- Interactive Version of The Use and Misuse of Collaborative Technologies Guide
14 Sep 06 | Presentation
A Distillation of Best Practices, Good Form and Correct Behaviour for Corporate Well-Being
Download this Presentation (Powerpoint) - Global Business Collaboration: Where Culture, Technology, and Innovation Meet
11 May 09 | Single Topic Reports
The Who, How and Where of business collaboration are changing. Much of the literature of collaboration has concentrated on the dynamics within a single organization, typically within a single geography. Today, the work of large enterprises increasingly involves many organizations, often scattered across the globe. The LEF and others have long noted how vertical integration is giving way to a horizontal, networked business model in which firms specialize in their ‘core’ areas and collaborate with other specialists for non-core functions.
Over time, social networking software will contribute to improve collaboration, but the IT team must learn to collaborate as well. Increasingly, business value will be created by people with double deep skills – that is, skilled in both their business role and in the relevant IT. The most important thing IT can do for these new tech-smart employees is to help them move forward.
This report will appeal not only to CIOs but also anyone interested in business transformation from senior HR professionals to business leaders. It will help you develop a greater awareness of business collaboration and in creating improved ways of working.
View video - introduction to Global Business Collaboration
Further information
If you would like to understand this topic further and its implications for your organization, contact your Account Representative.
- Use & Misuse of Collaborative Technologies
15 Mar 07 | Presentation
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MS Powerpoint (0.88Mb)
This Management Update aims to give an overview of recent research the Leading Edge Forum has conducted.
See event: Leading Edge Forum Overview (15 March 2007) - Leading Edge Forum Journal: December 2006 - The human side of corporate IT
14 Dec 06 | Journals
Download this Journal
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This edition of our Research Journal focuses on the human side of corporate IT – on managing roles, responsibilities, relationships and communications in an environment of ever more sourcing, partnering and collaboration.
We start at the top, with the CIO. The role of the corporate CIO continues to change steadily, and we see the focus shifting to include participation in the strategic direction of the company alongside the delivery of IT services to the business. Brinley Platts and Gordon Watt are leading our research into Expanding the CIO Mandate, and their article suggests some of the ways in which CIOs can extend the range of their strategic responsibilities and raise the level of their contribution to the business. This goal is supported by the following two articles, by Tudor Rees and then Kirt Mead, which provide practical advice on how to think and talk strategically about business and IT.
As IT becomes increasingly central to the mission of most organizations, the possibility that there may not be enough competent people to provide all the services we need makes waves far beyond the IT community. My own article argues that, while we should never be complacent, the IT skills ‘shortage’ is not quite what it seems, because so much is changing – in technology, in business practices, and as a result of globalization. To illustrate how such changes are accommodated, Doug Neal introduces the second edition of our highly successful collaboration guidebook, arguing that a little bit of up-front thinking and planning can help us get more value from the ever-expanding range of communication tools now in use; and Laurence Lock Lee and Cai Kjaer show how the use of Organizational Network Analysis tools can help identify the hidden relationships that drive the real work of most organizations, so that talent can be more effectively identified, nourished and leveraged.
Finally, Richard Sykes shows how the IT profession itself is changing, becoming more specialized and ‘professional’. While Richard writes principally of initiatives in the UK, similar moves are afoot worldwide.
David Moschella
Editor and Global Research Director
dmoschella@csc.com
- The Use & Misuse of Collaborative Technologies
31 May 06 | Presentation
The increasing demand for innovation is fuelling investment in collaborative technologies, both for use within the firm and in support of work with partners and customers. However, these investments are frequently not accompanied by any training in how to think about, select, or employ collaborative technologies. At best, training typically consists of how to operate the technology, without any regard for fitness for purpose or the reaction of other participants. The consequence of this is typically a poor return on investment and missed opportunities for collaboration.
Doug Neal discusses how firms can move to making conscious and effective choices in their use of collaborative technologies, and how the effectiveness of a collaborative technology can be enhanced by explicitly taking other participants into account.
See event: The Use & Misuse of Collaborative Technologies - Use and Misuse of Collaborative Technologies
31 May 06 | Podcast
See event: Use and Misuse of Collaborative Technologies (31 May 2006) - Use & Misuse of Collaborative Technologies
2 Mar 99 | Single Topic Reports
This handbook summaries our findings from research into 'Making Use of Collaborative Technologies'.
We provide the IS manager's quick guide to calendaring, email, shared filing spaces, discussion spaces, audio conferencing and video conferencing.
- Making Use of Collaborative Technologies
1 Jan 99 | Single Topic Reports
To maximise the value delivered by collaborative technologies, it´s important pick the right tool for the job.
To assist this choice, this report provide a framework that distinguishes between the four types of collaborative activity - co-development, coordination, co-decision and commitment.
Our findings reveal five ways in which technologies can aid collaboration through wider participation, improved discipline, increased efficiency, better use of information and enhanced social dynamics.
The report also describe the issues to be resolved in deploying six of the most popular collaborative technologies.