RUNNINGHEAD:COLLABORATIVEDATA-SHARING

Implementing a Collaborative Data-Sharing Platform to Increase Customer Satisfaction

Data-Based Decision-Making Plan

Kathleen Reilly

Johns Hopkins University

Data-Driven Decision-Making for Schools and Organizations

August 14th, 2017



Implementing a Collaborative Data-Sharing Platform to Increase Customer Satisfaction 2

I. Identified Issue

Schoology was founded in 2009 and has rapidly grown to reach more than 20 million

people in 130 countries (SchoologyInc.,2017). Jeremy Friedman, CEO and co-founder, has

demonstrated the success of his team-based model through five consecutive years of triple-digit

growth (V.Rivero,2017) In the past five years, Schoology has developed tremendously,

however, in the next few years Friedman states that there is a focus to expand in markets,

especially higher education (V.Rivero,2017). Currently, a majority of the clients using

Schoology are from the K-12 market.

As a relatively new company, Schoology has taken on major clients and created

partnerships and integrations with leading educational tools. For instance, in the K-12 market,

Schoology is a client of the Los Angeles School District, made up over 600,000 students.

Recently, Schoology unified in partnership with renowned Student Information System,

PowerSchool, the leading K-12 education technology provider that serves over 100 million

people (Schoology Inc., 2017). While these are large strides in the world of educational

technology, in the field of Higher Education, Schoology competes against leaders such as,

Blackboard, Moodle, and Infrastructure Campus. Recently, the 2017 CODiE Awards named

Schoology as the Best Higher Education Enterprise Solution (Schoology Inc., 2017). Notably, a

great honor and proof of continued expansion into this market. However, Blackboards learning

management system and educational tools are used in 75 percent of colleges and universities

(BloombergL.P,2017)). In order to replicate the growth seen at Schoology in the last five years,

it is imperative to take a reflective look at the internal set up within the organization for areas of

growth.


Implementing a Collaborative Data-Sharing Platform to Increase Customer Satisfaction 3

Twenty-First Century organizations continue to implement team-based structures into the

corporate world to increase product quality, efficiency, and customer satisfaction. Schoology, a

leader in learning management systems, follows this trend as supported by one of the companys

communicated core values; collaboration. While this value actually represents an effort and

capability of their Learning Management System, it is an important value internally. Schoology

uses a team-based model, made up of a Support, Client Success, Sales/Marketing, and Product

Design/Engineering. Each of these teams has their own form of communication, focused data

points, and knowledge management. At Schoology, then, the issue is that there is a need to

implement a collaborative data-sharing platform to communicate data relevant to customer

satisfaction, in order to best meet the needs of current and prospective clients.

It is no secret that organizations known for customer service have generally happier

clients. It is also no surprise that having happy clients can result in obtaining a positive image

that may bring on more clients. In its current state, Schoology has maintained positive

relationships with those they have onboard. However, with growing numbers daily, it can

become a challenge to meet the needs of so many clients. So, how important is customer service

and satisfaction? Also, what teams fall under this customer service umbrella? Of course, Client

Success and the Support teams have the most interaction with clients and are most typically

recognized as the soldiers of customer service. However, the Sales team utilizes these skills to

form initial impressions of the customer experience with Schoology. Although, not interacting

direction, Product Design and Engineering, must prioritize requests and issues to properly serve

the client base.



Implementing a Collaborative Data-Sharing Platform to Increase Customer Satisfaction 4

A case study conducted by Komal Chopra (2014), revealed the necessity of each team in

the customer service process. The study revealed that the four most prominent factors that affect

customer satisfaction are related to helpfulness in meeting expectations, caring, cooperation, and

problem solving. Data was collected using a rank order scale from 1-5, using behavioral

attributes (Chopra, K., 2014). Each of these components relate to the different teams within

Schoology. The sales team helps clients meet and accept expectations. The support and success

teams thrive in caring and cooperation with clients. The product development and support teams

work with clients to problem solves. Highlighting these ideologies as values in customer service

will create universal standards for employees.

