Problem: A large partnership had dozens of uncoordinated and redundant knowledge and information management projects.
How could they get these projects under control?
A Collaboration EcoSystem Plan
began with an inventory of all
knowledge and collaboration projects -
unearthing some that had remained
hidden for years. The CEP proposed
to senior management a collaboration
and knowledge management strategy
including governance, job descriptions
of key personnel and timeline of
initiatives, paving the way for a
Problem: The professional services arm of a multinational software firm was growing quickly and threw new hires into client work with minimal training, resulting in embarrassing client site failures and plummeting employee morale.
How could they make sure that every consultant had the tools and knowledge to perform exceptionally?
A Collaboration EcoSystem Plan produced an
inventory of existing training and resources
and identified others that needed to be
developed. The result was a fifteen module
self-driven induction program for new hires,
decreasing ‘time to billability’, and increasing
quality and new hire productivity.
Problem: Vendor selection for the document management system of a large global partnership became mired in politics, favoritism and dubious technology claims.
How to make sure that the selected product really met the needs of the firm?
A Collaboration EcoSystem Plan defined user
requirements, technical architecture constraints
and vendor selection criteria with an objective
scoring matrix resulting in a globally integrated
content management system serving as a
central, searchable knowledgebase.
Problem: One partner at a small partnership proposed an expensive technology solution to address the lack of collaboration at the firm.
Would the technology really solve the problem?
Following a Collaboration EcoSystem Plan,
the partners decided that the lack of
collaboration was endemic to the structure
and culture of the firm and not likely to be
solved with technology. They elected to
defer implementation of the collaboration
initiative because of a lack of consensus
over needs, technology, and cost allocation,
saving hundreds of thousands of dollars in
direct and indirect costs. They instead
began a series of low-cost behavioral
changes to increase the level of collaboration.
Copyright 2009-2016, Douglas Kalish. All rights reserved.