SlideShare a Scribd company logo

Creating a Collaborative Enterprise

Cisco Canada, profile picture
Cisco Canada

The document outlines Cisco's collaboration framework aimed at enhancing organizational productivity through improved collaboration and social networking. It emphasizes the significant return on investment Cisco has achieved from its collaboration solutions, saving $691 million and increasing productivity by 4.9% in fiscal year 2008. The framework identifies three phases of development—investigative, performance, and transformation—crucial for organizations to effectively leverage new technologies and improve business processes.

Technology
1 of 58
Downloaded 104 times
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
57
58
Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Creating a Collaborative Enterprise A Guide to Accelerating Business Value with a Collaboration Framework
Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework < Foreword Businesses are increasingly under pressure to find new ways to increase productivity and stay ahead of the competition. At Cisco, we have identified collaboration - and social networking in the enterprise - as the next phase of the Internet that will increase productivity, innovation, and growth. To date, we have seen a 900 percent return on our investment in collaboration solutions, but we believe that there is much more to come. During the past 8 years, Cisco has been We hope that the Cisco® Collaboration incorporating collaboration into the way we Framework, contained herein, will provide do business. First at the executive level and you with guidance about how to approach now, as the network has enabled even greater collaboration in your own organization and that collaboration regardless of hierarchy or it will help you accelerate and attain greater geography, we are extending collaboration to business value and results. every employee across the globe. What we In an affirmation of collaboration at work, the have discovered is that using a framework development of this framework included that couples people, process, and technology contributions from many thought leaders, together allows us to reap greater business including members of the Collaboration benefits in a shorter amount of time than if we Consortium, an international group of had approached this process without a vision private- and public-sector organizations that and a plan to guide us. Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Foreword have prioritized efforts focused on collaboration. Global Supply Chain Management, Human This consortium is now using the Cisco Resources, Internet Business Solutions Group, Collaboration Framework as the foundation IT, Marketing, Operations, Processes and for its industrywide collaboration reference Systems, and Sales—for their keen insights and model. In addition, Francois Joanette, managing contributions. partner of SBT Advisors and an expert on Our hope is that our collective work in this using collaboration to increase business value, guide will help you create your own provided content and clarity to this work. collaboration framework and inspire you to new Special thanks also go to the cross-functional ways of thinking about collaboration in your review team—which included members from own business. Cisco Corporate Communications, Corporate Positioning, Customer Advocacy, Engineering, Gary Bridge, Senior Vice President, Randy Pond, Executive Vice President, Internet Business Solutions Group Operations, Process and Systems Blair Christie, Senior Vice President, Ron Ricci, Vice President, Corporate Communications Corporate Positioning Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Contents Foreword 2 Cisco on Cisco: Lessons in Organizational Collaboration 47 Executive Overview 5 Cisco on Cisco: Implementing Collaboration Introduction 6 in Cisco’s Global Supply Chain 47 Why Is Collaboration So Important? 7 Cisco on Cisco: Cisco Creates an Executive Collaboration Process 50 Overview: The Cisco Collaboration Framework 10 Cisco on Cisco: Watch Your Language— How Was the Collaboration Do Not Overlook the Basics 52 Framework Validated? 12 Cisco on Cisco: Creating Collaborative Implementing the Cisco Collaboration Behavioral Changes 53 Framework 15 Cisco on Cisco: Transformational Changes Components of Collaboration 15 Through Web 2.0 56 Developing the Components of Collaboration 19 Guiding Your Organization Through the Three Phases of Collaboration 26 The Investigative Phase 26 The Performance Phase 31 The Transformation Phase 36 How to Begin 38 Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Executive “A great wind is blowing and that gives you either Overview imagination or a headache.” Catherine the Great management is the most effective way to create the organizational changes necessary to take best advantage of advances in technology. With this philosophy in mind, Cisco has developed the Cisco® Collaboration Framework. Guided by the best practices of this framework, Cisco saved US$691 million and increased productivity 4.9 percent in fiscal year 2008. The Cisco Collaboration Framework provides New networking technologies are offering a clear evolutionary path and a portfolio of organizations far greater freedom as to when, structured methodologies that organizations where, and how they collaborate. Is your can use to improve the way that information company ready to take advantage of these and expertise is shared among employees, major communications innovations? partners, and their communities. By following the collaboration framework, enterprises can Investments in information technology help strategically harness a rapidly expanding organizations change the way they can do array of Web 2.0 and social networking business. But technology cannot change technologies, in the process dramatically old habits. Time and time again, Cisco has improving their operations and potentially found that leadership coupled with strategic transforming their business. Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Introduction Why Is Collaboration So Important? Overview: The Cisco Collaboration Framework How Was the Collaboration Framework Validated? Great changes are now occurring throughout organizations worldwide. New and rapidly evolving Web 2.0 networking technologies promise the next great advances in information technology and business capabilities. An increasing array of multimedia communications technologies such as virtual workspaces, social networking tools, web conferencing applications, text messaging, Internet phone services, and as-if-you-are-there video meetings are creating new possibilities for organizations to more quickly and effectively connect people, information, and knowledge communities. As with other pivotal developments in the edge by making profound improvements in evolution of information technology, such their operations. as database software, email, and enterprise Cisco, for example, saved US$691 million and resource planning (ERP) systems, organizations increased productivity 4.9 percent in fiscal that are first to figure out the best ways to use year 2008 by using collaboration and Web 2.0 these new technologies can gain a competitive Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Introduction technologies. The technology investments, the benefits of the full potential of these which cost US$81 million to deploy, provided a technologies while leaving companies 900 percent return on investment (ROI). dangerously exposed to damage from uncontrolled content and haphazard processes. More importantly, organizations need to make use of new collaboration possibilities or face a significant competitive disadvantage. Why Is Collaboration So Important? Companies that successfully adopt new collaborative processes will be able to move Overview: The Cisco Collaboration faster, make better decisions, draw from Framework a deeper base of information, and more How Was the effectively operate across time and distance Collaboration barriers. As is always the case in business, Framework Validated? either you pull ahead or the competition will. To be sure, new Web 2.0 collaborative technologies will be difficult to ignore. Why Is Collaboration So Important? Younger employees—especially Generation Collaboration is the act of people working Y, employees now in their twenties—and together to reach a common goal. It involves other early adopters are now bringing these getting the right information to the right people networking tools into the workplace—whether at the right time to make the right decision. Such the IT manager or the CEO wants them there well-informed and speedy decisions in turn help or not. In any case, businesses will need to organizations get work done. develop a concerted strategy to proactively But collaboration is much more than manage these technologies and, ideally, communication. It is the way that all the people develop organizational capabilities to take in an enterprise function together. Better best advantage of them. A noninterventionist collaboration means better business operations. management approach will fail to gain Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Introduction By improving these capabilities with improved Now, however, new collaboration technologies collaboration, organizations can increase the can help organizations share information scale and capacity of their processes and and expertise in ways that simply have not develop new ways of doing business. Good been possible. Much the way that databases collaborative information sharing and decision revolutionized sales and marketing efforts, email making lead to better business results by transformed communications, or ERP systems reducing manufacturing costs, stimulating Why Is Collaboration innovation, speeding time-to-market, improving So Important? product and service quality, and opening new Overview: The business opportunities. Cisco Collaboration Framework Certainly, collaboration has always been How Was the fundamental to business. After all, humans Collaboration are highly social animals, and by interacting Framework Validated? with each other, we gain important information. But new pressures on businesses are making collaboration more important than ever. In addition to economic conditions that are remade corporate operations, new networked requiring even more cost-efficient operations, collaboration technologies promise to radically several long-term trends, including information improve the way that people interact and share overload (from email and its ilk), globalization, information. and partnering (through increased outsourcing Unlike past IT advances, however, collaboration and virtual companies), have put collaboration in technologies provide a way for organizations to the spotlight. In all these cases, various barriers increase their access to the latent knowledge (organizational, physical, and psychological) “stored” within employees, partners, customers, inhibit the optimum exchange of information to and even the broader public (which might make decisions and get work done. harbor unknown experts with special insight). Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Introduction It is this human element that makes Web 2.0 and social networking tools different from information technology improvements of the past. The tacit knowledge in a person’s mind is much harder to capture and codify. It is complex, rapidly changing, and often a bit messy. New collaborative communications Why Is Collaboration tools, including blogs, virtual workspaces, wikis, So Important? desktop video, telepresence conferences, web Overview: The conferencing, presence communications, and Cisco Collaboration Framework instant messaging, offer new ways to tap such crucial information. How Was the Collaboration But using these new tools to create a more Framework Validated? collaborative enterprise is not an easy task. Deploying the technology is only one part of the process. Moving from experimental, impromptu use of social networking capabilities to strategic, companywide implementation requires close attention to cultural and procedural changes throughout an organization. Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework 10 Introduction Overview: The Cisco Collaboration can use to improve the way that information Framework and expertise is shared among employees, How can an organization best harness customers and partners. the disparate concepts and technologies By following the framework’s business of new collaborative Web 2.0 advances? management guidance, enterprises can Certainly, new technologies can hurt as well strategically harness the expanding array of as help an organization. ERP systems, while Web 2.0 and social networking technologies Why Is Collaboration now a foundational element for most large ¬and in the process dramatically improve their So Important? companies, proved daunting and disruptive operations and transform the way they do Overview: The Cisco Collaboration as organizations struggled to adapt to the business. Framework new business processes these technologies The collaboration framework provides a guide to How Was the required. Indeed, new technologies on their own Collaboration establishing collaboration in your organization can do little to improve a company. Significant Framework Validated? based on your enterprise’s unique business and new technologies require commensurate operational models. The framework focuses on organizational changes. how organizations should manage their people, As Cisco has seen time after time, an processes, and technology to advance their organization needs to focus as much on collaborative capabilities through three phases change management efforts for its people of development: investigative, performance, and its processes as it does on technology. and transformation. As an organization moves The more all three work in concert, the more through these phases, it gains increasingly an organization will reap rewards from its greater value from collaboration. investments in new technologies. To gain the most benefit from investments To help businesses and other enterprises in in collaborative tools, organizational leaders this effort, Cisco has developed the Cisco must make cultural, management, and process Collaboration Framework. The framework details changes a priority. Without such behavioral a clear evolutionary path and a portfolio of and procedural initiatives, new collaborative structured methodologies that organizations Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework 11 Introduction technologies will offer only limited benefits, If employees do not actively use the tools, then but if carried out well, implementation of these technologies will fail to gain the critical these new technologies has the potential to mass so important to making the best possible transform an organization and bring exceptional connections with people and information. new operational efficiencies and business But such impromptu use only goes so far. opportunities. Critically, the collaboration framework provides guidance to help organizations get beyond Why Is Collaboration So Important? a tactical, fragmented approach to a truly strategic approach to collaboration that can be Overview: The Cisco Collaboration implemented throughout the entire organization. Framework While the trigger for all this collaborative How Was the change is clearly networking technology, Collaboration comprehensive enterprise collaboration will Framework Validated? struggle if it remains an IT-only initiative. In its own experience, Cisco has seen repeatedly how important it is for IT advancements to progress in concert with The Cisco Collaboration Framework’s build- changes in real-world processes and behaviors. as-you-go model provides guidance for This view requires radically different thinking organizations at any point of development. The and behavior from an organization’s strategic focus is on taking advantage of the uses that leadership and operational management. New are most likely springing up in your organization habits need to be formed, new technologies (likely perpetrated by your younger, Generation scaled, and new processes invented. The Cisco Y employees). Such unprompted use is a great Collaboration Framework provides the guidance thing. Enthusiastic, motivated interest in new to make these necessary changes. collaboration tools is perhaps the most crucial Continued element to the success of collaborative efforts. Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework 1 Introduction How Was the Collaboration Framework Cisco is now using the principles of the Validated? framework to transform its own operations. As To develop effective methods and best one of the most successful corporations of its practices for addressing the complex generation, the networking equipment maker challenges of building new collaborative has grown rapidly in the past decade while capabilities within organizations, Cisco expanding across an ever-greater breadth Systems and SBT Advisors, a New York–based Why Is Collaboration consulting group specializing in collaboration, So Important? established the Collaboration Consortium Overview: The Cisco Collaboration in July 2008. This forum is composed of Framework an international group of private and public How Was the organizations that are focusing on collaboration Collaboration as a way to improve and transform their Framework Validated? businesses. The member organizations have been regularly discussing their ongoing insights into collaboration, with the goal of developing a and variety of geographical and technological business management model applicable to any markets. The new scale and complexities type of organization. Consortium members have of Cisco’s business, however, have posed adopted the Cisco Collaboration Framework increasing challenges to the company. as the foundation for this model. Consortium members are now testing the framework’s Cisco has a long history of using Internet methodology in their own organizations as they technologies to improve business performance. develop additional insights into collaboration. Beginning in 1995, the company implemented a series of Web 1.0 solutions that led first to The collaboration framework is also based on automated, paperless transactions and then Cisco’s own lessons learned and best practices Continued for establishing a collaborative environment. Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework 1 Introduction to information exchanges through electronic to increase profit margin by $142 million, and interactions. Cisco’s investments in a broad to generate time savings for employees worth range of these Web 1.0 technologies now US$380 million. The total cost to achieve these account for US$3.7 billion in cumulative savings. benefits was just $82 million, resulting in overall net savings of $691 million. Cisco is now focused on the next era of the Figure 1. Cisco’s Productivity Journey Internet, in which Web 2.0 and social networking technologies are making it possible to link Web 1.0 Web 2.0 Why Is Collaboration 5 So Important? employees, customers, and partners in entirely Web 2.0 Collaboration Solutions: new ways. Just as when organizations evolved 4 $691M Overview: The Benefits ($B /Yr.) Cisco Collaboration from paper-based transactions to electronic- 3 Web 1.0 Framework based transactions more than a decade ago, 2 Internet Solutions: $3.7B How Was the Cisco sees a major transformation ahead. Cisco 1 Collaboration believes that collaboration is the “next big 0 Framework Validated? Information Transformation Interactions Collaboration thing” that will transform commerce, enabling FY95 Source: Cisco IBSG, 2009 FY00 FY05 FY08 increased business agility and exceptional Enlarge Reduce levels of productivity. Cisco is already benefiting from this second As one of the world’s largest functional wave of technological innovation. In fiscal organizations, improving collaboration across year 2008, the company’s Web 2.0–based Cisco’s now $40 billion business is vital to benefits accrued in three areas: cost reduction, the company’s continued success. Unlike increased margin through revenue acceleration, some corporations, Cisco has one primary and time savings. operations organization for the vast majority of the company, with few divisions or large Specifically, research from the Cisco Internet subsidiaries. Everything must work together as Business Solutions Group (IBSG) shows that one. The more transparently that happens, the in fiscal year 2008 Cisco used collaboration more productively Cisco’s 60,000 employees technologies to reduce costs by $251 million, Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework 1 Introduction will be. For the company, that means greater speed, agility, and quality when anticipating and responding to an ever-shifting competitive and technological landscape. Though these are still early days for Web 2.0 and social networking, Cisco and other companies are finding the collaboration Why Is Collaboration So Important? framework an effective roadmap for guiding organizations toward better and more effective Overview: The Cisco Collaboration collaboration. Framework How Was the Collaboration Framework Validated? Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework 1 Implementing the Cisco Collaboration Framework Components of Collaboration Developing the People Components of Collaboration Components of Collaboration To efficiently and effectively move through the Also described as the cultural aspect of Guiding Your investigative, performance, and transformation collaboration, the people component of the Organization Through phases of collaboration, organizations must Cisco Collaboration Framework focuses on ways the Three Phases of carefully cultivate the three components to influence people’s attitudes and collaborative Collaboration of collaboration: people, processes, and behaviors: what people believe, how they The Investigative Phase technology. feel about something, and what they think is Figure 2. Components of Collaboration proper behavior. Main areas of focus include The Performance Phase leadership expectations, management practices, The Transformation performance measurements, incentives and Phase People rewards, role models, and hiring policies. How to Begin New behavioral expectations need to be clearly defined, developed, and incorporated into an organization’s culture. Leadership and management systems need to align with new Process Technology Continued Enlarge Reduce Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework 1 Implementing collaboration efforts for the proper behavior • Management and execution principles the Cisco expectations to be set, operationalized, • Employee and workspace policies Collaboration and measured (that is, made accountable). Companies can influence the cultural aspects of • Collaboration readiness benchmarking and Framework collaboration through such management tools as: progress tracking • Company, management and individual • Role models, especially ones from the performance metrics executive level Components of Continued Collaboration • Leadership values and competencies Developing the Components of Collaboration Guiding Your Cisco on Cisco If you want to collaborate effectively, everyone Organization Through Watch Your Language: Do Not has to be speaking the same language. New the Three Phases of Web 2.0 collaboration tools enable better Overlook the Basics communications options for widely dispersed Collaboration teams—and thesecapabilities make the basics of The Investigative communications even more important. C-Change, Phase Cisco’sexecutive collaboration process, addresses The Performance these challenges by prescribing steps to establish Phase group “norms,”which offer a common social foundation for virtual, global teams. The Transformation Read More Phase How to Begin Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework 1 Implementing Processes • Support services the Cisco Process changes are changes in the way • Leadership and management development Collaboration you get your work done. Processes include processes Framework governance, decision making, skills cultivation, • Data sharing policies and practices funding, and operational logistics, with a strong emphasis on review-and-improve cycles. • Internal change management consulting Collaborative processes are the institutional (collaboration experts) Components of support structures necessary for helping Collaboration • Systems of accountability and management people implement collaboration. Developing the for group performance Components The unit of performance shifts from individual of Collaboration to group or team in a collaborative setting. An Guiding Your organization that uses collaboration well needs Organization Through the Three Phases of to understand that the traditional systems of Collaboration performance will not work effectively (that The Investigative is, individual systems produce competition, Phase whereas team systems produce collaboration). The Performance Management models (or human resources Phase [HR] systems) need to change to reward and The Transformation recognize the right behaviors. Phase To adjust processes to best support How to Begin collaboration, organizations need to Technology develop business and management models encompassing: There are many types of collaborative applications—and there will be many more. • Staffing Wikis, blogs, virtual workspaces, video • Priority setting and funding Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework 1 Implementing presentations, instant messaging, social Organizations can build efficiency into the Cisco networking sites, web conferencing, and collaborative tool development by finding Collaboration Twitter are just a start. With this in mind, chief replicable models, such as “virtual expert” Framework information officers (CIOs) need to build a or “virtual teaming” modules that can be foundation to support those applications. repurposed for a wide range of business scenarios. These kinds of models focus on the The range of collaborative possibilities will type of interaction rather than the business be limited by the network’s infrastructure. A Components of model or operational function. Cisco estimates Collaboration collaborative network infrastructure should be that up to 80 percent of all collaboration able to carry a host of multimedia services with Developing the processes can be addressed by replicable tools. Components quality-of-service (QoS) capabilities, especially of Collaboration for video and audio traffic. Also, organizations need to look at ways Guiding Your to integrate packages of tools into a single Organization Through Networks ideally should support: collaborative environment, such as pulling the Three Phases of • Voice over IP (VoIP) to provide fully integrated desktop sharing, video sharing, wikis, blogs, and Collaboration teleconferencing capabilities with multimedia forums onto a single intranet portal. Importantly, The Investigative Phase web applications these tools, while standardized, should also The Performance • Video capabilities, especially to facilitate provide individuals with personalization options Phase collaboration among remote employees to best support their unique needs. The Transformation For managing information, organizations Phase • High-fidelity communications, which enhance the effectiveness of many collaboration tools will benefit from intranet search, tagging, How to Begin and aggregation capabilities that can be • Easy-to-use, dependable tools readily continuously refined and adapted to deliver the available through the corporate network most relevant information to a given population • Integration with internal systems for of users. Continued supporting existing business processes, such as inventory management, sales, and manufacturing Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework 1 Implementing Note: It is no accident that people and processes are virtue. As Cisco has seen, just when you think the Cisco listed before technology as framework components. a change management initiative will never take Collaboration People and process concepts blend fluidly. They both hold, momentum passes the tipping point, and Framework combine to create behavioral changes that lead to widespread adoption occurs. operational improvements in an organization. While To keep an organization on course as it strives technology is the crucial catalyst for enabling improved to improve its collaborative capabilities, the collaborative activities, the success of such efforts hinges organization needs to develop a collaboration Components of on the behavioral changes that must take place through Collaboration vision and strategy. Only by carefully developing leadership, people, and processes. a vision and strategy will an organization know Developing the Components Developing the Components when and how to best develop these crucial of Collaboration components. By making a careful assessment, of Collaboration Guiding Your an enterprise also will know much more about The components of collaboration take time Organization Through the kind of work it needs to do. the Three Phases of to mature in an organization. They require a Continued Collaboration sustained effort, and patience is the proverbial The Investigative Phase The Performance Cisco on Cisco Cisco has spent the past 8 years moving from a Phase command-and-control operation dominated by Cisco Creates an Executive competing departments to a widely cross-functional The Transformation Collaboration Process company that uses collaborative councils, boards Phase and working groups. These senior leadership teams How to Begin facilitate executive decision-making, create cross- functional alignment, and guide business initiatives. Cisco documented what works in these councils and boards and, through it’s C-Change guide, offers insights on how new teams can collaborate more effectively. Read More Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework 20 Implementing Creating Your Collaboration Vision Finding Your Collaboration Impact Zones the Cisco and Strategy Collaboration “impact zones” are the building Collaboration To successfully develop the people, processes, blocks of the Cisco Collaboration Framework. Framework and technology capabilities necessary for new Collaboration zones are the highest-intensity forms of collaboration, an organization must intersections of interactions, information, and carefully align its new collaboration efforts expertise in your organizational ecosystem with its business goals. By establishing a clear (employees, partners, customers, etc.). These Components of 3- to 5-year vision for its collaboration efforts are the high-value areas that, if improved Collaboration and explicit 1- to 2-year plans for its strategy, through better collaboration, can most improve Developing the an organization will be able to successfully your organization’s business and management Components of Collaboration identify, prioritize, and sequence the initiatives processes. Guiding Your necessary for establishing new business and Figure 3. Collaboration Impact Zone Organization Through management processes. the Three Phases of Expertise Collaboration Some of the questions to ask include: The Investigative • How do you want the organization to change Phase in the next 3 to 5 years? The Performance Phase • What does the organization need to do to Collaboration Impact The Transformation get there? Zone Phase Information Interactions • What role can collaboration play in achieving How to Begin additional levels of process performance? Enlarge Reduce • What sequence of activities is needed to build the necessary collaborative An organization’s deployment strategy for capabilities? collaboration is based on prioritizing and sequencing the rollout of the people, processes, To answers these questions, organizations need and technologies necessary for improving to identify their collaboration impact zones. Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework 1 Implementing the exchange of information and expertise in quality of the information people can the Cisco these communications crossroads. It is at these access? Is it difficult to discern or highly Collaboration intersections that Web 2.0 and social networking usable? Is it inspiring or dull? Timely, high- Framework collaboration tools can help most. quality information can help employees interpret, understand, learn, and contribute Organizations need to consider four dimensions to better ways of doing business. Is this of interaction when assessing impact zones: information being provided in the best reach, richness, openness, and speed. These Components of virtual environment? What is most effective: Collaboration dimensions define the scope of collaboration text, graphics, or video in synchronous or for a given activity and places where an Developing the asynchronous communications? Components organization may need to make improvement. of Collaboration • Openness: An open environment enables • Reach: Reach is the capability to identify, Guiding Your individuals, teams, and organizations to Organization Through access, and employ internal and external have visibility into and the capability to the Three Phases of resources at the right time to influence Collaboration easily contribute to the results of a work better business results. How extensive and effort. How easily can others join your The Investigative exhaustive are your knowledge networks in Phase collaborative groups? Would a group benefit the impact zone? Are you reaching the best The Performance from more outsiders? Are employees, experts (even those you do not know about) Phase suppliers, customers, academics, interests from inside and outside the organization? The Transformation groups, and the general public even aware Are you reaching the knowledge of outsiders, Phase of what groups they can join? Can they such as various employee groups, suppliers, How to Begin easily contribute to these groups? Are you customers, and public communities? accessing the “wisdom of the crowd?” Can • Richness: Richness refers to the capability your collaborative environments operate to effectively and efficiently foster the across the corporate firewall so outsiders can development and communication of new join easily? How do you manage boundaries ideas, concepts, and strategies to make of confidentiality? Continued decisions and take actions. What is the Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Implementing • Speed: The speed dimension looks at how But to prioritize further, organizations must the Cisco new collaboration processes can increase determine how improved tacit information Collaboration the speed at which organizations can get exchange in these impact zones can change Framework things done and respond to changes. Where their business operations. Perhaps a company can time be saved? Do people know where can gain the greatest return on efforts by information is and who the experts are? If so, addressing just a few of the impact zones. is the speed at which people can access that Perhaps efforts need to be cross-functional or Components of information causing problems? Is information focused on various bottlenecks. Collaboration not being used because it takes too long to Developing the find? Does it take a long time for customers, Components of Collaboration suppliers, vendors, and customers to reach necessary information? Does it take a Guiding Your Organization Through long time for your organization to access the Three Phases of information and collaborate with customers, Collaboration supplies, and vendors? The Investigative Phase Much of the work in collaboration zones The Performance focuses on improving these four dimensions Phase to make tacit knowledge more accessible. The Transformation According to Wikipedia, “tacit knowledge is not To assess the most important collaboration Phase easily shared. With tacit knowledge, people impact zones: How to Begin are not often aware of the knowledge they possess or how it can be valuable to others. • Identify the primary and secondary Tacit knowledge is considered more valuable processes that directly bear on the success because it provides context for people, places, of your strategic initiatives ideas, and experiences. Effective transfer of • Identify and survey or interview the tacit knowledge generally requires extensive individuals who are part of those processes to personal contact and trust.” understand what is being produced and how Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Implementing it relates to the final deliverable of the process messaging, scheduled meetings, impromptu the Cisco (be sure to include not just those individuals meetings, etc.)