STRATEGIES FOR INTEGRATING GROUP SUPPORT TECHNOLOGY INTO GROUP WORK

1. STRATEGIES FOR INTEGRATING GROUP SUPPORT TECHNOLOGY INTO GROUP WORK GroupSystems Worldwide Conference ‘99 Building Knowledge-Based Solutions MODELS FOR DEPLOYING, SUSTAINING AND INSTITUTIONALIZINGCOMPUTER-SUPPORTED COLLABORATIONIN ORGANIZATIONS by Paul Collins Jordan-Webb - Lincolnwood, IL QDI Strategies, Inc. - Chicago, IL

2. GroupSystems Worldwide Conference ‘99 Building Knowledge-Based Solutions • What we do (Marketing Business) • Strategic Marketing Consulting • helping clients develop 20/20 vision for marketing breakthroughs that require both decision & implementation • Marketing Research • using primary and secondary research and analytical techniques to help clients bring market understanding to marketing decisions • Marketing Breakthroughs / Transformations • process - discovery, creation, judgment, commitment • decisions - the result of fundamental shifts in the way clients view themselves, customers, competitors, the marketplace • areas - channel strategy/conflict, new market entry, growth potential, territory analysis, new product development, product commercialization, brand positioning

3. GroupSystems Worldwide Conference ‘99 Building Knowledge-Based Solutions • What we do (GroupSystems Business) • Computer-Supported Collaboration • Ventana Business Associate since 1992 • Deployment Strategy Consulting (Center of Competency) • Session Leader Competency (Coaching, Mentoring) • Neutral Third Party Facilitators • 20 station “LAN in the CAN” Rental • Public Marketing & Educational Seminars • Market Transformation Seminars • Use GSWIN to support client projects - marketing planning workshops & consumer research focus groups • Midwest Facilitators Network (Chicago-based - Regional Focus) • 4 Full-day conferences annually (January, May, August, October)

4. GroupSystems Worldwide Conference ‘99 Building Knowledge-Based Solutions • Why we use GroupSystems? • Value to QDI Strategies • It is both a planning tool and a learning tool - helping us learn what we don’t know and re-learn what we already know • It puts us into a new businesses that we might not have entered or might have outsourced • It allows us to place client work teams in a safe place to challenge standard assumptions and disrupt the status quo • It allows us to push client work teams to levels of knowledge, understanding, buy-in and commitment that would be extremely difficult (if not impossible) to reach otherwise • In some cases, it has favorably differentiated us from competitors

5. ABSTRACTThe focus and payback of this session is to have the participants share information and knowledge about GroupSystems deployment from their current and past experiences so that we as a community might better understand how to develop more strategic and organizationally aware approaches to deployment. While this session will highlight some of the author’s observations, discoveries and research concerning the deployment of group support technologies such as GroupSystems (a.k.a. EMS, Electronic Meeting Support) in organizations, the key is the development of a model that contains the experiences and knowledge of the greater community.The primary objective of this session is to help participants arrive at a basic level of understanding about the factors that might be driving and/or inhibiting acceptance, usage or growth of GroupSystems in their organizations. A secondary session objective is to assist the group in developing a set of strategies that could help them exploit the driving factors and overcome the inhibiting ones. GroupSystems Worldwide Conference ‘99 Building Knowledge-Based Solutions

6. IN A WORLD OF PEOPLE,TECHNOLOGY CAN MAKE THE DIFFERENCE GroupSystems Worldwide Conference ‘99 Building Knowledge-Based Solutions

7. GroupSystems Worldwide Conference ‘99 Group Support Technology - Endangered Species Downsizing / Rightsizing / Restructuring Program of the Month/Quarter/Year VanishingGroupSystems Facilities (Fixed/Portable/Virtual) Budget Cuts / Restrictions Best Kept Secret Mergers & Acquisitions Full Plates / Other Priorities Hidden Agendas / Resource Hiding Organizational Luddites Organizational Amnesia

8. GroupSystems Worldwide Conference ‘99 Environmental Protection for GroupSupport Changing Attitudes Developing Relationships Market Transformation & Understanding (Not Better Technology) Changing Behaviors Developing Channels Changing Perceptions Developing Strategies

9. GroupSystems Worldwide Conference ‘99 Building Knowledge-Based Solutions TECHNOLOGY PRODUCTDEPLOYMENT APPROACH IMPLEMENTING A GROUPWARE PRODUCT

