalcompetition •Control •Poordecision‐making •Poormentorshiportraining •Reducedwork/lifebalanceNeutralsupports: •Organizationalopenness •Risktaking

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Accordingtotheseworkplacecultureandmanagementvariables,mostcompaniesarenot“CollaborativeEnterprises.”Collaborationrewards:Respondentsreportedthatmostoftennon‐financialrewardswereoffered,suchasrecognitioninmeetings(in‐personorviaECT)andpraise(Figure34).Surprisingly,almost20%reportreceivingnorewardsforcollaborating.Financialrewardwasoneoftheleastlikelyofferingstoemployees.CollaborativeCultureRecommendations:First,companiesneedtohaveastrategic“CollaborativeVision.”Todothis,leadersneedtoexploreandcommunicateasystematicdefinitionofcollaboration(see“Definitions”section).Managementthenneedstohelpnurturenecessarysupports.Forexample,asizableEnterpriseCollaborationTechnology(ECT)budgetisvital,eveninthisdownturn,aswellashiringthebestmanagers,consultant/researchers,andsupportpeoplesuchasCommunitymanagers.Companiescannotaffordtobecomebehindinthe2.0collaborationrevolution.Visionsrequiremakingsacrifices.Next,collaborationmustbemeasured(eventhoughthismaybedifficult)andrewarded,sothatworkersareincentivizedtotrulycollaborate.Thefourteencategoriesofcollaborationprovideonesuchrubrictomeasurecollaboration.Financialrewardwasoneoftheleastlikelyofferingstoemployees,althoughmanypeoplestrugglefinanciallyinthiseconomy.Itisimportanttonotethatvariousgenerationsintheworkplacemaydesiredifferentrewards,asdopeoplewithvaryingmotivations.Thekeyistounderstandyourworkforce.Onepersonmayrequiremoremoneyduetopersonalandfamilyissuesandanothermaybemoreinclinedtowardsrecognition.Internalcompetitionisoftenseenasabenefittoanorganization,anditcanbe.Competitioncanbefun,encouragingtheworkforcewithpotentialforinnovationasindividualsthirstforthechallenge.However,destructive,sometimesselfishbehaviorintheworkplace,canhindergrowthandmaysacrificetheentireorganization.Ifindividualsarerewarded,notteams,thencollaborationmaynotbeincentivized.Leadersshouldtakecaretodevelopmethodstomeasureandrewardcollaborationastoensuresuccessoftheenterprise.Workersneedtobeabletoformrelationshipswithwhomevertheyneedtobeabletocollaborateandgettheirjobsdone.Ifgoingupthechain‐of‐commandtakestoolong,peoplewillbecomefrustrated.Managerscanhelptointroduceemployeestoeachother,especiallybetweenteamsanddepartments.Eventscanbehelpfultofosterrelationship‐building.Peoplealsoneedtoknowwhotheexpertsareintheorganizationtobemosteffectiveintheirjobs.Today,manyorganizationsstrugglewithopenness.Ifrigidhierarchyismaintained,opennesswillbedifficulttocomeby.Leaderscanencouragemanagersandemployeestoshare,worktogether,andbeateam.Trustwillbeincreasedasmembersbehavehonestly,andareheldaccountableandrewardedfortheirteamefforts.

