Celebrating the technology, ideas and innovations that are literally transforming the way collaboration is done at work

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Hot topics at this year’s conference

Six months of face-to-face discussions across Australia and New Zealand resulted in the evolution of this unique research document – a culmination of conversations with over 80 professionals from 47 companies. The participants included senior business and IT leaders responsible for driving collaboration within their organisations, speaking their mind and detailing the challenges facing them in their roles. From these roundtable discussions, seven important themes emerged – the hottest issues facing the industry.

 

 

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  • Starting with the Why – Delivering Business Value

    Measuring the value of enterprise collaboration programs can be difficult, and particularly at the start of a new program, the lack of internal success stories presents a Catch-22 challenge. Without a clear sense of business value, however, organisations will find it challenging to get started.

    Demonstrating potential business value

    While there are many illustrative case studies of how other organisations have gained business value from enterprise collaboration programs, you need to work out which value outcomes are contextually relevant for your organisation.

    • How do you demonstrate the potential business value of enterprise collaboration for your organisation before starting the journey?
    • What approaches are available to understand what would create value for users, teams and groups across your organisation?
  • Charting a Technology Strategy that Aligns with Changing Business and Organisational Realities

    Enterprise collaboration initiatives will have some type of enabling technology involved. Charting a technology strategy means understanding current and forecasted business needs, organisational mandates, and the changing nature of both the technology and the organisation. Any technology strategy needs to be responsive to wider change realities.

    Selecting the right enterprise collaboration tools

    Selecting the best-fit enterprise collaboration tool for an organisation is a challenging task. Understanding the real nature of the business need and organisational mandates is essential, as is knowing how to deal with employee pushback on the resulting choice.

    • How do you address employee pushback on perceived tool complexity in an age of Dropbox and mobile apps, and when every employees believes they are an IT guru?
    • What do you do about legacy collaboration tools that contain a mix of current and out-of-date information?
  • Enterprise Social (Not Just Cat Pictures)

    A strategic approach to collaboration that enables and promotes enterprise social as both an underpinning platform and a set of behaviours that support the culture of openness and sharing mind-set successful collaboration requires.

    At its heart, enterprise social provides a mechanism for connecting employees across geographical and hierarchical boundaries, adding an element of democratisation to innovation and improvements. Enterprise social is a key ingredient in forming and enhancing connections, relationships and trust amongst employees, allowing for engagement and an increased likelihood of serendipitous discovery and collaboration.

    Support from the top down

    Securing the involvement of the executive and senior leaders in the organisation is imperative to the long-term success of enterprise social initiatives. These leaders play a core role in setting the tone of the organisation, steering the organisation’s culture, and demonstrating expected behaviours.

    • How can you convince executive and senior leaders not only that enterprise social is important to your organisation, but to the success of your collaboration efforts?
    • How can you clearly link participation in enterprise social with strategic goals and business outcomes?
    • How do you justify resources for community management of your enterprise social community?
  • Cultivating Systemic Business Change

    Introducing technology to improve or enhance enterprise collaboration requires interlinked business and organisational change. While the technology for enterprise collaboration is relatively quick to implement, transforming the way the organisation works is a long journey.

    Developing strong leadership

    Leaders who can effectively lead and drive change are essential for enterprise collaboration programs, but are often difficult to identify.

    • How do you locate the right leaders to lead the right type of change?
    • If few obvious leaders are available, how do you coach leaders to visibly participate and model the new behaviours?
  • Creating a Business Culture Embracing Collaboration

    Culture is a critical ingredient in the success of any enterprise collaboration program. While technology provides a mechanism for people to collaborate, culture provides the content, ethos and behaviours that are put into practice through the tools.

    Developing collaboration competencies in employees

    Different employees undertake diverse types of work, and have varying technical capabilities, digital attitudes and change readiness. Collaboration is a new way of working that requires people to change how they do their work.

    • What does it look like for employees to excel in an environment where collaboration is the hallmark of how an organisation works?
    • How do you navigate between mandatory and optional participation in the enterprise collaboration program?
  • Creating a Governance Approach

    Creating a strong governance approach to enterprise collaboration programs provides a mechanism for prioritising investments, corralling interest across the organisation, and managing ongoing change.

    Understanding the business value of governance
    The outcomes of a strong governance approach included greater clarity for decision making, clear signals on expected employee behaviour, and a mechanism for avoiding wasted investments. But organisations need to make these outcomes real in their work.

    • What business benefits do you gain when creating a strong governance approach?
    • How can you communicate the value of governance in a way that is contextually relevant for your organisation?
  • Sustaining the Momentum of Collaboration

    Making collaboration succeed beyond the initial deployment and introduction project takes careful planning, new behaviours, and the involvement of the right people.

    Getting the right people involved

    Securing the involvement of the right people across the organisation - including business leaders, managers, and employees—is essential in creating sustainable momentum for enterprise collaboration initiatives.

    • How can you identify and engage with the right people to lead and model the desired collaboration behaviours?
    • How can you clearly link participation in the enterprise collaboration program with business activities?
 
 

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