Close team spaces when projects end.

Establishing team spaces for projects can be one of the most productive uses of collaboration tools. Projects have a lot of information to share between…

Close team spaces when projects end.

Establishing team spaces for projects can be one of the most productive uses of collaboration tools, but they must be closed when the projects end.

Making collaboration work.

I was co-facilitating the Intranet Leadership Forum workshop in Melbourne today, and we started the day with a discussion around collaboration. We covered a variety…

Collaboration is about people.

A number of articles have recently been published on collaboration. Focusing on collaboration tools, these articles have explored when they work, the challenges involved and how to avoid these problems in practice. In many ways, these articles have taken for granted the central aspect of collaboration: the people involved. This article will explore the human face of collaboration, touching upon a range of enterprise considerations. Collaboration can't be forced It make no sense to roll out collaboration tools to the whole organisation. Collaboration takes place between people, and can't be forced or created through the use of technology. While it

Start by ‘gardening’ collaboration.

Collaboration tools have been used in organisations for a long time now, and the new generation of tools is spreading at an incredible rate. Tools are being deployed in parallel across many different business units, irrespective of any organisation-wide strategy or support. A planned approach must therefore be taken to the management of collaboration tools within organisations. While it is left to a future article to outline a full strategic roadmap, the first step is to put in place a model of 'gardening'. This must be done now, before the 'horse has bolted'. Any delay will leave much cleanup to

Successful collaboration requires support.

Successful organisation-wide collaboration does not happen by chance. While the uptake of collaboration tools can be very rapid, some areas will use the tools well, while others will struggle (or fail). Rolling out collaboration tools is not without its risks. As outlined in the earlier briefing Collaboration tools are anti knowledge sharing?, the fragmentation of information can be greatly increased when the number of individual spaces grows. Organisations must, however, support collaboration (and collaboration tools) as the need for these is great. This briefing outlines some practical steps that all organisations should take to help business areas and staff make

Establish a portfolio of collaboration tools.

There is no one-size-fits-all solution for collaboration needs within an organisation. Individual teams and business areas will have very different behaviours and requirements, and this must be reflected in the collaboration tools that are put in place. To fully meet an organisation's collaboration needs, a 'portfolio' approach should be taken. This involves providing a range of supported tools, and allowing each area to pick the functionality that they require. This briefing explores the portfolio approach, and provides guidance on making it work in practice. Different needs There are many different situations within any organisation that fall under the heading of