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Individualsbelievedthemselvestobecontrolledbytheirorganizations,ratherthanfeeling“free”(toinnovate,collaborate,etc).Whenpeoplehavereducedabilitytoact,everyoneloses,especiallythecustomer.Bettertoencourageindependence,ratherthanmicromanagement.Manyorganizationsaredoingwellinparticipation.However,byutilizingECTeffectively,knowledgegenerationwillonlyincrease.Additionally,creativityisfruitfulinmanyorganizations,however,throughworkonotherculturalvariables,creativitycanshootthroughtheroof.Decision‐makingisadequateinmostcompanies,notstellar.Often,leadersmaynothavealltheinformationtheyneedtomakedecisions,andsomemaystruggletofindthetime.Decision‐makingshouldbemethodical(notnecessarilyslow),fair,strategicandexaminestrengths,weaknesses,opportunitiesandthreats.Morethananything,employeeswithintheorganizationneedtobeconsulted.Large‐scaledecisionscanbevettedusingcrowd‐sourcingtechniques.Truly,thepowerofthe2.0revolutionprovidesabilityfornewmethodsofleadership.Collaborationandinnovationrequiresacertaindegreeofrisk‐taking.Leaderswillhavetoencouragehope,ratherthanfear,creativity,ratherthancontrol,experimentation,ratherthanroutineautomationofprocesses.ThepotentialofECTfaroutweighsthelegalrisk.Traditionalleadersorthoseinmorepolicy‐orientedculturescanexperimentwithafewtechnologiestoencouragerisk‐taking.TrainingisnecessaryforECT,especiallyforindividualstobecomegenuine.Trainingcanbeofferedin‐persontothosethatlikethisformat,orelectronicallytothosemoretechnicallysavvy.Finally,awork‐lifebalanceisnecessaryforfreshideas(i.e.innovation)andreducedstressonthejob.Whenpeoplecannotfocusduetofatigueorstress,thewholeenterpriseloses.Asmanyexpertshavefound:mostinnovationshappenwhenpeoplearehavingfun,beingcreative,walkingalongastream,oratthebeach.Routinemeetingsprovidetoomuchformalityforgenuineinsightstooccur,althoughtheycan.Leaderscanexaminetheworkplacetocreatephysicalspacesconduciveofcollaboration(suchascomfortableseatingareas,whiteboards,collaborationequipment)andallowworkerssomedowntimeeveryweektocreativelyexploreideastogether.Workersalsoshouldbeabletorestorethemselvesathomeandwithfriendsandfamily,notbeingcontactedtofrequently.Pushingsomeonetoohardusuallyresultsinsubstandardworkorthemleaving.Intheknowledgeeconomy,thegreatestassettotheorganizationareemployees.

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SECTION3:Organizationstrategy,structureandleadershipMission,Vision,andValues:Figures41through43,describeparticipants’familiaritywiththeircompany’sMission,Vision,andValues.ParticipantsweregenerallyfamiliarwithMission,andValues.RegardingVision,mostreported‘neitherfamiliarnorunfamiliar.’Ineachcase,atleast20%ofrespondentswereunfamiliarwithMission,Vision,orValues.“TheDeciders”:ThedecisionmakersforoverallbusinessstrategywerefoundtobetheExecutivemanagers,CEO,andtheBoardofDirectors(Figure36),inthisorder.Typically,itisexpectedthisordertobereversedforthetraditionalhierarchicalorganization.ThedecisionmakersfordepartmentalstrategywereDepartmentmangers,CEO,MiddleManagersandtheExecutivemanagers(Figure37),inthisorder.Thisscenarioseemsfairlyconventional.Next,thedecisionmakersforteamstrategywerefoundtobeMiddlemanagers,Departmentmanagers,CEO,and‘everyonehavingafairsay’(Figure38),inthisorder.Yet,again,thisscenarioisfairlytypical.Lastly,withrespectto‘who’hasmostsayinhowindividualemployeesdotheirjobs,participantsreportedDirectsupervisor,“Ido,”Departmentmanagers,andMiddlemanagers(Figure39),inthisorder.Thus,thedatashowsmostorganizationsfollowahierarchicalorbureaucraticorganizationstructure.OrganizationStructure:Figure40showshoworganizationsarestructured.Respondentswereallowedtoselectmorethanonechoice.Asisexpected,Veryhierarchical,Moderatelyhierarchical,ProjectDriven,andMatrixweremostreported.Interestingly,about25%ofparticipantsreportedMinimalhierarchy/Flatasdescribingtheircompany.

Figure40.Organizationstructure.n=375

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Satisfactionintheworkplace:Overall,participants‘neitheragreenordisagree’thattheywouldrecommendotherstoworkattheircompany(Figure44),howeverthetrendistodisagree.

