Improving organizational collaboration at the individual and group level

Improve Organizational Collaboration at the
Individual and Group Level
Analysis of organizational patterns for
performance and effectiveness
Wednesday, June 26, 2013
©Hypersoft Informationssysteme GmbH, 2013

Four Key Factors that Influence
Collaboration Success
Page 2
Process & Structure
Communication
Purpose
Resources

Organizational Process & Structure
Page 3
Real community members share a stake in both process and
outcome
Participation in shared activities(i.e.
Meetings, SharePoint, LYNC)
Defined member roles and policy
Appropriate development speed
Ability to adapt to change

Communication
Page 4
How frequent due individuals and groups communicate
Which mediums of communications are most popular
Which activities are formal or informal
Who has initiated the communication

Purpose
Page 5
Are goals & objectives clear and obtainable
Do members share the same vision
Special Purpose
Who has initiated the communication

Resources
Page 6
Are there sufficient staff, supplies, budget, and time
Skilled leaders (knowledge)

DATA
TOOLS
PEOPLE & PROCESSES
PATTERNS & PROCESSES
BUSINESS INTELLIGENCE
OPERATIONAL INTELLIGENCE
ORGANIZATIONAL INTELLIGENCE
Enterprise Intelligences
1. Measuring Observations
2. End- User Simulation
1. Data Centric
2. After the Fact Pattern
Identification
3. Database Reliant
1. Activity Centric
2. Real-time Pattern
Identification
3. Monitoring
1. Operational Discovery
2. Discovery of Important
People
3. Discovery of Patterns
and processes

Methodology
OI attains insight in regards outcomes…
1. DISCOVERY OF OPERATIONAL
STRUCTURES: automatic
discovery of “communities” for
analyses of individuals and/or
groups and how they relate
2. KEY INDIVIDUALS OR GROUPS
WHO GENERATE KNOWLEGE:
who has knowledge, consumes
knowledge, and blocks knowledge
3. PATTERNS/PROCESSES :
identification of patterns related to
internal or external
collaboration, both at the individual
and organizational level

What is Presented
I. Discovery of Actual Operational Structure
1. Verify operational
structure design
2. Discover groups
“communities”
within one formal
structure
Exampleof a small
group topography

What is Delivered:
II. Automatic delivery of Key individuals and Groups
1. Individuals with knowledge
or knows someone with
knowledge.
2. Individuals who contribute to
projects?
3. Discovery of Important &
Key individuals
4. Process & patterns
identification
5. Identify individuals who
blocks Information?
Example of a small
Department
Width of
line and
thickness
of the
circles
indicates
levels of
being
engaged
Width of
line and
thickness
of the
circles
indicates
levels of
being
engaged
Example of a small
Department

What is Delivered?
III. Identification of patterns related to internal and/or
external processes, both at the individual and group level.
 Verify organizational and
individual processes?
 Identify successful &
unsuccessful processes
 Find any barrier or
bottleneck within the
organization
 Truly visualize information
flow and exchange
 Find experts and
understand in which
individuals and groups
have expertise

Case Study: Build Organizational
Foundation
Page 12
Present our understanding of the situation
Understand the goals and objectives (short and long-term) of the project
Align the methodology and hypothesis for the project
Align the way forward
Presentation of project members

Agenda
Project approach and methodology
Time frame and team
Company profiles
Initial situation and project scope
Page 13 ©Hypersoft Informationssysteme GmbH, 2013

External and internal
developments
call for action
Page 14
Market opportunities
Internal challenges
Consequences for project scope
 Priority focus on active business time
 Focus on existing staff and structures
 Analysis of active time e.g. key activities, interaction
patterns

Our understanding of the core
objectives
Page 15
Identify opportunities to increase active organizational collaboration
Identify successful interaction patterns with customers (existing and new)
Identify actions to reduce on-boarding time of new employees

Agenda
Project approach and methodology
Time frame and team
Company profiles
Initial situation and project scope
Page 16 ©Hypersoft Informationssysteme GmbH, 2013

Q&A phase gives fundamental
input for interpretation
Page 17
2
Approach Objectives
 Two separate one-on-one interviews with
each of the stakeholders
 Analysis of data reports generated by the
team (activities, contacts etc.)
 Verification of data base (correct scope?)
 Allocation of numbers to names/organizations
 Development of clusters (e.g. sales active
time, existing customers, customer A)
 Identification of patterns

Standard three step approach to
gain necessary transparency
Page 18
Data analysis Q&A Interpretation
 Implementation of Hypersoft
software
 3 days of data collection
 Collection of data from:
 Telephones
 Outlook
 Lync
 …
 Quality check and sampling
 Validation of activities:
 Communities, Groups
 Projects
 Internal/external (maybe
on unit level)
 Customers
 ...
 Alignment on assumptions
for interpretation (e.g. time
not allocated)
 Identification of patterns
related to internal and
external collaboration
 Validation of time spent on
Key activities
 Validation of engagement
with key customers and
contacts
 Identification of improve-
ment levers
Raw data processed Data allocated to entities Optimization potential
1 2 3

Focus of work is provided by
aligned hypothesis
Page 19
3
Organizational Collaboration represents less than 10% of average day
Members spend 80% of that time with existing customers
Members with high degree of new customers have a reverse relationship
Successful collaboration needs to have a higher degree of direct personal interaction e.g.
phone, meeting
Frequent engagement with colleagues will lead to increased Organizational Collaboration
Knowledge sharing is higher between members with > 2 years company affiliation
Members do not use all available communication channels to max. sales active time
1
2
3
4
5
6
7

Presentation of results for
hypothesis 1 and 6
Page 20
3
Admin.
30%
Projects
40%
Expert
int.
15%
Collab
15%
Individual Activity Mark S
Clustering of time into groups:
 Administration & Leadership: Time
spent with administrative and
leadership tasks
 Projects: Time spent with project work
(as decision taker, leader, expert or
team member)
 Expert interchange: Time spent with
knowledge sharing activities in respect
to daily business
 Collaboration: Time spent with
members activities (existing/potential
customers, direct interaction or
preparation of actions)

hypothesis 2 and 3
Page 21
3
Existing
Cust..
35%
Prospects
47%
Initiatives
18%
Sales Group Further detailing of time spent in sales:
 Existing customers: Time spent with
customers (ranking on time applied
per customer)
 New customers: Total time on new
customers as well as detailed view
 Initiatives: Time spent with sales
initiatives that can not be assigned to
a single customer
Trend analysis on each
level possible

hypothesis 5
Page 22
3
Group Engagement Patterns (per week)
Detailing of interaction
patterns:
 Identification of standard
interaction patterns
 Identification of changes in
interaction with colleagues
 Identification of changes in
composition of groups
Marketing
Group A:
 Decrease of
interaction
0
1
2
3
4
April May June July
Trend
Marketing
Group
R&D.
Group
Sales
Group
R&D Group:
 No change in
interaction
Sales Group C:
 Increase of
interaction

hypothesis 4 and 7
Page 23
3
Phone
30%
Meeting
40%
Mail
15%
Chat
15%
Group Media use
Used media per member and
colleagues:
 Telephone calls
 Meetings out of outlook
 LYNC traffic
 SharePoint Collaboration
 …

Contact if you have questions
Alex Akoto
Organizational Business Analyst
Hypersoft Information Systems
Am Stadtpark 61
81243 Munich
Tel. +49(89)15904160
www.hypersoft.com

Improving organizational collaboration at the individual and group level

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