People with big, bold, sometimes disruptive ideas are the ones
who will help us meet the dramatic changes happening in the workplace
now, and in the future (think, evolving global markets, warp-speed
technology advances, and a new and very different generation of
workers). But people with trailblazing ideas need to be effective,
persuasive communicators in order to convince people to follow their
lead. That’s where PowerSpeaking and its new partnership with DisruptHR
San Francisco come in.
Giving thought leaders in the Human Resources and Learning &
Development fields a platform for sharing groundbreaking ideas is
DisruptHR’s mission. They are a worldwide, event-based information
exchange, which organizes speaker events within DisruptHR “communities.”
PowerSpeaking is partnering with DisruptHR SF to offer event speakers
next-level speaking skills workshops, as well as one-on-one coaching
prior to the events. The first session we’ll support is on October 15,
2019, in San Carlos, California, in a joint effort with the San
Francisco DisruptHR community.
“We are delighted to have chosen PowerSpeaking to help us realize our
mission,” says Michael Grove, CEO of Collabworks, organizer and prime
sponsor of DisruptHR SF. “We can’t think of anyone better than
PowerSpeaking to help us build a top-notch community of speakers who are
shaping the future of how we work.” Grove adds that, “CollabWorks is
empowering human-centric organizations to continuously invest in and
improve the value of their talent.”
Thought leader John Hagel III will deliver his “Redefining Work”
keynote at the October event. Following the keynote will be a
“lightning-round” session where eight speakers will have five minutes
each to deliver their best, most innovative ideas. At press time,
there are still openings for lightning-round speakers, so if you or
someone in your organization is interested, check out the DisruptHR SF fall 2019 event page. If you have questions, contact email@example.com You can also view past DisruptHR talks here.
It takes an effective “stage” and clear, convincing communication to
launch big ideas that introduce new and better ways of working. And so,
we’re excited to be working with DisruptHR SF, CollabWorks, and their
It is our pleasure to invite you to join
our Speaker Community and speak at our DisruptHR SF event. Please join John
Hagel III and other trendsetting speakers at our October 15, 2019 event located
at the Domenico Winery in San Carlos. Our theme is Human-centric Organizations
– where performance is optimized by ongoing improvement of the individual and the
organization to their mutual benefit. We are looking for fresh and provocative
content, ideally presented for the first time. The speaking format is
challenging and provides you an opportunity to polish your skills.
Our goal is to build a top-notch community of speakers who are shaping the future of how we work. We provide you expert training and coaching by PowerSpeaking and Heroic Voice Academy. Our objective is to provide you an outstanding experience and to enhance your reputation as a speaker. Below are a few quotes from speakers at our April 30th event:
This has been a real highlight experience. You are setting a new bar. As a speaker, it’s been awesome. Very engaging and rewarding. A hugely positive experience
Vlad Coho, Automation Anywhere
The value of it (the preparation) was incredible. I appreciate how valuable all that work was. It’s an experience that I think a lot of people should go through.
Susan Sanders, HR Connect 365
I got a lot out of the individual coaching. What worked for me were the live sessions and practice runs.
Greg Silva, TextNow
Participating in DisruptHR yields huge dividends. You’ll receive marketing publicity prior to and after the event via social media, publications, and press release. Additionally, you will:
a signature presentation which will foster your personal brand and reputation
intensive training by experts who coach Ted speakers and keynotes
your thought leadership reputation on Crunchbase, social media, and the
exposure to some of the most influential HR executives in the Bay Area
Please apply via this survey. If you would like to see examples of previous talks go to disrupt.work.
crux of an organization’s rationale is its ability to create value. A
human-centric organization (HCO) views the individual as the core of
value creation, not job titles and organization charts. Vibrant,
adaptive organizations function less by structural authority and more as
networks or marketplaces of internal customers and service providers
who collectively serve external customers and market needs
modern organization applies talent and resources as a fluid “gig
economy” of internal and external providers and consumers bound together
by objectives and processes to deliver value. HCO’s strive to balance
business and individual needs while addressing business outcomes.
Transparency is essential for human performance and adaptive agility.