10. TECHNOLOGY PRODUCT MODEL - 3* FOR ELECTRONIC MEETING SYSTEMS Oversight / Supporting Organization(s) Orientation Organization Commitment ProductCertification EMS Facility Executive Support Benchmarks &Measures FacilitatorTraining TechnicalInfrastructure ClientManagement TechnographerTraining TechnicalSupport PracticeIntegration StakeholderManagement ProcessIntegration Integration with Other Tools Computer- Supported Sessions DistributedSessions Marketing(Open House)

11. TECHNOLOGY PRODUCT APPROACH FOR ELECTRONIC MEETING SYSTEMS • Characteristics • Sponsorship, understanding, utilization and endorsement by a Technology-Oriented Organization • Coordination, oversight and management by a Technology-Oriented Organization • Strengths of the Technology-Oriented Organization(s) are a good match with the skills required to manage and support technology and technology products • Services are provided within Technology-Oriented Organization and to narrower segments of greater organization • Utilization is driven by (or limited by) Technology-Oriented organization’s goals & objectives • Partnership with business or people-oriented organization(s) for support in marketing,, training, delivery etc. of service is incidental • Electronic Meeting System tools integrated into specific business processes ad hoc

12. GroupSystems Worldwide Conference ‘99 Building Knowledge-Based Solutions ENABLING TECHNOLOGYDEPLOYMENT APPROACH BUILDING A CENTER OF COMPETENCY

13. CENTER OF COMPETENCY MODEL (TOP)* FOR COMPUTER-SUPPORTED COLLABORATION Orientation Executive Support & Advocacy Operational Oversight & Coordination Stakeholder Development & Management Fixed/Portable/Virtual Facility CENTER OF COMPETENCY Internal & ExternalMarket Development Technical Infrastructure Client Development & Management Technical Support Partnership Practice Integration Integration With OtherApplications / Technologies Enabling Technology Product Deployment Program or ProjectExcellence Benchmarking & Measurement Session Leader Development Public Relations & Communication Process Integration

14. CENTER OF COMPETENCY APPROACH FOR COMPUTER-SUPPORTED COLLABORATION • Characteristics • Sponsorship, understanding, utilization and endorsement by Executive Management • Oversight and coordination by business or people-oriented organization • Strengths of Oversight Partners (from Organizations) are a good match with the skills required to manage the Center of Competency • Strategic services marketed and delivered to broad segments of the greater organization • Utilization driven by greater organization’s goals & objectives • Planned partnership with technology support organization such as (I/T, I/S, Office Automation, etc.) • Computer-Supported Collaboration positioned as integral support to greater organization’s business practices

15. STAKEHOLDER MANAGEMENT MODEL FOR COMPUTER-SUPPORTED COLLABORATION Mutual Recognitionof Benefit and Value Common Interest in Sustained Usage STAKEHOLDERDEVELOPMENT& MANAGEMENT Usage AcrossOrganization Boundaries Broadly-Based,Joint Oversight Resourcesfor Support Project & Program Ownership

16. STAKEHOLDER MANAGEMENT FOR COMPUTER-SUPPORTED COLLABORATION • Advantages: • Shared interest (stake) in success • Multiple channels of support • Leading by example - collaboration (partnering) at higher levels • Direct access to key projects and core processes • Risks of not doing: • Duplication of effort or un-coordinated activities • Weak or unclear oversight • Inevitable demise due to loss of champion or key individual

17. MARKETING MODEL FOR COMPUTER-SUPPORTED COLLABORATION Orientation Public Relations & Communication Client Education Events INTERNAL& EXTERNAL MARKETING Client Needs Analysis & Assessment OpportunityAssessment Benefit, Cost & Value Analysis Benchmarking & Measurement Client Development& Management

18. MARKETINGFOR COMPUTER-SUPPORTED COLLABORATION • Advantages: • Stakeholders are also clients • Better understanding of client needs • Insight into client motivation for initial and repeat usage • Discovering unrecognized or unmet client needs or new ways to use • Risks of not doing: • Difficult time building extensive client base • Best kept secret in the organization • Not used to resolve most critical problems

19. CLIENT MANAGEMENT MODEL* FOR COMPUTER-SUPPORTED COLLABORATION Stakeholder Development & Management Client Project & Program Issues Client Process Issues Client Expectations Client Relationships CLIENT DEVELOPMENT & MANAGEMENT Internal & ExternalMarket Development Benchmarking & Measurement Internal & ExternalClients Process Integration Practice Integration

20. CLIENT MANAGEMENT FOR COMPUTER-SUPPORTED COLLABORATION • Advantages: • Selling projects & programs instead of sessions • Managed client relationships • Exceeding client expectations becomes standard • Repeat business with repeatable work processes • Risks of not doing: • Incidental client engagements or special events • Low perception of quality and/or value by client • Inconsequential repeat business

