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
May 27, 2015
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
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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
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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
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Purpose
Page 5
Are goals & objectives clear and obtainable
Do members share the same vision
Special Purpose
Who has initiated the communication
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Resources
Page 6
Are there sufficient staff, supplies, budget, and time
Skilled leaders (knowledge)
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DATA
Data Conversion
TOOLS
PEOPLE & PROCESSES
PATTERNS & PROCESSES
BUSINESS INTELLIGENCE
OPERATIONAL INTELLIGENCE Data Delivery
ORGANIZATIONAL INTELLIGENCE Discovery
Enterprise Intelligences
1. Measuring Observations2. End- User Simulation
1. Data Centric2. After the Fact Pattern
Identification3. Database Reliant
1. Activity Centric2. Real-time Pattern
Identification3. Monitoring
1. Operational Discovery2. Discovery of Important
People3. Discovery of Patterns
and processes
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MethodologyOI 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
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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
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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
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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
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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
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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
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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
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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
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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
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Standard three step approach to gain necessary transparency
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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
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Focus of work is provided by aligned hypothesis
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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
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Presentation of results for hypothesis 1 and 6
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3
Admin.30%
Projects40%
Expert int.
15%
Collab15%
Individual Activity Mark SClustering 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)
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Presentation of results for hypothesis 2 and 3
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3
Exist-ing
Cust..35%
Prospects
47%
Initia-tives18%
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
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Presentation of results for hypothesis 5
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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
April May June July0
1
2
3
4
Trend
Marketing Group
R&D. Group
Sales Group
R&D Group:
No change in interaction
Sales Group C:
Increase of interaction
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Presentation of results for hypothesis 4 and 7
Page 23
3
Phone30%
Meeting40%
Mail15%
Chat15%
Group Media use
Used media per member and colleagues:
Telephone calls
Meetings out of outlook
LYNC traffic
SharePoint Collaboration
…
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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
©Hypersoft Informationssysteme GmbH, 2013