Although Schoology has proven very successful using teams over the past five years,

their client base is rapidly growing. The teams will need to adapt and grow as the client-base

does. With a growth in the number of people, effective collaboration can become more difficult

and positive customer satisfaction ratings can harder to maintain. Currently, teams use different

systems to collect data on customersatisfaction,fiscalinformation,andproductdevelopment.

Asdemonstratedinthe(2005)studybyJuliaKotlarskyandIlanOshri,knowledgesharingand

collaborativetoolswerehighlightedasaspectsofsuccessfulcollaboration.Insteadof

navigatingtoindividualteamplatformsortrackingdownmembersfromotherteams,thereisa

needforasinglecollaborativetechnologicaltoolthatcanbeusedtosharecustomersatisfaction

datapointsthroughoutthecompany,inordertoinfluencedecision-making.

As a relatively new and growing company, long-term financial performance is impacted

by the current actions within the company. The need for an emphasis on customer satisfaction

and an efficient source of communication are equally important in obtaining this long-term


Implementing a Collaborative Data-Sharing Platform to Increase Customer Satisfaction 5

financial success. Long-term financial performance should be greater for those firms that

successfully achieve dual emphasis - enhancing both customer satisfaction and efficiency

simultaneously (Mittal,Anderson,&Sayrak,2005). While it is extremely important to note

data points relevant to Customer Satisfaction, it is equally important to communicate these

finding efficiently throughout the organization. In reference to Figure 2, Tobins Q is used to

measure long-term financial performance(Mittal et. al., 2005) of an organization. It is compiled

by the ratio of the organizations market

value and current replacement cost of the

organizations assets. While high Customer

Satisfaction has a positive impact on

Tobins Q, the value of the organization

long term is drastically higher when high

efficiency plans are in place. This further

emphasizes the importance of developing a

plan with purposeful objectives and organized collaboration to increase efficiency.

II. Plan Development

Leadership and Team Context

Within this plan, there is leadership at multiple levels. However, the ultimate goal of the

leaders is to create a community where employees feel like there is purpose in their efforts and

work. This plan will utilize the present team structures to disperse responsibilities creating a

system of checks and balances.



Implementing a Collaborative Data-Sharing Platform to Increase Customer Satisfaction 6

In the past, issues were communicated through word of mouth or by navigating to the different

teams knowledge and data base. As

seen in the diagram knowledge is

shared from teams to leaders but not

between teams. Although there is a

large investment in technology

platforms for each of these teams,

knowledge sharing is not effective

using this set up.

Successful business leaders have incentivized knowledge sharing and recognize it as an

essential value to the achievement in an organization. Both the giving and receiving of this

knowledge is of equal importance, emphasizing even further how vital effective communication

and collaboration between teams is (Fullan, 2002). Using Fullans Knowledge-Sharing Paradigm

as a model, Schoologys teams would receive and give knowledge into the database, ASANA, to

offering opportunities and responsibility.



Implementing a Collaborative Data-Sharing Platform to Increase Customer Satisfaction 7

The figure above demonstrates the passing of knowledge between teams and leadership

in this plan. The blue arrows represent the giving and receiving of knowledge from the

data-sharing software, ASANA. The red arrows represent the resulted collaboration between

teams as they input new data and draw conclusions from previous data. Notably, the leadership

team is a part of this continuum. In this model, there is also a leader from each team within the

departments. The Leadership Team is on the continuum, because they are a team-based group

that will be making decisions and using data received and given to inform decisions.

