What is Cross Enterprise Collaboration?
The Cross-Enterprise Collaboration report is available in the Enterprise, Segments, Threads, Groups and Topic dashboards in SWOOP. The report identifies the levels of interaction between selected organisational segments. The most common use is to identify interactions between the formal lines of business. If you have created a cross-enterprise community of practice, it will tell you the degree to which all segments have been engaged. If you have a corporate initiative that has been launched with a Workplace topic or hashtag, it will also tell you the degree of cross-segment engagement.
In a typical hierarchy, we would anticipate most interactions to occur inside the formal structures, or between divisions along a defined value chain e.g. marketing interactions with sales. Cross organisational groups or teams are usually formed to facilitate interactions across the formal lines of business. This report provides a view into the degree to which these cross organisational teams are effective. Two representations are offered:
- The matrix view shades the intersecting squares by the relative interaction levels. The diagonal represents intra-divisional interactions.
- The map view more succinctly illustrates the degree to which different departments are interacting.
While interactions between formal departments is the most common, geographic location is also a popular dimension to explore interaction levels.
How to use Cross Enterprise Collaboration
You have the ability to switch between segment types (for example: Department, Division, Location) using the drop down box in the top left-hand corner.
It is the apparent inflexibility and poor responsiveness of the formal hierarchy that motivates many organisations to install enterprise social networks like Workplace. Formal hierarchies are designed for efficient execution of pre-determined processes. However, CEOs are now looking for more than this. David Thodey, the former CEO of Australia’s largest Telco, summed up the sentiment by indicating that he wanted to short circuit the entrenched communication channels. He wanted his management team to be able to have authentic conversations with staff at all levels.
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