21. PRACTICE INTEGRATION MODEL FOR COMPUTER-SUPPORTED COLLABORATION PRACTICEINTEGRATION Client Practice Area Business Area Best Practices Client Development& Management Internal & ExternalMarket Development Process Integration Integration withOther Applications / Technologies Benchmarking & Measurement Public Relations & Communication Session LeaderDevelopment Enabling Technology Deployment

22. PRACTICE INTEGRATION FOR COMPUTER-SUPPORTED COLLABORATION • Advantages: • Positioned as strategic business tool • Accepted and used across practice areas • Supports organizational goals • Risks of not doing: • Silos of expertise and usage • Seen as the latest “initiative of the month” (quarter, year, etc.) • Seen as a solution looking for a problem

23. SYSTEM INTEGRATION MODEL FOR COMPUTER-SUPPORTED COLLABORATION INTEGRATION WITH OTHER APPLICATIONS/ TECHNOLOGIES Client Project Needs Client Process Requirements Internal & External Market Development Benchmarking & Measurement Process Integration Session LeaderDevelopment Enabling Technology Deployment Public Relations & Communication

24. SYSTEM INTEGRATION FOR COMPUTER-SUPPORTED COLLABORATION • Advantages: • Extends capabilities of use beyond current EMS tool constraints • Brings focus to future EMS enhancements • May discover process innovations • Risks of not doing: • Current EMS limitations may be a barrier to client usage • Failure to exploit technology

25. BENCHMARKING MODEL FOR COMPUTER-SUPPORTED COLLABORATION BENCHMARKING & MEASUREMENT Client Process Issues Client Project & Program Issues Client Development & Management Internal & External Market Development Process Improvements Practice Integration Measures, Benefits, Costs, Values Process Integration

26. BENCHMARKING FOR COMPUTER-SUPPORTED COLLABORATION • Advantages: • Understand benefits/values for clients • Focus on most significant improvements • Audit trail of process improvements • Repository of process metrics • Risks of not doing: • Under-charge or over-charge (budget) for services • Difficult to justify cost of EMS as adding any value • Cannot demonstrate continuous progress

27. CENTER OF COMPETENCYDEPLOYMENT STRATEGIES GroupSystems Worldwide Conference ‘99 Building Knowledge-Based Solutions

28. DEPLOYMENT STRATEGIES FOR COMPUTER-SUPPORTED COLLABORATION • Enterprise-Wide Deployment: • One or more senior-level executives understand the potential for major transformation offered by Computer-Supported Collaboration and it is adopted as a major strategy (not initiative) for change. • Staged Deployment: • Computer-Supported Collaboration is deployed using a more conservative approach. Stakeholders identify groups more likely to succeed, then select appropriate projects / sessions for those groups. The scope of deployment throughout the Enterprise may expand as more successful projects / sessions are completed. • Departmental Deployment: • Computer-Supported Collaboration is explored as a solution to a particular localized project / session. Departmental stakeholders may be able to “convert” additional stakeholders at their level but would need to develop substantial Executive support and advocacy for Enterprise-Wide acceptance.

29. DEPLOYMENT PHASES FOR COMPUTER-SUPPORTED COLLABORATION • Experimental Pilot Phase: • Low risk pilot projects / sessions confirm that Computer-Supported Collaboration would be useful under the best possible circumstances. • Expanded Pilot Phase: • Pilot projects / sessions involve more complex issues and establish the organization’s effective use of and commitment to Computer-Supported Collaboration. • Critical Mass Phase: • Computer-Supported Collaboration is widely used throughout the organization, and issues of oversight, infrastructure, accessibility and cross-functional barriers have been resolved. • Transformation Phase: • A highly visionary phase, where everyone has access to shared workspace and a clear sense of purpose. Groups become self-managed and leadership is shared.

30. CENTER OF COMPETENCY MODEL (TOP)* FOR COMPUTER-SUPPORTED COLLABORATION Orientation Executive Support & Advocacy Operational Oversight & Coordination Stakeholder Development & Management Fixed/Portable/Virtual Facility CENTER OF COMPETENCY Internal & ExternalMarket Development Technical Infrastructure Client Development & Management Technical Support Partnership Practice Integration Integration With OtherApplications / Technologies Enabling Technology Product Deployment Program or ProjectExcellence Benchmarking & Measurement Session Leader Development Public Relations & Communication Process Integration

31. CENTER OF COMPETENCY MODEL (SIDE)* FOR COMPUTER-SUPPORTED COLLABORATION Executive Support & Advocacy Stakeholder Development& Management Client Development & Management Practice Integration Internal & External Market Development EXECUTIVE AUDIENCE Benchmarking & Measurement Orientation STAKEHOLDER AUDIENCE Process Integration Integration with Other Applications/Technologies Technical Support Partnership Public Relations & Communications STAFF AUDIENCE Session Leader Development Technical Infrastructure Enabling Technology Deployment Fixed/Portable/Virtual Facility Operational Oversight & Coordination

32. ENTERPRISE-WIDEDEPLOYMENTSTRATEGY GroupSystems Worldwide Conference ‘99 Building Knowledge-Based Solutions One or more senior-level executives understand the potential for major transformation offered by Computer-Supported Collaboration and it is adopted as a major strategy for change.

