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Inside the Collaboration Crystal Ball: Four New Year’s Resolutions to Speed Up Your Organization

January 24, 2013 at 6:21 am PST

Organizations of all types enter 2013 with one key priority:  how do they move faster and execute with greater agility while still remaining flexible and adaptable to the rapid changes in markets?

CEOs around the world are looking to collaboration as their top strategy to increase the speed of their organizations. Why?  Because collaboration eliminates the friction that slows organizations down — whether that friction comes from people or processes.

The amount of friction in your organization is directly proportional to your ability to speed up your team.  Friction is sometimes purposeful, such as passive-aggressive behavior.  Other times friction comes from processes that create decisions without any clarity or a clear definition of success.

Here are four New Year’s resolutions for all leaders to Read More »

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Broadband Ranking: Why it is Subjective

Howard Baldwin - Photograph

By Howard Baldwin, Contributing Columnist

The place with the best broadband ecosystem is not Silicon Valley or Route 128, the mainstays of technology companies in the United States. But that’s not surprising, given the popularity of e-commerce and cloud computing – it’s Washington State, home of Microsoft and Amazon.

That’s the determination of the TechNet 2012 State Broadband Index, which ranked all 50 states on various facets of their ICT-related infrastructure.

Read More »

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Improve Decision-Making: Collaborate to Execute

January 16, 2013 at 6:00 pm PST

This is the last of a four-part series. The previous posts introduced decision-driven collaborationengagement, and evaluation.

Evolving your organization’s ideas around collaboration is an important element of connecting people and empowering them to work together to make better, more-informed decisions. Cisco IBSG calls this “Decision-Driven Collaboration” and outlines within it three core elements that build upon one another in decision making:

  • Collaborate to Engage: Identify key contributors, solicit input, share ideas.
  • Collaborate to EvaluateShape the matter to be decided, consider viable alternatives.
  • Collaborate to Execute: Make a clear decision, align relevant parties, put it into practice.

Execution is more effective when the context, rationale, success factors, expectations, dependencies, and so forth are transparent to those affected. As the IBSG report outlines, this level of transparency requires that leaders: Read More »

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Improve Decision-Making: Collaborate to Evaluate

January 15, 2013 at 7:30 am PST

This is the third of a four-part series. Parts 1 and 2 introduced decision-driven collaboration and engagement. The final post will explore the execution element.

Good strategic decision-making rarely involves the flipping of coins or rolling of dice, although such techniques can come in handy when the outcome defines nothing more than your dinner menu. Business decisions of larger impact require a process that incorporates deeper consideration and more detailed information. Cisco IBSG calls this “Decision-Driven Collaboration,” and emphasizes the need to improve decision-making by improving collaboration, connecting people and empowering them to work together more effectively. This incorporates three core elements that build upon one another: Read More »

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Improve Decision-Making: Collaborate to Engage

January 10, 2013 at 5:26 am PST

This is the second of a four-part series. Part I introduced decision-driven collaboration. Upcoming posts will explore evaluation and execution.

Better decisions don’t necessarily come from the existence of better information. The information is usually somewhere in the organization, but there’s no benefit to the decision-making process unless people actually use it. Executives often don’t take full advantage of all the specialized knowledge that employees can contribute. Maybe they don’t know the information is there. Maybe they know it must be somewhere, but don’t know how to get it. Or, well, maybe they’re just not looking for it in the first place.

Improving the decision-making process comes as a result of evolving ideas around collaboration and by connecting people and empowering them to work together. Cisco IBSG calls this “Decision-Driven Collaboration” and outlines three core elements that build upon one another in the decision process:

  • Collaborate to Engage: Identify key contributors, solicit input, share ideas.
  • Collaborate to Evaluate: Shape the matter to be decided, consider viable alternatives.
  • Collaborate to Execute: Make a clear decision, align relevant parties, put it into practice.

Although the executives in an IBSG survey rated their own decision-making ability highly, the managers and individual contributors were (surprise!) not nearly as confident in the decisions handed to them to execute. Making critical strategic decisions without engaging the right people and information in your organization should be a candidate for a new definition of risk in the next edition of the dictionary, followed closely by leaping out of an airplane minus a parachute.

Just ask Borders. Borders missed the online retailing boat in a big way. How big? Read More »

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