to

n
a io
e r uc t
en od
Business Value
nG tr
In

through
Collaboration

July 2009
Creating Value through Collaboration

{ The core challenge – and primary opportunity for value creation

– in the current economy is the utilization of complex
knowledge, formed through the contributions of many
specialists – in other words, collaboration
{ nGenera is the world’s foremost expert on managing the
enterprise collaboratively
§ Industry-recognized thought leaders

§ 300+ customers in the Global 2000

{ Introducing: The PATH to Collaborative Enterprise

Management (CEM)
§ Our approach to rapidly deliver business outcomes through applied collaboration
About nGenera

nGenera was founded in 2006 by Steve

Papermaster. He
saw that companies needed to find new ways to collaborate

to survive market disrupters, break free of 100-year-old

models,
and be more productive than ever before.

{ Employees: More than 200

{ Locations: US, Canada, Europe
{ Customers: 950, with more than 300 in the Global
2000

Building
{ Software onInsight
the&capabilities
Softwareand heritage
Insight of fiveSoftware
On-demand Advisory Business Over-the- Customer
strong
enter- firms:
Customer- simulation and horizon Interaction
prise driven scenario visual- research, Management
collaboration research, ization software thought enter-prise
executive

| © 2009 nGenera Corp. All Rights Reserved.

The New Web 2.0 Technologies
{ Bring people together and
let them interact, without
specifying how they should
do so
{ Cause patterns and
structure to appear over
time
{ Offer significant
improvements in:
§ generating, capturing, and sharing
knowledge
§ letting people find helpful colleagues
§ tapping into new sources of innovation and
expertise
§ harnessing the “wisdom of crowds

The adjective socialis accurate, but unfortunate:

these technologies are not about happy hour, fantasy sports league

| © 2009 Tamara Erickson and nGenera. All Rights

Reserved.
The Last Ten Years:
A Dramatic Set of New Social Technologies

1998 2003
Google founded 2004
My Space
Facebook
founded
founded
2001
iTunes formed
2003 2005
Skype YouTube
founded founded
2002
2006
Wikipedia
Twitter founded
founded 2008
Yammer founded
(in-company
microblogging)
| © 2009 Tamara Erickson and nGenera. All Rights
Reserved.
Wikinomics: Seven Exciting Ways of Creating
Value
{ Peer-to-Peer Production – Applying open source principles to
create products made of bits – from operating systems to
encyclopedias
{ Ideagoras – Giving companies access to a global marketplace
of ideas and uniquely qualified minds to extend their problem-
solving capacity
{ Prosumer Communities – Giving customers the tools they
need to participate in value creation
{ Scientific Research – Lowering the cost and accelerate the
pace of increased understanding
{ Open Platforms – Inviting participation of external partners to
build new tools, leverage databases, or invent applications
{ Boundary-Crossing Manufacturing Processes – leveraging
human capital to design and assemble physical things
{ Bottom-Up Workplaces – Inviting innovation
Enterprise 2.0

6 | © 2009 nGenera Corp. All Rights Reserved.

Web 2.0 is Not Confined to “New
Economy” Companies

{ . . . Nor to those full of Gen Y

workers
{ The business use of the new tools
of collaboration—is benefits of
Enterprise 2.0 are available to any
organization.
“The future is already here—
it’s just not evenly
distributed.”

Michael Gass
| © 2009 Tamara Erickson and nGenera. All Rights
Reserved.
The Twentieth Century: Mastery of Scale
and Scope
{ Organizations that mastered scale and scope were the ones
that dominated the twentieth-century economy
§ Mobilized productive effort at a cost and quality never before seen

{ Organizations optimized around meeting this challenge:

§ Strong hierarchy and division of responsibility – needing only top leaders to worry about the overall
goals, freeing workers to focus on performing the defined work
§ Strong units or “silos” – allowing each component skill to be developed to a high level
§ Strict accountability – providing excellent control

{ Frederick Taylor explicitly worked to remove knowledge from

the daily production process and to center knowledge in a few
managers and engineers
§ Maximize value by making organizational behavior routine

{ Today those techniques have become routine – and lead to

commodity models
§ Necessary, but not sufficient

| © 2009 Tamara Erickson and nGenera. All Rights

Reserved.
Now, Everyone’s Challenge: Mobilizing
Intelligence
{ The core problem of the current economy:
§ The utilization of complex knowledge, formed through the contributions of many specialists
§ Harnessing the smallest units of knowledge

