Panel session, moderated by Jessica Lipnack – abstract: What if we put as much organizational energy behind culture, behaviors, and values as we do toward bringing in new technology? Hear – and tell – one another what it takes to "release? v2.0 of an enterprise. This session is about the soft stuff – even when we’re talking about technology. Each panelist will speak briefly. Then we’ll open it up to the room to discuss what works.
Jessica starts out the session having everyone in the room introduce themselves. Huge variety of companies represented here. Panelists from Sitescape, VSee, NetAge. Milton Chen (CTO VSee) is presenting remotely through the VSee software – "Why John Chambers may be wrong about tele-presence". Milton studied video conferencing for his PhD at Stanford. One of the components of his work was a study of "smile recognition time" as related to the size of the video. It appears that the effect of the resolution/size of the video flattens out quite quickly.
Tele-presence has value – the claim here is that usually executives overstate the claim that high quality tele-presence is most important. Milton claims that the key is to provide tele-presence in the context of the locations that people typically occupy (e.g. Milton’s messy office).
Tom Witkin from SiteScape talks about ICEcore – a new product for "discovering cool collaboration." … "A personal workspace that’s your ‘on ramp’ to team collaboration." Not sure I got much from the short presentation.
Dan Somers from vc-net. Where is your Chief Collaboration Officer? Usually collaboration practices change by someone going outside of their job role, some times its an exec reacting to things being really really bad.
Dan believes that you can measure anything that you’ll need to measure collaboration at some time, even if its just to justify it to your financial director. "A sound collaboration strategy requires all forms of collaborative technology".
Dan suggests that when you create teams of remote people their natural tendency is to drift apart. This leads to a number of cultural conflicts that might be blamed on the technology or various other misleading causes. "The empowered CCO interfaces with many business areas"
Key points from Dan – (1) Jostle for proper position as CCO (2) establish measurable results, (3) be prepared to spend $5 in training for every $1 of technology
Bill ? – In the early 90’s there was a property casualty insurer who was having some problems. One of their issues was an IT system focused on extracting data from employees. (There was no value seen by the agents, so the data was often sloppy). The one technology that peopl where using we was the "rumor mill" executed over email. The company brought together some of its best underwriters and asked them what they needed to do their jobs. One thing they wanted to know the experiences of people who’ve underwritten certain types of entities before.
This created a new issue of transparency. People did not necessarily want other people knowing what they were doing. They solved this by asking what people were comfortable with making transparent, and show them the value of things being transparent.
Powered by Qumana