The rapidly changing environment is changing the way that the public sector is expected to deliver services. How can organisations do more when they are expected to do more with less? The key could be through better utilisation of our most important resource – our people. And the way to deliver better outcomes is through the relationship of people and technology. International Collaboration specialist Michael Sampson, was a special guest of Amcom as he shared insights into his work with global organisation on how to unlock business value from the marriage between technology and people.

1. Collabora'on
in
Government
with
Michael
Sampson

2. Michael
Pivot
Theme
Market
Independent
Collabora'on
Strategist
End-­‐user
organisa'ons
(not
vendors)
Making
Collabora'on
Work
Culture
Strategy
Adop'on
Industry
Analyst
Author
Workshop
Leader
Work
with
clients
around
the
world

3. Opportuni'es
Collabora'on
in
government
today
Strategy
Developing
a
collabora'on
strategy
Adop'on
Approaching
adop'on
for
collabora'on

4. Opportuni'es
Collabora'on
in
government
today

5. Defining
“collabora'on”
Doing
stuff
together
Ethos,
Strategy,
Ac'on,
Behaviour
Non-­‐
hierarchical
way
of
coopera'ng
Cross-­‐silo
Cross-­‐agency
Generic
term,
Mul'plicity
of
forms
A
way
of
improving
sans
compe''on
1

6. 2
The
classic
private
sector
reasons
equally
apply
to
the
public
sector
Gaining
access
to
exper'se
Addressing
difficult
problems
Held
by
people
in
a
network
of
connec'ons
Create
willingness
through
par'cipa'on
“Having
a
say”
increases
likelihood
to
par'cipate

7. Wider
Interna'onal
Trends
in
Government
Open
government,
transparency
Engaged
ci'zens
Open
Data
Demand
for
improved
services
Service
delivery
innova'ons
Fiscal
austerity
and
cost
cuXng
3

9. Governments
are
responding
to
these
trends
By
becoming
smarter
BeZer
access
to
informa'on
(New
Zealand
Police)
Faster
access
to
experts
(Tampa
General
Hospital)
By
leveraging
intelligence
Interac've
geospa'al
maps
(Landgate)
Improving
decision
quality
by
managing
grants
(arts)
By
embracing
the
constraints
New
ways
of
mee'ng
together
(County
of
San
Diego)
New
ways
of
learning
together
(development
banks)
4

10. Aligning
with
trends
can
be
overrated
Constrains
thinking
Emphasis
on
risk
avoidance
Can
miss
current
opportuni'es
“No
one
else
is
doing
it.”
5

11. Opportuni'es
Collabora'on
in
government
today
Collabora'on
is
an
emerging
discipline
for
public
and
private
sector
organisa'ons
Many
opportuni'es
to
collaborate
(across
many
different
levels)

12. Opportuni'es
Strategy
Collabora'on
in
government
today
Developing
a
collabora'on
strategy

13. something
wanted
strategy

14. (principle)
drive
from
intent

16. R
O
A
D
M
A
P

17. R
O
A
D
M
A
P
Outline
the
Vision
Process
Efficiency
(Travel)
Process
Effec'veness
(Mee'ngs)
Organisa'onal
Effec'veness
(Duplica'on)
Encourage
Innova'on
(Staffing)
Improving
Communica'on
(Project
Status)

18. 1
Which
of
your
current
work
ac'vi'es
need
to
be
improved?
How
we
hold
mee'ngs
Save
millions
(or
lots)
How
we
work
on
documents
together
Reduce
'me-­‐to-­‐
write
by
up
to
50%
How
we
share
informa'on
Get
out
of
email
jail

19. 2
What
external
changes
challenge
what
you
are
doing
today?
Widespread
adop'on
of
mobile
devices
Extending
work
capabili'es
to
new
devices
Recent
Auditor
General’s
WA
report
Nega've
IT
narra've
in
Australian
government
Need
to
deliver
a
stream
of
successes
Ac3on
Point
Get
your
IT
house
in
order
Ques3on
Opportunity
for
collabora'on

20. 3
How
does
the
wider
opera'ng
environment
enable
or
constrain?
Fiscal
austerity,
Financial
challenges
Embrace
of
cloud
services
in
Australia
Emerging
field;
various
opportuni'es
and
risks
Failure
of
Shared
Services
in
Australia
CenITex
Businesslink
CITEX
Difficult
'me
to
make
a
case
for
Shared
Services

