This action might not be possible to undo. Are you sure you want to continue?
A Knowledge-Driven Consulting® White Paper © 2011 Hitachi Consulting Corporation
A Knowledge-Driven Consulting® White Paper © 2011 Hitachi Consulting Corporation
.................Contents Cracking the ROI Code for Collaboration.................8 Not Collaborating May Mean Not Competing.........................................................................................................3 Collaboration Technology......5 Current & Future Organizational Collaboration Needs.........5 Current State of Collaborative Maturity........................................9 About Hitachi Consulting Corporation............................9 About Hitachi...............................................................................9 2 ...........................................................................................6 Functional Collaboration Needs.......................................................................................................................6 Collaboration in Secure Areas..................................................................................................................
Effective collaboration helps to not only share knowledge. By providing technology support for people to form a larger or Figure 1. In February 2010. companies encourage collaboration in the workplace to help refine ideas and foster progress. Of those surveyed. more than 80% of the executives believed that enterprise-wide collaboration is the key to success. but to develop communities that tie workers to their employers. an independent market research firm. We define “collaboration” as the act of assembling people and information in order to leverage and connect enterprise knowledge that is otherwise isolated (see Figure 1. Implementing and maintaining an effective collaboration capability is now a fundamental cost of doing business. In the modern corporate environment. having a collaborative capability should be seen as essential as providing word processors to workers. or chairs for workers to sit in. “Should we implement a collaboration capability?” but “What form should our collaboration capability take?” To not implement a collaboration solution leaves companies in highly technical. the question is not. These tools are fast becoming a critical piece of any competitive company’s core technical infrastructure and gaining a reputation for being critical to a company’s success.1 different picture.Cracking the ROI Code for Collaboration Today’s reality calls for a new way of viewing collaboration tools. with their refined processes and knowledge-driven nature of work can benefit immensely from collaborative tools. Such evolved industries. IT decision-makers and business unit leaders on their views about collaboration. contested industries – such as aerospace and defense (A&D) – with a notable disadvantage when compared to their competitors. we will also illustrate why a Return on Investment (ROI) is a core driver of collaboration tools. we will discuss how to evaluate collaboration tools from technical and functional perspectives. In this paper. adding a barrier to exit for highly skilled workers. and how to meet the collaboration challenges posed by classified environments.1). 30% of respondents felt that communication and collaboration 3 . You can choose from a variety of collaboration tools – just like with various email clients or payroll software providers – but it’s important to select one. conducted a survey of 538 C-level executives. Kelton Research. as it is an essential piece of success. Along the way. Therefore.
companies frequently struggle with the ROI issue. Organizations see that collaboration tools show potential. 4 . which encompasses the specific tasks enabled by these tools. Proving it is a difficult effort to undertake. Finally.2) to take into consideration in order to properly frame the conversation when it comes to collaboration in the workplace. by their very nature.2 characterized by “soft” areas where a significant amount of expert judgment is used. dedicating resources to an effort which could largely be ignored in the first place. most collaboration tools make calculating ROI benefits problematic. The gains associated with the tools are typically Figure 2. To narrow down the list of possible collaborative tools. it is important to look at each technology in its relevant context. It is very difficult to prove the cost savings as the result of implementing a collaboration tool suite. There are three main factors (see Figure 2. and 75% of companies planned to increase their use of collaboration over the next year. When adopting collaboration tools. one must look closely at the security requirements where the collaboration would take place. there is the functional aspect of collaboration. ranging from the basic messaging tools to more sophisticated configurations such as Microsoft SharePoint. The first is the technology that enables collaboration. and forces us to examine the deployment capability of the organization to ensure that the technology will be properly adopted and utilized. Because there are numerous options in the collaborative technology field. but don’t know how to determine whether these tools are right for them.made it easier to work with others over the past five years.
Collaboration Technology On some level. organizations have been making moves to invest in collaboration. but the tools are in-place and in-use. an organization running at Web 1.0 within five years has Derived from “Web 2. Current State of Collaborative Maturity A good way to begin this process is to first determine where you stand as an organization in terms of your IT collaborative maturity (see Figure 3.0 capabilities. For example.thecontenteconomy. Armed with this knowledge. The first involves assessing your current state within the spectrum of the various stages of collaboration.0 At Work . To evaluate your organization’s collaborative capability.0 company. However.0 that expects to move to Web 2.com) Figure 3. a Web 1. There may not have been a deliberate collaboration strategy. you may take a two step approach. The second requires looking more closely at what your specific organizational needs are from an IT tools perspective while also factoring in your current operating model and the nature of the collaborative culture that exists within your organization today.0 company will typically have a very different suite of tools than an organization that has embraced Web 2. For example.3). your email or instant messaging systems are part of your collaboration technology landscape. it is safe to conclude that you have probably already invested in collaboration.3 different needs than an organization that does not expect to upgrade its overall capabilities. robust Web 2.0-capable collaboration solution may not be the solution for a Web 1. You can review ROI as a way to help design the collaborative roadmap or overall strategy for your company and shift the review focus from evaluating ROI to assessing your organization’s collaboration potential. and it is important to recognize that a sophisticated.Simple And Social Collaboration Between Coworkers” Henrik Gustaffson/Oscar Berg (www. Along with looking for a solution that effectively leverages its current 5 .