? Collaboration who are part of the formal process, but also • With whom do your constituents interact? Framework the people with knowledge and influence When do they interact? Why do they interact? to help ensure that you identify as many What role does that interaction plays in connections and interactions as possible) achieving strategic goals? • Identify the challenges and problem areas in Components of • What information or content is used during Collaboration the existing processes these interactions and what form does that Developing the • Identify where and how your organization can information or content take (slides, videos, Components promote additional levels of performance documents, email, etc.)? of Collaboration by adding people, process, and technology Guiding Your • What subject-matter experts are involved in components to enable more reach, richness, Organization Through the process? Who are they, and when are they the Three Phases of and openness used in the process? Collaboration • Identify any elements of reach, richness, and The Investigative • What are you trying to accomplish? Phase openness that may need to be fine-tuned to gain additional collaboration and business Assessing Your Collaboration Readiness The Performance Phase performance After an organization has established its vision The Transformation and strategy for using collaboration to help When assessing and prioritizing collaboration Phase address its business goals, it needs to focus impact zones, the questions you should ask How to Begin on building collaborative capabilities. Vision, include: strategy, and the particular characteristics of an • What interactions are your target constituents organization’s collaboration impact zones will (employees, partners, customers, etc.) determine when, where, and how it will prioritize undertaking and what form do these and sequence the development efforts of its interactions take (email, phone, instant people, processes, and technology. Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Implementing However, an organization first needs to adopts new Web 2.0 communications tools, the Cisco find out where it is relative to collaboration and how other age groups respond to these Collaboration adoption before it can start developing its technologies. While books are being filled on Framework collaborative framework. Organizations vary what Generation Y means to corporations, this widely in their collaborative cultures and is a crucial constituency for any organization technology environments, and attitudes toward to carefully consider when building their collaboration can vary widely within individual collaboration capabilities. For this group, Web Components of departments of a larger organization: The 2.0 and social networking tools appear to be Collaboration human resources department may prefer to what a personal computer was to workers in the Developing the be left alone, while the marketing folks love late 1980s. Though organizations must consider Components of Collaboration to chat. Or compensation structures may their entire employee population while keeping discourage sales representatives from sharing their strategic collaborative goals in mind, they Guiding Your Organization Through their customer and market data with some should pay close attention to their youngest the Three Phases of colleagues. People can be covetous of their members—they may have some very good Collaboration knowledge. Knowledge is power, and it can be a ideas. The Investigative difficult for people to share such power. Phase To help in assessing collaboration readiness, The Performance Some employees only need to be pointed in organization can tap a range of new social Phase the right direction, and they will start proactively mapping techniques and tools to identify The Transformation figuring out the best ways to make the most of where they have strong collaboration hubs and Phase new Web 2.0 capabilities. Other employees may where they have voids. With this information How to Begin be resistant or, at least, less than enthusiastic, in hand, organizations can then systematically about adopting new collaborative processes operationalize collaboration. and tools. Also, organizations need to take an inventory For example, at Cisco, managers can see of their physical collaboration environments. distinct differences between how its younger What technologies are already in place? What workers—the Generation Y workforce— Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Implementing is the network’s bandwidth and what tools are from headquarters? Do partners have the the Cisco available to employees, partners, and others necessary IT environments to participate in Collaboration in the enterprise ecosystem? How do these new collaboration initiatives? Answers to these Framework physical environments differ depending on and other environmental questions will help location? Do telecommuting employees have organizations assess the practical limits on the the same capabilities as employees working new collaborative tools that they adopt. Continued Components of Collaboration Developing the Overview: The Three Phases of Collaboration Components To capture the full value of collaboration, every organization (or group within an organization) will go through of Collaboration each evolutionary phase of collaboration, though the pace will depend on business priorities and collaboration Guiding Your readiness. Organization Through • Investigative phase: The investigative phase involves learning and preparing. This phase is marked by the Three Phases of spontaneous use of various Web 2.0 tools to help individual’s increase productivity with discrete tasks. While Collaboration the investigative phase provides limited benefits for improving broader business operations, it forms the crucial The Investigative groundwork for more extensive collaboration efforts. Phase • Performance phase: To achieve organizationwide benefits from new Web 2.0 collaboration tools, organizations The Performance must make a big shift to the performance phase. In this pivotal phase, organizations move from segmented Phase collaboration efforts to carefully organized, supported, and broader adoption of collaboration that improves major business processes. In the performance phase, organizations must turn from strictly organic and The Transformation opportunistic efforts to a more structured and prescriptive approach to development of collaboration Phase capabilities. Focus must shift from the technology aspects of collaboration to the people and process How to Begin components of change management. Awareness and educational campaigns, for example, play important roles. • Transformation phase: The ultimate goal of Web 2.0 collaboration is the transformation phase. In this phase, building on the capabilities developed in the previous two phases, organizations can do things that were previously impossible. Such changes can include reaching new markets, accessing new types of information, and implementing new business processes that were previously too costly or onerous. Such transformational changes are becoming increasingly important as commerce becomes more global and boundaries between organizations become more fluid as enterprises more closely coordinate activities with external supplies, partners, and customers. Read More Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Implementing Guiding Your Organization Through time to maintain momentum and increase the the Cisco the Three Phases of Collaboration ROI from your collaboration efforts. Collaboration The three components of collaboration Figure 4. Three Phases of Collaboration Framework (people, processes, and technology) must Investigative Performance Transformational work in concert for organizations to gain Enterprise Value from Collaboration the greatest advantages from investments % Adoption in new collaboration capabilities. All three The Value Plateau Components of must be purposefully developed over time Enlarge Reduce Collaboration as organizations move through the three Developing the Components phases of collaboration: the investigative The Investigative Phase of Collaboration phase, the performance phase, and the The investigative phase involves learning and Guiding Your transformation phase. Subsequent efforts build preparing. Many organizations are likely already Organization Through on the progress made in previous phases. As in the investigative phase. This phase is marked the Three Phases of Collaboration organizations proceed through this evolutionary by spontaneous use of various Web 2.0 tools to process, benefits from collaboration grow. help increase individual productivity. The use of The Investigative Phase Every company and every organization these tools spreads “virally,” or person to person The Performance within a company will go through each through word-of-mouth recommendations. Phase evolutionary phase, though the pace will You will know you are in the investigative phase The Transformation depend on business priorities and collaboration when you start hearing statements like these: Phase readiness. To achieve major performance “I need a wiki (or blog),” “I want to be able to How to Begin and capabilities improvements (ones that host a video conference (or web meeting).” increase an organization’s profitability), however, Cisco calls this the “single tool, single task” organizations must make concerted efforts to mindset, in which collaboration is viewed as an evolve their culture and processes. The key is event or activity that benefits a few individuals developing the right components at the right or a small group. Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Implementing Tools used in the investigative phase typically the Cisco run autonomously, with little, if any, integration Investigative Phase in Action: into an organization’s information technology Collaboration Cisco’s C-Vision Framework systems. As companies become more Cisco’s C-Vision is an example of an investigative- deliberate in the way that employees adopt Web phase effort. C-Vision is a video forum like YouTube, but inside the corporate firewall. On 2.0, such tools and associated activities should C-Vision, employees can easily make and post be isolated to protect the network and test their Components of desktop-quality videos for viewing at websites effectiveness in controlled use scenarios. Collaboration or on blogs. Cisco does not yet have a specific strategy for C-Vision. For now, it just provides While an organization can glean some nice Developing the another way to communicate besides emails and Components written blogs. This is okay, though. By making it benefits from these separated instances of of Collaboration easy for employees to try video, Cisco is helping collaboration, many collaborative tools, such as Guiding Your employees become more adept at using the wikis, discussion forums, and blogs, increase in Organization Through technology. Read More value with the increase in use. Social networks the Three Phases of Collaboration Figure. 5. Cisco CEO, John Chambers, using C-Vision for information exchange also follow Metcalf’s Law for computer networks, which states the The Investigative Phase value of a network increases proportionately The Performance to the square of the number of its connected Phase users. The Transformation The investigative phase provides crucial Phase groundwork for wider deployment efforts. It How to Begin generates best practices and examples of success that the company can use to teach and inspire. In the investigative phase, coaches and mentors grow from the community of experts. Organizations must be sure to cultivate the enthusiasm, creativity, and inclusion that Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Implementing naturally germinate in this phase, to provide a its leaders, need to enact the necessary the Cisco crucial foundation for future collaborative efforts. change management efforts, with their people, Collaboration processes, and technologies. However, in the investigative phase, adoption of Framework collaborative tools and techniques plateaus as Figure 6. Focus Areas for the Investigative Phase the clusters of early adopters and enthusiasts become saturated, and efforts stop when Process Culture Technology individual employees gain the personal Components of Collaboration productivity improvements they were seeking. Self Service Support Model Rework Intellectual Property and Code of Business Conduct Policies Web 2.0, Video, Unified Communications, and other Also, wider use of new collaboration tools may Community Collaboration Technologies Knowledge Space Boards and Councils – Vision, Developing the Strategy, and Execution Development Firewall Sandbox from Production Web 2.0 Expert Community Support Components be beyond the ambition or power of these early of Collaboration Enlarge Reduce adopters. To create substantial improvements in Continued Guiding Your collaboration, the organization, and especially Organization Through the Three Phases of Collaboration The Investigative Phase The Performance Cisco on Cisco Reaching critical mass with collaboration efforts Phase Creating Collaborative requires leadership. At Cisco, leadership starts The Transformation Behavioral Changes with CEO John Chambers. Chambers overcame Phase his initial resistance and is now a self-proclaimed How to Begin convert to Web 2.0 technology. Now, using the new technology, he regularly speaks directly with Cisco employees while getting unfiltered feedback from them. More important, Chambers is now a role model for Cisco’s leadership team and employees, demonstrating how they can put Web 2.0 tools to work in their jobs. Read More Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Implementing This phase is important if your organization definition exists in your organization. Be the Cisco is looking for collaboration to increase levels explicit in communicating what collaboration Collaboration of business performance. It also needs to be means in your organization. An organization Framework fostered and supported at the corporate level. needs a clear behavioral roadmap to follow on Like a foundation for a structure, this phase its path to new collaborative behaviors. will establish the core capabilities on which an • Help ensure that executives lead the way: organization can build its collaborative business Moving from an organization that operates Components of and management models. Collaboration through command-and-control to one that When developing the three components of operates through collaboration means that Developing the Components collaboration in the investigative phase, you can the leaders need to lead, take risks, and move of Collaboration take some of the possible steps described here. beyond behaviors that may be comfortable Guiding Your to them to demonstrate the importance of Organization Through collaboration. Executives are the all-important the Three Phases of Collaboration role models. The Investigative • Establish a code of business conduct: Phase A code of business conduct should reflect The Performance the way that you want your employees to Phase interact among themselves and also with your The Transformation customers, partners, and the general public. Phase In this new world of collaboration and social How to Begin networking, the line between work time and personal time is blurring. People • Define collaboration: An organization • Create intellectual property and needs to clearly define what it means by nondisclosure policies: Collaboration collaboration and what activities collaboration is fundamentally about the benefits from entails. Do not assume that a common collective thinking and knowledge. In environments in which intellectual property Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework 0 Implementing is crucial to the core business, the way that processes. To maintain our collaborative the Cisco information is recognized and protected is momentum, we created a website focused Collaboration more critical than ever. Promote innovation on those early adopters called the Cisco Framework through collective knowledge, but have a Communications Center of Excellence way to identify who is bringing what to the (CCoE). This tool gave the company a discussion. gathering spot for anyone who wanted to know about collaboration and Web 2.0 • Develop collaborative decision-making Components of technologies, projects, and resources. Collaboration processes: While difficult to execute, the We included discussion forums that were single decision to create and deploy a cross- Developing the moderated by the early adopters. Components functional collaborative decision-making of Collaboration process sets the pace for moving through Guiding Your the three phases of collaboration. Start at the Organization Through executive level with the vision, strategy, and the Three Phases of Collaboration execution planning for the company’s 3- to 5-year plan and migrate down through the The Investigative Phase organization when you have success at the The Performance previous level. Organizations can use their Phase executive development programs to build out The Transformation and develop decision-making models and the Phase collaborative decision-making process. How to Begin Processes Technology • Develop a community of experts: At • Create a technology “sandbox,” for Cisco, we realized that early adopters were experimentation: Do not discourage a valuable resource, providing support that experimentation—instead, encourage it—but we did not have built into our systems and carefully observe it in action and be part of Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework 1 Implementing the learning experience. Encourage your The Performance Phase the Cisco employees to participate in the selection While the investigative phase is a natural and Collaboration and adoption process. The more open and necessary introduction to Web 2.0 tools and Framework inclusive your selection process is, the faster enterprise collaboration as a means to you will discover the best approaches to improved operations, organizations must collaboration for your business. move into the performance phase to reap • Consider virtual teaming and organizationwide benefits. In this crucial stage, Components of collaborative processes: Keep global organizations move from one-off collaboration Collaboration teaming and 24-hours-a-day workflow in efforts that help personal productivity to Developing the Components mind as you move through the investigative carefully organized, supported, and broader of Collaboration phase. As your employees start playing in adoption aimed at improving the way that a Guiding Your the technology sandboxes, look for ways to business works. Continued Organization Through use these tools to unite larger teams that face the Three Phases of Collaboration your greatest time or geographic barriers. The Investigative Phase Cisco on Cisco With Cisco rapidly increasing its global operations The Performance Implementing Collaboration in and moving to a lean manufacturing business Phase model, the company’s supply chain group Cisco’s Global Supply Chain turned to new collaboration technologies to help The Transformation meet its massive coordination challenges. The Phase group’s experience during the past 18 months How to Begin demonstrates how organizations can evolve from the investigative to the performance phase of collaboration by taking a step back and looking strategically at collaboration impact zones. Read More Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Implementing In the performance phase, organizations turn to this phase is a shift in goal setting and the Cisco their focus toward improving company and performance management from individual units Collaboration process performance. In this phase, efforts of performance to group units of performance. Framework shift from a strictly organic and opportunistic In the performance phase, organizations approach to a more structured and prescriptive start the strategic implementation of a matrix approach to development of collaboration. In of collaboration tools by systematically this phase, the company looks to its internal applying these tools to critical business Components of business models, organizational models, and Collaboration processes to boost operational capabilities support systems to provide the foundation across the organization. The focus should Developing the points that it can build on to improve Components be on development of a collaborative work of Collaboration organizational performance. environment that encourages and rewards Guiding Your collaborative participation. At the same time, Organization Through organizations need to develop collaborative the Three Phases of Collaboration business processes and create the tools and support services that facilitate collaboration The Investigative Phase improvements. The Performance The performance phase takes the lessons Phase learned by individuals and small groups during The Transformation the investigative phase and applies them to Phase broader business processes and operational How to Begin goals. Unlike in the investigative phase, Now the organization begins to move from the organizations need to apply all the framework technological aspects of collaboration to the components of people, processes, and people and process aspects of collaboration. technology to help ensure proper and thorough Collaboration becomes a foundational adoption of new collaboration capabilities within element for business performance. Crucial the targeted constituencies. Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Implementing Organizations must recognize that adoption of new collaborative methods, then rank-and- the Cisco collaborative tools and techniques will reach file employees will not see these changes Collaboration a plateau and cease without broader support as important. With good examples to follow, Framework and well-defined benefits. Only a certain employees will understand what behaviors they segment of your workforce will proactively learn need to emulate for their professional success. and use new Web 2.0 tools. The rest of the In particular, an enterprise must formalize its employee population will ask, “What’s in it for strategy for using collaboration technologies Components of me?” These proportions will vary widely among Collaboration to change its business. The investigative phase organizations, and your answer to this question should offer plenty of ideas about what an Developing the will vary, depending on the culture of your Components appropriate strategy might be. What is crucial is of Collaboration organization. that any collaboration efforts must be prioritized Guiding Your Much of the work in the performance phase is based on the organization’s long-term vision for Organization Through in developing the most fruitful ways to cultivate itself and its strategy for achieving this vision. the Three Phases of Collaboration adoption. Certainly, a mix of incentives will likely To build adoption, companies must create be necessary to overcome traditional barriers The Investigative awareness and educational campaigns. They Phase to collaboration among various groups within an also need to help Web 2.0 tools evolve by The Performance organization. integrating them into the company’s business Phase While strong incentives (bonuses based on processes and existing IT architecture. Luckily, The Transformation collaborative efforts) are important, Cisco has these new Web 2.0 tools are proving much Phase seen that adoption hinges most on leadership easier to integrate into a corporation than ERP How to Begin and on whether collaboration is made relevant systems and some other major IT initiatives of to employees lives. Executive examples of the past. Organizations also need to take steps collaborative behavior provide role models and to make the tools replicable and scalable. clearly assert collaboration as an organizational Continued priority. If executive leaders do not adopt the Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Implementing Figure 7. Focus Areas for the Performance Phase can assess these components by creating the Cisco collaboration profiles of individuals, teams, Collaboration and organizations. Managers can then use this inventory to identify any collaboration- Technology Framework Process Culture Self Service Support Model Rework Intellectual Property and Web 2.0, Video, Unified readiness gaps. Code of Business Conduct Policies Communications, and other Community Collaboration Technologies Knowledge Space Web 2.0 Expert Community Support Boards and Councils – Vision, Strategy, and Execution Development Firewall Sandbox from Production • Reward cross-functional teaming: In Individual and Organizational Network, Bandwidth, and Collaboration Funding Model Collaboration Readiness Technology Access environments in which intellectual property Components of Virtual Small /Medium Enterprise Incentives , Rewards, and Next Generation Employee is crucial to the core business, the way that Business Model Compensation Workspaces Collaboration Internal Consulting Service Change Management Collaborative Process Applications Collaboration Metrics information is recognized and protected is Developing the Components Enlarge Reduce critical. Promote innovation through collective of Collaboration knowledge, but have a way to identify who is When developing the three components of Guiding Your collaboration in the performance phase, you can bringing what to the discussion. Organization Through the Three Phases of take some of the possible steps described here. • Reward information sharing and discourage Collaboration information hoarding: Cross-functional People The Investigative collaboration hinges on active sharing. Phase • Focus on collaboration readiness: Your Employees need incentives to share, The Performance organization’s ability to collaborate effectively especially with other groups outside their Phase and efficiently is critical to increasing current reward system. Busy employees The Transformation business performance through collaboration. will typically give far less priority to people Phase Divide collaboration readiness into two areas: who do not directly influence their jobs How to Begin environment and ability. Each of these areas or compensation. Organizational reward has specific subcomponents that, when systems need to make cross-functional or combined, enable an organization to use other new collaborative interactions primary collaboration as a performance platform. You to professional success. Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Implementing Processes Technology the Cisco • Focus on your collaboration impact zones: • Build team workspaces and process Collaboration Much of the performance phase focuses applications: In the investigative phase, efforts Framework on improving collaboration impact zones: focus on the use of one tool for a specific the hubs of interactions that can influence task to enhance personal productivity. In the quality of major business processes. the performance phase, organizations The investigative phase exists to prepare an need to build collaborative systems that Components of organization to enact major changes to these harness multiple tools to facilitate multistep Collaboration crucial activities. If your organization is not workflows and multiple types of collaborative Developing the making changes to these interactions, you are information, expertise, and interaction. In this Components of Collaboration still in the investigative phase. phase, organizations also need to more tightly Guiding Your Continued Organization Through the Three Phases of Collaboration The Investigative Phase Cisco on Cisco By harnessing the power of wikis, Cisco launched Initiating Transformational Changes the I-Prize, a global competition to develop a The Performance concept for Cisco’s next $1 billion business. Phase Through Web .0 More than 2,000 people from 104 countries The Transformation participated. The I-Prize was inspired by the I- Phase Zone, Cisco’s internal business idea wiki. Any one of Cisco’s 60,000 employees can post business How to Begin ideas to the I-Zone. Both the I-Prize and I-Zone are showing Cisco that organizations can use social networking tools to find new, promising ideas, no matter where they might be. Read More Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Implementing integrate collaboration technologies with The new collaborative capabilities of your the Cisco their existing IT systems, to prevent fractured organization have become so profound that Collaboration systems and orphaned information. you are now able to do things that were Framework previously impossible. • Create an open technology architecture: The performance phase depends on aligning New collaboration tools are already helping collaboration technologies with business Cisco transform its business. One of Cisco’s processes. Any substantial business process major challenges is globalizing its operations. Components of Collaboration will likely have multiple collaboration points The company has grown rapidly during its requiring different types of collaboration more than 20-year history, and now it is one Developing the Components tools. To best support the business process, of the world’s biggest information technology of Collaboration an organization needs a holistic collaboration companies. Guiding Your architecture. The IT architecture must be able Organization Through Going global is not easy, but Cisco is finding that to orchestrate the mix-and-match integration the Three Phases of Web 2.0 and social networking technologies Collaboration of various tools into collaboration hubs or are making its globalization efforts far more process centers while also supporting these The Investigative effective than was previously possible. Phase tools across multiple devices, operating systems, and networks (wired, Wi-Fi, The asynchronous (communicating at different The Performance Phase cellular, etc.). Such capabilities will facilitate times, as with email) capabilities of new The Transformation easier inclusion of partners, customers, networking tools are helping employees in Phase and suppliers into the organization’s new scattered global teams stay in touch even How to Begin collaboration processes. across many time zones. Cisco’s supply chain team, for example, runs virtual meetings The Transformation Phase with Cisco WebEx™ web conferencing In the transformation phase, you use services, which support document sharing, collaboration to reinvent your organization. demonstrations, presentation, video chats, instant messaging, group votes, and integrated Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Implementing teleconferencing. All of these exchanges are In the transformation phase, organizations put the Cisco recorded so that employees who were unable in place the core operational components of Collaboration to attend the meeting can play back and their collaboration framework. In this phase, the Framework review everything. These follow-on attendees organization is ready to employ concepts such of the meeting can then provide additional global, 24-hour workflows and virtual teams. commentary in the workspace. By being able to easily include employees, partners, and customers in collaborative To gain the most value from the transformation Components of systems, organizations can successfully Collaboration phase, you need to focus on removal of any implement the ideal of the boundaryless functional, political, and process barriers that Developing the enterprise. may remain. Management’s ability to identify Continued Components of Collaboration and prioritize any collaboration problems is Guiding Your clearly crucial. Organization Through Figure 8. Focus Areas for the Transformation Phase the Three Phases of Collaboration The Investigative Phase Process Culture Technology The Performance Self Service Support Model Rework Intellectual Property and Web 2.0, Video, Unified Phase Community Collaboration Code of Business Conduct Policies Communications, and other Technologies Knowledge Space Boards and Councils – Vision, Strategy, and Execution Development Firewall Sandbox from Production The Transformation Web 2.0 Expert Community Support Individual and Organizational Network, Bandwidth, and Collaboration Funding Model Collaboration Readiness Technology Access Phase Virtual Small /Medium Enterprise Incentives , Rewards, and Next Generation Employee Business Model Compensation Workspaces How to Begin Internal Consulting Service Change Management Collaborative Process Applications Collaboration Metrics Process Application Access to External Boundaryless Workforce Personalization Applications Enlarge Reduce Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Implementing Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 the Cisco Collaboration Framework How to Begin Perhaps the most important advice in developing a collaborative workplace is this: just get started. The Cisco Collaboration Framework provides the guidelines for designing your Components of Collaboration development roadmap, and that process starts with a few simple steps. Developing the Components  Investigate collaboration tools.  