collaboration maturity assessment - example

Collaboration

Maturity

Assessment

1

Company X

28 Jan 2016

Sponsor

→ <name>

→ <title>

Company X

Company X

Collaboration Maturity Assessment

2

Definition

Value

Collaboration Maturity Assessments

analyse the usage data of enterprise

collaboration applications, business costs and

stakeholder feedback to calculate organisation

wide collaboration capability.

Capability is numerically described by a score

between 1 (low) and 5 (high) with a description

of what each score means in terms of depth,

scope and organisational culture. → Insight about actual levels of adoption of collaboration technologies

→ How they compare to other organisations

→ The financial value lost/gained based on adoption levels

→ Predictions about where adoption will be in the future

→ A roadmap and action plan for improving collaboration capability

→ Reality check of how good the organisation thinks it is at collaboration

Company X

Your Maturity Assessment

3

Scope Level 1

Ad-hoc Level 2

Exploring Level 3

Engaging Level 4

Sustaining Level 5

Optimising

Depth Person Team Enterprise

Awareness

Enterprise

Effectiveness

Global / eco-

system

Effectiveness

Culture Silos,

disconnected

Heroes & small

teams rewarded

Accessible

content & people

Trust &

Sharing rewarded

Flatter

organisation

Collaborative

innovation with

clients & partners

P2P production

Value &

Benefits

Time

1.6

Executive Summary

Company X Collaboration Maturity Assessment

(CMA) score of 1.6 is low based on usage data of

existing collaboration applications. Interviews with

end users have a high correlation with the

descriptions associated with CMA Levels 1 and 2.

The companies listed at each level are a

combination of other Sei Mani assessments and

publicly available case study history.

Although OneWeb is used extensively it only meets

the minimum collaboration needs of end users and

the organisation as a whole collaborates mostly

using email. Instant messaging adoption is high

and the company is realising significant productivity

benefits from it use. As a stand alone application it

only improves 1-2-1 communication with little

knowledge being preserved or made available to

other people.

Given newer technologies (Lync, Yammer) were

deployed 4-5 years ago the rate of adoption is so

low, it’s unlikely the score will change much in the

next five years without a significant investment in

change management effort and active senior leader

support.

The financial value of higher levels of adoption

based on reduced travel costs and increased

productivity are described by this table (see detailed

breakdown in value slides).

Company X

→ Virgin Media

→ Pearson

→ GoreTex

→ Valve

→ Morning Star

→ SemCo

→ Syngenta

→ Tesco → AstraZeneca → Visa

Service/App Adoption %

(Current)/Future

Annual Value

(Future)

Skype For

Business

(5)/40 €15.7m

Yammer (6)/55 €11.8m

Lync IM (50)/55 €58.9m

Company X

Collaboration Maturity Score - Detail

4

Scope Level 1

Ad-hoc Level 2

Exploring Level 3

Managing Level 4

Sustaining Level 5

Optimizing

Leadership Inaccessible, Occasionally

Transparent but in Response

to Risk;

Command & control

Communicate Reliably, But

Usually One-Way,

Transparency is More

Frequent, Issue Awareness is

High (communicating before

worked out)

Multiple Feedback Loops in

Place, Well-Managed

All Levels Have Access to

Leadership Through Multiple

Channels;

Coordinate & cultivate

Mission & Strategy Functional Goals Most

Prominent Day-to-Day.

Strategic Goals Cascaded

Resides on Posters.

Managers Are Regularly

Reminded

Regular Reminders

Cascaded in Communication.

(still trickle down though)

Management Involves

Others. People Feel A Part of

Something

Strategic Initiatives Come

From Any Level

Structures,

Processes &

Systems

Strongest Leaders Dominate.

Decision Making is Very Top

Down. Individual autonomy &

conflict avoidance.

Decision Making is

Collaborative at Various

Levels of Mgmt.; Matrix But

Rigid

Cross-Functional Teams Are

Frequently Formed/Consulted

and fairly autonomous in their

work

Various Decision Making

Models in Play (some

democratic, some

unilaterally…) Structure Can

‘Flex’

Feedback Solicited At All

Levels in Decision Making.