21. Strategic
Issues
No
single
agency
has
the
knowledge
or
resources
to
deal
with
on
their
own
Na'onal
Projects
One-­‐off
events
of
significant
na'onal
interest
e.g.,
hos'ng
the
F1
Grand
Prix
Self-­‐Driven,
Inter-­‐organisa'on,
and
Peer
ini'a've
Sharing
resources,
pursuing
mutually
beneficial
projects,
or
resolving
common
problems
Programmes
sponsored
by
Central
Agencies
and
Ministries
To
focus
or
steer
agencies
towards
specific
public
sector
priori'es
Human
resources
programmes
for
networking
Communica'ng
common
values,
promo'ng
an
exchange
of
perspec'ves,
networking
with
peers
Technological
plahorms
for
opera'onal
efficiency
Common
ICT
infrastructure
and
applica'ons
to
improve
produc'vity

22. Strategic
Issues
Na'onal
Projects
Programmes
sponsored
by
Central
Agencies
and
Ministries
Self-­‐Driven,
Inter-­‐organisa'on,
and
Peer
ini'a've
Technological
plahorms
for
opera'onal
efficiency
Human
resources
programmes
for
networking
No
single
agency
has
the
knowledge
or
resources
to
deal
with
on
their
own
Major
Policy-­‐Driven,
Top-­‐Down
Collabora've
Relies
on
Collabora've
Competence
in
One-­‐off
events
of
significant
na'onal
interest
e.Collaborag.,
hos'ng
'on
the
F1
Grand
Prix
Efforts
To
focus
or
steer
agencies
towards
specific
public
sector
priori'es
Place
Sharing
resources,
pursuing
mutually
beneficial
projects,
or
resolving
common
problems
Creates
Connec'ons
between
People
Common
Local
ICT
infrastructure
and
applica'ons
to
improve
produc'vity
Collabora'on
Builds
Competence
in
Collabora've
Behaviours
Communica'ng
common
values,
promo'ng
an
exchange
of
perspec'ves,
networking
with
peers

23. What
is
possible
now
that
you
could
have
never
done
before?
Re-­‐Imagining
Effec've
Work
Predic've
crime
analy'cs
Vehicle
Registra'on
Disc
in
the
UK
New
4
technology
to
change
organisa'on
design
Cisco
Sales
Specialists
Video
from
First
Responders
for
Data
Insight

24. (principle)
quick
wins
prove
competence

25. 1
Current
processes
with
highly
visible
costs
Travel
for
mee'ngs
Video
Mee'ngs,
Online
Mee'ngs
Distribu'ng
documents
by
email
for
input
and
review
Real-­‐'me
document
co-­‐authoring

26. 2
Current
processes
that
require
people
to
work
with
many
IT
systems
“Cut-­‐and-­‐
paste”
between
systems
Manual
processes
(inefficient)
Hard
for
frontline
staff
to
get
a
complete
view
Decisions
are
sub-­‐op'mal

27. Current
processes
with
high
error
rates
or
visible
pain
points
Staff
spend
too
much
'me
searching
for
informa'on
Decisions
are
delayed
in
order
to
wait
for
monthly
mee'ng
3

28. They
are
pursued
since
they
are
quick,
not
valuable
They
don’t
address
the
core
problems
4
They
deal
with
surface
or
cosme'c
issues
Quick
wins
can
be
overrated
(speed
vs.
effec'veness)
Staff
become
cynical
and
disengaged

29. Strategy
Developing
a
collabora'on
strategy
Intent
and
strategy
work
together
There
are
specific
ac'vi'es
you
should
be
pursuing
now

30. Opportuni'es
Strategy
Adop'on
Collabora'on
in
government
today
Approaching
adop'on
for
collabora'on
Developing
a
collabora'on
strategy

31. R
O
A
D
M
A
P
Apply
Inten'onal
Energy
to
Adop'on

32. (principle)
adop'on
is
a
process

33. Vendors
have
released
some
amazing
collabora'on
tools
Unified
Comms
Team
Collabora'on
Social
Business
Tools
Increase
clarity
and
empathy
Connect
with
experts
across
the
firm
1

34. 2
Having
great
technology
available
is
not
enough
Technology
maturity
the
least
important
factor
90%
of
success
is
people
factors
Responsive
applica'ons
=
avoid
failure
Culture
Priority
Willingness
Driving
success
requires
a
different
approach

35. 3
Adop'on
doesn’t
just
happen
No
adop'on
=
no
value
Training
isn’t
enough
Poor
adop'on
is
a
common
issue
Business
cases
assume
100%
adop'on
Across
many
IT
systems

