David Tan's List: Collaboration

• Customers don't just want to be in control, they now have the tools to do so in a way that can bypass the best marketing and PR efforts of the enterprise. Customers now trust each other and people they perceive as independent far more than the enterprise's own view.
• should not mask the underlying need to deliver on your promises
• Social media is not a one-way street. Companies need to use social channels to build relationships with their customers, to engage and connect without imposing their rules on the community and allow these invaluable relationships to have an impact on their business.
• • This fundamentally changes the relationship. Whereas in the past the company controlled the flow of information and the engagement, the customer now has the power to damage a company if they are not dealt with in an open two way relationship
• he connected consumer puts even more emphasis on getting the core competencies right when interacting with customers
• Execute well, all the time. The enterprise needs to engineer and execute customer experiences and core processes so that they are reliable, predictable and repeatable
• Customers tolerate mistakes; they can't tolerate not knowing about them or not dealing with them
• Value me and the things that matter to me -- notably my time and what is going on right now
• t is no longer acceptable for channels to be managed as silos
• marketing is not the same as customer engagement across their lifecycle, including sales, support and lifelong loyalty. It is important to re-orientate the enterprise around the customer, meeting their goals and expectations with the right people or systems with the right capabilities -- at the right time.

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• Direct collaboration refers to the discussion of issues in real time, using tools such as e-mail, instant messaging and notification services
• These discussions are meant to facilitate dialogue between decision-makers or to solve a specific problem
• Model-level collaboration happens when more than one team member contributes to any individual model. This occurs quite frequently, such as when analysts require supervision and input from managers, or individual models span multiple skill areas or business units.

• Alignment-level collaboration represents the highest level of collaboration. It is driven by the necessity to cross white spaces to align multiple models. Effective business-technology management spans business modeling, process optimization and technology automation, and, as a result, includes a variety of stakeholders with unique areas of modeling responsibility.

   

  To cross these disciplines, team members often negotiate to come to a shared decision. This may involve a prolonged, robust exchange of information that includes elements of both direct and model-level collaboration.

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