COLLABORATION in 2002, [Part I] Crouching
Power Hidden Vision
By Peter J. Ozolin
Title: CKO, Paul Hastings
503.789.0697
“In a global Society, in which timely information is the most important
commodity, collaboration is not simply desirable, it is inevitable”
Source: The Secrets of Creative Collaboration, by Warren Bennis.
Agenda
Collaboration -- Past to Present.
What are the most immediate, pressing problems that collaboration tools will solve?
What are the challenges to adoption?
Where is collaboration going (one persons opinion)
Collaboration options, where are they today?
Phone, FaxPhone, FaxFedExFedEx
Email, Portals, Email, Portals, Extranets, IMExtranets, IM
What have we learned?
Collaborative systems, must solve real problems. Which problems are most pressing?
1. Email management
2. Knowledge management – portals/extranets
3. Process inefficiencies – portals/extranets
REAL PROBLEM # 1: E-Mail is a collaborative tool….
Email Today Collaboration Tools
One-to-one Many-to-many
Static Real-time
Multi-thread Single Email
Inflexible Easily customized
File attachments Links to files – as they relate to the email
Archive --- Integrated archive capability
Why email must embrace collaboration: technology in action…
Task Today CollaborationScheduling/ Correspondence
Multiple emails/Voicemails, where is it?
Single email
Conform to majority
Conflict Checking
Manual distribution/
Process invisible
Hierarchical single email
Accountable, ordered flow
Easy status check
Document exchange and production
Multiple emails/voicemails/
hallways
Single email
Accountability
Sharing
Centralization
REAL PROBLEM # 2: Knowledge Management
KM is 2/3 change management AND 1/3 information management
Peter Senge, “Dance with Change”
KM address issues concerning:1. Training2. Use of work product3. Resource Management4. Most accurate DATA
Why we need knowledge management now..
• Marketplaces are increasingly competitive and the rate of innovation is rising.
• Most of our (attorneys) work is information based.
• Competitive pressures reduce the size of work force that holds valuable business knowledge.
• Organizations compete on the basis of knowledge.
• The need for life-long learning is inescapable.
NOT a Paradigm shift, but acceptance that nature of business itself has changed in three very important ways:.
1. For the past 25 years, most IT shops have focused on back office systems. They have been managing tangible assets such as bricks and mortar, inventory, etc. Where we are headed is managing intangible assets, concepts and ideas using intranet based systems that are competency based.
2. The knowledge worker is completely immersed in a computing environment. This new reality dramatically alters the methods by which we must manage, learn, represent knowledge, interact, solve problems and act.
3. Information overload. Technology help with delivery, but not solve the problem.
REAL PROBLEM # 3: Process Management – Portals/Extranets
Improve use of resources
Leverage firm “know how” to become more efficient
Track performance
Standardize what can be standardized
Example of Process Management…..
Challenges Facing Law Firm adoption of collaborative tools
CIOS, CKOs, IT managers need to become “change
managers.”
Enhance client services through effective use of resources
while keeping down costs
CREDIBILITY --- Attorneys need to find you and your staff
credible. If they do not, no progress. Hire people that can
build report with attorneys AND clients
Business strategies related to Knowledge Management & Collaboration
Change Management
Best Practices
Risk Management
Benchmarking
Summary…
Managing knowledge and collaborating represents a primary opportunity for achieving savings, significant improvements in human performance, and competitive advantage.