36. 4
Work
prac'ces
(and
some'mes
culture)
have
to
change
for
the
technology
to
succeed
Various
strategies
for
different
outcomes
Create
conducive
social
condi'ons
Making
the
“new
way”
the
“now
way”

37. (adop'on)
use
the
right
strategies

38. Winning
AZen'on
Exemplar
Stories
Real-­‐to-­‐Life
Scenarios
Senior
Execu've
Support
Custom
Lists
for
Facili'es
Management
Mee'ngs
only
by
Unified
Comms
stage
1
Organisa'onal
Chaos
Christchurch
earthquake,
Building
shim

39. stage
2
Cul'va'ng
Basic
Concepts
Classroom
Training
Web-­‐Based
Training
Pages
on
the
Intranet
Content,
Comfort,
Connec'ons
Reference
material,
Engagement
opportunity

40. stage
Enlivening
Applicability
Facilitated
Group
Re-­‐Imagining
Easy
First
Steps
3
One-­‐to-­‐One
Coaching
Help
teams
embrace
new
ways
of
working
Coaching
on
geXng
beZer

41. stage
Making
It
Real
Zero
Other
Op'ons
Internal
User
Group
4
Stop
Doing,
Start
Doing
PaZerns
Remove
compe'ng
alterna'ves
(desk
phones)
New
group
agreement
about
how
to
work
together

42. Total
Respondents
186
Microsom
SharePoint
105

43. SharePoint
Respondents
(105)—Employees

44. SharePoint
Respondents
(105)—Use

45. 1
SharePoint
Respondents
(105)—Use

46. 2
1
SharePoint
Respondents
(105)—Use

47. 3=
2
1
3=
3=
SharePoint
Respondents
(105)—Use

48. STAGE
4
Making
It
Real
STAGE
3
Enlivening
Applicability
STAGE
2
Cul'va'ng
Basic
Concepts
STAGE
1
Winning
AZen'on
Execu've
Sponsorship
Embedded
Champion
Pages
on
the
Intranet
Classroom
Training
Web-­‐Based
Training
SharePoint
Respondents
(105)—Use

49. SharePoint
Respondents
(105)—Effec'veness

50. 1
SharePoint
Respondents
(105)—Effec'veness

51. 1
2
SharePoint
Respondents
(105)—Effec'veness

52. 1
2
3
SharePoint
Respondents
(105)—Effec'veness

53. 4
1
2
3
SharePoint
Respondents
(105)—Effec'veness

54. 5
4
1
2
3
SharePoint
Respondents
(105)—Effec'veness

55. 6
5
4
1
2
3
SharePoint
Respondents
(105)—Effec'veness

56. STAGE
4
Making
It
Real
STAGE
3
Enlivening
Applicability
STAGE
2
Cul'va'ng
Basic
Concepts
STAGE
1
Winning
AZen'on
Execu've
Sponsorship
Internal
User
Group
One-­‐to-­‐One
Coaching
Embedded
Champion
Easy
First
Steps
Real-­‐to-­‐Life
Scenarios
Pages
on
the
Intranet
Classroom
Training
Web-­‐Based
Training
SharePoint
Respondents
(105)—Effec'veness

57. Execu've
Sponsorship
Embedded
Champion

58. Execu've
Sponsorship
Easy
First
Steps
Embedded
Champion
One-­‐to-­‐One
Coaching
Real-­‐to-­‐Life
Scenarios
Internal
User
Group

59. Adop'on
Approaching
adop'on
for
collabora'on
You
need
to
do
more
than
release
new
collabora'on
technology
in
your
agency
Develop
an
adop'on
strategy
so
as
to
pull
through
the
desired
business
value

60. Opportuni'es
Strategy
Adop'on
Collabora'on
in
government
today
Approaching
adop'on
for
collabora'on
Developing
a
collabora'on
strategy

61. call
to
ac'on
call
to
ac'on
call
to
ac'on
Opportuni'es
Strategy
Adop'on
There
are
many
opportuni'es
to
collaborate
in
government;
start
looking
Great
technology
isn’t
enough.
Need
to
re-­‐form
work
prac'ce;
start
planning
Drive
from
intent,
but
know
what
is
possible;
start
exploring

62. Books
Workshops
Consul'ng
Collabora3on
Roadmap
(2011)
User
Adop3on
Strategies
(2012)
and
others
On
collabora'on
strategy,
adop'on,
business
value,
governance
On
collabora'on
strategy,
adop'on,
and
human
prac'ces
michaelsampson.net
In-­‐house
workshops
Consul'ng
services
to
develop
competence
to
give
direc'on
and
external
viewpoint