{ Now, bringing knowledge back in:

§ Encourage production workers to think about improvements
§ Encourage sales people to take initiative and responsibility in dealing with customers
§ Achieve more flexible ways of combining different forms of knowledge and expertise to come up with
something better than any one function
§ Innovate faster
§ Respond to the market and environment more effectively
§ Learn and continually improve processes and routines

{ Get people to use their particular knowledge and capacities in

ways that continuously contribute to the success of the whole

These activities require collaboration

| © 2009 Tamara Erickson and nGenera. All Rights

Reserved.
Your Key Business Challenge May Not Be
“Collaboration”
{ “We have to do more with a LOT less”
§ Staff reductions have been severe: 10-25%
§ Of those who remain, only 20% are truly engaged
§ We have to work on the right things – and re-engage key people

{ “We must preserve our customer

base”
§ Disruption is our greatest threat and opportunity
§ Decisions we make now affect our long-term viability

{ “Speed matters”
§ Changes are happening faster than ever
§ Short runways on execution (3-6 months)

{ “We need to consider a new way to

operate”
§ Global, flexible – reinvention of obsolete models

But addressing all these challenges depends on the

general capacity to mobilize people with widely diverse
| © 2009 nGenera Corp. All Rights Reserved.
Collaboration is a Fundamental Way
to Address All Business Priorities Today
{ Not something to do in addition to other business priorities

The key to
The core successful
opportunity for innovation –
re-thinking bringing ideas
obsolete
An essential element of
employee engagement
A powerful tool for
– creating commitment
strengthening the
and stimulating
customer
experience and
New your brand
possibilities for

| © 2009 Tamara Erickson and nGenera. All Rights

Reserved.
This Train is Leaving the Station

{ Increasingly, all organizations

will leverage collaborative
approaches to add value
{ Old approaches (scope, scale,
cost) have been mastered and
– although always important –
provide little competitive
advantage
{ Technology now enables a
very different level of
performance
{ Competition will shift the
playing field

| © 2009 Tamara Erickson and nGenera. All Rights

Reserved.
Shifting to Collaboration Can Be
Extremely Difficult
1. Individuals are asked to contribute at a higher level
• Dealing with rich content that flows through infinite links
• Interacting with peers in new and unfamiliar ways

2. Organizations must modify five centuries of Western tradition

• Moving away from loyalty reciprocated with protection and care, and individual autonomy
• Accepting performance-based arrangements, with greater interdependence

3. “Collaboration” covers a broad set of activities, each best

achieved through different organizational approaches and
technologies

Collaboration is good, in part, because it is difficult ~

| © 2009 Tamara Erickson and nGenera. All Rights

Reserved.
Understanding the Nature of
Collaboration
Collaboration is
working together to achieve a level of
performance
superior to what any one person or entity
Collaboration Collaboration
•

creates
synergy, is more than
where the connecting,
value of the socializing,
whole is sharing, or
greater than learning (though
Collaboration is all those things
about getting useful
work done.
14 | © 2009 nGenera Corp. All Rights
Reserved.
PATH to Collaborative Enterprise
Management
Discover ~ Design ~ Deploy

Collaborati
ve
Enterprise
Design

Alignment
Collaborati
Business Collaborati Collaborati Collaborativ
and
on Results
Community
e Capacity
Outcomes ve Intents ve Capacity and
Engagemen
Metrics
t

Collaborati
on
Platform

| © 2009 Tamara Erickson and nGenera. All Rights

Reserved.
The Ten Collaborative Intents

| © 2009 Tamara J. Erickson and nGenera. All Rights

Reserved.
PATH to Collaborative Enterprise
Management
Discover ~ Design ~ Deploy

Collaborati
ve
Enterprise
Design

Alignment
Collaborati
Business Collaborati Collaborati Collaborativ
and
on Results
Community
e Capacity
Outcomes ve Intents ve Capacity and
Engagemen
Metrics
t

Collaborati
on
Platform

| © 2009 Tamara Erickson and nGenera. All Rights

Reserved.
Some Organizations Better
Support Each Collaboration Intent

a t
t r
u s
l
Il ive
| © 2009 Tamara J. Erickson and nGenera. All Rights
Reserved.
PATH to Collaborative Enterprise
Management
Discover ~ Design ~ Deploy

Collaborati
ve
Enterprise
Design

Alignment
Collaborati
Business Collaborati Collaborati Collaborativ
and
on Results
Community
e Capacity
Outcomes ve Intents ve Capacity and
Engagemen
Metrics
t