Those in leadership roles will need to know how to identify when to make changes based

on the data collected and the insight gathered from teams. Leaders will create a community of

practice where reflection and communication are emphasized. Creating an ongoing community

of practice will focus on the social aspect of learning [placing] emphasis on the person as a

social participant (Wenger, 2006) therefore making them feel empowered to be a part of the

change that forms the objectives for the plan. Ultimately, the clients are affected by this plan,

however the main stakeholders in affected by this technology integration are the employees, at

all levels. Information regarding this plan will be shared in ASANA. Leaders will monitor the

Team Dashboard, created by ASANA. Here, employees will have a profile that personalizes the

data, identifying employees with a team and data point, putting faces to the data (Sharatt &

Fullan, 2011). Image 1 demonstrates the Dashboard View for an employee using ASANA of

current goals and progress toward those goals. Stakeholders will also open to a team page where

teams can communicate prior to and after team meetings, as see in Image 2.


Implementing a Collaborative Data-Sharing Platform to Increase Customer Satisfaction 8

Image 1: (Asana, 2017)

Image 2: (Asana, 2017)

Leadership Issues

Leaders may face issues regarding people sharing the correct knowledge in effective

Ways. At Schoology, team members are well-versed in their own matrices, but why certain data

is important to customer service may not be clear to other teams. Knowledge lies less in its

databases than in its people (Brown and Duguid, 2002, pg. 12). This emphasized how vital it is

that leadership keep teams informed of the reasons why certain data points are so relevant.


Implementing a Collaborative Data-Sharing Platform to Increase Customer Satisfaction 9

Additionally, it highlights another issue, making sure that the leaders are communicating

findings into ASANA regularly. Notably, not everyone even has access to all of the information

provided by the multiple databases used throughout the company. Without the communication

and contribution of team leaders, certain problems or successes might go unnoticed.

Aside from recognizing the most important trends and data points, organizations

sometimes flounder when it comes to the transfer and use of knowledge (Fullan, 2002). In this

particular plan, there are multiple transfers of knowledge between formative assessment periods,

as well as, prior to the annual assessment. In this case, deadlines must be clear and leaders must

be prompt in meeting them. Additionally, the action planning steps within the multi-tiered teams

will combat floundering, however each action plan must have a clearly defined purpose formed,

communicated, and documented in ASANA by leadership.

A common issue in relation to data for leaders to be wary of is the anchoring trap

(Hammond,Keeney,&Raiffa,1998).Eachoftheleadersarepartofdepartmentalizedteams,

therefore,likelythefirstdatatheywillseeistheirown.Whenconsideringadecisioninthe

actionplanningprocess,itisvitalthatleaderskeepanopen-mind,analyzingalldatapointsand

notfixatingonthepointsandmetricsdevelopedfromtheirownteam.Whilethisissueis

somewhatsubconscious,anapproachleadersmaywanttotakeislookingatthedatashared

fromotherteamsfirst.Additionally,leaderscouldfocusondeterminingpatternsandfinding

relationships,thereforeopeningtheirmindtodifferentdata-pointsinfluencingdecisions,rather

thananchoringtotheirown.Thesestrategieswillassistleadersinexaminingdifferent

perspectivesbyusingdifferentstartingpointsinASANA.Thenewmodelforteamsprevents


Implementing a Collaborative Data-Sharing Platform to Increase Customer Satisfaction 10

anchoringbetweenpeople,asthegoalistocreateandopencommunicationbetweenall

employees.

Another issue that may hinder leaders in this plan is the overconfidence trap (Hammond,

Keeney,&Raiffa,1998).ThisissueisrelevantbecauseofthesuccessthatSchoologyhashad.

Asmentioned,Schoologyhasgrowntohavemillionsofusersallovertheworld.Someleaders

maybeconfidentinthecurrentprocessesthattheywillnotlookforfutureopportunitiesof

growthorwanttochangecurrentpractices.However,aswehaveseen,thefieldofeducational

technologyhastakenoffandcompaniesneedtoadaptpracticesandexpandwiththem.