Figure43.WouldIrecommendmycompanytoothers?

n=416,Average=‐0.1808,whenusing(‐2,‐1,1,2),“Neitheragreenordisagree”

Leadershipandstructurerecommendations:Decision‐makingisacomplexissueinorganizations.Ingovernmentalagencies,itisnecessarytocraftpolicies,focusonsecurityandsafety,andprideeffortssothatworkprocessesarerepeatableandconsistent.Governmentalorganizationsnecessitateadifferentsortofdecision‐makingthanwhatistypicalinthetechnically‐innovativecompaniessuchthoselocatedinSiliconValley.Theretailindustryhasdifferentgoalsandtasks,thandoestheaerospaceindustry.Dependingontheindustry,customers,products,andstageofcompany(examples:start‐up,institutionalizedcompany,multi‐nationalconglomerate),leaderswillhavetothinkcriticallyaboutthechaotic,fast‐pacedmarketplaceoftodayandreflectontheever‐importanttaskofdecisionmaking.Forstarters,manycompaniesareaddressingWeb2.0andEnterprise2.0insomeformoranother.Isyourbusinessororganization?LeadersneedtodevelopstrategyinECT,collaborativeworkculture,andleadership.Achoiceneedstobemade.WhethertosimplydevelopanECT/SocialMediaPolicyanddisallowtheuseoftoolsatwork,ortoformallystatepreference(anddevelopcapacity)sothatworkersutilizethesenewcollaborativetechnologiesinintelligentways,strategyisneeded.Itisgenerallyunderstoodthatindividualsinvolvedinjobprocessesorservicesmakebetterdecisionsforthemselvesandtheirjobs,thandoleaderstwiceremoved.Overallstrategy(whichrequiresbroadvisionandinsight)isuptoleaders,andnotaneasytask.However,“micro‐managing”workprocessesintoday’sknowledge‐workereconomytendstostifleefficiency,reducepotentialforworkergrowth,andmaywasteunnecessarytimeandhumancapital.Controlisdetrimentaltoinnovationandcollaboration,however,bothrequirestructure,leadershipandsupports.Therefore,itisuptoleaderstostrategize,anddosowithconsiderationoftheaboveidealworkplaceculturevariables,andcraftdecision‐makingaccordingly.Forexample,inflat,innovativestart‐upcompanies,

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employeesareoftencreatingstrategiesandguidingthegrowthofthecompany.However,ininstitutionalizedcultures,thisinnovativeenvironmentmaybehardtocomebyasdecision‐makingmoveshigherinthechain‐of‐command.Oftensimplemeasuressuchas360‐degreeassessmentscanproveamanagementphilosophyeffectiveornot.Itisrecommendedtohireagoodconsultant/researchertohaveanindependenttakeonworkcultureandleadershipstrengthsandweaknesses.Similarly,itisthoughtthatthestructureofanorganizationoftenhasprofoundimpactsonworkplaceculture,collaboration,performance,andtheabilitytomeetbasicoperationaldemandsoftheenterprise.Ifthegoaliscollaboration,oreveninnovation,thelarge,dispersed,highlybureaucraticorganizationmayhaveadifficulttimecreatingnewservicesorproducts,andmaywastemuchtimeincommunicationwhichisclosedtothoseinvolved(e.x.e‐mail).KeepinmindthatthetypicalbureaucraticworkstructurefoundtodaywasdesignedastheresultofFrederickTaylor’s“ScientificManagement”oftheearly1900sandmanysubsequentmanagementphilosophers.Thephilosophiesofolddonotalwaysstandintoday’senvironment.Intheearly1900s,peoplenarrowlyperformedworkrolessuchasonanassemblyline.Itwasthought,in“ScientificManagement”toreducethejobtaskinawaytopromoteindividualexpertswhowerehighlyefficientandproductive.Intoday’sknowledge‐workerenvironment,workersneedtoknowmuchabouteverything(andiftobeabletocommunicateopenlywiththosewhodo).Thepurposeoftheorganizationisbringtogetherthewisdomofthegroup,addingmoretotheeffortsthanwhatindividualscoulddoseparately(i.e.emergence).Lookingatthefactthat20‐25%ofindividualswereunfamiliarwithMission,Vision,andValues,itislogicaltoassumethattheseideasarenotbroadlycommunicatedbyleadersinthesecompanies.Leadersshouldnotethatthisisaveryimportant.Afterall,ifemployeesdonotknowwheretheyaregoing,thentheycangetlost.Consistentvalues,whicharestrategicallycreated,arenecessaryforthehigh‐performing,highlyinnovativecompanytoreinforceandguideacompany’sMissionandVisionandperformanceforcorecompetencies.Therefore,theMandtwoVsrelatetoworkculturequitestrongly.Leadersmaybecomeguides,facilitators,visionaries,butcautionisgiventothosewhobecometoomanagerial.Itisalsoimportanttonote,thatleadersmaytakegreatstridesincommunicatingMission,VisionandValuesandworkersareoverwhelmedtobeabletolistenandretainthesemessages.UtilizingECT,leaderscan“rebrand”andmarkettheirmessagesininnovativeandrepeatableways.Regardingworkplacesatisfaction,itisdifficulttodeterminecausesforthesemixedresults.Ithasbeenpreviouslyfoundthatincreasinglevelsofcommunicationandcollaboration(withallofitsassociatedvariables)mayhelptobolsterworkplacesatisfaction.Examiningrewardandmeasurementstructuresandmakingsuretheyarefairtoemployeesmayalsohelp.Truly,eachcompanyisuniqueandrequiresseparateanalysistodeterminelimitsandpotential.Differentgenerationshavedifferingneeds,asdowomenandmen.