Collaborati
on
Platform

19 | © 2009 nGenera Corp. All Rights

Reserved.
The Collaborative Enterprise Requires a
Major Culture Shift

| © 2009 Tamara Erickson and nGenera. All Rights

Reserved.
. . . And Substantially Different
Supporting Processes

Bureaucratic
Hierarchy
{ Provide clear and consistent
job definitions
{ Motivate employees to
perform consistently and
obediently within those jobs
{ Build a culture of company
loyalty
{ Tie employee interests to long-
term company loyalty – create
pension funds and internal
promotion ladders based on
tenure
Collaborative
Enterprise
{ Build and maintain a unifying
sense of purpose
{ Organize and formalize peer or
associational relationships
{ Connect the system to the
outside world through
planning and sensing
{ Enable the system to learn
{ Allow the organization to form
and re-form

| © 2009 Tamara Erickson and nGenera. All Rights

Reserved.
A Major Academically-Grounded Study of
Collaboration
The Cooperative Advantage
• An extensive, academically-grounded industry-based study of collaborative
teams
• Included results from over 50 work groups from 15 leading global companies
• Conducted in 2006 by The Concours Institute (now nGenera) and London
Business School

| © 2009 Tamara J. Erickson and nGenera. All Rights

Reserved.
The Ten Factors Enabling Collaborative
Capacity t
r a
s t
l l u e
I iv

| © 2009 Tamara J. Erickson and nGenera. All Rights

Reserved.
 The Collaborative Capacity Assessment
Measures Your Current Strengths Relative
Median

Enabling Factor
KEY

a t
t r
u s
l
Il ive
Higher scores are more * Based on scores of over 50 teams from 15 knowledge-
Percentage
favorable intense multinational firms

| © 2009 Tamara J. Erickson and nGenera. All Rights

Reserved.
PATH to Collaborative Enterprise
Management
Discover ~ Design ~ Deploy

Collaborati
ve
Enterprise
Design

Alignment
Collaborati
Business Collaborati Collaborati Collaborativ
and
on Results
Community
e Capacity
Outcomes ve Intents ve Capacity and
Engagemen
Metrics
t

Collaborati
on
Platform

| © 2009 Tamara Erickson and nGenera. All Rights

Reserved.
A Cluttered Landscape

“How do I
drive
results
from
collaboratio
n?”
Technology:
Essential Enabler – and Insufficient
{ Technological fixes are useful only when the collaborative
culture has developed to a significant degree – in a
bureaucratic system, people are reluctant to enter the
information or use the systems

{ Most efforts to implement systemic collaborative platforms

have fared poorly or failed
§ Content- or technology-centric approach
Peak of
§ Isolated Web 2.0 experiments inflated
expectatio
§ Lack of executive sponsorship
Plateau
§ Poor organizational change management of
Slope of producti
§ Difficulty in measuring results enlighten
ment
Trough of
disillusion
ment
Technolo
Gartner’s Hype
gy
trigger Cycle
| © 2009 Tamara Erickson and nGenera. All Rights
Reserved.
Some Tools and Applications Better
Support Each Collaboration Intents

a t
t r
u s
l
Il ive
| © 2009 Tamara J. Erickson and nGenera. All Rights
Reserved.
Collaborative Applications and Tools

{ nGenera Collaboration Platform

Applic What: Our core platform that hosts all applications, content and
ations connections
Benefits: Low-cost, scalable, secure environment for workgroup
collaboration

{ nGen CIM
What: Customer Interaction Management integrating email, chat and
voice
Benefits: Customer retention, lower support costs, increased sales
(via suggestion)

{ nGen Ideagora
What: Idea generation and management
Benefits: Solicit and rank great ideas from any audience about any
topic

{ nJAM
What: Large scale, external-facing Ideagora for thousands of
simultaneous users
Benefits: Customer, employee and constituent engagement, access
to great ideas

{ nGen Simulation
What: Business and operating model simulation
Benefits: Save costs by simulating the impact of new initiatives
before rolling them out

{ nGen Wikiforce

| © 2009 nGenera Corp. All Rights Reserved.

