Collaboration Tools That Knowledge Managers Really Need and Factors That Impede Their Adoption and Use Essay

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Collaboration Tools Managers Need

The Collaborative Enterprise

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Over the last decade, business processes have grown significantly more complex and interdependent, requiring a high level of collaboration within and between departments, divisions and teams. The growth of collaborative platforms and tools designed for knowledge managers however continues to lag in terms of functionality and depth of integrative process support compared to what is needed by many enterprises and organizations (Huberman, Wilkinson, 2010). The collaboration tools managers really need include a highly scalable and customizable series of integrated analytics, data integration, knowledge workflows, and business performance management modules that can be selectively applied to a given strategy or initiative. One of the most pressing areas of this need is in supply chain collaboration and (Ramesh, Banwet, Shankar, 2010) where the level of coordination and synchronization has a direct impact on profitability and overall company performance. Another aspect of where the need for enterprise-wide collaboration has become particularly urgent is in the area of enterprise project management (Harley, 2011). Ultimately collaboration is directly influencing profitability and long0-term growth of enterprises, yet to date does not have the request platform of analytics, integration and application support needed to meet the escalating needs of knowledge managers (Cross, Gray, Cunningham, Showers, Thomas, 2010). The intent of this analysis is to evaluate what collaboration tools knowledge managers really need, and assess the factors that impede their adoption and use over time.

Designing More Effective Collaborative Systems and Tools

TOPIC: Essay on Collaboration Tools That Knowledge Managers Really Need and Factors That Impede Their Adoption and Use Assignment

While the progression of collaboration platforms including applications, systems and processes continue to become more sophisticated and capable of tracking performance over time, they lack the ability to attain a high level of knowledge sharing and value creation (Harley, 2011). This is especially true in the areas of supply chain collaboration (Ramesh, Banwet, Shankar, 2010) and collaborative processes within complex manufacturing environments (Rosenzweig, 2009). These two areas, supply chain collaboration and complex manufacturing workflows, have the greatest potential for revolutionizing how the most difficult strategies of companies are achieved using the combination of data, analytics and collaborative workflows over time (Huner, Otto, Osterle, 2011).

At present the tools from vendors who provide collaborative tools have worked diligently to create process workflows that can scale across different departments and divisions, encompassing transaction-based and information-sharing workflows in their applications. The reliance on Business Process Management (BPM) and support for the Business Process Engineering Language (BPEL) format for communications continues to differentiate the applications from others in this market (Harley, 2011). There is also a focus on creating more effective programs for tracking the performance of projects and analytics across the enterprise in terms of dollars and time invested by resource in a given project over time (Cross, Gray, Cunningham, Showers, Thomas, 2010).

The higher-end applications in the upper end of the market also have the ability to anticipate and learn from queries from knowledge managers, analysts and production staff. Taken together these queries over time are interpolated into a series of rules or constraints that govern the data selected to fulfill a given query or request for information. This reliance on rules- and constraint-based logic to gain greater insight into the queries from knowledge workers, managers and production workers has proven to be highly effective for streamlining supply chains given the augmented insight possible (Ramesh, Banwet, Shankar, 2010). The use of constraint-based and rules-based knowledge management systems is also streamlining the development of more complex manufacturing workflows as well, making build-to-order, configure-to-order and engineer-to-order workflows more effective over time as well (Rosenzweig, 2009).

The use of constraint- and rules-based software engines as part of collaboration applications and platforms is also highly effective in ensuring enterprises transition from being focused only on one set of metrics, replacing that perspective with one that sees across the entire enterprise. Constraint- and rules-based engines in collaboration platforms are critical for accessing, interpreting and making full use of massive amounts of data a company has had for decades yet lacked the analytics applications to interpret and make full use of it (LaValle, Lesser, Shockley, Hopkins, Kruschwitz, 2011).

This ability to use collaborative platforms in conjunction with… [END OF PREVIEW] . . . READ MORE

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