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ConclusionByreadingthisreport,decisionmakersnowunderstandmanycollaborationrelatedissuesindeployingEnterprisetechnologies,makingsurethattheyknowtofocusontechnology,cultureandleadershiptobemosteffective.Whenindoubt,itisadvisabletohireconsultantstostudycultureandleadershipissues,becausesooftenitisdifficulttogetthewholepicture,whenweareinsideit.E2.0Prosthanksallparticipantsfortakingpartinthisresearch,andforthereaderstoconsidermeritswrittenwithin.

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DefinitionsWeb2.0:AccordingtotechnologyandwebexpertTimO’Reilly,Web2.0is“thebusinessrevolutioninthecomputerindustrycausedbythemovetotheinternetasplatform,andanattempttounderstandtherulesforsuccessonthatnewplatform.Chiefamongthoserulesisthis:Buildapplicationsthatharnessnetworkeffectstogetbetterthemorepeopleusethem.(ThisiswhatI'veelsewherecalled"harnessingcollectiveintelligence.)”Ingeneral,thetoolsandtechnologiesassociatedwithWeb2.0are:blogs,RSS/subscription,discussionboards,wikis,instantmessaging(IM),microblogs,mashups,podcast,vodcast,crowd‐sourcing,predictionmarkets,socialbookmarking,tagging,conferencingtools,documentrepositories,presencetools,dashboards,socialnetworks,profiles,directories,teamplatforms,andall‐in‐oneplatforms.Enterprise2.0:AsimpledefinitionofEnterprise2.0(orE2.0)isthebusinessuseofWeb2.0.AndrewMcAfeewrote:“Enterprise2.0offerssignificantimprovements,notjustincrementalones,inareassuchasgenerating,capturing,andsharingknowledge;lettingpeoplefindhelpfulcolleagues;tappingintonewsourcesofinnovationandexpertise;andharnessingthe‘wisdomofcrowds’”(p.15).SometypicalbusinessareasinwhichE2.0maybeutilizedare:EnterpriseResourcePlanning(ERP),EnterpriseContentManagement(ECM),CustomerRelationshipManagement(CRM),BusinessProcessManagement(BPM)andElectronicRecordsManagementtonameafew.Also,large‐scalesoftwaresolutionssuchasMicrosoft’sSharePointorIBM’sLotussoftware,Cisco’sEnterpriseSocialSoftwareareincludedinthiscategory.EnterpriseCollaborationTechnology(ECT):Theuseofanyelectronic,software,orothersimilartechnologyforpurposesofworkingtogetheroptimallyintoday’slargeandmultifacetedorganizations.Forthispaper,thefocuswascollaborativeandparticipativeformsofthistechnology(seeWeb2.0andEnterprise2.0).Thiscategorycontains“Enterprisecollaborationsoftware,”“Enterprisesocialsoftware”andothersimilarterms.Officially‐sanctionedtechnologies:Technologieswhichareinstalledontheworkplaceserver,portal,websiteortheworker’scomputer,whichmaybetechnicallyintegratedwithothersuchofficialtechnologies,orthosehardwaresolutionswhicharephysicallyavailableforwork,whichallowaworkertocompletejob‐relatedtasks.Unofficially‐sanctionedtechnologies:Technologiesusedbyworkers,apartfromthoseofferedbytheiremployers,tocompletejob‐relatedtasksorforpersonalpurposes.Collaboration:Gray(1989)statedthatcollaborationisaprocesstoimplementasharedvision,usingcollectivedecision‐making,sharingresponsibilityandaccountability,allwithinacultureofwhichmanagersandleadersdistributerewardsandbenefitseffectivelyandfairly.Collaborationisassociatedwithlong‐termresults(Mattessich,Murray‐Close,&Monsey,2001),enhances