1. of Collaboration  Draft a collaboration vision statement.  2. Guiding Your  Run a series of workshops.  3. Organization Through  Benchmark important collaboration metrics.  4. the Three Phases of Collaboration  Start building collaboration capabilities.  5. The Investigative  Establish test-and-learn processes.  6. Phase Continued The Performance Phase The Transformation Phase How to Begin Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Implementing Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 the Cisco Collaboration Framework different vendors in many categories. Tools can be combined or integrated in a variety of ways. Start trying a few to get a sense of how they might help your organization. Components of Collaboration As an organization moves through the Developing the investigative phase, it should consider all these Components IT components: of Collaboration Guiding Your • Web 2.0 and collaboration tools Organization Through the Three Phases of • Productivity and business applications Collaboration • Infrastructure: servers, desktops, and other The Investigative user devices Phase The Performance • Network and bandwidth Phase • Existing internal IT systems The Transformation Continued Phase Step 1. Investigate collaboration tools How to Begin Organizations should begin by investigating the various collaboration tools available. The market is highly fragmented, with dozens of Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework 0 Implementing Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 the Cisco Collaboration Framework • What would be the benefit of greater collaboration for the company? • What are the business trends that might make Components of collaboration even more important? Collaboration • Where are information and expertise most Developing the Step . Draft a collaboration vision needed to improve your operations? Components statement. of Collaboration Your business posture will influence As you become familiar with new collaborative Guiding Your your collaboration vision, strategy, and Organization Through technologies and their capabilities, begin the Three Phases of implementation: drafting a collaboration vision statement. Collaboration Start simply by reflecting on how improved • Survival business posture: “We need to shrink The Investigative collaboration could help your organization. Ask to grow, and collaboration will allow us to Phase these questions: reduce costs throughout the enterprise.” The Performance Phase • What are the company’s vision and strategic • Transition business posture: “We will The Transformation priorities? selectively use collaboration to extract greater Phase performance from our current business • What are the main trends in the industry and How to Begin processes, especially for RD and sales.” how do they affect your business? • Attacking business posture: “Now is the time • Which parts of the business are information, to differentiate ourselves and get ahead of the expertise, and interaction intensive? pack. We will use collaboration to create new • Which of those collaboration factors need ways to interact with our customers, partners, improvement given the company’s vision and and each other that will set us far ahead of our strategic priorities? competitors.” Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework 1 Implementing Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 the Cisco Collaboration Framework these workshops, organizations should identify their most important collaboration impact zones, which will then guide their strategy and tactics for rolling out new collaboration capabilities. Components of Collaboration Prepare for the workshops by assessing Developing the business priorities, primary business processes Components that relate to those priorities, and examples of Collaboration of ways in which employees, experts, and Guiding Your information interact to facilitate these processes. Organization Through the Three Phases of At the workshops, primary participants in Collaboration these processes discuss problem areas The Investigative and ways collaboration might improve their Phase processes. Workshop participants should look The Performance at collaboration in terms of the extent to which Phase reach, richness, openness, and speed can The Transformation be influenced. These workshop assessments Phase Step . Run a series of workshops. should lead to a prioritized list of collaboration How to Begin Next, organizations should run a series of impact zones. workshops to identify the ways in which Continued collaboration can help them reach their business vision. Workshops can focus on initiatives in specific product groups, process chains, or cross-functional interactions. From Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Implementing Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 the Cisco Collaboration Framework following adoption and use of collaboration tools. Are people actually reading the blogs or listening to podcasts? Are the expert videos being downloaded? Are people getting access Components of Collaboration to better information? If not, why not? Developing the Organizations should benchmark current Components perceptions about the value of collaboration of Collaboration as well as readiness. Formal and informal Guiding Your surveys of both business leaders and rank- Organization Through the Three Phases of and-file employees will help set baselines. Collaboration Such established benchmarks are invaluable, The Investigative given the multiphase, long-term development Phase Step . Benchmark important required for meaningful collaboration collaboration metrics. The Performance improvements. Without such references, a Phase After you have outlined several strategic company will have difficulty assessing long- The Transformation collaboration efforts, benchmark the main term progress. Phase metrics. These metrics are the starting points Continued How to Begin that will provide the necessary references for assessing progress. They will tell managers whether and how much new collaboration capabilities are improving product development times, increasing customer satisfaction, or reducing manufacturing errors. Organizations also should establish a matrix of metrics Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Implementing Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 the Cisco Collaboration Framework The main focus will be on improving the reach, richness, openness, and speed of the critical collaboration impact zones identified through workshops. Here are some specific steps you Components of Collaboration can take to improve each of these aspects of collaborative interactions: Developing the Components • Steps to improve reach: of Collaboration Guiding Your – Identify and make visible internal and Organization Through external expertise across your organization. the Three Phases of Collaboration – Recognize and reward expertise and the The Investigative proactive sharing of knowledge. Phase – Cultivate visible communities of knowledge The Performance Step . Start building collaboration Phase focused on sharing best practices. capabilities. The Transformation – Remove organizational barriers preventing After benchmarks are established, the Phase alignment of expertise with business organization needs to start building How to Begin priorities. collaboration capabilities in each dimension of people, processes, and technology. The – Develop management skills for managing a goal here is to gain some early successes to matrix of collaborative resources. demonstrate how improved collaboration can – Design workflows to use “click-to-link” virtual help your business. These successes will help expertise at critical points in processes. build adoption momentum and provide how-to Continued examples to guide subsequent efforts. Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Implementing Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 the Cisco Collaboration Framework • Steps to improve richness: – Provide visible schedules for workflow. – Promote a culture of trust and proactive, – Create visible and logical content areas. open, and respectful sharing of ideas. – Create group editing and document Components of – Implement collaborative decision-making management mechanisms. Collaboration processes that require and reward Developing the – Establish centralized forums for discussions participation. Components and comments. of Collaboration – Design and cultivate communities of and a – Help ensure that the interactions needed to Guiding Your process for innovation and idea sharing. Organization Through support your processes are as engaging, the Three Phases of – Design processes that promote the use interactive, and effective (visual and content Collaboration of visualization (video, pictures, physical rich) as they need to be to promote and The Investigative representations, etc.) to achieve business reward inclusion and knowledge sharing. Phase goals. The Performance – Help ensure team alignment through Phase – Develop and promote content templates management and stakeholder video The Transformation that logically support the phases of your messaging and blogging. Phase processes and the desired outcomes of • Steps to improve speed: How to Begin your phases. – Build cross-functional teams that represent • Steps to improve openness: every facet of the collaborative business – Help ensure that content is stored in and process you want to improve. made available through a central workspace – Make improvements in business process that supports the logical workflow of your speed a corporate priority. processes. Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Implementing Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 the Cisco Collaboration Framework – Identify critical inputs, decision points, and outputs where partners, suppliers, and customers can influence the speed of collaboration for a given process. Components of Collaboration – Choose a speed dimension that is a stretch Developing the but attainable for your enterprise. Components of Collaboration – Communicate from senior leadership Guiding Your the sense of urgency in building new Organization Through collaborative capabilities for improving the the Three Phases of speed of operations. Collaboration The Investigative – Create plans to help partners and suppliers Phase build their communication and collaboration The Performance capabilities. Continued Phase The Transformation Phase How to Begin Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Implementing Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 the Cisco Collaboration Framework Step . Establish test-and-learn • Visible: A large number of people can processes. participate in the new collaborative process or can see its results. Components of • Unambiguous: There is no argument about Collaboration the success of the new collaborative process. Developing the • Transformational: The new collaborative Components of Collaboration process should directly support the vision for Guiding Your the company. Organization Through Finally, organizations should establish test- the Three Phases of Early successes offer several benefits: Collaboration and-learn processes. These are still early days • They provide evidence of the benefits of for Web 2.0, social networking and other new The Investigative collaborative change. Phase collaboration capabilities. We are only at the The Performance beginning of the evolution of collaboration. • They help an organization fine-tune its Phase Everyone is still figuring out what to do, and the collaborative vision. The Transformation technologies promise to evolve rapidly during • They build collaboration knowledge and skills. Phase the next few years. Who knows what the next How to Begin great thing will be next year? Whatever their • They build the momentum of interest and goals, organizations must keep in mind that support for new collaboration efforts. the new era of collaboration is still a work in Ultimately, organizations need to constantly progress. assess how new Web 2.0 tools are helping or Organizations should aim to obtain, memorialize, could possibly help them achieve their goals. and publicize early successes using new The ones that figure this out fastest will have a collaboration methods. An early success is: lot to gain. Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Cisco on Cisco: Lessons in Organizational Collaboration Cisco on Cisco: Implementing Collaboration in Cisco’s Global Supply Chain Cisco on Cisco: Cisco Creates an Executive Collaboration Process Cisco on Cisco: Implementing The group’s experience over the past 18 months Cisco on Cisco: Collaboration in Cisco’s Global demonstrates how organizations can evolve Watch Your Supply Chain from the investigative to the performance phase Language—Do Not Until recently, most collaboration in Cisco’s of collaboration by strategically improving Overlook the Basics supply chain happened through phone, email, critical collaboration impact zones. Cisco on Cisco: Creating Collaborative and in-person meetings, says Christine Fisher, Early in the investigative phase, supply chain Behavioral Changes the head of the company’s supply chain teams started using individual collaboration Cisco on Cisco: collaboration center. Since 95 percent of Cisco’s tools to address discrete tasks. For example, Transformational manufacturing is outsourced, the 9000 Cisco employees used the collaborative Changes Through Web 2.0 employees in the supply chain organization workspace and document sharing capabilities must work with 30,000 employees who are not of Cisco WebEx Connect to create a employees of Cisco. With the company rapidly 100-page blueprint for lean manufacturing. increasing its global operations and moving to a The document required the input of many lean manufacturing business model, the group people to make it as comprehensive and turned to new collaboration technologies to effective as possible. Employees also started help with its massive coordination challenges. Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Cisco on Cisco: using Cisco TelePresence™ video conferencing These early successes then made Fisher’s Lessons in technology to replace in-person meetings. team begin thinking about how to strategically Organizational and systematically take advantage of new In both cases, the adoption of these new Collaboration collaboration tools to increase capacity and kinds of collaboration tools lowered costs help ensure quality as Cisco’s operations by eliminating travel. They also increased become increasingly global. productivity by enabling people to connect and share information much more easily. Most But her group found that simply providing Cisco on Cisco: Implementing importantly, Fisher says, these tools helped collaborative tools to employees was not Collaboration in boost the quality of their efforts. With Cisco enough to reach these broader goals. Though Cisco’s Global Supply TelePresence video conferencing, global team employees clamored for corporate variants of Chain members can now meet more often “face-to- wikis, Facebook, or My Yahoo sites, these tools Cisco on Cisco: Cisco Creates an Executive face.” With Cisco WebEx web conferencing, often quickly became graveyards of information. Collaboration Process Fisher found that employees provided richer “We’ve seen this not just in the supply chain Cisco on Cisco: contributions that were easier for all participants team, but throughout Cisco,” Fisher says. Watch Your to see and comment on. “People were so focused on the tools they didn’t Language—Do Not really think about how they would use them.” Overlook the Basics Cisco on Cisco: So to help the supply chain move from the Creating Collaborative investigative to the performance phase of Behavioral Changes collaboration, Fisher took a step back. The Cisco on Cisco: group held twenty-five 90-minute introductory Transformational Changes Through workshops, where participants got a basic Web 2.0 education about Web 2.0 tools and then were asked to identify high-touch areas and problem areas where people and information intersect Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Cisco on Cisco: (collaboration impact zones). The workshop In pilot runs of the workspace, the supply chain Lessons in participants then detailed various what-if team has discovered that new collaboration Organizational scenarios to see how Web 2.0 tools might be tools need comprehensive support services, Collaboration able to address various operational challenges. from basic how-to technical information to consultation on how best to apply and use the tools, to coaching and best practices mentoring. But as people become more familiar with the Cisco on Cisco: system, distinct changes in operations are Implementing starting to happen, Fisher says. Collaboration in Continued Cisco’s Global Supply Chain Cisco on Cisco: Cisco Creates an Executive Collaboration Process Cisco on Cisco: Watch Your Language—Do Not Overlook the Basics With the information gathered in these Cisco on Cisco: Creating Collaborative workshops, Fisher’s team then held a 2-day Behavioral Changes workshop to plan the best strategy for using new Cisco on Cisco: collaborative technologies to meet their needs. Transformational What they came up with was the “Connected Changes Through Web 2.0 Supply Chain Workspace,” a place where all the people involved in Cisco’s supply chain (partners and Cisco employees) could more effectively share pertinent information for coordinating their activities. Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework 0 Cisco on Cisco: Lessons in Organizational Collaboration Cisco on Cisco: Implementing Collaboration in Cisco’s Global Supply Chain Cisco on Cisco: Cisco Creates an Executive Collaboration Process Cisco on Cisco: Cisco Creates an In 2006 Ron Ricci, vice president of corporate Cisco on Cisco: Executive Collaboration Process positioning, formed a team to observe Watch Your Organizational structures need to reflect what works in councils and boards. The team Language—Do Not collaborative activities. Command-and- documented what it saw and called it Overlook the Basics control management does not work well with C-Change. C-Change teaches “the people Cisco on Cisco: aspect: culture and process, and helps apply Creating Collaborative collaboration. Cisco has spent the past 8 years Behavioral Changes moving from a command-and-control operation the technology aspect. The principals of dominated by competing departments to a C-Change can lead to effective collaboration Cisco on Cisco: Transformational widely cross-functional company that uses for any type of group,” Ricci says. Changes Through Web 2.0 collaborative councils, boards, and working C-Change guides Cisco employees through groups. These senior leadership teams five steps: facilitate executive decision making, create • Establish a common vocabulary. cross-functional alignment, and guide business initiatives. • Develop collaborative processes. Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework 51 Cisco on Cisco: • Cultivate a belief system. priorities in fiscal year 2009, compared to only 2 Lessons in priorities in fiscal year 2007. Certainly, C-Change • Scale through participation. Organizational has delivered significantly better decisions and Collaboration • Measure and improve. results. For example, in 2008 Cisco was able to C-Change also defines collaborative groups reform and refocus its small-business efforts as cycling through a series of discrete stages: in just 6 months, quickly marshalling US$100 startup, agreement, alignment, accountability, million in resources to go after this latent market Cisco on Cisco: and review. By providing a more effective opportunity. Implementing Collaboration in approach for making decisions, coordinating Cisco now has more than 750 company leaders Cisco’s Global Supply resources, and tracking accountability, Cisco involved in councils, boards, and related Chain has greatly expanded its operational capacity working groups. But Cisco’s goal is to broaden Cisco on Cisco: Cisco and flexibility. Creates an Executive participation to 2500 or more employees. To Collaboration Process scale, Ricci’s team developed online tutorial kits Cisco on Cisco: to teach employees about the best practices Watch Your Cisco discovered during the past 8 years. Language—Do Not Overlook the Basics Cisco expects C-Change to greatly increase Cisco on Cisco: the speed at which collaborative groups form, Creating Collaborative accomplish their goals, and disband. Teams Behavioral Changes scattered around the world, with different Cisco on Cisco: cultures and languages, are expected to Transformational Changes Through produce results quickly, leaving little time for Web 2.0 communication logistics. Collaborative skills, The company credits C-Change and its including technical, managerial, and social, are collaborative decision-making process with all basics for the job at Cisco. C-Change is a helping the company take on 28 business crucial aid in this effort. Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Cisco on Cisco: Lessons in Organizational Collaboration Cisco on Cisco: Implementing Collaboration in Cisco’s Global Supply Chain Cisco on Cisco: Cisco Cisco on Cisco: Watch Your necessarily share the same vernacular, and they Creates an Executive Language—Do Not Overlook the likely do not share all the same social norms. Collaboration Process Basics C-Change, Cisco’s executive collaboration Cisco on Cisco: Watch Your If you are going to collaborate effectively, process, addresses these challenges by Language—Do Not everyone has to be speaking the same prescribing steps to establish group norms. Overlook the Basics language. That’s something Ron Ricci, head of These norms provide a common social Cisco on Cisco: Cisco’s C-Change program, found out early in foundation for a collaborative group that might Creating Collaborative Behavioral Changes Cisco’s collaboration efforts. At an executive span the globe. Individuals in such a group meeting a few years ago, attendees were asked do not have the usual cues for socializing Cisco on Cisco: Transformational to define “strategy.” One by one, MBA after MBA, their interactions. To overcome this challenge, Changes Through each person at the table gave a different answer. organizations must fill the void by providing a Web 2.0 New Web 2.0 collaboration tools offer better common set of collaborative group norms for communications options for disparate teams, such things as vocabulary and behaviors. Also, and these capabilities make the basics of seemingly simple activities, such as running communication more important than ever. virtual meetings, need new guidance Individuals and groups working independently to compensate for the loss of face-to-face from other groups within an organization do not social cues. Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Cisco on Cisco: Cisco on Cisco: Creating Collaborative Setting an example can be challenging. Like Lessons in Behavioral Changes most employees, executives are comfortable Organizational Most experts agree that change management with their old ways and have little time to invest Collaboration begins with leadership, and the move to a in a theoretically better tool. But also like other collaborative enterprise is no exception. The employees, executives need to try and test new development of that all-important critical mass collaborative tools and start using the ones that and full buy-in throughout the organization show the most promise for their jobs. Cisco on Cisco: hinges on leadership. If one branch office is Implementing Collaboration in collaborating a theoretical 100 percent while Cisco’s Global Supply another branch office is collaborating 10 Chain percent, then the collaboration level between Cisco on Cisco: Cisco the two will be no greater than 10 percent. With Creates an Executive Collaboration Process collaboration, the lowest common denominator Cisco on Cisco: of participation determines (or limits) the overall Watch Your level of cross-functional activity. Language—Do Not Overlook the Basics To avoid areas within an organization where Cisco on Cisco: collaboration levels are low, the foundation of Creating Collaborative a collaboration framework must begin with Behavioral Changes corporate executives. If leaders offer only Cisco on Cisco: words, with no real action, in support of the idea, This was the approach taken by Cisco CEO Transformational John Chambers. In the beginning, Chambers Changes Through the rank-and-file employees will sense this lack Web 2.0 of priority and respond accordingly. resisted suggestions to write blogs to communicate with the company’s workforce. Although a variety of communications and He recognized that even for fast typists, written messaging tactics are appropriate, perhaps blogs can take a lot of time, so the benefits-to- the best way for leaders to demonstrate the costs of such a collaboration tool were low, since importance of new collaboration techniques is Chambers’s time is a very valuable resource. through example. Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Cisco on Cisco: But then video came along. Anyone who has new communication tools, and that blogging is Lessons in seen Chambers in action knows that public an effective way to get your message out to a Organizational speaking is his strength. The genial Southern broad and dispersed audience. Collaboration salesman can easily capture an audience and But promoting collaboration should not be left keep them listening. So video blogging became just to executives. Blair Christie, Cisco’s senior Chambers’s collaborative tool of choice. vice president for corporate communications, Now Cisco employees regularly receive video says that getting employees—or anyone—to Cisco on Cisco: Implementing messages from this self-proclaimed convert. change their habits is extremely difficult. Collaboration in Rather than receiving formal messages or third- Cisco’s Global Supply “Cisco loves technology, but ‘deploying’ hand information from other employees about Chain technology is much easier than ‘employing’ it,” what Chambers thinks or says, employees get Cisco on Cisco: Cisco she says. “We have 60,000 people. That’s a lot of Creates an Executive to hear it directly from him. More importantly, different behaviors to manage.” Collaboration Process through the video blogs discussion forum, Cisco on Cisco: Chambers can gain direct and immediate Watch Your feedback from his employees, allowing him Language—Do Not to gauge the mood of the company and to Overlook the Basics identify possible management challenges and Cisco on Cisco: Creating Collaborative opportunities. Behavioral Changes Such collaboration is now building an even Cisco on Cisco: tighter bond between Cisco employees and Transformational Changes Through their leader, helping the global company stay Web 2.0 in tune with their CEO’s vision and strategy. Most importantly, thanks to Chambers’s video Christie says her group started a collaboration blogs, employees understand first-hand that website in 2006 to help educate employees Chambers has personally embraced these about the new collaboration technologies that Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Cisco on Cisco: were then just becoming popular. The site also Incentive programs are a manifestation of a Lessons in allows employees to share ideas about using belief system. If it is a good behavior, then it Organizational the tools with other employees. “The site helped should be rewarded—this approach is not hard Collaboration the best practices bubble to the top,” Christie to understand. But the dilemma is how to reward says. collaborative behavior. Money is not necessarily the best incentive. Often, simply gaining recognition in a user’s own community can be Cisco on Cisco: enough. If an engineer becomes the expert on Implementing a certain topic, that gives him or her meaningful Collaboration in Cisco’s Global Supply public recognition. Chain But whatever the incentives, collaborative Cisco on Cisco: Cisco Creates an Executive progress needs to be measured. In fact, Collaboration Process another Cisco motto, “If it moves, measure Cisco on Cisco: it,” also applies to the Cisco Collaboration Watch Your Framework. Besides assessing the quality of the Language—Do Not She said her group has worked in close interactions, organizations should know some Overlook the Basics partnership with Cisco’s IT group to “be basic metrics, such as how frequently tools are Cisco on Cisco: Creating Collaborative the megaphone” for the changes that new being used and in what way. Analytics can help Behavioral Changes collaboration tools are introducing to the an organization identify healthy and anemic Cisco on Cisco: company. “The act of communicating these social networks. Basic statistics can show blog Transformational changes is half the battle,” she says. visitors, the number of wiki entries, and who is Changes Through Web 2.0 watching the most video blogs. Any and all of Incentive programs are also a crucial step in these types of statistics will give organizations cultivating the kinds of collaborative behaviors important insights for taking the next step that will make best use of new communications forward. technologies. Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Cisco on Cisco: Lessons in Organizational Collaboration Cisco on Cisco: Implementing Collaboration in Cisco’s Global Supply Chain Cisco on Cisco: Cisco Creates an Executive Collaboration Process Cisco on Cisco: Transformational all parts of the world, especially from people Cisco on Cisco: Changes Through Web .0 outside the traditional technology and venture- Watch Your Language—Do Not Cisco has seen first-hand the transformative capital communities. Overlook the Basics capabilities of Web 2.0 technologies. By The contest prize was US$250,000 and a Cisco on Cisco: harnessing the power of wikis, Cisco launched chance to join Cisco as a leader of the new Creating Collaborative Behavioral Changes the I-Prize, a global competition to come up business venture. In the end, a team of three Cisco on Cisco: with a concept for the networking giant’s next people from Russia and Germany won the Transformational US$1 billion business. (A wiki is a collection of contest for an idea about improving electrical Changes Through webpages designed to enable anyone with Web 2.0 systems with networking technology. Cisco says access to easily contribute or modify content, it will commit as much as US$10 million over the such as on Wikipedia). next 3 years to fund the effort. More than 2000 people from 104 countries While innovation contests are not new and some contributed ideas to the Cisco I-Prize. As was companies have offered more prize money, the intention, the contest attracted interest from Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Cisco on Cisco: industry observers say no corporation has ever BrightIdea, an innovation management Lessons in run a contest to start a major new business company, hosted the I-Prize site and used Organizational operation. its WebStorm online brainstorming and Collaboration collaboration software for organizing idea Most previous corporate innovation submissions and collaboration among competitions have focused on products for participants. solving a specific problem. Cisco’s I-Prize was wide open: Would this idea make a good Matthew Greeley, chief executive of the Cisco on Cisco: Implementing business for Cisco? Does it allow Cisco to use company, says the Internet and Web 2.0 Collaboration in its expertise in networking technology to full technologies have revolutionized the ability of Cisco’s Global Supply advantage? companies to collect ideas, helping boost what Chain he calls the “signal-to-noise” ratio for large-scale Cisco on Cisco: Cisco The I-Prize was inspired in part by Cisco’s Creates an Executive brainstorming. “With these new networking internal innovation wiki, the I-Zone. Any of Collaboration Process tools, you can get more ideas faster from more Cisco’s 60,000 employees can post business Cisco on Cisco: areas with far less work and resources,” he says. ideas, work collaboratively with other Cisco Watch Your “And the more ideas you have, the more good Language—Do Not employees to develop an idea, and, if lucky, be ideas you have.” Overlook the Basics a part of launching a new business. I-Zone was Cisco on Cisco: working so well that Cisco wanted to open the His company, now 8 years old, started helping Creating Collaborative concept to the public. companies generate ideas long before the Behavioral Changes days of Web 2.0. He laughs when recalling Cisco on Cisco: The I-Zone is one of the new tools in Cisco’s the overwhelming amount of labor involved in Transformational Emerging Technologies group. Cisco formed the Changes Through manually sorting through proposals by using group in 2006 as an internal venturing operation Web 2.0 sticky notes and highlighters. dedicated to hatching all-new billion-dollar businesses from within the company. The group But now the Internet and social networking has already made its mark as the birthplace have eliminated those kinds of barriers. These of the company’s extremely successful Cisco new tools dramatically improve or even replace TelePresence video meeting system. intensive person-to-person meetings with Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved. | This document is Cisco Confidential Information. For Internal use only. Not for distribution.
Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Cisco on Cisco: university researchers, venture capitalists, Lessons in individual inventors, and startups, Greeley says. Organizational He says most of BrightIdea’s Fortune 1000 Collaboration customers use his company’s software for managing internal innovation processes, and about 35 percent of his customers tie incentives to their idea collection programs. Cisco on Cisco: Implementing But the simple lesson for Cisco is that Web Collaboration in Cisco’s Global Supply 2.0 tools can indeed help the company do Chain things it never did before. Now, more than ever, Cisco on Cisco: Cisco companies do not know where the next idea will Creates an Executive come from. Certainly, Cisco realizes that Silicon Collaboration Process Valley can no longer claim to have a monopoly Cisco on Cisco: on technology innovation. But the I-Prize is Watch Your Language—Do Not giving Cisco the ability to find those new ideas, Overlook the Basics no matter where they might be Cisco on Cisco: Creating Collaborative Behavioral Changes Cisco on Cisco: Transformational Changes Through Web 2.0 Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved. | This document is Cisco Confidential Information. For Internal use only. Not for distribution. C11-533734-00 05/09

