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the 12 elements of csi

In order to truly innovate, we need the collective mind. One of the challenges of innovation, workspaces, and the workplace is how, when, and where we balance the need for creativity and innovation and how we maintain relationships face-to-face and in the virtual world.
As mentioned earlier one of the 12 points is Workplace and another is Collaborative Workgroups. The reason we emphasise Collaborative Workgroups in our discussions with clients is that it is Point Number 9 and thereby represents the sum total of things a company needs to do to be competitive. The three points after Collaborative Work Groups represent how and where they are measured for proving results and ROI.


The benefits

1. Strategy and scope: Employee Alignment
+15%
2. Guiding Principles: Employer Alignment
+25%
3. Planning: Decrease Time to market
+45%
4. Positioning: market share
+10%
5. knowledge management: work reliability
+25%
6. manage core competencies: performance
+50%
7. training and recruitment: Employee Retention
+20%
8. Learning and expertise networks: productivity
+25%
9. collaborative workgroups: productivity
+25%
10. work practices: productivity
+25%
11. workspace: productivity
+25%
12. IT Platforms: work reliability
+60%
Collaborative Workgroups determine a company’s competitive advantage; the ways people work together and team up to achieve results determine how their work will result in financial success and how they do a “better” job for a customer, which in turn results in them being a more productive, engaged and satisfied employee.


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PEOPLE


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1. strategy and scope

Many companies simply focus on internal operations and/or customers, but spend no time gathering intelligence about the state of the economy and the effect it has on the market and the associated opportunities and risks.
1. Strategy and scope: Employee Alignment
+15%
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2. Guiding Principles

Collaboration is social in nature requiring elements such as trust, motivation and rewards that are not always found in ‘normal’ operations. It is generally difficult and time consuming to find information that can be trusted. Often, important content, including formal records, are stored in more than one place, has multiple possible owners, and has no visible control. The repositories within which they are stored are often inappropriate with regard to security, access and management functionality. Many collaboration IT tools are managed on an ad-hoc basis, with little organised maintenance or support.
2. Guiding Principles: Employer Alignment
+25%
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3. Planning

Planning requires careful attention to alternative perspectives, because making sure investment is aligned to achieving business objectives is not always easy. For example, when a firm invests its own reserves or opens a line of credit in a stable economic environment an operation can be expanded or significant programs of work like research and development can be initiated. In a stable financial environment, a firm can assess the risk of leveraging its debt to equity ratio. If a firm lacks confidence in a nation's financial system, it must find another country in which to expand its operations. Or, it must improve profitability by downsizing and divesting.
3. Planning: Decrease Time to market
+45%
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4. POSITIONING

Products and services can only be sold at a price that is determined by the global market independent of the firm’s production cost. In small markets or in a firm with small market share they may not be able to deliver a product and/or service at a profit. If this is the case, it must increase revenue by changing its delivery or its deliverables to achieve economies of scale to make a profit.
4. Positioning: market share
+10%

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PROCESS


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5. knowledge management

Knowledge is the know-how that represents a company's competitive advantage; it is the explicit knowledge as well ad-hoc concept documents and tacit knowledge which resides in the minds of employees. It is usually ambiguous and not explicitly defined and is generally not recognised as an asset.
5. knowledge management: work reliability
+25%
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6. Manage Core competencies

Many companies try to meet increasingly complex information needs with ad-hoc collaboration methods and fragmented electronic information management practices, leading to legal risk, unnecessary costs, low productivity and loss of intellectual capital. Collaboration is usually thought of as ad-hoc or simply communicating in what may be considered an ongoing brainstorming session (face-to-face or via various devices), but may end up behaving more like a chat room. Sometimes, this may improve innovation, but without guidelines, performance measures or controls, productivity is frequently reduced.
6. manage core competencies: performance
+50%
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7. Training and recruitment

Frequently, training programs are concerned only with workplace behavior and various administrative reporting requirements rather than creating empowered work teams, core competencies and knowledge management.
7. training and recruitment: Employee Retention
+20%
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8. Learning and expertise networks

In your organisation, unless an event is catastrophic lessons learned and unique know how from experience are usually not captured to support or mitigate risk in future work.
8. Learning and expertise networks: productivity
+25%

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TECHNOLOGY


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9. Collaborative workgroups

Many firms don’t have the flexibility, employee competencies and/or resources to effectively adapt to a changing market environment. If resources are an issue, some companies may go offshore to avoid regulations and high taxes. Where competencies are an issue, it is because a firm is not willing to invest in training and educating its workforce.
9. collaborative workgroups: productivity
+25%
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10. work practices

The cultural (social) side of daily work practice involved in the process is not documented or understood. It involves the way people team up and relate to each other to achieve results, and how they collaborate innovate, share, and learn new knowledge and produce information and content. In addition, the big picture starts with core business processes which are supported by Work Practice sub-processes. Frequently the tasks associated with these sub-processes are not explicitly defined, but are "understood" by the people who perform them. In many cases that understanding varies between individuals which can produce highly variable results and completion times.
10. work practices: productivity
+25%
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11. workspace

Most office environments are not designed for empowering capable and competent people. Many organisations have pockets of unconnected expertise. Because they do not communicate effectively over distance, significant amounts of knowledge and know how are lost between local groups of practitioners.
11. workspace: productivity
+25%
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12. it platforms

Work environments are fragmented because they evolve to support uncoordinated local information initiatives which create conflicting cultures, hide knowledge, and inhibit adaptation in the enterprise. Platforms are local and do not support uniform collaboration, visualisation and knowledge categorisation.
12. IT Platforms: work reliability
+60%

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