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relationshipsaspeopleactformutualbenefit(Himmelman,1992),allwhileworkingtowardsvalueinasharedphysicalorvirtualspace(Rosen,2007).Generally,collaborationfallsintotwocategories.Thefirstcategoryinvolvesactivitiesinwhichpeopleworktogetherforpurposesofinnovation(whichmayincludenewproductdevelopment,modelsorbusinessprocesses,andthesecond,whichinvolvestheactivitiesexecutingbusinessprocesses(McReary,2009).Statedinadifferentway,Harney(2007)wrote:"Collaboration‐whilecertainlyacollectionoftechnologieslikevirtualprojectspaces,reporting,andWebconferencing(alldesignedtohelppeopleworktogetherbetter)‐isalsobothapracticeandaprocess.Thepractice,itcanhelpworkersimprovisethroughinformalpracticesandtechnologiesasdiverseasblogsandwiki's.Asaprocess,collaborationhelpsusersconformtoformalbusinessprocessesviadocument‐centricprocessmanagementtoolslikeprocessmodeling/routinganddocumentcheckin/checkoutinversioncontrol"(p.30).Businesscollaborationcanbemeasuredbyeffectivenessandefficiency(McReary,2009).Effectivenessmeasurestheoverallend‐resultsofcollaboration,whileefficiencymeasurestheprocessesthatleadtothegoal.Executionincludesalltheprocessesthatoperateonagivenday,whicharestrategicinnature.Therefore,collaborationeffectskeyperformanceindicators(“KPIs”)andcanbemeasuredbydeterminingthesuccessofagivenprocess.Harney(2007)compiledalistofthepotentialbenefitsofcollaboration:•Improvesoperationalefficiencybyeliminatingredundantandinefficientoldertechnologies•Permitsavirtualwork•Acceleratesprojectcompletiontimeandfostersbetterprojectmanagement•Cutscostsduetoreducedtravel•Teamsaremoreproductive,becausecollaborationenablesinteractionamongindividualscrossdepartments,businessprocesses,applications,andorganizations•Increasesorganizationalagilityasdecisionsaremadefasterandwithgreaterthought•AllowscompaniestobuildmorecustomerintimacyandsolidifyrelationshipsWorkplaceculture:Schein(2004)definedthecultureofanorganizationasapatternofsharedbasicassumptionsthatwaslearnedbyagroupasitsolveditsproblemsofexternaladaptationandinternalintegration,thathasworkedwellenoughtobeconsideredvalidand,therefore,tobetaughttonewmembersasthecorrectwaytoperceive,think,andfeelinrelationtothoseproblems(p.17).Accordingtohim,cultureisoneofthemostdifficultelementstochangeinagivenorganization.HofstedeandHofstede(2005)definedorganizationalcultureas“thecollectiveprogrammingofthemindthatdistinguishesthemembersofoneorganizationfromanother”(p.286).Thecultureofanorganizationconsistsofthesharedvalues,beliefs,andassumptionsofanorganizationonhowitshouldbehave(Quinn&Cameron,2006;Yukl,2006).Thecultureofanorganizationestablishesitscharacter;itspursworktowardsthedevelopmentofspecifickindsofresourcesandtheinstillationofvalues(Quinn&Cameron,1983;Quinn&Rohrbaugh,1983).Theoutputofanorganizationculture,itsproductsorservices,isadirectreflectionofthecultureitself(Alvesson,2002).

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Company’sMission,Vision,andValues:Acompany’sMissionisitsoverallpurposeforexisting.Acompany’sVisionisadescription,picture,ormetaphorofwhatorhowthecompanymaylooklikeafteritsstrategyisimplementedanditattainsitsgoalsforfuturedevelopment.Company’sValuesarebeliefs,attitudes,behaviors,andmentalmodelsencouragedbyleadershiportheworkcultureforenteringandcurrentemployees.