X tools first before making a significant investment or building custom internal collaboration capabilities. there is no “one-size-fits-all” that every organization should embrace. This is where the desire to use ROI to drive the changes (or not drive them) can be at its strongest. and how to provide the functionality within classified environments should drive the answer to this point. both technically and culturally? Though collaboration tool suites have many common features. Instead of using ROI as an excuse to say no. it is important to select tools which fit within the current IT landscape and which are compatible with the current processes. they might limit people • What is the five-year (or longer) plan for the organization’s collaboration capability. In these environments information needs to be segregated and only allowed to intermingle once certain criteria are met. The ongoing security restrictions these areas face mean that classified programs are usually the farthest behind the technology curve. For example. a variety of solutions exist to fill the varying needs of different users. Most classified programs are highly conservative regarding process or technical changes. For an organization to reap the benefits – soft or hard – from the investments it is making. Of course. when looking to improve secure collaboration capabilities. Like email clients or database back ends. An added benefit to tracking and plotting where an organization is in terms of its IT collaborative maturity. Additionally you will need a clear plan for future capabilities that includes how and to what extent collaboration tools might be used. there are several restrictions that must be considered. Role-based security features can be a key subcomponent for those organizations looks for classified capability. Considerations such as whether to allow external access to internal discussion boards. However. a company moving to Web 2. When reviewing desired features it may become apparent that some current systems do not fit with the company’s desired direction. if the majority of employees who contribute to the core competencies of a particular business only use email and instant messaging (even though there are areas of the company who use podcasts and blogs). and how close is the organization to being able to implement them. With any large-scale technology upgrade. This will provide a foundation for deciding the types of technology investments your enterprise is willing to make in the name of collaboration. In order to prevent technology and change overload. and using hardto-prove ROI as a way of saying ‘no’ to collaboration is an easy way to maintain that conservative stance. However. and how can the initial implementation be structured to support the longterm plan? Having a plan is key – laying down a specific strategy for long-term collaboration capabilities makes it 6 . for example. For example. the operating model once these investments are stood up. they also face the challenge of integrating classified areas into the collaboration landscape. • What features are desired.0 should be targeting a collaboration tool that can expand to accommodate planned growth. Collaboration in Secure Areas Large A&D companies. the actual need for each feature differs from organization to organization.0. closed areas often have the most to gain from collaboration tools (and probably already use tools in some manner. how long to maintain archived comments and media. is that it may provide insight as to why previous investments didn’t yield the expected benefits. This eases the transition for employees and can help promote organic growth of the solution while reducing the amount of investment required. are well-positioned to benefit from collaboration tools.and long-term. Organizations need to be prepared to work creatively to balance existing tools and investments with the desired long-term direction of the collaboration suite. albeit in a restricted capacity as compared to their open-area peers). An important rule when conducting a collaboration tool assessment is: if it’s not being used. Current & Future Organizational Collaboration Needs The key to building a stable and valuable collaborative infrastructure begins with a thorough understanding of your current capabilities. companies should look at collaboration tools as a way to better leverage the resources that they have in closed areas. we recommend that such companies look into migrating to Web 1.technology stack. it doesn’t count. The following considerations could assist in your technology selection: • What collaboration tools are already in-use? This can range from simple instant messaging (IM) clients to internal blogs to multi-user document sharing tools – the important take-away is to leverage as many existing tools as possible in support of the overall collaboration implementation. then the company as a whole is still living in Web 1. Taking unused or seldom used tools and applications into consideration skews the reality of the business’s current collaborative landscape. and the plan for how the company will evolve mid. due to their geographic coverage and large employee bases.
