10 questions to Ask yourself when you are considering the question, "why can't we perform better?"
This is what is a driving the need for collaboration ultimately, it's a business performance issue!
Harvard Business Review's summary in chapter three and four of "On Collaboration" point you towards the type of issues modern successful companies must address.
Here is where the FRONTIER BREAKERS HAVE GOT TO!
TEN AREAS THAT GET OVERLOOKED IN THE JOURNEY TO TRUE COLLABORATION (THAT OTHERS HAVE ADDRESSED)
Let’s look at examples how areas surrounding collaboration and the communication tools we use to achieve our objectives, are overlooked, at a fundamental level!
OWNERSHIP OF COMMUNICATION
1. I can’t think of a single organisation that today has communication and it’s effectiveness owned by one team of cross functional people with a leader at Board Level. Point me to any you know?
RETURN ON INVESTMENT
2. And whilst Skype for Business is an excellent tool, widely used by organisations, I have yet to see a single example of an organisation achieving its forecasted cut to travel saving, simply by implementing Skype for Business, internally. It just doesn’t happen!
Why? Because often the travel wasn't to internal, within organisation offices, but to the companies eco-system of external partners, suppliers, contractors and customers!
MEASUREMENT OF RETURN
3. Worse still, how many organisations actual go back and revisit the original business case and measure whether they have actually achieved the return on investment goals set out in the original business case that justified the expense on the latest communication expense?
EXTENDED SKYPE FOR BUSINESS TO TRUE COLLABORATION
4. It’s still extremely rare to come across organisations that have Microsoft Skype for Business and they have then extended it to enable connectivity to the suppliers, customers and partners, so they can access face to face meetings, on any device and any platform.
BUSINESS PERFORMANCE ISSUE
5. We then look at the people and performance symptoms and uncover them in the Deloitte Report on Human Capital we find that 87% of Business leaders and 75% of investors believe a performance business culture to be important, however 67% of the line managers surveyed say they cannot achieve or maintain that culture.
We can understand in the old days of hardware how this came about, you bought expensive hardware, what we you going to afterwards, admit you were wrong, that the business case was flawed, send the kit back? Or move on?
ACCOUNTABILITY FOR DECISION MAKING TOOLS - USING MODERN 5D COMMUNICATION TOOLS
6. So we have a defined problem, with no ownership of a key area that will address the need for better tools extended further and no apparent accountability for an area that enables organisations to make better decisions, faster together, boosts productivity and can cut unnecessary travel.
UNGLUING TRADITION MINDSETS THAT PRESERVE THE STATUS QUO
7. Worse still (those of us that like change and learning), we have aligned up against and any change, the massed forces of those that have a vested interest in the status quo.
Examples, The IT team that think that communication stops at the end of their direct control! Pretty daft when as one outspoken CEO said to me "they just don't get I work in the office, hotel, home on the road in a plane so what sort of control have they there?" He went on to underline the paradigm shift they were struggling with which is a mindset of seemingly stopping AT THE FIREWALL.
DRIVE CHANGES IN COMMUNICATION TO FOSTER AN INNOVATIVE CULTURE
8. We then have clear indications that the need for adaptability is huge, with markets getting disrupted in numerous areas (retail is one, taxi's, cars, food, drink there are many) and the need for companies to innovate quickly, systemically and therefore create and test new products with efficient market feedback systems is NOW business critical.
THE COST OF FAILURE IF YOU DON'T CHANGE FASTER THAN YOUR MARKETPLACE
9. The cost of inaction is high, with the average life of a S&P 500 previous being 81 years 25 years ago, now shortened to just 16 years, today. Which means fixing the agility, efficient communication, teamwork and collaboration of often dispersed teams is now critical.
So what's the answer? It starts to point to a clear set of linked initiatives.
REMEMBER JACK WELCH'S QUOTE AND THAT THERE ARE WINDS OF CHANGING HELPING YOU MOVE TO 5D COMMUNICATION TOOLS
10. So if the answer to these last questions is no or not yet for the 9 areas above, then we need to adapt fast to survive. As Jack Welch once said “if the speed of change outside the company is fast than that within it then there is trouble ahead”
The good news is the winds of change are blowing from behind enabling solutions to fix the communication challenges and using these tailwinds helps.
However to reach True Collaboration and the land of better business decisions, made faster, together as a team, we need to look carefully at the dependencies to get there.