Each individual, team, and function are contributors to operating
success and profit margin.
viewing all work in the form of services where each individual, team,
and function provides a series of services to benefit a customer
(internal or external) of each service, HCO’s can evolve from any
organizational culture or structure. An individual at any level will
“own” 6-10 services that make up their service profile (or job). The
result is an on-going agile change process driven by both internal and
external customer needs. Waste can be continuously challenged. Much of
managing overhead is replaced by self-management where the individual
owns their customer’s experience and is empowered to bubble up
initiatives and lead improvements.
centric organizations produce amazing financial results, as everyone
participating in the organization is aware of their contribution. HR
plays a strategic role in HCO evolution by owning the entire use of
talent. Like Finance acting to manage costs, HR acts to optimize the
value (margin creation) of talent.
In today’s world, people and technology are inseparable. A key to every company’s financial success is building an agile, engaged workforce that uses technology to both identify the most valuable work performed by every employee and optimize this valuable work’s execution. A digital workforce culture drives innovation, improves decision-making, and increases value. Estimates suggest that companies typically experience 20% to 50% in wasted work and talent misuse or under-utilize talent because they do not have the necessary data to match the work to the talent.
Since its inception in 2014, Redwood City, CA-based CollabWorks has abided by the motto, “if you can measure value you can improve it” The company provides SaaS solutions that simplify management, shifts employees from low-value work to high-value work and helps improve margins – representing the holy grail of management science. At its core is the technology ‘simplifies managing so you capture your full potential’ as individual and organization.
“The improvement in profitability will create a tsunami of adoption. It will reshape how corporations manage and empower individuals to thrive”,
says Michael Grove, CollabWorks® Founder, and Digital Management Systems.
The fundamentals of managing are not rocket science. Aligning talent to work, setting objectives and priorities, focusing on value creation, and better serving customers are examples of best practices provided by the CollabWorks management framework. The company is being recognized as an early leader of a new class of software applications:
” I aspire to shift the way people are managed such that they are motivated and encouraged to reach their full potential. Second, to create a new organizational model that scales rapidly yet remains lean and highly adaptable.”
Michael Grove is a serial entrepreneur who has been a chief executive officer for 25 years. An expert in blending on-demand workers with employee talent, he gets to the heart of the organization and successfully drives them for excellence. Michael’s earlier funded ventures include: Open Country, a leader of remote systems management; Introplus, a social matching-engine company; and MicroModule Systems, a semiconductor packaging company. Prior to founding these companies, Michael was a Director of New Ventures at Lockheed-Martin. His distinctive entrepreneurial qualities won him a leveraged buy-out of a $400M technology and semiconductor fab. Since the buyout, the firm scaled from zero to the number one multi-chip module supplier. He has deep functional experience in sales, marketing, engineering, and program management in a broad range of businesses including – aerospace, renewable energy, M&A, semiconductor, systems management, social networking, and productivity tools. He has published numerous papers, received several patents, and coached a variety of startup companies.
A risk-taker, Michael has always believed in taking the road less traveled. He has spent much of his career navigating major risk challenges and finding a positive path forward. In the ‘quiet period’ with three well-known investment banks, he watched the IPO window close as the economy weakened, and the IPO market closed. While disappointed he observed.
“Life is not about how many badges you wear or what people think of you. It is about recognizing that at any instant we can choose between what matters and what matters not. Thus, we are always free to enjoy our experiences and love those we care about”
He enjoys working on huge challenges with big payoffs rather than play it safe. He has experienced no bigger opportunity than his current venture.
The CollabWorks team is of deeply experienced and successful entrepreneurs who are transparent, supportive, and passionate about achieving their collective vision.
Michael also leads a thought leadership community, envisioning the future of work called Disrupt. Work, which is committed to improving work, worker, and the workplace. Michael relaxation ritual involves his hobbies i.e. gardening, fixing, and cooking good food. He enjoys watching stimulating drama that helps him unwind the end of the day.
CollabWorks: DNA of Change
CollabWorks began its journey in creating the FrameWork™ by working with the University of California at Berkeley and together interviewing 26 corporations from Autodesk to Facebook. The research demonstrated the need to improve the visibility and measurement of the most important
components of any business – the work, its value, and the talent required to get it done. Thereby, enabling
organizations to improve productivity through worker engagement, talent-initiated improvements, management decision-making, and talent alignment.