More Related Content

PDF
Building a collaborative enterprise
Thomas Cluzel
 
PPTX
Leading the collaborative enterprise with script 11 jan 2015
Brian Powers
 
PDF
Weadership: An Introduction
Kristin Wolff
 
PDF
Collaborating Parishes & Schools: Doing Technology Together
Caroline Cerveny
 
PPTX
Social Learning
National HRD Network
 
PDF
Community of Practices Best Practice
Sucipto Asan (sucipto.asan@gmail.com)
 
PDF
Future of work
SD Worx Belgium
 
PPTX
Social learning at workplace
National HRD Network
 
Building a collaborative enterprise
Thomas Cluzel
 
Leading the collaborative enterprise with script 11 jan 2015
Brian Powers
 
Weadership: An Introduction
Kristin Wolff
 
Collaborating Parishes & Schools: Doing Technology Together
Caroline Cerveny
 
Social Learning
National HRD Network
 
Community of Practices Best Practice
Sucipto Asan (sucipto.asan@gmail.com)
 
Future of work
SD Worx Belgium
 
Social learning at workplace
National HRD Network
 

What's hot (20)

PDF
Building Communities of Practice Tcm4 451018
Learning and Teaching Scotland
 
PDF
Leadership, Intangibles & Talent Q2 2009 Four Groups
Four Groups
 
PDF
People Firm Organization Strategy And Design
M. Tamra Chandler
 
PDF
BlackbookHR Quick Look
Chris Ostoich
 
PDF
Whitepaper - Building a collaboration beehive
Collabor Inc.
 
PDF
Future of Work Enabler: Worker Empowerment
Cognizant
 
PDF
21st Century Organization Group Brochure
vaxelrod
 
PPTX
A Guide to Communities of Practice
Olivier Serrat, PhD
 
PPTX
Leandro herrero speaking programme 2013
Leandro Herrero
 
PDF
2012 February dama chicago
dmurph4
 
PPTX
Knowledge management dph day 2012
the world
 
PDF
Tangibility in communities of practice
Sonia Wadhwa
 
PDF
Allen & Overy Social Software project case study
Lee Bryant
 
PDF
Future of Work Windsor - 29 02 2012
Tim Jones
 
PDF
ISO_4
PMI2011
 
PDF
ISS_4
PMI2011
 
PDF
Sumt Social Collaboration Software
SumTotal
 
PDF
Managing Global HR
vickycocoracchio1
 
PDF
MANAGEMENT 3.0: A Wisdom Network as an organisational structure
Wisdom.To
 
KEY
Time as the New Currency: How Sabbaticals Sustain and Accelerate Human Capital
elizabethpagano
 
Building Communities of Practice Tcm4 451018
Learning and Teaching Scotland
 
Leadership, Intangibles & Talent Q2 2009 Four Groups
Four Groups
 
People Firm Organization Strategy And Design
M. Tamra Chandler
 
BlackbookHR Quick Look
Chris Ostoich
 
Whitepaper - Building a collaboration beehive
Collabor Inc.
 
Future of Work Enabler: Worker Empowerment
Cognizant
 
21st Century Organization Group Brochure
vaxelrod
 
A Guide to Communities of Practice
Olivier Serrat, PhD
 
Leandro herrero speaking programme 2013
Leandro Herrero
 
2012 February dama chicago
dmurph4
 
Knowledge management dph day 2012
the world
 
Tangibility in communities of practice
Sonia Wadhwa
 
Allen & Overy Social Software project case study
Lee Bryant
 
Future of Work Windsor - 29 02 2012
Tim Jones
 
ISO_4
PMI2011
 
ISS_4
PMI2011
 
Sumt Social Collaboration Software
SumTotal
 
Managing Global HR
vickycocoracchio1
 
MANAGEMENT 3.0: A Wisdom Network as an organisational structure
Wisdom.To
 
Time as the New Currency: How Sabbaticals Sustain and Accelerate Human Capital
elizabethpagano
 
Ad

Similar to Creating a Collaborative Enterprise (20)

PDF
Idc vendor spotlight_web
hlilou
 
PDF
Opinion frameworks for collaboration 1 0
Strategic Business & IT Services
 
PDF
Cisco IT's Journey to Enterprise 2.0 and Beyond - #E2Conf-16
lliu
 
PDF
Unified Communications & Collaboration: Connecting people and information
Computacenter UK LTD
 
PDF
Effective collaboration multiplies results
SMART Technologies
 
PDF
Advocate Consulting Overview
Jon Prete
 
PDF
Advocate Consulting - Company Overview
Advocate Consulting
 
PDF
Gilbane breaking downsilos-may2010
Gilbane Group
 
PDF
Five Key Focus Areas for New-Age Collaboration
Cognizant
 
PDF
Best Practices How To Make Collaboration Work
guestb10b8c
 
PDF
FoW Enablers - Virtual Collaboration
Cognizant
 
PDF
Collaboration as 1 of 9 Performance Accelerators
Lars Sverre Gjølme
 
PPTX
Towards the intranet of the future
Janus Boye
 
PPT
The Future of Collaboration
padmasree
 
PPT
Voicecon094distrfinal 090427125221-phpapp01
Newlink
 
PPT
Voicecon094distrfinal 090427125221-phpapp01
Newlink
 
PDF
CSC Unified Communications
CSC
 
PDF
CISCO Flexible Work / Telework Presentation for RDASI
Richard Everson
 
PDF
High Performing Organization
reachmukund
 
PDF
Six steps to better collaboration
Steve Pell
 
Idc vendor spotlight_web
hlilou
 
Opinion frameworks for collaboration 1 0
Strategic Business & IT Services
 
Cisco IT's Journey to Enterprise 2.0 and Beyond - #E2Conf-16
lliu
 
Unified Communications & Collaboration: Connecting people and information
Computacenter UK LTD
 
Effective collaboration multiplies results
SMART Technologies
 
Advocate Consulting Overview
Jon Prete
 
Advocate Consulting - Company Overview
Advocate Consulting
 
Gilbane breaking downsilos-may2010
Gilbane Group
 
Five Key Focus Areas for New-Age Collaboration
Cognizant
 
Best Practices How To Make Collaboration Work
guestb10b8c
 
FoW Enablers - Virtual Collaboration
Cognizant
 
Collaboration as 1 of 9 Performance Accelerators
Lars Sverre Gjølme
 
Towards the intranet of the future
Janus Boye
 
The Future of Collaboration
padmasree
 
Voicecon094distrfinal 090427125221-phpapp01
Newlink
 
Voicecon094distrfinal 090427125221-phpapp01
Newlink
 
CSC Unified Communications
CSC
 
CISCO Flexible Work / Telework Presentation for RDASI
Richard Everson
 
High Performing Organization
reachmukund
 
Six steps to better collaboration
Steve Pell
 
Ad

More from Cisco Canada (20)

PDF
Cisco connect montreal 2018 net devops
Cisco Canada
 
PDF
Cisco connect montreal 2018 iot demo kinetic fr
Cisco Canada
 
PPTX
Cisco connect montreal 2018 - Network Slicing: Horizontal Virtualization
Cisco Canada
 
PDF
Cisco connect montreal 2018 secure dc
Cisco Canada
 
PDF
Cisco connect montreal 2018 enterprise networks - say goodbye to vla ns
Cisco Canada
 
