Enterprise Social Collaboration Progression Model

Enterprise Social Collaboration Progression Model
Microsoft and the Eller MBA program at the University of Arizona jointly developed the Social Collaboration Progression Model that outlines six stages of social collaboration and their triggers, obstacles, and impacts. The six phases identified in this model represent a progression that can be used to ascertain an organization's current state in the social collaboration paradigm. The paper identifies the prerequisites that are necessary to move to a chosen target stage, the obstacles that must be overcome, and the impacts of such a transition. The paper also addresses a high-level view of how social collaboration applies to the divisional levels within an organization.
Internal Integration
Holistic Integration
Social technologies
Traditional communication tools and document sharing
Autonomous group-based collaborative tools without a common platform
Group-based tools within a common platform, requiring oversight
Inward-facing, centralized, and inter-department collaboration
Inward and outward-facing, centralized collaboration
Exploratory technologies, dynamic
Collaboration culture
Individual-oriented and change resistant
Small group-oriented and change receptive
Division-oriented and proactively engaged
Employees empowered and engaged with enterprise-wide collaboration
Pervasive throughout firm, adaptive collaboration mindset
Creative, innovative, and experimentation culture
Organizational scope
No formal social collaboration implemented, flow through siloed paths
Limited to intra-department collaboration
Strategic social integration aligned with functional goals
Enterprise-wide strategic social integration
External social integration, mutual data fusion to create symbiotic relationship
Unified platform for social collaboration universe
Customized by users, not linked to group strategy
Tool customization driven by group strategy and executed by IT
Centralized social platform that enables simple customization by individual users
High-level customization to accommodate external participants
Extremely customized and adaptable
Infrastructure management
Reactive, ad hoc
IT support for tool adoption and maintenance
Formal IT processes established, high-level IT support
IT processes aligned with enterprise strategy
Externally faced security and data accessibility
Proactive in identifying new technology
Not well established policies
Policies established formally, weak enforcement
Policies actively enforced and applied by IT
Policies aligned with core strategy, enforcement not limited to IT
Expansion of collaboration policy to include external network and devices
Collaboration director integrates new technologies, emplaces social contracts