Flat Structure. See more

self-organization

Measures &

Incentives

Salary + Bonus, Numbers

Rule, Role based

performance evaluation,

Grading on a curve

Only exceptional

contributions acknowledged

by leaders, KPI’s drive perf.

evals (doesn’t matter what

else done thru year)

Recognition programs at org

and function level. Values get

light weighting in perf. evals

Recognition targets behavior

and results (i.e., would fire

top sales if is a jerk; and

didn’t play well with others)

Values drive recognition

abundant recognition

programs; emergent

contribution

Behaviors Politics Gets Things Done,

Competitive Internally, Some

micro-management; passively

awaiting direction

As Needed Knowledge

Seeking and Sharing

Knowledge mgmt. driven from

the top

Virtual teaming, openly

challenging assumptions

Leaders and Managers Guide

(not manage); actively

engaging; building up, tearing

down, reconstructing;

constructive debate

1.6


Company X

Score Detail

5

How is adoption defined?

The most accepted definition and the one we use to

calculate adoption level is Monthly Active Users (MAU).

It’s a count of the number of unique users active in a

month divided by the total number of software licences

available.

Types of collaboration

There are four types of human collaboration. They are

enabled by three collaboration applications: Lync for IM,

Yammer for social collaboration and Skype For Business

for real time collaboration. We estimate Lync IM is

actively used by 50% of people and so has the highest

maturity score providing significant productivity savings.

Yammer is actively used by 6% of users every month

and Skype For Business is actively used by 5% of users.

Capability in three out of four collaboration types is poor

and suggests that little or no return on investment will be

realised in the foreseeable future. This will prevent the

organisation from being able to respond and react to

rapidly changing market and trading conditions.

Why is email not included?

Because email is 100% adopted we don’t include

it in the overall score or assessment

Overall Maturity Score

1 5

Low High

2.5

Adoption = 6%

Mat Score = 1.3

Adoption = 5%

Mat Score = 1.1

Adoption = 47%

Mat Score = 3.8

Adoption = 5%

Mat Score = 1.1

Adoption = 6%

Mat Score = 1.3

Adoption = 6%

Mat Score = 1.3 1.6

Important Note:

Lync IM usage is estimated based on interview

feedback. Detailed metrics not provided by IT


Company X

Score Inputs

6

Usage Data Calculations

Adoption is calculated using three main inputs:

number of enterprise wide licences purchased,

number of people who have registered (logged in

once only) and number of users active in some

way at least once per month.

Licencing

We have no information on licencing costs or

models but numbers suggest investment is being

made in licences that may never be active.

Observation

Adoption of Yammer & Lync Conferencing are

abnormally low compared to other organisations

given they’ve been in live service for 3-5 years.

Based on current adoption velocity it would take

over 10 years for Yammer to reach critical mass

of use to realise any significant value to the

business


Measure Active Users Points Measure Registered Users Points0%-10% 1 0%-10% 0.1

10%-33% 2 10%-33% 0.2

33%-66% 3 33%-66% 0.3

>66% 5 >66% 0.5

Collaboration Apps

Active Points Reg Points TotalYammer 6.2 1.0 31.5 0.3 1.3

Lync IM 47.7 3.0 95.4 0.7 3.7

Lync Conferencing 4.8 1.0 4.8 0.1 1.1

Capability Score Per Collaboration Type

1=lowest, 5=highest

Search & Connect (Yammer) 1.3

1-2-1 Messaging (Lync) 3.7

1-Many Collaboration (Sync, Lync Conferencing) 1.1

1-Many Collaboration (Async, Yammer) 1.3

Many-Many Collaboration (Sync, Lync Conferencing) 1.1

Many-Many Collaboration (Async, Yammer) 1.3

Total 9.8

Overall Score 1.6

Company X

Scoring Method

7

Approach

We use a simple system that assigns points to

different levels of adoption. High levels of adoption

receive more points. Registered users receive one

tenth of the points because they’ve only ‘seen’ the

application once and walked away.

For each type of collaboration, more than one

application can be used to achieve the outcomes

related to each type for example, Skype For Business

and Yammer can be used for many-to-many

collaboration.

A score is calculated for each type of collaboration by

adding up the points for each application that

supports the collaboration type. These scores are

added together to produce an average which is the

overall maturity score.