PDF
Cisco connect montreal 2018 vision mondiale analyse locale
Cisco Canada
 
PDF
Cisco Connect Montreal 2018 Securité : Sécuriser votre mobilité avec Cisco
Cisco Canada
 
PDF
Cisco connect montreal 2018 collaboration les services webex hybrides
Cisco Canada
 
PDF
Integration cisco et microsoft connect montreal 2018
Cisco Canada
 
PDF
Cisco connect montreal 2018 compute v final
Cisco Canada
 
PDF
Cisco connect montreal 2018 saalvare md-program-xr-v2
Cisco Canada
 
PDF
Cisco connect montreal 2018 sd wan - delivering intent-based networking to th...
Cisco Canada
 
PDF
Cisco Connect Toronto 2018 DNA automation-the evolution to intent-based net...
Cisco Canada
 
PDF
Cisco Connect Toronto 2018 an introduction to Cisco kinetic
Cisco Canada
 
PDF
Cisco Connect Toronto 2018 IOT - unlock the power of data - securing the in...
Cisco Canada
 
PDF
Cisco Connect Toronto 2018 DevNet Overview
Cisco Canada
 
PDF
Cisco Connect Toronto 2018 DNA assurance
Cisco Canada
 
PDF
Cisco Connect Toronto 2018 network-slicing
Cisco Canada
 
PDF
Cisco Connect Toronto 2018 the intelligent network with cisco meraki
Cisco Canada
 
PDF
Cisco Connect Toronto 2018 sixty to zero
Cisco Canada
 
Cisco connect montreal 2018 net devops
Cisco Canada
 
Cisco connect montreal 2018 iot demo kinetic fr
Cisco Canada
 
Cisco connect montreal 2018 - Network Slicing: Horizontal Virtualization
Cisco Canada
 
Cisco connect montreal 2018 secure dc
Cisco Canada
 
Cisco connect montreal 2018 enterprise networks - say goodbye to vla ns
Cisco Canada
 
Cisco connect montreal 2018 vision mondiale analyse locale
Cisco Canada
 
Cisco Connect Montreal 2018 Securité : Sécuriser votre mobilité avec Cisco
Cisco Canada
 
Cisco connect montreal 2018 collaboration les services webex hybrides
Cisco Canada
 
Integration cisco et microsoft connect montreal 2018
Cisco Canada
 
Cisco connect montreal 2018 compute v final
Cisco Canada
 
Cisco connect montreal 2018 saalvare md-program-xr-v2
Cisco Canada
 
Cisco connect montreal 2018 sd wan - delivering intent-based networking to th...
Cisco Canada
 
Cisco Connect Toronto 2018 DNA automation-the evolution to intent-based net...
Cisco Canada
 
Cisco Connect Toronto 2018 an introduction to Cisco kinetic
Cisco Canada
 
Cisco Connect Toronto 2018 IOT - unlock the power of data - securing the in...
Cisco Canada
 
Cisco Connect Toronto 2018 DevNet Overview
Cisco Canada
 
Cisco Connect Toronto 2018 DNA assurance
Cisco Canada
 
Cisco Connect Toronto 2018 network-slicing
Cisco Canada
 
Cisco Connect Toronto 2018 the intelligent network with cisco meraki
Cisco Canada
 
Cisco Connect Toronto 2018 sixty to zero
Cisco Canada
 

Recently uploaded (20)

PPTX
ACSFv1EN-58255 AWS Academy Cloud Security Foundations.pptx
23bcla24
 
PDF
Per capita expenditure prediction using model stacking based on satellite ima...
IAESIJAI
 
PDF
Build a system with the filesystem maintained by OSTree @ COSCUP 2025
Jian-Hong Pan
 
PDF
Chapter 3 Spatial Domain Image Processing.pdf
Getnet Tigabie Askale -(GM)
 
PDF
Mobile App Security Testing_ A Comprehensive Guide.pdf
flufftailshop
 
PDF
Dropbox Q2 2025 Financial Results & Investor Presentation
Dropbox
 
PDF
Review of recent advances in non-invasive hemoglobin estimation
IAESIJAI
 
PDF
TokAI - TikTok AI Agent : The First AI Application That Analyzes 10,000+ Vira...
SOFTTECHHUB
 
PDF
KodekX | Application Modernization Development
KodekX
 
PDF
Unlocking AI with Model Context Protocol (MCP)
Brian McKeiver
 
PDF
7 ChatGPT Prompts to Help You Define Your Ideal Customer Profile.pdf
SOFTTECHHUB
 
PDF
Spectral efficient network and resource selection model in 5G networks
IAESIJAI
 
PPTX
MYSQL Presentation for SQL database connectivity
Swati270511
 
PPTX
sap open course for s4hana steps from ECC to s4
sreeni2106invites
 
PDF
Architecting across the Boundaries of two Complex Domains - Healthcare & Tech...
Peter Tan
 
PDF
Advanced methodologies resolving dimensionality complications for autism neur...
IAESIJAI
 
PPTX
Big Data Technologies - Introduction.pptx
kuthubussaman1
 
PDF
Network Security Unit 5.pdf for BCA BBA.
Serpent6
 
PDF
Approach and Philosophy of On baking technology
30anthuong17
 
PDF
Profit Center Accounting in SAP S/4HANA, S4F28 Col11
Libreria ERP
 
ACSFv1EN-58255 AWS Academy Cloud Security Foundations.pptx
23bcla24
 
Per capita expenditure prediction using model stacking based on satellite ima...
IAESIJAI
 
Build a system with the filesystem maintained by OSTree @ COSCUP 2025
Jian-Hong Pan
 
Chapter 3 Spatial Domain Image Processing.pdf
Getnet Tigabie Askale -(GM)
 
Mobile App Security Testing_ A Comprehensive Guide.pdf
flufftailshop
 
Dropbox Q2 2025 Financial Results & Investor Presentation
Dropbox
 
Review of recent advances in non-invasive hemoglobin estimation
IAESIJAI
 
TokAI - TikTok AI Agent : The First AI Application That Analyzes 10,000+ Vira...
SOFTTECHHUB
 
KodekX | Application Modernization Development
KodekX
 
Unlocking AI with Model Context Protocol (MCP)
Brian McKeiver
 
7 ChatGPT Prompts to Help You Define Your Ideal Customer Profile.pdf
SOFTTECHHUB
 
Spectral efficient network and resource selection model in 5G networks
IAESIJAI
 
MYSQL Presentation for SQL database connectivity
Swati270511
 
sap open course for s4hana steps from ECC to s4
sreeni2106invites
 
Architecting across the Boundaries of two Complex Domains - Healthcare & Tech...
Peter Tan
 
Advanced methodologies resolving dimensionality complications for autism neur...
IAESIJAI
 