Collaborative Decision-Making Model



Implementing a Collaborative Data-Sharing Platform to Increase Customer Satisfaction 11

Setting the Vision

Currently, the organization of Schoology is made up of around 200 employees that work

in their headquarters in New York City and remotely. Of these employees, there are pre-existing

teams; Support, Client Success, Sales/Marketing, Engineering/Product Development, and the

Founders and Directors. Each team has multiple managers that run smaller teams within them.

For instance, on the Client Success team, there are smaller teams based on the size of clients and

educational level: K-12, Enrollment: Under 5,000. Because of the multiple tiered levels within

the organization, there are many different platforms used to organize content within teams, such

as Confluence, HipChat, ASANA, ZenDesk Ticketing System, JIRA, and Salesforce. Naturally,

all of these bookmarks fill the web browsers of most employees. Most commonly, ASANA is a

project and task manager software that is used on smaller teams. For this plan, ASANA will be

the universal collaborative knowledge and data tracking platform for Schoology. Using the

Decision-Making Model from the Center of Collaborative Education, this software will be used

as an ongoing data tracking platform incorporating multiple customer satisfaction data points.

This plan will be revealed at already scheduled monthly in-person synchronous company

meetings. Updates on overall Customer Satisfaction findings will be shared to the company as

well as the process that took place over the previous month between teams.

Collecting and Analyzing Data

In order to monitor the continued growth and success of Schoology as an organization,

multiple fields of data will need to be collected from different teams to measure overall customer


Implementing a Collaborative Data-Sharing Platform to Increase Customer Satisfaction 12

satisfaction. After the announcement of the collaborative movement to share data in ASANA,

there will be meetings with leadership and smaller team meetings to discuss presented data

points. The purpose of integration this tool is to help employees effectively collect, analyze, and

report data in meaningful ways (Mandinach, 2012) to have an impact on overall customer

satisfaction and ultimately continue to improve Schoologys reputation, making it attractive to

new markets.

Team Responsibilities for Measuring Customer Satisfaction

Team Data Type Metrics Addressed

Sales and Demographic Data - # of years using Schoology

Marketing - Location
- School Enrollment
Achievement Data - Title I Funding
- Number of Higher Ed Clients vs. K-12
- Annual Revenue

Client Success Perception Data - Customer Satisfaction Survey Results

- % of accounts renewed

Support Perception Data -First Response Time to Client

- Additional Response Time
Achievement Data - # of tickets solved vs. pending or on-hold
- Customer Satisfaction Survey Results

Product Design Achievement Data -# and % of Feature Requests Completed

and Engineering -Average Time to fix defects

For this particular plan, collecting perception data is extremely important. Each time a

client interacts with an employee, they are sent a rank order scale survey rating their experience

with Schoology. Perception data is a key point in measuring the success of employee-based

action plans. This data is vital in the understanding of client opinions of their experience with

Schoology. Leaders will be responsible for communicating these metrics from their outsourced


Implementing a Collaborative Data-Sharing Platform to Increase Customer Satisfaction 13

team-based software and will communicate team analysis and reflection. This data protocol will

draw data from each of these different sources for the company, at large, to view and assess.

Achievement data in this field references the successes that Schoology has with a client. For

example, if 9/10 feature requests were fulfilled for a client, that will be a high achievement stat

that likely would reflect in customer satisfaction. Demographic data will help to analyze trends

within demographic subgroups of users.

Notably, the given metrics are a starting point, as value of different metrics may change

as teams reflect and go through the action-planning process. However, initially all of the above

data will be noted as a baseline at the start of the fiscal year. For the baseline data, averages will

be collected, however demographic and achievement data will also be stored in account profiles.

Once goals have been determined, plans will be created in the action planning process. Progress

tracking charts will be associated with each plan. The images below represent a chart tracking

progress and ASANAs methods for tracking tasks associated with created plans:


Implementing a Collaborative Data-Sharing Platform to Increase Customer Satisfaction 14

Needs Analysis/Data Protocol for addressing Internal Issues

In relation to Schoology, the progress toward the goal, would demonstrate an increase in

customer satisfaction. Task lists could denote actions for each team or team member, such as,

sending a follow-up email even though an issue has already been solved for a client. These

actions would be noted in association to the current initiative and when data is analyzed, teams

will reflect on the effect tasks completed had on the current monthly metrics.