33. EXECUTIVE AUDIENCE FOCUS FOR ENTERPRISE-WIDE DEPLOYMENT Executive Support & Advocacy Internal & External Market Development Stakeholder Development& Management Client Development & Management EXECUTIVE AUDIENCE Practice Integration Orientation STAKEHOLDER AUDIENCE STAFF AUDIENCE

34. STAKEHOLDER AUDIENCE FOCUS FOR ENTERPRISE-WIDE DEPLOYMENT Executive Support & Advocacy Internal & External Market Development Stakeholder Development& Management Client Development & Management EXECUTIVE AUDIENCE Practice Integration Orientation STAKEHOLDER AUDIENCE STAFF AUDIENCE

35. STAFF AUDIENCE FOCUS FOR ENTERPRISE-WIDE DEPLOYMENT Executive Support & Advocacy Internal & External Market Development Stakeholder Development& Management Client Development & Management EXECUTIVE AUDIENCE Practice Integration Orientation STAKEHOLDER AUDIENCE STAFF AUDIENCE

36. STAKEHOLDER PROJECT AREAS - I FOR ENTERPRISE-WIDE DEPLOYMENT • Strategic Planning • SWOT Analysis • Opportunity Assessment • Organization Development • Capability Assessment • Team Development • Manufacturing • Capacity Planning • Production Scheduling • Marketing R & D • Distribution Channel Strategy • Product Positioning STAKEHOLDER KEY PROGRAMS, PROJECTS & CORE PROCESSES • Human Resources • Candidate Evaluation • Stress Analysis • Re-engineering • Process Modeling • Functional Decomposition

37. STAKEHOLDER PROJECT AREAS - II FOR ENTERPRISE-WIDE DEPLOYMENT • Purchasing • RFP Evaluation • Vendor & Contract Selection • Information Technology • Joint Application Design (JAD) • Information Strategy Planning • Product R & D • New Product Concepts • Packaging Design • Finance • Pre-Approval Audits • Financial Policy Analysis STAKEHOLDER KEY PROGRAMS, PROJECTS & CORE PROCESSES • Quality Management • Customer Focus Groups • Product Quality Measurement • Logistics/Distribution • Material & Information Flow • Supply Chain Analysis

38. STAKEHOLDER PROJECT AREAS - III FOR ENTERPRISE-WIDE DEPLOYMENT • Training • Needs Analysis & Assessment • Program Evaluation • Performance Management • Standards Development • Performance Assessment • Ideation/Creativity • “Out-of-the-Box” Thinking • Visioning • Military • Disinformation Strategy • Operational Needs Analysis STAKEHOLDER KEY PROGRAMS, PROJECTS & CORE PROCESSES • Merger Re-Organization • Resource Re-Alignment • Systems Re-Design • Competitive Intelligence • Behavioral Analysis • Environmental Analysis

39. STAKEHOLDER PROJECT AREAS - IV FOR ENTERPRISE-WIDE DEPLOYMENT • Education • Collaborative Authoring • Distributed Learning • Conflict Resolution • Problem Identification • Organizational Politics Analysis • Environmental Impact • Causal Analysis • Community Town Meetings • Change Management • Organization Climate Analysis • Transition Planning STAKEHOLDER KEY PROGRAMS, PROJECTS & CORE PROCESSES • Sales Planning • Territory Analysis & Alignment • Customer Profitability • Risk Management • Strategy Failure Analysis • “OST” Planning

40. END ENTERPRISE DEPLOYMENT OFCOMPUTER-SUPPORTED COLLABORATION Paul Collins - Jordan-Webb 3700 W Devon Avenue Suite F Lincolnwood, IL 60712 Bringing 20/20 Vision to Computer-Supported Collaboration E-mail: pcollins@jordan-webb.net Phone Fax Jordan-Webb Office: (847) 673-2288 (847) 673-9322 QDI Strategies Office: (312) 739-2020 ext. 231 (312) 739-2017