Datahandling

Alldatawasutilizedforthisreport,regardlessifeveryindividualcompletedthequestionornot.Whenaquestionhaddistinctandseparatelevelsforavariable,aweightwasassociatedtoeachlevel.Thechosensystemwas{2,1,‐1,2}.Forexample,thevalues{2,1,‐1,2}wereassignedto“Stronglyagree(2),”“Agree(1),”“Neitheragreenordisagree,”“Disagree(‐1),”and“Stronglydisagree(‐2).”Whenpeopledeclinedtorespondtoaquestion(i.e.“N/A”),theywerenotcounted.Averageswerecalculatedfromthese{2,1,‐1,2}assignedvalues,however,ifaquestionhada“no/negative”statementprovided,averageswerenotcalculated(exampleFigure24).ForFigures17and21,asystemof{3,2,1,0}wasused.Forcollaborativeworkculturevariables(Figures25through31),thescoresfornegativelycollaborativestatementswereflipped(‐1<>1,‐2<>2),astoalignwithcorrespondingpositivequestionsinthecategory.Therefore,positivevaluesforcategoriesassociatewithpositivecollaborationsupport.Finally,writtenstatementsprovidedbyparticipantswerenotincludedforsimplicityofreportandtime.

Limitations/DisclaimersThissurvey/studywasavailableforabout45daysontheweb.Therefore,thoseindividualswhowereunawareofthissurveyorhaddifficultyaccessingaweb‐basedsurveywerenotsampled.Theselectionofparticipantswasnotrandom.First,afinancialincentive($25VISAgiftcards)wasofferedtouptoten(10)randomlysampledparticipants,onerewardgivenforevery50“completesurveys.”Thus,sevenrandomparticipants(n=372)wereprovidedthisreward.Itisunclearifthesefinancialincentivesskewedthedatainanyway.Second,itisexpectedthatonlythosefamiliarwithEnterpriseCollaborationTechnology(ECT)andactivelyusedWeb2.0tookpartinthissurvey.Forexample,thesurveywasadvertised/offeredusingsuchmethodsastheE2.0ProsWebsite/Blog,LinkedIngroupsandconnections,Twitter,andpersonalnetworksviae‐mail.So,figuresmayactuallybehigherthantheyactuallyareinpractice.Thequestionsandmethodsusedtodeterminetheseresultsreliedonattitudes,perceptions,beliefs,andbehavior,notnecessarily‘hard’metricssuchasfinancialorbusinessresults.Forexample,itisunclearwhetherunofficialECTactuallytakeslesstime,isbetterforcollaboration,oriftheseresultsarebeliefonly.Regardless,subjectivityisimportantforunderstanding,andtocompletetheresearch,quantitativestudieswouldbeaddedtoaidunderstanding.Additionally,wording,order,andchoiceofquestionswerecreatedbytheresearcher(basedonliteratureandpersonalexperience)andmaynotrepresentcompletenessofconceptsorruleoutpsychologicalreactionstothesurveyquestions.

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Therefore,thisreportandassociateddataisforeducationalpurposesonly.Thehiringofatrainedresearcherorconsultanttocreateaunique,structured,andcompletestudyofyourcompanyisdesiredbeforeusingthisreporttomakeanylargedecisions.

References

Alvesson,M.(2002).Understandingorganizationalculture.ThousandOaks,CA:SAGA.Gray,B.(1989).Collaborating:Findingcommongroundformultipartyproblems.SanFrancisco:Jossey‐Bass.Harney,J.(2007,July/August).Theconsolidationofcollaboration.Edacmagazine.com,p.30.Himmelman,A.T.(1992).Onthetheoryandpracticeoftransformationalcollaboration:Fromsocialservicetosocialjustice.InC.Huxham(Ed.),1996,Creatingcollaborativeadvantage(pp.19‐43).ThousandOaks,CA:Sage.Hofstede,G.,&Hofstede,G.J.(2005).Culturesandorganizations:Softwareofthemind(2nded.).NewYork:McGraw‐Hill.Mattessich,P.W.,Murray‐Close,M.,&Monsey,B.R.(2001).Collaboration:Whatmakesitwork(2nded.).StPaul,MN:WilderPublishingCenteroftheAmherstH.WilderFoundation.McAfee,A.(2009).Enterprise2.0:Newcollaborativetoolsforyourorganization’stoughestchallenges.Boston,MA:HarvardUniversityPress.McCreary,B.(2009).Webcollaboration–Howitisimpactingbusiness.AmericanJournalofBusiness,24(2),7‐9.O’Reilly,T.(2006).Web2.0Compactdefinition:Tryingagain.http://radar.oreilly.com/2006/12/web‐20‐compact‐definition‐tryi.htmlQuinn,R.E.&Cameron,K.(1983).Organizationallifecyclesandshiftingcriteriaofeffectiveness:Somepreliminaryevidence.ManagementScience,29.Quinn,R.E.&Rohrbaugh,J.(1983).Aspatialmodelofeffectivenesscriteria:Towardacompetingvaluesapproachtoorganizationalanalysis.ManagementScience,29.Rosen,E.(2007).TheCultureofCollaboration:MaximizingTime,talentandtoolstocreatevalueintheglobaleconomy.SanFrancisco,CA:RedApePublishingSchein,E.H.(2004).OrganizationalCultureandleadership.SanFrancisco,CA:Jossey‐Bass.Yukl,G.(2006).Leadershipinorganizations(6thed.).UpperSaddleRiver,NJ:Pearson‐PrenticeHall.

