I’ll tell you a secret – I was a history major who thought my chosen path had as little to do with data as Jackson Pollock’s masterpieces did (although I do see some nice parabolas). As I changed directions my senior year and joined a group of incredible and passionate people to “teach for america” there was data everywhere. It wasn’t what I expected – little did I know I was walking into one of the most data-driven organizations I’ve ever heard of or worked with.
When you orient collaboration around more efficient and strategic action, you move from speaking the lingo of vague promises and neat technologies to the ultimate scorecard: business value metrics. It’s what separates Chatter from random social networks, and why vendors who layer a social layer over their existing tools to ‘fit in’ totally miss the point.
With a few key steps you can rise above the clutter.
One of the teams I work with recently asked a simple question that everyone involved with any collaborative effort should: “are people using the content we developed?” The ask implied not only a need to get it right, but a desire to make data-driven decisions about what to do if the answer was no.
In the third segment of this series, we’ll look at a case where by a team found success by focusing on the most pressing problems that they faced in engaging other teams, and how those efforts spiraled into a much wider effort to strategically leverage other teams and tools to increase transparency and share knowledge.