Bridging the Knowledge Sharing/Problem Solving Divide
Working across organisational boundaries
One of the most frequently cited reasons we hear for implementing an enterprise social network platform is to “enable our organisation to better communicate and collaborate across organisational boundaries”.The real objective is to let information and knowledge flow more freely to solve challenge business problems. This is the point where the focus changes from generic SHARING to business focused (problem-) SOLVING:
We're previously introduced this maturity framework that incorporates the 4 stages of Simon Terry's model, and in a recent discussion with Simon he shared with us with some constructive insights that he has drawn from the application of his maturity model.He indicated to us that:
“Up to SHARING, people are just engaged in social exchange. It is chat. That can be entirely internal to the ESN and not connected to the business. Beyond that point they are delivering benefits from collaborative work. Moving over that transition and understanding the behaviours beyond that point is essential.”
Simon then proceeded to describe the key things to consider in the ‘SOLVING’ stage as:
“Value chains and projects and their relationships to the silos captured in your Cross-team collaboration widget”.
In this post we will therefore review the SWOOP ‘Cross-Team Collaboration’ widget and give you insights about how this can help you in your enterprise social adoption efforts. Together with the recently reviewed Influential People and Response Rate widgets they collectively support the ‘SOLVE’ Stage.
The Cross-Team collaboration widget identifies the levels of interaction between selected organisational dimensions. The most common use is to identify interactions between the formal lines of business.
Two representations are offered:
The matrix view shades the intersecting squares by the relative interaction levels. The diagonal represents intra-unit interactions.
The map view (see below) more succinctly illustrates the degree to which different units are interacting.
If you have created a cross-enterprise group, or community of practice, it will tell you the degree to which all divisions have been engaged. If you have a corporate initiative that has been launched with a topic hash tag, it will also tell you the degree of cross-divisional engagement. In a typical hierarchy, we would anticipate that most interactions would occur inside the formal structures, or between divisions along a defined value chain e.g. marketing interactions with sales. Cross organisational groups or teams are usually formed to facilitate interactions across the formal lines of business, for example a Supply/Value chain.
The Cross-Team Collaboration widget provides a view into the degree to which these cross organisational teams are effective. While interactions between formal departments is the most common, geographic location is also a popular dimension to explore interaction levels.
What is the Business Imperative?
It is the apparent inflexibility and poor responsiveness of the formal hierarchy that motivates many organisations to adopt enterprise social networks. Formal hierarchies are designed for efficient execution of pre-determined processes. However, CEOs are now looking for more than this. David Thodey, the former CEO of Australia’s largest Telco, summed up the sentiment by indicating that he wanted to short circuit the entrenched communication channels. He wanted his management team to be able to have authentic conversations with staff at all levels. Similarly, we recall a statement made by a former CEOs at BHP Billiton, an industrial resources conglomerate that was very process driven:
“Silos are not bad, this is how we get work done. We just need to dig some holes in the sides!” (please excuse the mining analogy)
Another of our favourite thought leaders is Heidi Gardner, a former McKinsey consultant and Harvard Business School professor now lecturing at Harvard Law School. She has spent over a decade conducting in-depth studies of numerous global professional service firms. Her research with clients and the empirical results of her studies demonstrate clearly and convincingly that collaboration pays, for both professionals and their firms. In her book Smart Collaboration, she shows that firms earn higher margins, inspire greater client loyalty, attract and retain the best talent, and gain a competitive edge when specialists collaborate across functional boundaries. The Cross-Team Collaboration widget enables you to measure if this is actually happening, and is one of the most important widgets connecting business outcomes with the adoption of your enterprise social network.
Specifically, in terms of problem solving, there will be problems that traverse the business unit boundaries. For example, a customer support problem may appear to be an operations problem, but perhaps the genesis of the problem is with Sales or Marketing, by how a product or service was represented to the customer in the first place. Also, supply chain problems are by definition, inter-dependent and cannot be solved by a single business unit. The Cross Team Collaboration widget can signal whether these cross-business unit problems are being addressed as a shared problem. If a cross-business unit problem has been hash tagged, it is also possible to use the SWOOP Topic tab to identify where the participants in the tagged problem solving activity are coming from. Are they appropriately cross-business unit?
Summary
Bridging the ‘sharing’ to ‘solving’ divide requires a stronger focus on what the business is trying to achieve. What are the key problems or challenges that must be met? What are the specific and identified collaborative interactions between the different organisational units, that will be required to solve them? The SWOOP Cross-unit Collaboration widget, along with the Response Rate and Influential People widgets have been designed to help you bridge the ‘Sharing’ to ‘Solving’ divide.This post continues our series on key SWOOP indicators.