protection standards. this is a balancing act. project and organization. The technology or portfolio of technologies deployed to support collaboration should enable the ability to segregate information based on a criteria set (role. Experience and monitoring will guide your team to a meaningful setting for your business. there needs to be an ability to audit the security events associated with the system. The collaboration capabilities you choose will have to be flexible enough to recognize these cases among others. storing too little means that there is very little useful information to do any sort of analysis. among others). Whatever collaboration tools you choose. If your firm is engaged in classified work the following areas represent functional requirements for the tools you select. the capabilities to address security restrictions must be built in – if you don’t have them. • Auditing: As important as the security hardening of a collaboration portfolio is. • Location Security: Ideally the selected solution would provide secure access from a variety of geographic locations. 7 . A typical Aerospace and Defense implementation would start with fairly significant amounts of recording to establish a baseline of performance and have periodic reviews to reach a “happy medium”. This is particularly effective for team members with expertise in use by multiple teams. To further complicate matters. national security implications. in addition to being able to assess intrusion attempts or guide an incident response.S.S. you may be in violation of federal law. In contrast. your firm. financial penalties. Citizen working for a foreign firm or a true foreign national working for a U. bad publicity.on Project XYZ to see the information and be a part of the discussion for Project XYZ. Security is always a balance between protection and user accessibility. clearance level. too lax and protection is only an illusion. At its core. If the security protocols are too onerous. users will abandon the system. and they define who these “foreign nationals” are. these regulations define a class of information that is controlled and not to be exposed to “foreign nationals” without permission. Again. Today’s projects increasingly involve geographically diverse teams in order to gain access to much-needed expertise without the expense of relocating those team members. • Export Compliance: Government regulations regarding Export Compliance can be complex and confusing even to experts. and loss of customer confidence only being a short list of outcomes. a “foreign national” may be a U. and storage of classified information. The information categorized as Export Controlled typically requires some judgment and the risks for being anything other than conservative are very high. To do an audit well requires the ability to store the security logs for a reasonable period of time. Recording minute events slows performance of the systems and creates an enormous storage problem. Violation of these laws results in consequences felt at multiple levels of the business – being barred from new pursuits. are also used to fine tune the system. These audit capabilities. • Classified Information: Strict guidelines and laws exist around access.
your company has most likely already invested in collaboration functionality. As with the technical assessment above. This means that you’ve already invested in collaborative capabilities. screen sharing. but as you expand your capabilities. However. if you operate in a conservative culture that is slow to adapt to changes more incremental steps may be required before you can achieve the desired level of collaboration. This will help you determine the appropriate functionality for your organization. strategic decision around how to grow the functionality that your company needs. This is a radical improvement over the older ad-hoc method of isolated upgrades. Looking at these tools from a collaboration perspective allows you to make an informed. If your employees typically embrace new tools and technology. instant messaging – all fall under the collaboration umbrella. A number of the basic functions required to support remote resources – conference/video calls. you need to examine your corporate culture and how your employees typically adopt new technologies. what functionality is right for you? In assessing the functionality your company needs. so once again the ROI question is not whether the investment makes sense. a robust collaboration suite may be the right choice.Functional Collaboration Needs Now that you’ve learned about the technical pieces of collaboration it’s time to talk about the functional landscape of collaboration tools and how ROI plays into this. and can provide a distinct competitive advantage when compared to companies that do not embrace collaboration as a specific strategic 8 .
No company has to embrace collaboration. and to develop and implement practical business strategies and technology solutions. security. people. well defined collaboration capability improvement is certainly high on the list. our consultants are committed to helping clients quickly realize measurable business value and achieve sustainable ROI. process and technology. We offer a client-focused. is a leading global electronics company with approximately 360. But.000 employees 9 . About Hitachi Hitachi. Guiding your organization to realize its collaborative potential can be done effectively by conducting the appropriate technological and functional assessments in order to build a roadmap that is truly reflective of the current landscape and your future growth strategy.area. Ltd. For more information. Ltd.com. From business strategy development through application deployment.664. Technology progression. Japan.877. but those that do can experience notable improvements in their ability to drive innovation and disseminate expert knowledge.. and functional needs all play their part in determining your collaboration capability roadmap. About Hitachi Consulting Corporation As Hitachi. you are positioning your organization to stay relevant and competitive. headquartered in Tokyo. By continually seeking to refine that initial investment and laying the groundwork to ensure future growth and adoption. Look beyond ROI to the competitive landscape and your internal collaboration capability maturity for your key investment criteria. Hitachi Consulting is a recognized leader in delivering proven business and IT strategies and solutions to Global 2000 companies across many industries. collaborative approach and transfer knowledge throughout each engagement. Europe and Asia. Not Collaborating May Mean Not Competing As you make the strategic investment decisions to gain an advantage in today’s competitive environment. that investment has already been made through past decisions (such as implementing email) and needs to viewed as improvements instead of a “Go / No-Go”. an effective. we work with companies to understand their unique business needs. (NYSE: HIT / TSE: 6501). with operations in the United States. With a balanced view of strategy.hitachiconsulting. Hitachi Consulting's client base includes 25 percent of the Global 100 as well as many leading mid-market companies.0010 or visit www.'s (NYSE: HIT) global consulting company. call 1.
and social and urban systems. power systems. 2010) consolidated revenues totaled 8. as well as the sophisticated materials and key devices that support them.hitachi.com. Hitachi will focus more than ever on the Social Innovation Business. which includes information and telecommunication systems.968 billion yen ($96. (2010). “Building the Market Responsive Company. © 2011 Hitachi Consulting Corporation. 10 .” is a registered service mark of Hitachi Consulting Corporation. For more information on Hitachi. References Kelton Research. Global Survey of Collaboration in the Enterprise. environmental.worldwide. industrial and transportation systems.4 billion). All rights reserved. Fiscal 2009 (ended March 31. please visit the company's website at www.