Collaboration Apps

Platform Name Yammer Comments/Notes Maturity Metric

No. of years in service 4 Adoption Level Active % 6.2

No. of licences purchased 55,000 What accounts for difference with 47k employees? Adoption Level Registered % 31.5

No. of licences used/registered 14,825 Source: Yammer Dashboard

No. Monthly Active Users 1,546 Source: Yammer Dashboard Users Deriving Benefits 1,546

No. Power Users (3 or more logins per month) N/K Not Known

No. of upgrades 4 Assume 4 per year in the cloud

No. of user invites N/K Useful but not used in calculations

No. of Communities/Groups 689

No. of Active Groups 0 In the last month. Source: Yammer Dashboard

Current/Avg Monthly Growth

Platform Name Lync IM Comments/Notes Maturity Metric


No. of licences purchased 36,826 Adoption Level Registered % 95.4

No. of licences used/registered 35,146

No. Monthly Active Users 17,573 Assume 50% Users Deriving Benefits 17,573

No. of upgrades 3 Assume Lync 1.0, Lync2010, SFB

Avg. of monthly messages 9,129,248 Assume last calendar month figure as average

No. of user invites N/A

Platform Name Lync Voice & SFB Comments/Notes Maturity Metric


No. of licences used/registered 35,146 Adoption Level Registered % 4.8

No. Active PSTN Users 1,691

No. of upgrades 2 Assume Lync2010, SFB Users Deriving Benefits 1,691

Avg. of meeting per month 310 Avge No. Meetings Per User pm 5.5Avg. Conference Attendees 5

Avg. Conference Duration (mins) 49

No. Active VOIP users N/K

Company X

Value Skype For Business


Analysis

Current adoption level of Skype For Business is

4.8%. This calculation describes the travel costs

saved and increased productivity resulting from

an adoption level of 50% based on:

• 33k potential users of SFB

• 65k annual salary costs per user

• 15 mins of time saved per day, per user

• €1,500 travel cost per user

If investment is made in change management to

increase adoption to 50% then:

• In year 1 T&E costs savings would be €1.4m

• In year 1 productivity costs savings would be

€14.3m

• Over 5 years the value of accumulated

benefits would be €138m assuming adoption

rises steadily to 100%

EUR €Total Sychronous Productivity Gain 35,750,000

Total T&E Benefit 3,712,500

Total 39,462,500

Tool Skype For Business

Worker Type Knowledge 0

0.25 1

Adoption rate 50% 10

T&E Saving 15% 15

Total Annual Salary cost 2,145,000,000

Annual T&E cost 49,500,000

2,194,500,000

Productivity gain 35,750,000

T&E Saving 3,712,500

39,462,500

Annual saving 1.80%

No. of Workers 33,000 5 Year Phase-in of Benefits

Annual Avg cost £ 65,000 Year 1 Year 2 Year 3 Year 4 Year 5

Total working hours 1,703 Adoption 40% 55% 70% 85% 100%

Working Days 227 Productivity Gain 14,300,000 19,662,500 25,025,000 30,387,500 35,750,000

Total T&E 49,500,000 Annual T&E 1,485,000 2,041,875 2,598,750 3,155,625 3,712,500

Abondment rate #REF! Cumulative 15,785,000 37,489,375 65,113,125 98,656,250 138,118,750

Productivity gain (hours)

-

20

40

60

80

100

120

140

160

Year 1 Year 2 Year 3 Year 4 Year 5

Mill

ion

s

T&E Annual Benefit Cumulative Benefit

Annual benefits in year 5

Company X

Value Yammer & Lync IM


Analysis

Current adoption level of Skype For Business is

4.8%. This calculation describes the travel costs

saved and increased productivity resulting from

an adoption level of 50% based on:

• 33k potential users of SFB

• 65k annual salary costs per user

• 15 mins of time saved per day, per user

• €1,500 travel cost per user

If investment is made in change management to

increase adoption to 50% then:

• In year 1 T&E costs savings would be €1.4m

• In year 1 productivity costs savings would be

€14.3m

• Over 5 years the value of accumulated

benefits would be €138m assuming adoption

rises steadily to 100%

EUR €

Total Asychronous Benefit 128,700,000

Tool Yammer


0.25 1

Adoption rate 30% 6

Total Annual cost 2,145,000,000


Annual saving 1.00%




Working Days 227 Annual 8,580,000 11,797,500 15,015,000 18,232,500 21,450,000

Cumulative 8,580,000 20,377,500 35,392,500 53,625,000 75,075,000


-

10

20

30

40

50

60

70

80

1 2 3 4 5

Mill

ion

s

Annual Benefit Cumulative Benefit

Tool Link IM


0.75 3

Adoption rate 50% 10

Total Annual cost 2,145,000,000


Annual saving 5.00%




Working Days 227 Annual 42,900,000 58,987,500 75,075,000 91,162,500 107,250,000

Cumulative 42,900,000 101,887,500 176,962,500 268,125,000 375,375,000


-

50

100

150

200

250

300

350

400

1 2 3 4 5

Mill

ion

s

Annual Cumulative

Total Accumulated Benefit after 5 years

Company X

Interviews

10

Headlines, Trends

→ Benefits of Skype For Business

(SFB) not explained

→ Only 15 min ‘walk in’ training

sessions provided for SFB

→ No training available for Yammer.