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APPENDIXDEMOGRAPHICSDATAFigure1:Participant’ssex

n=517

Figure2:Participant’sage

n=517.Averagemale=44.28yearsold,female=43yearsold

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Figure3:Participant’shighestlevelofeducation[country’sequiv.]

n=517

Figure4:Participant’sprimaryworkindustry

n=517

22


Figure5:Participant’scurrentworkrole

n=513

Figure6:Participant’sworkdepartmentor“silo”

n=513

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Figure7:Participant’scompanysize

n=513

Figure8:Participant’stimeincurrentcompany

n=509

Figure9:Percentageofparticipant’susingEnterpriseCollaborativeTechnologies(ECT)forjobrelatedtasks? %Yes 99No 1n=509

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ENTERPRISECOLLABORATIONTECHNOLOGY(ECT)Figure10:Departmental/TeamadoptionofECT

n=498

Figure11:OverallorganizationadoptionofECT

n=498

25


Figure12:Listof“officiallysanctioned”ECTtechnologiesintheenterprise

n=498

26


Figure13:Listof“unofficial”ECTusedonthejob

n=486

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Figure14:Overalleffectivenessof“Officiallysanctioned”ECT

n=486,Average=0.0909whenusing(2,1,‐1,‐2),Neithereffectivenorineffective

Figure15:TheCollaborationeffectivenessof“Officiallysanctioned”ECT

n=486,Average=‐0.103whenusing(2,1,‐1,‐2),Neithereffectivenorineffective

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Figure16.Theintegrationof“Officiallysanctioned”ECT

n=483,Average=‐0.3265,whenusing(2,1,‐1,‐2),Neitherintegratednorunintegrated

Figure17.Thetimelinessof“Officiallysanctioned”ECT

n=482,Average=1.7346whenusing(3,2,1,‐0),towards“muchtime”

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Figure18.Overalleffectivenessof“Unofficial”ECT

n=479,Average=1.5773,whenusing(2,1,‐1,‐2),towards“veryeffective”

Figure19.TheCollaborationeffectivenessof“Unofficial”ECT

n=478,Average=0.9587,whenusing(2,1,‐1,‐2),“Effective”

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Figure20.Theintegrationof“Unofficial”ECT

n=476,Average=‐0.4183,whenusing(2,1,‐1,‐2),towards“Unintegrated”

Figure21.Thetimelinessof“Unofficial”ECT

n=475,Average=0.5833whenusing(3,2,1,0),towards“Averageamountoftime”

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Figure22.ClearityandconsistencyofECT/socialmediapolicies

n=472,trendtowardsnopoliciesorunclearpolicies

Figure23.Expertiselevelof“Officiallysanctioned”ECT

n=472.Average=1.3131,whenusing(‐2,‐1,0,1,2),“Good”