FrameWork™ combines a unique methodology with easy-to-use technology to drive measurable and sustained improvement in productivity across the organization. It is a data-driven, solution that improves the bottom line by aligning the right work to the right worker at the right time. With FrameWork, HR leaders and their business partners have the ideal platform for quantifiably evaluating talent, allocating work, and improving margin creation among all levels of the organization Moreover, FrameWork provides workers with an agile, transparent, data-driven approach that empowers each worker to perform meaningful work and make improvements that benefit their career, their team, and their entire organization. FrameWork works in three steps:
Share (a quick anonymous assessment of participants perceptions of their work/talent),
Discover (service data for the entire group is generated in real time),
Transform (performance metrics enable optimization of transformation plans).
FrameWork thus provides the essential data and technology to drive a measurable increase in the value of both work and talent. It is proven to lower operational costs, inspire innovation, and deliver measurable and continuous increases in productivity. FrameWork customers, who implemented full-scale deployment, have achieved an improvement of 10% operating profit or more.
The company aims to shift from a semi-stealth mode to formally launching in Q1 2019.
Editor: We had an opportunity to interview the CEO of CollabWorks, Michael Grove, who explained the vision behind his company and what may be a huge breakthrough in the art of corporate management. Mike believes he has found the secret to how to grow a company from a start-up to a billion-dollar corporation without losing the small company’s adaptability and ability to innovate.
Kindly walk us through the inception of CollabWorks. A brief introduction to the company.
We began our journey with research on how corporations can become
nimbler and more virtual. We worked with Cal Berkeley’s Haas School of
Business and interviewed 26 corporations including Facebook and
Autodesk. The result of this research and over 20 subsequent workshops
lead to the fundamental insight that organizations need to optimize
around individuals and teams instead of around structure and job roles.
We are now aiming to streamline managing and empower the individuals
to manage the customers they serve. Our thesis is: the less managing
overhead, the more agile and productive you become. We recommend
limiting managing to the bare bones essentials.
CollabWorks has created a new patent-pending technology that
represents a new class of software that we call Digital Management
Systems (DMS). We named our DMS product FrameWork. It incorporates
management best practices with special focus on improving external and
internal customers’ experience, setting measurable objectives and
priorities, and continuously adapting to drive increased value creation.
The CollabWorks FrameWork application reduces managing time, waste,
and misalignment of talent by creating transparent and efficient
communication between teams and managers.
CollabWorks is now in the early stages of revenue with a fully
functional and proven enterprise platform. The company is led by a very
experienced team that has previously delivered multiple start-up
What are the current trends you observe in today’s landscape
that you serve? How is CollabWorks positioned in concurrence with those
Overall, competition across most industries is becoming more dynamic
and fast-paced. Speed and agility are becoming more important than
traditional strengths such as process improvement and control. Companies
can no longer afford deep silos and time-consuming synchronization
meetings. To speed up decision processes, more needs to be delegated to
individuals and teams who directly serve internal and external
customers. Jobs or titles do not create business value – people do.
Thus, the successful organizations in the future will become more
human-centric where the alignments of individuals with corporate goals
are what drive increased value creation.
What is the pain points you are trying to address in the industry today?
Talent is in short supply, yet a significant portion of the existing
talent is being underutilized, misaligned, and less than fully engaged.
In spite of management training and periodic reorganizations, large
organizations continue to operate inefficiently. Typically, the larger
the organization, the greater the inefficiencies.
What is missing today is a transparent metric for the work produced by
worker x for customer y and at value z. The FrameWork includes several
metrics that measure quantitatively the value and margin contribution of
the all work performed. Thus, the benefits of both small and large
improvements across the organization become quantitatively clear and
What differentiates/separates your solutions from the rest of
your competition? Why should a potential customer choose you over the
Our biggest competitor is the status quo. Clarifying work and its
quantitative value is new and different. The idea of putting management
and improvement processes into software is new and different. We
currently have not discovered direct competitors although we are
confident that the DMS market will eventually exceed the CRM SaaS
Is there anything else we have missed to cover or something you would like us to specifically highlight in the article?
We believe that the largest business opportunity worldwide today is
to encourage innovation from the whole workforce. We essentially have
managed the same way for 100 years and it shows as huge losses in value
creation. Billions have been spent trying to improve work productivity
as well as moral and the results point largely to failure. Engagement
scores, turnover, revenue per employee, etc., are not improving. Our
view is that organizations need to shift their focus from refining job
roles and processes to customer-driven responsiveness empowered by a
human-centric organization were the individuals own and manage their
direct customers’ experiences. In effect we need to evolve steadily to a
more market-driven entrepreneurial model of a fluid start-up like teams
where value creation is measured and rewarded by individual
performance, not by job title or position.