Big Data Technologies - Introduction.pptx
kuthubussaman1
 
Network Security Unit 5.pdf for BCA BBA.
Serpent6
 
Approach and Philosophy of On baking technology
30anthuong17
 
Profit Center Accounting in SAP S/4HANA, S4F28 Col11
Libreria ERP
 

Creating a Collaborative Enterprise

  • 1. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Creating a Collaborative Enterprise A Guide to Accelerating Business Value with a Collaboration Framework
  • 2. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework < Foreword Businesses are increasingly under pressure to find new ways to increase productivity and stay ahead of the competition. At Cisco, we have identified collaboration - and social networking in the enterprise - as the next phase of the Internet that will increase productivity, innovation, and growth. To date, we have seen a 900 percent return on our investment in collaboration solutions, but we believe that there is much more to come. During the past 8 years, Cisco has been We hope that the Cisco® Collaboration incorporating collaboration into the way we Framework, contained herein, will provide do business. First at the executive level and you with guidance about how to approach now, as the network has enabled even greater collaboration in your own organization and that collaboration regardless of hierarchy or it will help you accelerate and attain greater geography, we are extending collaboration to business value and results. every employee across the globe. What we In an affirmation of collaboration at work, the have discovered is that using a framework development of this framework included that couples people, process, and technology contributions from many thought leaders, together allows us to reap greater business including members of the Collaboration benefits in a shorter amount of time than if we Consortium, an international group of had approached this process without a vision private- and public-sector organizations that and a plan to guide us. Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 3. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Foreword have prioritized efforts focused on collaboration. Global Supply Chain Management, Human This consortium is now using the Cisco Resources, Internet Business Solutions Group, Collaboration Framework as the foundation IT, Marketing, Operations, Processes and for its industrywide collaboration reference Systems, and Sales—for their keen insights and model. In addition, Francois Joanette, managing contributions. partner of SBT Advisors and an expert on Our hope is that our collective work in this using collaboration to increase business value, guide will help you create your own provided content and clarity to this work. collaboration framework and inspire you to new Special thanks also go to the cross-functional ways of thinking about collaboration in your review team—which included members from own business. Cisco Corporate Communications, Corporate Positioning, Customer Advocacy, Engineering, Gary Bridge, Senior Vice President, Randy Pond, Executive Vice President, Internet Business Solutions Group Operations, Process and Systems Blair Christie, Senior Vice President, Ron Ricci, Vice President, Corporate Communications Corporate Positioning Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 4. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Contents Foreword 2 Cisco on Cisco: Lessons in Organizational Collaboration 47 Executive Overview 5 Cisco on Cisco: Implementing Collaboration Introduction 6 in Cisco’s Global Supply Chain 47 Why Is Collaboration So Important? 7 Cisco on Cisco: Cisco Creates an Executive Collaboration Process 50 Overview: The Cisco Collaboration Framework 10 Cisco on Cisco: Watch Your Language— How Was the Collaboration Do Not Overlook the Basics 52 Framework Validated? 12 Cisco on Cisco: Creating Collaborative Implementing the Cisco Collaboration Behavioral Changes 53 Framework 15 Cisco on Cisco: Transformational Changes Components of Collaboration 15 Through Web 2.0 56 Developing the Components of Collaboration 19 Guiding Your Organization Through the Three Phases of Collaboration 26 The Investigative Phase 26 The Performance Phase 31 The Transformation Phase 36 How to Begin 38 Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 5. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Executive “A great wind is blowing and that gives you either Overview imagination or a headache.” Catherine the Great management is the most effective way to create the organizational changes necessary to take best advantage of advances in technology. With this philosophy in mind, Cisco has developed the Cisco® Collaboration Framework. Guided by the best practices of this framework, Cisco saved US$691 million and increased productivity 4.9 percent in fiscal year 2008. The Cisco Collaboration Framework provides New networking technologies are offering a clear evolutionary path and a portfolio of organizations far greater freedom as to when, structured methodologies that organizations where, and how they collaborate. Is your can use to improve the way that information company ready to take advantage of these and expertise is shared among employees, major communications innovations? partners, and their communities. By following the collaboration framework, enterprises can Investments in information technology help strategically harness a rapidly expanding organizations change the way they can do array of Web 2.0 and social networking business. But technology cannot change technologies, in the process dramatically old habits. Time and time again, Cisco has improving their operations and potentially found that leadership coupled with strategic transforming their business. Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 6. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Introduction Why Is Collaboration So Important? Overview: The Cisco Collaboration Framework How Was the Collaboration Framework Validated? Great changes are now occurring throughout organizations worldwide. New and rapidly evolving Web 2.0 networking technologies promise the next great advances in information technology and business capabilities. An increasing array of multimedia communications technologies such as virtual workspaces, social networking tools, web conferencing applications, text messaging, Internet phone services, and as-if-you-are-there video meetings are creating new possibilities for organizations to more quickly and effectively connect people, information, and knowledge communities. As with other pivotal developments in the edge by making profound improvements in evolution of information technology, such their operations. as database software, email, and enterprise Cisco, for example, saved US$691 million and resource planning (ERP) systems, organizations increased productivity 4.9 percent in fiscal that are first to figure out the best ways to use year 2008 by using collaboration and Web 2.0 these new technologies can gain a competitive Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 7. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Introduction technologies. The technology investments, the benefits of the full potential of these which cost US$81 million to deploy, provided a technologies while leaving companies 900 percent return on investment (ROI). dangerously exposed to damage from uncontrolled content and haphazard processes. More importantly, organizations need to make use of new collaboration possibilities or face a significant competitive disadvantage. Why Is Collaboration So Important? Companies that successfully adopt new collaborative processes will be able to move Overview: The Cisco Collaboration faster, make better decisions, draw from Framework a deeper base of information, and more How Was the effectively operate across time and distance Collaboration barriers. As is always the case in business, Framework Validated? either you pull ahead or the competition will. To be sure, new Web 2.0 collaborative technologies will be difficult to ignore. Why Is Collaboration So Important? Younger employees—especially Generation Collaboration is the act of people working Y, employees now in their twenties—and together to reach a common goal. It involves other early adopters are now bringing these getting the right information to the right people networking tools into the workplace—whether at the right time to make the right decision. Such the IT manager or the CEO wants them there well-informed and speedy decisions in turn help or not. In any case, businesses will need to organizations get work done. develop a concerted strategy to proactively But collaboration is much more than manage these technologies and, ideally, communication. It is the way that all the people develop organizational capabilities to take in an enterprise function together. Better best advantage of them. A noninterventionist collaboration means better business operations. management approach will fail to gain Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 8. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Introduction By improving these capabilities with improved Now, however, new collaboration technologies collaboration, organizations can increase the can help organizations share information scale and capacity of their processes and and expertise in ways that simply have not develop new ways of doing business. Good been possible. Much the way that databases collaborative information sharing and decision revolutionized sales and marketing efforts, email making lead to better business results by transformed communications, or ERP systems reducing manufacturing costs, stimulating Why Is Collaboration innovation, speeding time-to-market, improving So Important? product and service quality, and opening new Overview: The business opportunities. Cisco Collaboration Framework Certainly, collaboration has always been How Was the fundamental to business. After all, humans Collaboration are highly social animals, and by interacting Framework Validated? with each other, we gain important information. But new pressures on businesses are making collaboration more important than ever. In addition to economic conditions that are remade corporate operations, new networked requiring even more cost-efficient operations, collaboration technologies promise to radically several long-term trends, including information improve the way that people interact and share overload (from email and its ilk), globalization, information. and partnering (through increased outsourcing Unlike past IT advances, however, collaboration and virtual companies), have put collaboration in technologies provide a way for organizations to the spotlight. In all these cases, various barriers increase their access to the latent knowledge (organizational, physical, and psychological) “stored” within employees, partners, customers, inhibit the optimum exchange of information to and even the broader public (which might make decisions and get work done. harbor unknown experts with special insight). Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 9. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Introduction It is this human element that makes Web 2.0 and social networking tools different from information technology improvements of the past. The tacit knowledge in a person’s mind is much harder to capture and codify. It is complex, rapidly changing, and often a bit messy. New collaborative communications Why Is Collaboration tools, including blogs, virtual workspaces, wikis, So Important? desktop video, telepresence conferences, web Overview: The conferencing, presence communications, and Cisco Collaboration Framework instant messaging, offer new ways to tap such crucial information. How Was the Collaboration But using these new tools to create a more Framework Validated? collaborative enterprise is not an easy task. Deploying the technology is only one part of the process. Moving from experimental, impromptu use of social networking capabilities to strategic, companywide implementation requires close attention to cultural and procedural changes throughout an organization. Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 10. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework 10 Introduction Overview: The Cisco Collaboration can use to improve the way that information Framework and expertise is shared among employees, How can an organization best harness customers and partners. the disparate concepts and technologies By following the framework’s business of new collaborative Web 2.0 advances? management guidance, enterprises can Certainly, new technologies can hurt as well strategically harness the expanding array of as help an organization. ERP systems, while Web 2.0 and social networking technologies Why Is Collaboration now a foundational element for most large ¬and in the process dramatically improve their So Important? companies, proved daunting and disruptive operations and transform the way they do Overview: The Cisco Collaboration as organizations struggled to adapt to the business. Framework new business processes these technologies The collaboration framework provides a guide to How Was the required. Indeed, new technologies on their own Collaboration establishing collaboration in your organization can do little to improve a company. Significant Framework Validated? based on your enterprise’s unique business and new technologies require commensurate operational models. The framework focuses on organizational changes. how organizations should manage their people, As Cisco has seen time after time, an processes, and technology to advance their organization needs to focus as much on collaborative capabilities through three phases change management efforts for its people of development: investigative, performance, and its processes as it does on technology. and transformation. As an organization moves The more all three work in concert, the more through these phases, it gains increasingly an organization will reap rewards from its greater value from collaboration. investments in new technologies. To gain the most benefit from investments To help businesses and other enterprises in in collaborative tools, organizational leaders this effort, Cisco has developed the Cisco must make cultural, management, and process Collaboration Framework. The framework details changes a priority. Without such behavioral a clear evolutionary path and a portfolio of and procedural initiatives, new collaborative structured methodologies that organizations Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 11. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework 11 Introduction technologies will offer only limited benefits, If employees do not actively use the tools, then but if carried out well, implementation of these technologies will fail to gain the critical these new technologies has the potential to mass so important to making the best possible transform an organization and bring exceptional connections with people and information. new operational efficiencies and business But such impromptu use only goes so far. opportunities. Critically, the collaboration framework provides guidance to help organizations get beyond Why Is Collaboration So Important? a tactical, fragmented approach to a truly strategic approach to collaboration that can be Overview: The Cisco Collaboration implemented throughout the entire organization. Framework While the trigger for all this collaborative How Was the change is clearly networking technology, Collaboration comprehensive enterprise collaboration will Framework Validated? struggle if it remains an IT-only initiative. In its own experience, Cisco has seen repeatedly how important it is for IT advancements to progress in concert with The Cisco Collaboration Framework’s build- changes in real-world processes and behaviors. as-you-go model provides guidance for This view requires radically different thinking organizations at any point of development. The and behavior from an organization’s strategic focus is on taking advantage of the uses that leadership and operational management. New are most likely springing up in your organization habits need to be formed, new technologies (likely perpetrated by your younger, Generation scaled, and new processes invented. The Cisco Y employees). Such unprompted use is a great Collaboration Framework provides the guidance thing. Enthusiastic, motivated interest in new to make these necessary changes. collaboration tools is perhaps the most crucial Continued element to the success of collaborative efforts. Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 12. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework 1 Introduction How Was the Collaboration Framework Cisco is now using the principles of the Validated? framework to transform its own operations. As To develop effective methods and best one of the most successful corporations of its practices for addressing the complex generation, the networking equipment maker challenges of building new collaborative has grown rapidly in the past decade while capabilities within organizations, Cisco expanding across an ever-greater breadth Systems and SBT Advisors, a New York–based Why Is Collaboration consulting group specializing in collaboration, So Important? established the Collaboration Consortium Overview: The Cisco Collaboration in July 2008. This forum is composed of Framework an international group of private and public How Was the organizations that are focusing on collaboration Collaboration as a way to improve and transform their Framework Validated? businesses. The member organizations have been regularly discussing their ongoing insights into collaboration, with the goal of developing a and variety of geographical and technological business management model applicable to any markets. The new scale and complexities type of organization. Consortium members have of Cisco’s business, however, have posed adopted the Cisco Collaboration Framework increasing challenges to the company. as the foundation for this model. Consortium members are now testing the framework’s Cisco has a long history of using Internet methodology in their own organizations as they technologies to improve business performance. develop additional insights into collaboration. Beginning in 1995, the company implemented a series of Web 1.0 solutions that led first to The collaboration framework is also based on automated, paperless transactions and then Cisco’s own lessons learned and best practices Continued for establishing a collaborative environment. Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 13. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework 1 Introduction to information exchanges through electronic to increase profit margin by $142 million, and interactions. Cisco’s investments in a broad to generate time savings for employees worth range of these Web 1.0 technologies now US$380 million. The total cost to achieve these account for US$3.7 billion in cumulative savings. benefits was just $82 million, resulting in overall net savings of $691 million. Cisco is now focused on the next era of the Figure 1. Cisco’s Productivity Journey Internet, in which Web 2.0 and social networking technologies are making it possible to link Web 1.0 Web 2.0 Why Is Collaboration 5 So Important? employees, customers, and partners in entirely Web 2.0 Collaboration Solutions: new ways. Just as when organizations evolved 4 $691M Overview: The Benefits ($B /Yr.) Cisco Collaboration from paper-based transactions to electronic- 3 Web 1.0 Framework based transactions more than a decade ago, 2 Internet Solutions: $3.7B How Was the Cisco sees a major transformation ahead. Cisco 1 Collaboration believes that collaboration is the “next big 0 Framework Validated? Information Transformation Interactions Collaboration thing” that will transform commerce, enabling FY95 Source: Cisco IBSG, 2009 FY00 FY05 FY08 increased business agility and exceptional Enlarge Reduce levels of productivity. Cisco is already benefiting from this second As one of the world’s largest functional wave of technological innovation. In fiscal organizations, improving collaboration across year 2008, the company’s Web 2.0–based Cisco’s now $40 billion business is vital to benefits accrued in three areas: cost reduction, the company’s continued success. Unlike increased margin through revenue acceleration, some corporations, Cisco has one primary and time savings. operations organization for the vast majority of the company, with few divisions or large Specifically, research from the Cisco Internet subsidiaries. Everything must work together as Business Solutions Group (IBSG) shows that one. The more transparently that happens, the in fiscal year 2008 Cisco used collaboration more productively Cisco’s 60,000 employees technologies to reduce costs by $251 million, Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 14. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework 1 Introduction will be. For the company, that means greater speed, agility, and quality when anticipating and responding to an ever-shifting competitive and technological landscape. Though these are still early days for Web 2.0 and social networking, Cisco and other companies are finding the collaboration Why Is Collaboration So Important? framework an effective roadmap for guiding organizations toward better and more effective Overview: The Cisco Collaboration collaboration. Framework How Was the Collaboration Framework Validated? Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 15. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework 1 Implementing the Cisco Collaboration Framework Components of Collaboration Developing the People Components of Collaboration Components of Collaboration To efficiently and effectively move through the Also described as the cultural aspect of Guiding Your investigative, performance, and transformation collaboration, the people component of the Organization Through phases of collaboration, organizations must Cisco Collaboration Framework focuses on ways the Three Phases of carefully cultivate the three components to influence people’s attitudes and collaborative Collaboration of collaboration: people, processes, and behaviors: what people believe, how they The Investigative Phase technology. feel about something, and what they think is Figure 2. Components of Collaboration proper behavior. Main areas of focus include The Performance Phase leadership expectations, management practices, The Transformation performance measurements, incentives and Phase People rewards, role models, and hiring policies. How to Begin New behavioral expectations need to be clearly defined, developed, and incorporated into an organization’s culture. Leadership and management systems need to align with new Process Technology Continued Enlarge Reduce Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 16. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework 1 Implementing collaboration efforts for the proper behavior • Management and execution principles the Cisco expectations to be set, operationalized, • Employee and workspace policies Collaboration and measured (that is, made accountable). Companies can influence the cultural aspects of • Collaboration readiness benchmarking and Framework collaboration through such management tools as: progress tracking • Company, management and individual • Role models, especially ones from the performance metrics executive level Components of Continued Collaboration • Leadership values and competencies Developing the Components of Collaboration Guiding Your Cisco on Cisco If you want to collaborate effectively, everyone Organization Through Watch Your Language: Do Not has to be speaking the same language. New the Three Phases of Web 2.0 collaboration tools enable better Overlook the Basics communications options for widely dispersed Collaboration teams—and thesecapabilities make the basics of The Investigative communications even more important. C-Change, Phase Cisco’sexecutive collaboration process, addresses The Performance these challenges by prescribing steps to establish Phase group “norms,”which offer a common social foundation for virtual, global teams. The Transformation Read More Phase How to Begin Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 17. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework 1 Implementing Processes • Support services the Cisco Process changes are changes in the way • Leadership and management development Collaboration you get your work done. Processes include processes Framework governance, decision making, skills cultivation, • Data sharing policies and practices funding, and operational logistics, with a strong emphasis on review-and-improve cycles. • Internal change management consulting Collaborative processes are the institutional (collaboration experts) Components of support structures necessary for helping Collaboration • Systems of accountability and management people implement collaboration. Developing the for group performance Components The unit of performance shifts from individual of Collaboration to group or team in a collaborative setting. An Guiding Your organization that uses collaboration well needs Organization Through the Three Phases of to understand that the traditional systems of Collaboration performance will not work effectively (that The Investigative is, individual systems produce competition, Phase whereas team systems produce collaboration). The Performance Management models (or human resources Phase [HR] systems) need to change to reward and The Transformation recognize the right behaviors. Phase To adjust processes to best support How to Begin collaboration, organizations need to Technology develop business and management models encompassing: There are many types of collaborative applications—and there will be many more. • Staffing Wikis, blogs, virtual workspaces, video • Priority setting and funding Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 18. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework 1 Implementing presentations, instant messaging, social Organizations can build efficiency into the Cisco networking sites, web conferencing, and collaborative tool development by finding Collaboration Twitter are just a start. With this in mind, chief replicable models, such as “virtual expert” Framework information officers (CIOs) need to build a or “virtual teaming” modules that can be foundation to support those applications. repurposed for a wide range of business scenarios. These kinds of models focus on the The range of collaborative possibilities will type of interaction rather than the business be limited by the network’s infrastructure. A Components of model or operational function. Cisco estimates Collaboration collaborative network infrastructure should be that up to 80 percent of all collaboration able to carry a host of multimedia services with Developing the processes can be addressed by replicable tools. Components quality-of-service (QoS) capabilities, especially of Collaboration for video and audio traffic. Also, organizations need to look at ways Guiding Your to integrate packages of tools into a single Organization Through Networks ideally should support: collaborative environment, such as pulling the Three Phases of • Voice over IP (VoIP) to provide fully integrated desktop sharing, video sharing, wikis, blogs, and Collaboration teleconferencing capabilities with multimedia forums onto a single intranet portal. Importantly, The Investigative Phase web applications these tools, while standardized, should also The Performance • Video capabilities, especially to facilitate provide individuals with personalization options Phase collaboration among remote employees to best support their unique needs. The Transformation For managing information, organizations Phase • High-fidelity communications, which enhance the effectiveness of many collaboration tools will benefit from intranet search, tagging, How to Begin and aggregation capabilities that can be • Easy-to-use, dependable tools readily continuously refined and adapted to deliver the available through the corporate network most relevant information to a given population • Integration with internal systems for of users. Continued supporting existing business processes, such as inventory management, sales, and manufacturing Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 19. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework 1 Implementing Note: It is no accident that people and processes are virtue. As Cisco has seen, just when you think the Cisco listed before technology as framework components. a change management initiative will never take Collaboration People and process concepts blend fluidly. They both hold, momentum passes the tipping point, and Framework combine to create behavioral changes that lead to widespread adoption occurs. operational improvements in an organization. While To keep an organization on course as it strives technology is the crucial catalyst for enabling improved to improve its collaborative capabilities, the collaborative activities, the success of such efforts hinges organization needs to develop a collaboration Components of on the behavioral changes that must take place through Collaboration vision and strategy. Only by carefully developing leadership, people, and processes. a vision and strategy will an organization know Developing the Components Developing the Components when and how to best develop these crucial of Collaboration components. By making a careful assessment, of Collaboration Guiding Your an enterprise also will know much more about The components of collaboration take time Organization Through the kind of work it needs to do. the Three Phases of to mature in an organization. They require a Continued Collaboration sustained effort, and patience is the proverbial The Investigative Phase The Performance Cisco on Cisco Cisco has spent the past 8 years moving from a Phase command-and-control operation dominated by Cisco Creates an Executive competing departments to a widely cross-functional The Transformation Collaboration Process company that uses collaborative councils, boards Phase and working groups. These senior leadership teams How to Begin facilitate executive decision-making, create cross- functional alignment, and guide business initiatives. Cisco documented what works in these councils and boards and, through it’s C-Change guide, offers insights on how new teams can collaborate more effectively. Read More Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 20. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework 20 Implementing Creating Your Collaboration Vision Finding Your Collaboration Impact Zones the Cisco and Strategy Collaboration “impact zones” are the building Collaboration To successfully develop the people, processes, blocks of the Cisco Collaboration Framework. Framework and technology capabilities necessary for new Collaboration zones are the highest-intensity forms of collaboration, an organization must intersections of interactions, information, and carefully align its new collaboration efforts expertise in your organizational ecosystem with its business goals. By establishing a clear (employees, partners, customers, etc.). These Components of 3- to 5-year vision for its collaboration efforts are the high-value areas that, if improved Collaboration and explicit 1- to 2-year plans for its strategy, through better collaboration, can most improve Developing the an organization will be able to successfully your organization’s business and management Components of Collaboration identify, prioritize, and sequence the initiatives processes. Guiding Your necessary for establishing new business and Figure 3. Collaboration Impact Zone Organization Through management processes. the Three Phases of Expertise Collaboration Some of the questions to ask include: The Investigative • How do you want the organization to change Phase in the next 3 to 5 years? The Performance Phase • What does the organization need to do to Collaboration Impact The Transformation get there? Zone Phase Information Interactions • What role can collaboration play in achieving How to Begin additional levels of process performance? Enlarge Reduce • What sequence of activities is needed to build the necessary collaborative An organization’s deployment strategy for capabilities? collaboration is based on prioritizing and sequencing the rollout of the people, processes, To answers these questions, organizations need and technologies necessary for improving to identify their collaboration impact zones. Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 21. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework 1 Implementing the exchange of information and expertise in quality of the information people can the Cisco these communications crossroads. It is at these access? Is it difficult to discern or highly Collaboration intersections that Web 2.0 and social networking usable? Is it inspiring or dull? Timely, high- Framework collaboration tools can help most. quality information can help employees interpret, understand, learn, and contribute Organizations need to consider four dimensions to better ways of doing business. Is this of interaction when assessing impact zones: information being provided in the best reach, richness, openness, and speed. These Components of virtual environment? What is most effective: Collaboration dimensions define the scope of collaboration text, graphics, or video in synchronous or for a given activity and places where an Developing the asynchronous communications? Components organization may need to make improvement. of Collaboration • Openness: An open environment enables • Reach: Reach is the capability to identify, Guiding Your individuals, teams, and organizations to Organization Through access, and employ internal and external have visibility into and the capability to the Three Phases of resources at the right time to influence Collaboration easily contribute to the results of a work better business results. How extensive and effort. How easily can others join your The Investigative exhaustive are your knowledge networks in Phase collaborative groups? Would a group benefit the impact zone? Are you reaching the best The Performance from more outsiders? Are employees, experts (even those you do not know about) Phase suppliers, customers, academics, interests from inside and outside the organization? The Transformation groups, and the general public even aware Are you reaching the knowledge of outsiders, Phase of what groups they can join? Can they such as various employee groups, suppliers, How to Begin easily contribute to these groups? Are you customers, and public communities? accessing the “wisdom of the crowd?” Can • Richness: Richness refers to the capability your collaborative environments operate to effectively and efficiently foster the across the corporate firewall so outsiders can development and communication of new join easily? How do you manage boundaries ideas, concepts, and strategies to make of confidentiality? Continued decisions and take actions. What is the Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 22. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Implementing • Speed: The speed dimension looks at how But to prioritize further, organizations must the Cisco new collaboration processes can increase determine how improved tacit information Collaboration the speed at which organizations can get exchange in these impact zones can change Framework things done and respond to changes. Where their business operations. Perhaps a company can time be saved? Do people know where can gain the greatest return on efforts by information is and who the experts are? If so, addressing just a few of the impact zones. is the speed at which people can access that Perhaps efforts need to be cross-functional or Components of information causing problems? Is information focused on various bottlenecks. Collaboration not being used because it takes too long to Developing the find? Does it take a long time for customers, Components of Collaboration suppliers, vendors, and customers to reach necessary information? Does it take a Guiding Your Organization Through long time for your organization to access the Three Phases of information and collaborate with customers, Collaboration supplies, and vendors? The Investigative Phase Much of the work in collaboration zones The Performance focuses on improving these four dimensions Phase to make tacit knowledge more accessible. The Transformation According to Wikipedia, “tacit knowledge is not To assess the most important collaboration Phase easily shared. With tacit knowledge, people impact zones: How to Begin are not often aware of the knowledge they possess or how it can be valuable to others. • Identify the primary and secondary Tacit knowledge is considered more valuable processes that directly bear on the success because it provides context for people, places, of your strategic initiatives ideas, and experiences. Effective transfer of • Identify and survey or interview the tacit knowledge generally requires extensive individuals who are part of those processes to personal contact and trust.” understand what is being produced and how Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 23. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Implementing it relates to the final deliverable of the process messaging, scheduled meetings, impromptu the Cisco (be sure to include not just those individuals meetings, etc.)? Collaboration who are part of the formal process, but also • With whom do your constituents interact? Framework the people with knowledge and influence When do they interact? Why do they interact? to help ensure that you identify as many What role does that interaction plays in connections and interactions as possible) achieving strategic goals? • Identify the challenges and problem areas in Components of • What information or content is used during Collaboration the existing processes these interactions and what form does that Developing the • Identify where and how your organization can information or content take (slides, videos, Components promote additional levels of performance documents, email, etc.)? of Collaboration by adding people, process, and technology Guiding Your • What subject-matter experts are involved in components to enable more reach, richness, Organization Through the process? Who are they, and when are they the Three Phases of and openness used in the process? Collaboration • Identify any elements of reach, richness, and The Investigative • What are you trying to accomplish? Phase openness that may need to be fine-tuned to gain additional collaboration and business Assessing Your Collaboration Readiness The Performance Phase performance After an organization has established its vision The Transformation and strategy for using collaboration to help When assessing and prioritizing collaboration Phase address its business goals, it needs to focus impact zones, the questions you should ask How to Begin on building collaborative capabilities. Vision, include: strategy, and the particular characteristics of an • What interactions are your target constituents organization’s collaboration impact zones will (employees, partners, customers, etc.) determine when, where, and how it will prioritize undertaking and what form do these and sequence the development efforts of its interactions take (email, phone, instant people, processes, and technology. Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 24. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Implementing However, an organization first needs to adopts new Web 2.0 communications tools, the Cisco find out where it is relative to collaboration and how other age groups respond to these Collaboration adoption before it can start developing its technologies. While books are being filled on Framework collaborative framework. Organizations vary what Generation Y means to corporations, this widely in their collaborative cultures and is a crucial constituency for any organization technology environments, and attitudes toward to carefully consider when building their collaboration can vary widely within individual collaboration capabilities. For this group, Web Components of departments of a larger organization: The 2.0 and social networking tools appear to be Collaboration human resources department may prefer to what a personal computer was to workers in the Developing the be left alone, while the marketing folks love late 1980s. Though organizations must consider Components of Collaboration to chat. Or compensation structures may their entire employee population while keeping discourage sales representatives from sharing their strategic collaborative goals in mind, they Guiding Your Organization Through their customer and market data with some should pay close attention to their youngest the Three Phases of colleagues. People can be covetous of their members—they may have some very good Collaboration knowledge. Knowledge is power, and it can be a ideas. The Investigative difficult for people to share such power. Phase To help in assessing collaboration readiness, The Performance Some employees only need to be pointed in organization can tap a range of new social Phase the right direction, and they will start proactively mapping techniques and tools to identify The Transformation figuring out the best ways to make the most of where they have strong collaboration hubs and Phase new Web 2.0 capabilities. Other employees may where they have voids. With this information How to Begin be resistant or, at least, less than enthusiastic, in hand, organizations can then systematically about adopting new collaborative processes operationalize collaboration. and tools. Also, organizations need to take an inventory For example, at Cisco, managers can see of their physical collaboration environments. distinct differences between how its younger What technologies are already in place? What workers—the Generation Y workforce— Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 25. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Implementing is the network’s bandwidth and what tools are from headquarters? Do partners have the the Cisco available to employees, partners, and others necessary IT environments to participate in Collaboration in the enterprise ecosystem? How do these new collaboration initiatives? Answers to these Framework physical environments differ depending on and other environmental questions will help location? Do telecommuting employees have organizations assess the practical limits on the the same capabilities as employees working new collaborative tools that they adopt. Continued Components of Collaboration Developing the Overview: The Three Phases of Collaboration Components To capture the full value of collaboration, every organization (or group within an organization) will go through of Collaboration each evolutionary phase of collaboration, though the pace will depend on business priorities and collaboration Guiding Your readiness. Organization Through • Investigative phase: The investigative phase involves learning and preparing. This phase is marked by the Three Phases of spontaneous use of various Web 2.0 tools to help individual’s increase productivity with discrete tasks. While Collaboration the investigative phase provides limited benefits for improving broader business operations, it forms the crucial The Investigative groundwork for more extensive collaboration efforts. Phase • Performance phase: To achieve organizationwide benefits from new Web 2.0 collaboration tools, organizations The Performance must make a big shift to the performance phase. In this pivotal phase, organizations move from segmented Phase collaboration efforts to carefully organized, supported, and broader adoption of collaboration that improves major business processes. In the performance phase, organizations must turn from strictly organic and The Transformation opportunistic efforts to a more structured and prescriptive approach to development of collaboration Phase capabilities. Focus must shift from the technology aspects of collaboration to the people and process How to Begin components of change management. Awareness and educational campaigns, for example, play important roles. • Transformation phase: The ultimate goal of Web 2.0 collaboration is the transformation phase. In this phase, building on the capabilities developed in the previous two phases, organizations can do things that were previously impossible. Such changes can include reaching new markets, accessing new types of information, and implementing new business processes that were previously too costly or onerous. Such transformational changes are becoming increasingly important as commerce becomes more global and boundaries between organizations become more fluid as enterprises more closely coordinate activities with external supplies, partners, and customers. Read More Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 26. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Implementing Guiding Your Organization Through time to maintain momentum and increase the the Cisco the Three Phases of Collaboration ROI from your collaboration efforts. Collaboration The three components of collaboration Figure 4. Three Phases of Collaboration Framework (people, processes, and technology) must Investigative Performance Transformational work in concert for organizations to gain Enterprise Value from Collaboration the greatest advantages from investments % Adoption in new collaboration capabilities. All three The Value Plateau Components of must be purposefully developed over time Enlarge Reduce Collaboration as organizations move through the three Developing the Components phases of collaboration: the investigative The Investigative Phase of Collaboration phase, the performance phase, and the The investigative phase involves learning and Guiding Your transformation phase. Subsequent efforts build preparing. Many organizations are likely already Organization Through on the progress made in previous phases. As in the investigative phase. This phase is marked the Three Phases of Collaboration organizations proceed through this evolutionary by spontaneous use of various Web 2.0 tools to process, benefits from collaboration grow. help increase individual productivity. The use of The Investigative Phase Every company and every organization these tools spreads “virally,” or person to person The Performance within a company will go through each through word-of-mouth recommendations. Phase evolutionary phase, though the pace will You will know you are in the investigative phase The Transformation depend on business priorities and collaboration when you start hearing statements like these: Phase readiness. To achieve major performance “I need a wiki (or blog),” “I want to be able to How to Begin and capabilities improvements (ones that host a video conference (or web meeting).” increase an organization’s profitability), however, Cisco calls this the “single tool, single task” organizations must make concerted efforts to mindset, in which collaboration is viewed as an evolve their culture and processes. The key is event or activity that benefits a few individuals developing the right components at the right or a small group. Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 27. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Implementing Tools used in the investigative phase typically the Cisco run autonomously, with little, if any, integration Investigative Phase in Action: into an organization’s information technology Collaboration Cisco’s C-Vision Framework systems. As companies become more Cisco’s C-Vision is an example of an investigative- deliberate in the way that employees adopt Web phase effort. C-Vision is a video forum like YouTube, but inside the corporate firewall. On 2.0, such tools and associated activities should C-Vision, employees can easily make and post be isolated to protect the network and test their Components of desktop-quality videos for viewing at websites effectiveness in controlled use scenarios. Collaboration or on blogs. Cisco does not yet have a specific strategy for C-Vision. For now, it just provides While an organization can glean some nice Developing the another way to communicate besides emails and Components written blogs. This is okay, though. By making it benefits from these separated instances of of Collaboration easy for employees to try video, Cisco is helping collaboration, many collaborative tools, such as Guiding Your employees become more adept at using the wikis, discussion forums, and blogs, increase in Organization Through technology. Read More value with the increase in use. Social networks the Three Phases of Collaboration Figure. 5. Cisco CEO, John Chambers, using C-Vision for information exchange also follow Metcalf’s Law for computer networks, which states the The Investigative Phase value of a network increases proportionately The Performance to the square of the number of its connected Phase users. The Transformation The investigative phase provides crucial Phase groundwork for wider deployment efforts. It How to Begin generates best practices and examples of success that the company can use to teach and inspire. In the investigative phase, coaches and mentors grow from the community of experts. Organizations must be sure to cultivate the enthusiasm, creativity, and inclusion that Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 28. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Implementing naturally germinate in this phase, to provide a its leaders, need to enact the necessary the Cisco crucial foundation for future collaborative efforts. change management efforts, with their people, Collaboration processes, and technologies. However, in the investigative phase, adoption of Framework collaborative tools and techniques plateaus as Figure 6. Focus Areas for the Investigative Phase the clusters of early adopters and enthusiasts become saturated, and efforts stop when Process Culture Technology individual employees gain the personal Components of Collaboration productivity improvements they were seeking. Self Service Support Model Rework Intellectual Property and Code of Business Conduct Policies Web 2.0, Video, Unified Communications, and other Also, wider use of new collaboration tools may Community Collaboration Technologies Knowledge Space Boards and Councils – Vision, Developing the Strategy, and Execution Development Firewall Sandbox from Production Web 2.0 Expert Community Support Components be beyond the ambition or power of these early of Collaboration Enlarge Reduce adopters. To create substantial improvements in Continued Guiding Your collaboration, the organization, and especially Organization Through the Three Phases of Collaboration The Investigative Phase The Performance Cisco on Cisco Reaching critical mass with collaboration efforts Phase Creating Collaborative requires leadership. At Cisco, leadership starts The Transformation Behavioral Changes with CEO John Chambers. Chambers overcame Phase his initial resistance and is now a self-proclaimed How to Begin convert to Web 2.0 technology. Now, using the new technology, he regularly speaks directly with Cisco employees while getting unfiltered feedback from them. More important, Chambers is now a role model for Cisco’s leadership team and employees, demonstrating how they can put Web 2.0 tools to work in their jobs. Read More Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 29. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Implementing This phase is important if your organization definition exists in your organization. Be the Cisco is looking for collaboration to increase levels explicit in communicating what collaboration Collaboration of business performance. It also needs to be means in your organization. An organization Framework fostered and supported at the corporate level. needs a clear behavioral roadmap to follow on Like a foundation for a structure, this phase its path to new collaborative behaviors. will establish the core capabilities on which an • Help ensure that executives lead the way: organization can build its collaborative business Moving from an organization that operates Components of and management models. Collaboration through command-and-control to one that When developing the three components of operates through collaboration means that Developing the Components collaboration in the investigative phase, you can the leaders need to lead, take risks, and move of Collaboration take some of the possible steps described here. beyond behaviors that may be comfortable Guiding Your to them to demonstrate the importance of Organization Through collaboration. Executives are the all-important the Three Phases of Collaboration role models. The Investigative • Establish a code of business conduct: Phase A code of business conduct should reflect The Performance the way that you want your employees to Phase interact among themselves and also with your The Transformation customers, partners, and the general public. Phase In this new world of collaboration and social How to Begin networking, the line between work time and personal time is blurring. People • Define collaboration: An organization • Create intellectual property and needs to clearly define what it means by nondisclosure policies: Collaboration collaboration and what activities collaboration is fundamentally about the benefits from entails. Do not assume that a common collective thinking and knowledge. In environments in which intellectual property Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 30. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework 0 Implementing is crucial to the core business, the way that processes. To maintain our collaborative the Cisco information is recognized and protected is momentum, we created a website focused Collaboration more critical than ever. Promote innovation on those early adopters called the Cisco Framework through collective knowledge, but have a Communications Center of Excellence way to identify who is bringing what to the (CCoE). This tool gave the company a discussion. gathering spot for anyone who wanted to know about collaboration and Web 2.0 • Develop collaborative decision-making Components of technologies, projects, and resources. Collaboration processes: While difficult to execute, the We included discussion forums that were single decision to create and deploy a cross- Developing the moderated by the early adopters. Components functional collaborative decision-making of Collaboration process sets the pace for moving through Guiding Your the three phases of collaboration. Start at the Organization Through executive level with the vision, strategy, and the Three Phases of Collaboration execution planning for the company’s 3- to 5-year plan and migrate down through the The Investigative Phase organization when you have success at the The Performance previous level. Organizations can use their Phase executive development programs to build out The Transformation and develop decision-making models and the Phase collaborative decision-making process. How to Begin Processes Technology • Develop a community of experts: At • Create a technology “sandbox,” for Cisco, we realized that early adopters were experimentation: Do not discourage a valuable resource, providing support that experimentation—instead, encourage it—but we did not have built into our systems and carefully observe it in action and be part of Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 31. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework 1 Implementing the learning experience. Encourage your The Performance Phase the Cisco employees to participate in the selection While the investigative phase is a natural and Collaboration and adoption process. The more open and necessary introduction to Web 2.0 tools and Framework inclusive your selection process is, the faster enterprise collaboration as a means to you will discover the best approaches to improved operations, organizations must collaboration for your business. move into the performance phase to reap • Consider virtual teaming and organizationwide benefits. In this crucial stage, Components of collaborative processes: Keep global organizations move from one-off collaboration Collaboration teaming and 24-hours-a-day workflow in efforts that help personal productivity to Developing the Components mind as you move through the investigative carefully organized, supported, and broader of Collaboration phase. As your employees start playing in adoption aimed at improving the way that a Guiding Your the technology sandboxes, look for ways to business works. Continued Organization Through use these tools to unite larger teams that face the Three Phases of Collaboration your greatest time or geographic barriers. The Investigative Phase Cisco on Cisco With Cisco rapidly increasing its global operations The Performance Implementing Collaboration in and moving to a lean manufacturing business Phase model, the company’s supply chain group Cisco’s Global Supply Chain turned to new collaboration technologies to help The Transformation meet its massive coordination challenges. The Phase group’s experience during the past 18 months How to Begin demonstrates how organizations can evolve from the investigative to the performance phase of collaboration by taking a step back and looking strategically at collaboration impact zones. Read More Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 32. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Implementing In the performance phase, organizations turn to this phase is a shift in goal setting and the Cisco their focus toward improving company and performance management from individual units Collaboration process performance. In this phase, efforts of performance to group units of performance. Framework shift from a strictly organic and opportunistic In the performance phase, organizations approach to a more structured and prescriptive start the strategic implementation of a matrix approach to development of collaboration. In of collaboration tools by systematically this phase, the company looks to its internal applying these tools to critical business Components of business models, organizational models, and Collaboration processes to boost operational capabilities support systems to provide the foundation across the organization. The focus should Developing the points that it can build on to improve Components be on development of a collaborative work of Collaboration organizational performance. environment that encourages and rewards Guiding Your collaborative participation. At the same time, Organization Through organizations need to develop collaborative the Three Phases of Collaboration business processes and create the tools and support services that facilitate collaboration The Investigative Phase improvements. The Performance The performance phase takes the lessons Phase learned by individuals and small groups during The Transformation the investigative phase and applies them to Phase broader business processes and operational How to Begin goals. Unlike in the investigative phase, Now the organization begins to move from the organizations need to apply all the framework technological aspects of collaboration to the components of people, processes, and people and process aspects of collaboration. technology to help ensure proper and thorough Collaboration becomes a foundational adoption of new collaboration capabilities within element for business performance. Crucial the targeted constituencies. Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 33. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Implementing Organizations must recognize that adoption of new collaborative methods, then rank-and- the Cisco collaborative tools and techniques will reach file employees will not see these changes Collaboration a plateau and cease without broader support as important. With good examples to follow, Framework and well-defined benefits. Only a certain employees will understand what behaviors they segment of your workforce will proactively learn need to emulate for their professional success. and use new Web 2.0 tools. The rest of the In particular, an enterprise must formalize its employee population will ask, “What’s in it for strategy for using collaboration technologies Components of me?” These proportions will vary widely among Collaboration to change its business. The investigative phase organizations, and your answer to this question should offer plenty of ideas about what an Developing the will vary, depending on the culture of your Components appropriate strategy might be. What is crucial is of Collaboration organization. that any collaboration efforts must be prioritized Guiding Your Much of the work in the performance phase is based on the organization’s long-term vision for Organization Through in developing the most fruitful ways to cultivate itself and its strategy for achieving this vision. the Three Phases of Collaboration adoption. Certainly, a mix of incentives will likely To build adoption, companies must create be necessary to overcome traditional barriers The Investigative awareness and educational campaigns. They Phase to collaboration among various groups within an also need to help Web 2.0 tools evolve by The Performance organization. integrating them into the company’s business Phase While strong incentives (bonuses based on processes and existing IT architecture. Luckily, The Transformation collaborative efforts) are important, Cisco has these new Web 2.0 tools are proving much Phase seen that adoption hinges most on leadership easier to integrate into a corporation than ERP How to Begin and on whether collaboration is made relevant systems and some other major IT initiatives of to employees lives. Executive examples of the past. Organizations also need to take steps collaborative behavior provide role models and to make the tools replicable and scalable. clearly assert collaboration as an organizational Continued priority. If executive leaders do not adopt the Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 34. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Implementing Figure 7. Focus Areas for the Performance Phase can assess these components by creating the Cisco collaboration profiles of individuals, teams, Collaboration and organizations. Managers can then use this inventory to identify any collaboration- Technology Framework Process Culture Self Service Support Model Rework Intellectual Property and Web 2.0, Video, Unified readiness gaps. Code of Business Conduct Policies Communications, and other Community Collaboration Technologies Knowledge Space Web 2.0 Expert Community Support Boards and Councils – Vision, Strategy, and Execution Development Firewall Sandbox from Production • Reward cross-functional teaming: In Individual and Organizational Network, Bandwidth, and Collaboration Funding Model Collaboration Readiness Technology Access environments in which intellectual property Components of Virtual Small /Medium Enterprise Incentives , Rewards, and Next Generation Employee is crucial to the core business, the way that Business Model Compensation Workspaces Collaboration Internal Consulting Service Change Management Collaborative Process Applications Collaboration Metrics information is recognized and protected is Developing the Components Enlarge Reduce critical. Promote innovation through collective of Collaboration knowledge, but have a way to identify who is When developing the three components of Guiding Your collaboration in the performance phase, you can bringing what to the discussion. Organization Through the Three Phases of take some of the possible steps described here. • Reward information sharing and discourage Collaboration information hoarding: Cross-functional People The Investigative collaboration hinges on active sharing. Phase • Focus on collaboration readiness: Your Employees need incentives to share, The Performance organization’s ability to collaborate effectively especially with other groups outside their Phase and efficiently is critical to increasing current reward system. Busy employees The Transformation business performance through collaboration. will typically give far less priority to people Phase Divide collaboration readiness into two areas: who do not directly influence their jobs How to Begin environment and ability. Each of these areas or compensation. Organizational reward has specific subcomponents that, when systems need to make cross-functional or combined, enable an organization to use other new collaborative interactions primary collaboration as a performance platform. You to professional success. Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 35. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Implementing Processes Technology the Cisco • Focus on your collaboration impact zones: • Build team workspaces and process Collaboration Much of the performance phase focuses applications: In the investigative phase, efforts Framework on improving collaboration impact zones: focus on the use of one tool for a specific the hubs of interactions that can influence task to enhance personal productivity. In the quality of major business processes. the performance phase, organizations The investigative phase exists to prepare an need to build collaborative systems that Components of organization to enact major changes to these harness multiple tools to facilitate multistep Collaboration crucial activities. If your organization is not workflows and multiple types of collaborative Developing the making changes to these interactions, you are information, expertise, and interaction. In this Components of Collaboration still in the investigative phase. phase, organizations also need to more tightly Guiding Your Continued Organization Through the Three Phases of Collaboration The Investigative Phase Cisco on Cisco By harnessing the power of wikis, Cisco launched Initiating Transformational Changes the I-Prize, a global competition to develop a The Performance concept for Cisco’s next $1 billion business. Phase Through Web .0 More than 2,000 people from 104 countries The Transformation participated. The I-Prize was inspired by the I- Phase Zone, Cisco’s internal business idea wiki. Any one of Cisco’s 60,000 employees can post business How to Begin ideas to the I-Zone. Both the I-Prize and I-Zone are showing Cisco that organizations can use social networking tools to find new, promising ideas, no matter where they might be. Read More Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 36. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Implementing integrate collaboration technologies with The new collaborative capabilities of your the Cisco their existing IT systems, to prevent fractured organization have become so profound that Collaboration systems and orphaned information. you are now able to do things that were Framework previously impossible. • Create an open technology architecture: The performance phase depends on aligning New collaboration tools are already helping collaboration technologies with business Cisco transform its business. One of Cisco’s processes. Any substantial business process major challenges is globalizing its operations. Components of Collaboration will likely have multiple collaboration points The company has grown rapidly during its requiring different types of collaboration more than 20-year history, and now it is one Developing the Components tools. To best support the business process, of the world’s biggest information technology of Collaboration an organization needs a holistic collaboration companies. Guiding Your architecture. The IT architecture must be able Organization Through Going global is not easy, but Cisco is finding that to orchestrate the mix-and-match integration the Three Phases of Web 2.0 and social networking technologies Collaboration of various tools into collaboration hubs or are making its globalization efforts far more process centers while also supporting these The Investigative effective than was previously possible. Phase tools across multiple devices, operating systems, and networks (wired, Wi-Fi, The asynchronous (communicating at different The Performance Phase cellular, etc.). Such capabilities will facilitate times, as with email) capabilities of new The Transformation easier inclusion of partners, customers, networking tools are helping employees in Phase and suppliers into the organization’s new scattered global teams stay in touch even How to Begin collaboration processes. across many time zones. Cisco’s supply chain team, for example, runs virtual meetings The Transformation Phase with Cisco WebEx™ web conferencing In the transformation phase, you use services, which support document sharing, collaboration to reinvent your organization. demonstrations, presentation, video chats, instant messaging, group votes, and integrated Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 37. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Implementing teleconferencing. All of these exchanges are In the transformation phase, organizations put the Cisco recorded so that employees who were unable in place the core operational components of Collaboration to attend the meeting can play back and their collaboration framework. In this phase, the Framework review everything. These follow-on attendees organization is ready to employ concepts such of the meeting can then provide additional global, 24-hour workflows and virtual teams. commentary in the workspace. By being able to easily include employees, partners, and customers in collaborative To gain the most value from the transformation Components of systems, organizations can successfully Collaboration phase, you need to focus on removal of any implement the ideal of the boundaryless functional, political, and process barriers that Developing the enterprise. may remain. Management’s ability to identify Continued Components of Collaboration and prioritize any collaboration problems is Guiding Your clearly crucial. Organization Through Figure 8. Focus Areas for the Transformation Phase the Three Phases of Collaboration The Investigative Phase Process Culture Technology The Performance Self Service Support Model Rework Intellectual Property and Web 2.0, Video, Unified Phase Community Collaboration Code of Business Conduct Policies Communications, and other Technologies Knowledge Space Boards and Councils – Vision, Strategy, and Execution Development Firewall Sandbox from Production The Transformation Web 2.0 Expert Community Support Individual and Organizational Network, Bandwidth, and Collaboration Funding Model Collaboration Readiness Technology Access Phase Virtual Small /Medium Enterprise Incentives , Rewards, and Next Generation Employee Business Model Compensation Workspaces How to Begin Internal Consulting Service Change Management Collaborative Process Applications Collaboration Metrics Process Application Access to External Boundaryless Workforce Personalization Applications Enlarge Reduce Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 38. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Implementing Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 the Cisco Collaboration Framework How to Begin Perhaps the most important advice in developing a collaborative workplace is this: just get started. The Cisco Collaboration Framework provides the guidelines for designing your Components of Collaboration development roadmap, and that process starts with a few simple steps. Developing the Components  Investigate collaboration tools.  1. of Collaboration  Draft a collaboration vision statement.  2. Guiding Your  Run a series of workshops.  