Figure24.Effectivenessoftrainingfor“Officiallysanctioned”ECT

n=467,Trendtowardsnotrainingofferedorineffectivetraining

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WORKPLACECULTURE:COLLABORATIONFigure25.Workplaceculture[Group1]

n=445

Figure26.Workplaceculture[Group2]

n=441

33



n=439


n=431

34



n=420

Figure30.Someothervariables…

n=415

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Figure31.Collaboration:performancereviews,rewards

n=413

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Figure32.ThestateofCollaborativeWorkCultures–VariablelistCollaborativeVision“ThebudgetseemstobelargeenoughforECTefforts”“Cleargoalsforcollaborationareset”“Myjobrolesareclear”CollaborationMeasurement/Reward“Employeesarerewardedforgainingbroadinput”“Collaborationisclearlymeasured”“Collaborationisclearlyrewarded”“Performancereviewsincludeteamworkorcollaboration”“Performancereviewsincludecross‐departmentalcollaboration”“Performancereviewsincludeemployeeshelpingother”Internalcompetition“Itisa‘starperformer’culture”“Wecompete,morethancollaborate”“Individualsarerewardedoverteams”Relationships“Managersintroduceemployeestoeachother”“Iamabletocreatenewrelationshipseasily,regardlessofdepartment”“Iroutinelyworkwithpeoplefromotherdepartments”“Iamfamiliarwithotherdepartmentsandtheiremployees”“Iamfamiliarwithotherdepartmentsandtheirgoals”Organizationalopenness“Iamabletoaskforinformationfrommanagersinotherdepartments”“Ihaveeasyaccesstoinformationtodomyjob”“Employees,managers,andleadersareaccessibleregardlessofstatus”“Budgetsareopentoall/Transparentfinances”Sharing“Peopleshare”“Peoplehoardknowledge”“Icanaskpeopleforhelpatanytime”

Control“Myorganizationseemstobecontrollingofemployees”“Iamabletoleadmyselfforthemostpart”Participation/Knowledgecreation“Peoplefromabovearetheknowledgemakers”“Iamaparticipatorinmyorganization,notaconsumer”“Iamabletocreateknowledgeforotherstouse”Creativity/Innovation“Creativityisvalued”“Meetingsarespontaneouslyscheduled”“Iamencouragedtotrynewwaystobeproductive”“Icanthinkoutside‐the‐boxinmycompany”Decisionmaking“Weareoverlyrisky/cautiousindecisionmaking”“Ourorganizationvalueschaos,overplanningideas”“Decisionsaremadequickly”“Consensusisvaluedoverspeed”“Iamabletoconstructivelycriticizemyteammates”“Iamabletoconstructivelycriticizemysupervisororleaders”Risktaking“Weseemtobemoreconcernedwithsecurityoverproductivity”“Weareinacompliance‐orlegal‐drivenindustry”ThelegaldepartmentadvisesagainstECT”“HumanResourcesadvisesagainstECT”Training“Ihavementorsfromotherdepartmentswhohelptrain/guideme”“Ihavementorsfrommydepartmentwhohelptrain/guideme”Work/Lifebalance“Managementallowsmetohaveapersonallifeaswell”“Managementhascreatedacomfortableworkenvironment”

Note:Countlessvariablesexistintheliteratureforcollaborationandworkcultures.Thesegroupingstendtooverlap,andthisparticulararangementwaschosenbasedonliteraturereview,personalexperience,andreports.

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Figure33.ThestateofCollaborativeWorkCultures–Overallstudy

Note:Averagesfromallreportingparticipants(2to‐2),withpositivevaluesconsideredhelpfultocollaboration.

Figure34.Collaborationrewards

n=407

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Figure35.PleaseselectthefivebestreasonswhyyouthinkECTishelpfulforyourorganization:

n=405ORGANIZATIONSTRATEGY,STRUCTUREANDLEADERSHIP

Figure36.“Decider”foroverallbusinessstrategy

n=399

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Figure37.“Decider”fordepartmentalstrategy

n=394

Figure38.“Decider”forteamstrategy

n=394

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Figure39.Whohasthemostsayinhowyoudoyoujob?

n=387

Figure40.Organizationstructure

n=375

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Figure41.FamiliaritywithMissionStatementoforganization

n=373,Average=0.5729,whenusing(‐2,‐1,1,2),towards“Familiar”

Figure42.FamiliaritywithVisionStatementoforganization

n=372.Average=0.0105,whenusing(‐2,‐1,1,2),“Neitherfamiliarnorunfamiliar”

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Figure43.FamiliaritywithcompanyValues

n=372.Average=0.8958,whenusing(‐2,‐1,1,2),towards“Familiar”

Figure44.WouldIrecommendmycompanytoothers?

n=416,Average=‐0.1808,whenusing(‐2,‐1,1,2),“Neitheragreenordisagree”

collaboration in the enterprise report (free) - summer 2010

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