Few people understand its benefits

→ Perception is that IT service is poor

related to deployment of

collaboration tools

→ Company is still largely email centric

→ Perception that senior leaders are

disconnected from workforce

→ Most people feel the company is closed, selective and controlling rather than

open, responsive and supportive

→ Telepresence perceived as stand out success; used a lot in local markets

→ IT says don’t use SFB for telephony/conferencing because of poor

infrastructure

→ Over 90% of employee communications is email supported by group calls and

town hall events

→ OneWeb is generally perceived as a service to receive one way, broadcast

news and HR related content, although science community use it extensively

for ‘structured’ collaboration

→ Virtually all communications with external partners is via email

→ When used for comms, OneWeb doesn’t provide any statistics

→ Information search is very difficult

→ People/expert search is virtually impossible, mostly done through ‘friend of a

friend’, personal networks


Company X

Interview Quotes

Collaboration Maturity Assessment 11

You sit in the tower

I feel disconnected

from the top of the

company

Q: How do you find

experts?

A: It can’t be done in

Company X

Yammer? I don’t

understand what it

does

Travel is discouraged

especially in local

markets

People didn’t want

to expose their

problems on

Yammer

My perception of IT is

quite simply terrible

I’m a big fan of MS

Lync. Great for

building new

relationships

Been working here

for 30 years and we

don’t share a lot

Our open offices don’t

promote cross-

pollination

I use email to find

experts. It rarely works

No one told us about

Yammer

IT support has

improved in the last

few years

There’s too much

change and it’s

confusing

I use Yammer on my

mobile to upload and

share photos

Company X

Recommendations

insert your footer here 12

Enterprise

→ Invest less in technology and more on getting people to

use what you already have

→ Ask people what they need. Capture their collaboration

requirements

→ Review capability of Yammer against user

requirements. Is it even the right tool?

→ Measure the benefits of collaboration technologies.

High adoption generates value many times greater than

the costs

→ Integrate the technologies. “Business doesn’t happen

over there, and collaboration over here”.

→ Aggressively pursue reaching level 3 over the next two

years

Internal Comms

→ Fund a well defined proof of concept of Yammer

→ Zero email

→ One or more global campaigns

→ Senior leader participation

→ Hire or buy adoption resources

→ Measure and report

Company X

Roadmap & Investment (Yammer POC)

13

People Cost € Benefits

• Social Business

Designer

• Collaboration

Practitioner

150k

(Est.)

25%

adoption


Appendix

Company X

About the author

15

Léon Benjamin - Biography

→ Léon Benjamin is a social business designer and has

managed a number of successful social

network/community implementations over the past 10

years with organisations counting British Airways,

Microsoft and Virgin Media.

→ Co-founder of Sei Mani, an enterprise collaboration

services company that helps organisations transform the

way they work. Léon previously spent 25 years delivering

IT transformation programmes, with blue chip companies

counting: Union Bank of Switzerland, Dresdner Kleinwort

Benson, Tesco, Barclays Capital, Argos, Andersen

Consulting, BT, and Aviva.

→ https://uk.linkedin.com/in/leonbenjamin


https://uk.linkedin.com/in/leonbenjamin

https://uk.linkedin.com/in/leonbenjamin

Company X

About Sei Mani

16

What we do

→ We are a vendor neutral social collaboration services

provider. We unlock the value of collaboration

technologies by creating extraordinarily high levels of

user participation.

→ We view collaboration through the lens of human

behaviour, employee experience and businesses

benefits, but also have deep operational knowledge of

the technologies and a capability to develop software

that integrates them with other applications.

→ Our proven adoption methodology is delivered using a

multi-disciplinary team of people with a wide range of

skills from change management, coaching and training

through to communications planning, visual design and

software development.

Some of our clients

→ Virgin Media

→ AstraZeneca

→ Euroclear

→ Red Bull Racing (Formula 1 Team)

→ Arqiva

→ Transport For London

→ Standard Chartered Bank


Questions?

Contact

Leon Benjamin

+44 7974 766615

[email protected]

mailto:[email protected]