Example of a Collaborative Platform Architecture

Conversat
Wiki
ion

Interest
Events
Groups

Workflow
Search

Projects
Most
Ideas
Popular
Recommendations

Tag Cloud Top Users

Content
Repository
Who’s
3rd Party
Online

Collaboration Proc Releva Content

Tools and ess nce &
Applications Connecti
| © 2009 nGenera Corp. All Rights Reserved.
PATH to Collaborative Enterprise
Management
Discover ~ Design ~ Deploy

Collaborati
ve
Enterprise
Design

Alignment
Collaborati
Business Collaborati Collaborati Collaborativ
and
on Results
Community
e Capacity
Outcomes ve Intents ve Capacity and
Engagemen
Metrics
t

Collaborati
on
Platform

| © 2009 Tamara Erickson and nGenera. All Rights

Reserved.
Collaboration is Fundamentally a
Discretionary Activity
{ People have to want to share ideas and work together
{ It can be catalyzed, but it can’t be mandated
{ It is a “pull” rather than “push” approach

| © 2009 Tamara Erickson and nGenera. All Rights

Reserved.
Creating Community Engagement

{ Enrollment in the collaborative

enterprise occurs one person at a
time – it is discretionary
{ Incentives include:
§ Having a stake
§ Having a voice
§ Having an impact
§ Having a community bond

{ Often a key element of an

engagement process is reframing
issue – developing personal
connections to the issues
{ A dialogue strategy is crucial

| © 2009 Tamara Erickson and nGenera. All Rights

Reserved.
PATH to Collaborative Enterprise
Management
Discover ~ Design ~ Deploy

Collaborati
ve
Enterprise
Design

Alignment
Collaborati
Business Collaborati Collaborati Collaborativ
and
on Results
Community
e Capacity
Outcomes ve Intents ve Capacity and
Engagemen
Metrics
t

Collaborati
on
Platform

| © 2009 Tamara Erickson and nGenera. All Rights

Reserved.
Metrics – and Results – Geared to Each
Collaborative Intent

a t
t r
u s
l
Il ive
| © 2009 Tamara J. Erickson and nGenera. All Rights
Reserved.
What’s Your Entry Point into the PATH
to Collaborative Enterprise Management?

| © 2009 Tamara Erickson and nGenera. All Rights

Reserved.
Diagnostic Stages: Collaborative
Enterprise Management
Business Outcomes and
Intents
LEVEL 3
1. Business outcomes highly
Enterprise Design dependant on collaboration
Collaborative Capacity 2. Dynamic, distributed and highly
evolved collaborative structures
Collaboration Platform 3. High trust and a community of
Alignment, Engagement adults
and Results 4. Well-integrated 2.0 tools
5. High levels of commitment to
LEVEL 2
1. Business outcomes with growing requirements for
collaboration
2. Increasing use of cross-functional project teams
3. Information is opened strategically, islands of trust
4. Utilization of both 2.0 and traditional communication
tools

LEVEL 1
1. Business outcomes not yet formulated around collaboration
2. Hierarchical, siloed, rule-driven environment
3. Relationships characterized by mistrust/opacity
4. Reliance on traditional communication tools (email, phone,
face-to-face)
5. Emphasis on self-contained jobCorp.
37 | © 2009 nGenera execution
All Rights
Reserved.
Collaborative Enterprise Management:
All About Business Outcomes
{ Old way:
§ Managing collaborative technologies
{ New way:
§ Collaboratively managing the enterprise
§ Opportunity to transform enterprise productivity,
engagement and innovation by applying collaboration to
management processes

{ An integrated PATH:
§ Begins with thought leadership and innovative research
§ Focuses on business outcomes
§ Provides end-to-end insight
§ Leverages a new breed of collaborative applications on a
robust cloud-based platform compatible with Microsoft’s SharePoint and Google’s

38 | © 2009 nGenera Corp. All Rights

Reserved.
 Your Name

Your email@ngenera.com
Your phone
www.nGenera.com

© 2009 nGenera. All Rights Reserved.

Shift to Collaboration Has Been Underway

{ Although the way the enterprise has been organized and how it
gets work done has not changed fundamentally for the past
100+ years, there has been some movement to reverse the
long trend toward stronger hierarchy:
{ 1970s – Quality circle programs
{ 1980s – Semi-autonomous team formation – brainstorming,
consensual prioritization – bounded, homogeneous, stable
{ 1990s – Task forces – people coming together from very
different bases of knowledge and experience for relatively brief
periods, with no expectation of an on-going relationship – the
beginning of extended collaboration
{ 2000s – Web 2.0 – facilitating distributed interaction on an
unprecedented scale

| © 2009 Tamara Erickson and nGenera. All Rights

Reserved.