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"So why is collaboration as rare as it is?
The short answer is that collaboration is dangerous. Inherently, collaboration says something is happening outside of one's immediate control. This by itself seems threatening to some, but there are several specific reasons why it appears dangerous:"
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Most people have built their careers — perhaps even their identity — on being the expert. They don't like feeling ignorant
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Role and responsibilities in the collaboration space tend not to be hierarchical; they are often fluid, changing from phase to phase of the work.
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"Il n’y a plus un jour, une conférence, une note, qui ne se réfère à l’entreprise 2.0 et aux formidables changements que vont apporter les applications de partage et de collaboration, la maîtrise de la réalité augmentée, le cloud, etc..
Au delà de l’enthousiasme, il faut « savoir raison garder » et nous méfier de notre capacité à nous émerveiller facilement et de notre candeur."
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Le modèle 2.0 est porteur de beaucoup de promesses, mais la réalité est qu’aujourd’hui peu d’entreprises l’ont mis en oeuvre et que beaucoup de questions restent ouvertes ou sont découvertes à l’occasion des phases de test en cours dans les organisations.
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The minute you stop trying to keep up, you open a far more exciting possibility: getting ahead with what matters to you, your team and your business.
The big issue? Whether functions are determined by job type(engineering, sales, etc.) or by market segment (consumer, channel, etc.), corporate priorities and initiatives typically cross function. That may not seem so bad, except that each functional head understands the priorities just a little bit differently. One function may see the number 1 priority as 10x more important than the number 2 priority while their colleague may see them as roughly equal in importance. That has huge implications on how many and which resources get assigned to different initiatives. Below is my simplistic graphic of this problem:
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why don't companies staff initiatives instead of functional groups? For example, a corporate initiative could be to increase customer satisfaction.
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I think initiative focused cross-functional teams would be an interesting way to approach this problem. Hire pure resource managers to manage people who are 'on the beach' as we used to say in consulting and between initiatives. In my mind that would give individuals one primary goal - for the length of the initiative (which could be multi-year if it involved expanding into a new market). Communities of practice could then be set up - using social software - to help share skill-specific best practices across individuals.
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