3. Organization Through  Benchmark important collaboration metrics.  4. the Three Phases of Collaboration  Start building collaboration capabilities.  5. The Investigative  Establish test-and-learn processes.  6. Phase Continued The Performance Phase The Transformation Phase How to Begin Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 39. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Implementing Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 the Cisco Collaboration Framework different vendors in many categories. Tools can be combined or integrated in a variety of ways. Start trying a few to get a sense of how they might help your organization. Components of Collaboration As an organization moves through the Developing the investigative phase, it should consider all these Components IT components: of Collaboration Guiding Your • Web 2.0 and collaboration tools Organization Through the Three Phases of • Productivity and business applications Collaboration • Infrastructure: servers, desktops, and other The Investigative user devices Phase The Performance • Network and bandwidth Phase • Existing internal IT systems The Transformation Continued Phase Step 1. Investigate collaboration tools How to Begin Organizations should begin by investigating the various collaboration tools available. The market is highly fragmented, with dozens of Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 40. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework 0 Implementing Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 the Cisco Collaboration Framework • What would be the benefit of greater collaboration for the company? • What are the business trends that might make Components of collaboration even more important? Collaboration • Where are information and expertise most Developing the Step . Draft a collaboration vision needed to improve your operations? Components statement. of Collaboration Your business posture will influence As you become familiar with new collaborative Guiding Your your collaboration vision, strategy, and Organization Through technologies and their capabilities, begin the Three Phases of implementation: drafting a collaboration vision statement. Collaboration Start simply by reflecting on how improved • Survival business posture: “We need to shrink The Investigative collaboration could help your organization. Ask to grow, and collaboration will allow us to Phase these questions: reduce costs throughout the enterprise.” The Performance Phase • What are the company’s vision and strategic • Transition business posture: “We will The Transformation priorities? selectively use collaboration to extract greater Phase performance from our current business • What are the main trends in the industry and How to Begin processes, especially for RD and sales.” how do they affect your business? • Attacking business posture: “Now is the time • Which parts of the business are information, to differentiate ourselves and get ahead of the expertise, and interaction intensive? pack. We will use collaboration to create new • Which of those collaboration factors need ways to interact with our customers, partners, improvement given the company’s vision and and each other that will set us far ahead of our strategic priorities? competitors.” Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 41. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework 1 Implementing Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 the Cisco Collaboration Framework these workshops, organizations should identify their most important collaboration impact zones, which will then guide their strategy and tactics for rolling out new collaboration capabilities. Components of Collaboration Prepare for the workshops by assessing Developing the business priorities, primary business processes Components that relate to those priorities, and examples of Collaboration of ways in which employees, experts, and Guiding Your information interact to facilitate these processes. Organization Through the Three Phases of At the workshops, primary participants in Collaboration these processes discuss problem areas The Investigative and ways collaboration might improve their Phase processes. Workshop participants should look The Performance at collaboration in terms of the extent to which Phase reach, richness, openness, and speed can The Transformation be influenced. These workshop assessments Phase Step . Run a series of workshops. should lead to a prioritized list of collaboration How to Begin Next, organizations should run a series of impact zones. workshops to identify the ways in which Continued collaboration can help them reach their business vision. Workshops can focus on initiatives in specific product groups, process chains, or cross-functional interactions. From Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 42. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Implementing Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 the Cisco Collaboration Framework following adoption and use of collaboration tools. Are people actually reading the blogs or listening to podcasts? Are the expert videos being downloaded? Are people getting access Components of Collaboration to better information? If not, why not? Developing the Organizations should benchmark current Components perceptions about the value of collaboration of Collaboration as well as readiness. Formal and informal Guiding Your surveys of both business leaders and rank- Organization Through the Three Phases of and-file employees will help set baselines. Collaboration Such established benchmarks are invaluable, The Investigative given the multiphase, long-term development Phase Step . Benchmark important required for meaningful collaboration collaboration metrics. The Performance improvements. Without such references, a Phase After you have outlined several strategic company will have difficulty assessing long- The Transformation collaboration efforts, benchmark the main term progress. Phase metrics. These metrics are the starting points Continued How to Begin that will provide the necessary references for assessing progress. They will tell managers whether and how much new collaboration capabilities are improving product development times, increasing customer satisfaction, or reducing manufacturing errors. Organizations also should establish a matrix of metrics Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 43. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Implementing Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 the Cisco Collaboration Framework The main focus will be on improving the reach, richness, openness, and speed of the critical collaboration impact zones identified through workshops. Here are some specific steps you Components of Collaboration can take to improve each of these aspects of collaborative interactions: Developing the Components • Steps to improve reach: of Collaboration Guiding Your – Identify and make visible internal and Organization Through external expertise across your organization. the Three Phases of Collaboration – Recognize and reward expertise and the The Investigative proactive sharing of knowledge. Phase – Cultivate visible communities of knowledge The Performance Step . Start building collaboration Phase focused on sharing best practices. capabilities. The Transformation – Remove organizational barriers preventing After benchmarks are established, the Phase alignment of expertise with business organization needs to start building How to Begin priorities. collaboration capabilities in each dimension of people, processes, and technology. The – Develop management skills for managing a goal here is to gain some early successes to matrix of collaborative resources. demonstrate how improved collaboration can – Design workflows to use “click-to-link” virtual help your business. These successes will help expertise at critical points in processes. build adoption momentum and provide how-to Continued examples to guide subsequent efforts. Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 44. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Implementing Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 the Cisco Collaboration Framework • Steps to improve richness: – Provide visible schedules for workflow. – Promote a culture of trust and proactive, – Create visible and logical content areas. open, and respectful sharing of ideas. – Create group editing and document Components of – Implement collaborative decision-making management mechanisms. Collaboration processes that require and reward Developing the – Establish centralized forums for discussions participation. Components and comments. of Collaboration – Design and cultivate communities of and a – Help ensure that the interactions needed to Guiding Your process for innovation and idea sharing. Organization Through support your processes are as engaging, the Three Phases of – Design processes that promote the use interactive, and effective (visual and content Collaboration of visualization (video, pictures, physical rich) as they need to be to promote and The Investigative representations, etc.) to achieve business reward inclusion and knowledge sharing. Phase goals. The Performance – Help ensure team alignment through Phase – Develop and promote content templates management and stakeholder video The Transformation that logically support the phases of your messaging and blogging. Phase processes and the desired outcomes of • Steps to improve speed: How to Begin your phases. – Build cross-functional teams that represent • Steps to improve openness: every facet of the collaborative business – Help ensure that content is stored in and process you want to improve. made available through a central workspace – Make improvements in business process that supports the logical workflow of your speed a corporate priority. processes. Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 45. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Implementing Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 the Cisco Collaboration Framework – Identify critical inputs, decision points, and outputs where partners, suppliers, and customers can influence the speed of collaboration for a given process. Components of Collaboration – Choose a speed dimension that is a stretch Developing the but attainable for your enterprise. Components of Collaboration – Communicate from senior leadership Guiding Your the sense of urgency in building new Organization Through collaborative capabilities for improving the the Three Phases of speed of operations. Collaboration The Investigative – Create plans to help partners and suppliers Phase build their communication and collaboration The Performance capabilities. Continued Phase The Transformation Phase How to Begin Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 46. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Implementing Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 the Cisco Collaboration Framework Step . Establish test-and-learn • Visible: A large number of people can processes. participate in the new collaborative process or can see its results. Components of • Unambiguous: There is no argument about Collaboration the success of the new collaborative process. Developing the • Transformational: The new collaborative Components of Collaboration process should directly support the vision for Guiding Your the company. Organization Through Finally, organizations should establish test- the Three Phases of Early successes offer several benefits: Collaboration and-learn processes. These are still early days • They provide evidence of the benefits of for Web 2.0, social networking and other new The Investigative collaborative change. Phase collaboration capabilities. We are only at the The Performance beginning of the evolution of collaboration. • They help an organization fine-tune its Phase Everyone is still figuring out what to do, and the collaborative vision. The Transformation technologies promise to evolve rapidly during • They build collaboration knowledge and skills. Phase the next few years. Who knows what the next How to Begin great thing will be next year? Whatever their • They build the momentum of interest and goals, organizations must keep in mind that support for new collaboration efforts. the new era of collaboration is still a work in Ultimately, organizations need to constantly progress. assess how new Web 2.0 tools are helping or Organizations should aim to obtain, memorialize, could possibly help them achieve their goals. and publicize early successes using new The ones that figure this out fastest will have a collaboration methods. An early success is: lot to gain. Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 47. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Cisco on Cisco: Lessons in Organizational Collaboration Cisco on Cisco: Implementing Collaboration in Cisco’s Global Supply Chain Cisco on Cisco: Cisco Creates an Executive Collaboration Process Cisco on Cisco: Implementing The group’s experience over the past 18 months Cisco on Cisco: Collaboration in Cisco’s Global demonstrates how organizations can evolve Watch Your Supply Chain from the investigative to the performance phase Language—Do Not Until recently, most collaboration in Cisco’s of collaboration by strategically improving Overlook the Basics supply chain happened through phone, email, critical collaboration impact zones. Cisco on Cisco: Creating Collaborative and in-person meetings, says Christine Fisher, Early in the investigative phase, supply chain Behavioral Changes the head of the company’s supply chain teams started using individual collaboration Cisco on Cisco: collaboration center. Since 95 percent of Cisco’s tools to address discrete tasks. For example, Transformational manufacturing is outsourced, the 9000 Cisco employees used the collaborative Changes Through Web 2.0 employees in the supply chain organization workspace and document sharing capabilities must work with 30,000 employees who are not of Cisco WebEx Connect to create a employees of Cisco. With the company rapidly 100-page blueprint for lean manufacturing. increasing its global operations and moving to a The document required the input of many lean manufacturing business model, the group people to make it as comprehensive and turned to new collaboration technologies to effective as possible. Employees also started help with its massive coordination challenges. Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 48. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Cisco on Cisco: using Cisco TelePresence™ video conferencing These early successes then made Fisher’s Lessons in technology to replace in-person meetings. team begin thinking about how to strategically Organizational and systematically take advantage of new In both cases, the adoption of these new Collaboration collaboration tools to increase capacity and kinds of collaboration tools lowered costs help ensure quality as Cisco’s operations by eliminating travel. They also increased become increasingly global. productivity by enabling people to connect and share information much more easily. Most But her group found that simply providing Cisco on Cisco: Implementing importantly, Fisher says, these tools helped collaborative tools to employees was not Collaboration in boost the quality of their efforts. With Cisco enough to reach these broader goals. Though Cisco’s Global Supply TelePresence video conferencing, global team employees clamored for corporate variants of Chain members can now meet more often “face-to- wikis, Facebook, or My Yahoo sites, these tools Cisco on Cisco: Cisco Creates an Executive face.” With Cisco WebEx web conferencing, often quickly became graveyards of information. Collaboration Process Fisher found that employees provided richer “We’ve seen this not just in the supply chain Cisco on Cisco: contributions that were easier for all participants team, but throughout Cisco,” Fisher says. Watch Your to see and comment on. “People were so focused on the tools they didn’t Language—Do Not really think about how they would use them.” Overlook the Basics Cisco on Cisco: So to help the supply chain move from the Creating Collaborative investigative to the performance phase of Behavioral Changes collaboration, Fisher took a step back. The Cisco on Cisco: group held twenty-five 90-minute introductory Transformational Changes Through workshops, where participants got a basic Web 2.0 education about Web 2.0 tools and then were asked to identify high-touch areas and problem areas where people and information intersect Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 49. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Cisco on Cisco: (collaboration impact zones). The workshop In pilot runs of the workspace, the supply chain Lessons in participants then detailed various what-if team has discovered that new collaboration Organizational scenarios to see how Web 2.0 tools might be tools need comprehensive support services, Collaboration able to address various operational challenges. from basic how-to technical information to consultation on how best to apply and use the tools, to coaching and best practices mentoring. But as people become more familiar with the Cisco on Cisco: system, distinct changes in operations are Implementing starting to happen, Fisher says. Collaboration in Continued Cisco’s Global Supply Chain Cisco on Cisco: Cisco Creates an Executive Collaboration Process Cisco on Cisco: Watch Your Language—Do Not Overlook the Basics With the information gathered in these Cisco on Cisco: Creating Collaborative workshops, Fisher’s team then held a 2-day Behavioral Changes workshop to plan the best strategy for using new Cisco on Cisco: collaborative technologies to meet their needs. Transformational What they came up with was the “Connected Changes Through Web 2.0 Supply Chain Workspace,” a place where all the people involved in Cisco’s supply chain (partners and Cisco employees) could more effectively share pertinent information for coordinating their activities. Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 50. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework 0 Cisco on Cisco: Lessons in Organizational Collaboration Cisco on Cisco: Implementing Collaboration in Cisco’s Global Supply Chain Cisco on Cisco: Cisco Creates an Executive Collaboration Process Cisco on Cisco: Cisco Creates an In 2006 Ron Ricci, vice president of corporate Cisco on Cisco: Executive Collaboration Process positioning, formed a team to observe Watch Your Organizational structures need to reflect what works in councils and boards. The team Language—Do Not collaborative activities. Command-and- documented what it saw and called it Overlook the Basics control management does not work well with C-Change. C-Change teaches “the people Cisco on Cisco: aspect: culture and process, and helps apply Creating Collaborative collaboration. Cisco has spent the past 8 years Behavioral Changes moving from a command-and-control operation the technology aspect. The principals of dominated by competing departments to a C-Change can lead to effective collaboration Cisco on Cisco: Transformational widely cross-functional company that uses for any type of group,” Ricci says. Changes Through Web 2.0 collaborative councils, boards, and working C-Change guides Cisco employees through groups. These senior leadership teams five steps: facilitate executive decision making, create • Establish a common vocabulary. cross-functional alignment, and guide business initiatives. • Develop collaborative processes. Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 51. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework 51 Cisco on Cisco: • Cultivate a belief system. priorities in fiscal year 2009, compared to only 2 Lessons in priorities in fiscal year 2007. Certainly, C-Change • Scale through participation. Organizational has delivered significantly better decisions and Collaboration • Measure and improve. results. For example, in 2008 Cisco was able to C-Change also defines collaborative groups reform and refocus its small-business efforts as cycling through a series of discrete stages: in just 6 months, quickly marshalling US$100 startup, agreement, alignment, accountability, million in resources to go after this latent market Cisco on Cisco: and review. By providing a more effective opportunity. Implementing Collaboration in approach for making decisions, coordinating Cisco now has more than 750 company leaders Cisco’s Global Supply resources, and tracking accountability, Cisco involved in councils, boards, and related Chain has greatly expanded its operational capacity working groups. But Cisco’s goal is to broaden Cisco on Cisco: Cisco and flexibility. Creates an Executive participation to 2500 or more employees. To Collaboration Process scale, Ricci’s team developed online tutorial kits Cisco on Cisco: to teach employees about the best practices Watch Your Cisco discovered during the past 8 years. Language—Do Not Overlook the Basics Cisco expects C-Change to greatly increase Cisco on Cisco: the speed at which collaborative groups form, Creating Collaborative accomplish their goals, and disband. Teams Behavioral Changes scattered around the world, with different Cisco on Cisco: cultures and languages, are expected to Transformational Changes Through produce results quickly, leaving little time for Web 2.0 communication logistics. Collaborative skills, The company credits C-Change and its including technical, managerial, and social, are collaborative decision-making process with all basics for the job at Cisco. C-Change is a helping the company take on 28 business crucial aid in this effort. Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 52. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Cisco on Cisco: Lessons in Organizational Collaboration Cisco on Cisco: Implementing Collaboration in Cisco’s Global Supply Chain Cisco on Cisco: Cisco Cisco on Cisco: Watch Your necessarily share the same vernacular, and they Creates an Executive Language—Do Not Overlook the likely do not share all the same social norms. Collaboration Process Basics C-Change, Cisco’s executive collaboration Cisco on Cisco: Watch Your If you are going to collaborate effectively, process, addresses these challenges by Language—Do Not everyone has to be speaking the same prescribing steps to establish group norms. Overlook the Basics language. That’s something Ron Ricci, head of These norms provide a common social Cisco on Cisco: Cisco’s C-Change program, found out early in foundation for a collaborative group that might Creating Collaborative Behavioral Changes Cisco’s collaboration efforts. At an executive span the globe. Individuals in such a group meeting a few years ago, attendees were asked do not have the usual cues for socializing Cisco on Cisco: Transformational to define “strategy.” One by one, MBA after MBA, their interactions. To overcome this challenge, Changes Through each person at the table gave a different answer. organizations must fill the void by providing a Web 2.0 New Web 2.0 collaboration tools offer better common set of collaborative group norms for communications options for disparate teams, such things as vocabulary and behaviors. Also, and these capabilities make the basics of seemingly simple activities, such as running communication more important than ever. virtual meetings, need new guidance Individuals and groups working independently to compensate for the loss of face-to-face from other groups within an organization do not social cues. Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 53. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Cisco on Cisco: Cisco on Cisco: Creating Collaborative Setting an example can be challenging. Like Lessons in Behavioral Changes most employees, executives are comfortable Organizational Most experts agree that change management with their old ways and have little time to invest Collaboration begins with leadership, and the move to a in a theoretically better tool. But also like other collaborative enterprise is no exception. The employees, executives need to try and test new development of that all-important critical mass collaborative tools and start using the ones that and full buy-in throughout the organization show the most promise for their jobs. Cisco on Cisco: hinges on leadership. If one branch office is Implementing Collaboration in collaborating a theoretical 100 percent while Cisco’s Global Supply another branch office is collaborating 10 Chain percent, then the collaboration level between Cisco on Cisco: Cisco the two will be no greater than 10 percent. With Creates an Executive Collaboration Process collaboration, the lowest common denominator Cisco on Cisco: of participation determines (or limits) the overall Watch Your level of cross-functional activity. Language—Do Not Overlook the Basics To avoid areas within an organization where Cisco on Cisco: collaboration levels are low, the foundation of Creating Collaborative a collaboration framework must begin with Behavioral Changes corporate executives. If leaders offer only Cisco on Cisco: words, with no real action, in support of the idea, This was the approach taken by Cisco CEO Transformational John Chambers. In the beginning, Chambers Changes Through the rank-and-file employees will sense this lack Web 2.0 of priority and respond accordingly. resisted suggestions to write blogs to communicate with the company’s workforce. Although a variety of communications and He recognized that even for fast typists, written messaging tactics are appropriate, perhaps blogs can take a lot of time, so the benefits-to- the best way for leaders to demonstrate the costs of such a collaboration tool were low, since importance of new collaboration techniques is Chambers’s time is a very valuable resource. through example. Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 54. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Cisco on Cisco: But then video came along. Anyone who has new communication tools, and that blogging is Lessons in seen Chambers in action knows that public an effective way to get your message out to a Organizational speaking is his strength. The genial Southern broad and dispersed audience. Collaboration salesman can easily capture an audience and But promoting collaboration should not be left keep them listening. So video blogging became just to executives. Blair Christie, Cisco’s senior Chambers’s collaborative tool of choice. vice president for corporate communications, Now Cisco employees regularly receive video says that getting employees—or anyone—to Cisco on Cisco: Implementing messages from this self-proclaimed convert. change their habits is extremely difficult. Collaboration in Rather than receiving formal messages or third- Cisco’s Global Supply “Cisco loves technology, but ‘deploying’ hand information from other employees about Chain technology is much easier than ‘employing’ it,” what Chambers thinks or says, employees get Cisco on Cisco: Cisco she says. “We have 60,000 people. That’s a lot of Creates an Executive to hear it directly from him. More importantly, different behaviors to manage.” Collaboration Process through the video blogs discussion forum, Cisco on Cisco: Chambers can gain direct and immediate Watch Your feedback from his employees, allowing him Language—Do Not to gauge the mood of the company and to Overlook the Basics identify possible management challenges and Cisco on Cisco: Creating Collaborative opportunities. Behavioral Changes Such collaboration is now building an even Cisco on Cisco: tighter bond between Cisco employees and Transformational Changes Through their leader, helping the global company stay Web 2.0 in tune with their CEO’s vision and strategy. Most importantly, thanks to Chambers’s video Christie says her group started a collaboration blogs, employees understand first-hand that website in 2006 to help educate employees Chambers has personally embraced these about the new collaboration technologies that Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 55. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Cisco on Cisco: were then just becoming popular. The site also Incentive programs are a manifestation of a Lessons in allows employees to share ideas about using belief system. If it is a good behavior, then it Organizational the tools with other employees. “The site helped should be rewarded—this approach is not hard Collaboration the best practices bubble to the top,” Christie to understand. But the dilemma is how to reward says. collaborative behavior. Money is not necessarily the best incentive. Often, simply gaining recognition in a user’s own community can be Cisco on Cisco: enough. If an engineer becomes the expert on Implementing a certain topic, that gives him or her meaningful Collaboration in Cisco’s Global Supply public recognition. Chain But whatever the incentives, collaborative Cisco on Cisco: Cisco Creates an Executive progress needs to be measured. In fact, Collaboration Process another Cisco motto, “If it moves, measure Cisco on Cisco: it,” also applies to the Cisco Collaboration Watch Your Framework. Besides assessing the quality of the Language—Do Not She said her group has worked in close interactions, organizations should know some Overlook the Basics partnership with Cisco’s IT group to “be basic metrics, such as how frequently tools are Cisco on Cisco: Creating Collaborative the megaphone” for the changes that new being used and in what way. Analytics can help Behavioral Changes collaboration tools are introducing to the an organization identify healthy and anemic Cisco on Cisco: company. “The act of communicating these social networks. Basic statistics can show blog Transformational changes is half the battle,” she says. visitors, the number of wiki entries, and who is Changes Through Web 2.0 watching the most video blogs. Any and all of Incentive programs are also a crucial step in these types of statistics will give organizations cultivating the kinds of collaborative behaviors important insights for taking the next step that will make best use of new communications forward. technologies. Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 56. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Cisco on Cisco: Lessons in Organizational Collaboration Cisco on Cisco: Implementing Collaboration in Cisco’s Global Supply Chain Cisco on Cisco: Cisco Creates an Executive Collaboration Process Cisco on Cisco: Transformational all parts of the world, especially from people Cisco on Cisco: Changes Through Web .0 outside the traditional technology and venture- Watch Your Language—Do Not Cisco has seen first-hand the transformative capital communities. Overlook the Basics capabilities of Web 2.0 technologies. By The contest prize was US$250,000 and a Cisco on Cisco: harnessing the power of wikis, Cisco launched chance to join Cisco as a leader of the new Creating Collaborative Behavioral Changes the I-Prize, a global competition to come up business venture. In the end, a team of three Cisco on Cisco: with a concept for the networking giant’s next people from Russia and Germany won the Transformational US$1 billion business. (A wiki is a collection of contest for an idea about improving electrical Changes Through webpages designed to enable anyone with Web 2.0 systems with networking technology. Cisco says access to easily contribute or modify content, it will commit as much as US$10 million over the such as on Wikipedia). next 3 years to fund the effort. More than 2000 people from 104 countries While innovation contests are not new and some contributed ideas to the Cisco I-Prize. As was companies have offered more prize money, the intention, the contest attracted interest from Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved.
  • 57. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Cisco on Cisco: industry observers say no corporation has ever BrightIdea, an innovation management Lessons in run a contest to start a major new business company, hosted the I-Prize site and used Organizational operation. its WebStorm online brainstorming and Collaboration collaboration software for organizing idea Most previous corporate innovation submissions and collaboration among competitions have focused on products for participants. solving a specific problem. Cisco’s I-Prize was wide open: Would this idea make a good Matthew Greeley, chief executive of the Cisco on Cisco: Implementing business for Cisco? Does it allow Cisco to use company, says the Internet and Web 2.0 Collaboration in its expertise in networking technology to full technologies have revolutionized the ability of Cisco’s Global Supply advantage? companies to collect ideas, helping boost what Chain he calls the “signal-to-noise” ratio for large-scale Cisco on Cisco: Cisco The I-Prize was inspired in part by Cisco’s Creates an Executive brainstorming. “With these new networking internal innovation wiki, the I-Zone. Any of Collaboration Process tools, you can get more ideas faster from more Cisco’s 60,000 employees can post business Cisco on Cisco: areas with far less work and resources,” he says. ideas, work collaboratively with other Cisco Watch Your “And the more ideas you have, the more good Language—Do Not employees to develop an idea, and, if lucky, be ideas you have.” Overlook the Basics a part of launching a new business. I-Zone was Cisco on Cisco: working so well that Cisco wanted to open the His company, now 8 years old, started helping Creating Collaborative concept to the public. companies generate ideas long before the Behavioral Changes days of Web 2.0. He laughs when recalling Cisco on Cisco: The I-Zone is one of the new tools in Cisco’s the overwhelming amount of labor involved in Transformational Emerging Technologies group. Cisco formed the Changes Through manually sorting through proposals by using group in 2006 as an internal venturing operation Web 2.0 sticky notes and highlighters. dedicated to hatching all-new billion-dollar businesses from within the company. The group But now the Internet and social networking has already made its mark as the birthplace have eliminated those kinds of barriers. These of the company’s extremely successful Cisco new tools dramatically improve or even replace TelePresence video meeting system. intensive person-to-person meetings with Continued Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved. | This document is Cisco Confidential Information. For Internal use only. Not for distribution.
  • 58. Implementing the Foreword Contents Executive Overview Introduction Cisco Collaboration Cisco on Cisco Framework Cisco on Cisco: university researchers, venture capitalists, Lessons in individual inventors, and startups, Greeley says. Organizational He says most of BrightIdea’s Fortune 1000 Collaboration customers use his company’s software for managing internal innovation processes, and about 35 percent of his customers tie incentives to their idea collection programs. Cisco on Cisco: Implementing But the simple lesson for Cisco is that Web Collaboration in Cisco’s Global Supply 2.0 tools can indeed help the company do Chain things it never did before. Now, more than ever, Cisco on Cisco: Cisco companies do not know where the next idea will Creates an Executive come from. Certainly, Cisco realizes that Silicon Collaboration Process Valley can no longer claim to have a monopoly Cisco on Cisco: on technology innovation. But the I-Prize is Watch Your Language—Do Not giving Cisco the ability to find those new ideas, Overlook the Basics no matter where they might be Cisco on Cisco: Creating Collaborative Behavioral Changes Cisco on Cisco: Transformational Changes Through Web 2.0 Creating a Collaborative Enterprise | © 2009 Cisco Systems, Inc. All rights reserved. | This document is Cisco Confidential Information. For Internal use only. Not for distribution. C11-533734-00 05/09