Notably, client data is not the only data that is relevant in this plan. This plan involves the

implementation of a collaborative platform to assist employees to meet their needs. In order to

measure the success of the implementation of ASANA, perception surveys will be required for

employees to take as a baseline, mid-year checkpoint, and annually. The survey will address

team members opinion of the platform and action planning processes. The survey will ask if

employees feel that their opinion is valuable and heard using ASANA. Also, it will ask

employees how often they use the platform and on a scale how useful they find the shared

data-points. Additionally, leaders will use metrics from ASANA to determine how often

employees are logging in and which data dashboard tracking monitor they visit most. As a result

of meeting their needs, it is assumed that better communication and community building will

result. With great communication and community, employees will be best-able to assist clients

and increase customer satisfaction. Internal metrics and perception data will be addressed during

the annual assessment to determine success and next steps for continued collaborative knowledge

sharing. Investment in knowledgesharingonaninternalbasisiscreatescommunitieswith

successfulcollaborationespeciallywhenusingcollaborativetools(Kotlarsky&Oshri,2005).


Implementing a Collaborative Data-Sharing Platform to Increase Customer Satisfaction 15

Collaborativetools,suchasASANA,formofsocialtiesandknowledgesharingnecessaryfor

successfulcollaboration.

Identifying Challenges

Using the cyclical collaborative problem solving process, there is constantly a time for

reflection and a system of checks and balances. This system of checks and balances is

exemplified through the multiple formative, monthly assessments and project plans involving

members of all levels of the company. However, each of these checkpoints and plans have

challenges of their own, such as emphasizing the goals and purpose of the overarching plan, the

correct and most effective data being analyzed and issues with leadership.

In regard to the data being shared, the purpose of using ASANA as a collaborative

data-sharing platform is to communicate important data relevant to customer satisfaction to the

entire organization. However, if there is an overload of data, it could lose meaning and

employees could lose focus ofthegoal.Eachemployeemustbegintousedata-driven

practicesbutfirstmustbecomedataliterateinordertousedata(Mandinach,2012).This

emphasizestheimportanceinsettingpurposeforthisplan.Whilethisplanlaysoutspecific

typesofdataandquestionsthatwillbeaddressedandgeneratedfromeachteam,usingthe

cyclical reflective process, these points may change based on noticed patterns and trends.

Additionally, employees will not only need to know what data points most greatly affect their

team, but also what these data points mean, and why they matter. Also, as assessments reveal

information about clients, leadership may decide to narrow the scope of focus for the month.


Implementing a Collaborative Data-Sharing Platform to Increase Customer Satisfaction 16

Using the collaborative process, goals would be communicated through the universal platform

ASANA and through team meetings.

Another challenge that this initiative will face are clearly defined purposes for the overall

initiative and for the implemented projects and plans. It is equally as important to make sure that

employees are informed for all informations independence and extent, it is people, in their

communities, organizations and institutions, who ultimately decide what it all means and why it

matters (Brown and Duguid, 2000, p. 18). Setting purpose and communicating what this data

means and why it matters from top to bottom. These meetings and the creation of a team page

with dashboards renders itself a waste of time if there is no purpose or action explicitly aligned

to viewing and analyzing the data. Similarly, this purpose will set the commitment of employees

at all levels.

Action Planning

As mentioned, any action plan put in place, will impact all employees of Schoology in a

different way, therefore there will be a monthly team process used to efficiently inform and

involve members of all teams in the current plan:



Implementing a Collaborative Data-Sharing Platform to Increase Customer Satisfaction 17

ASANA will be used to communicate the current action plan. Because this Data-Driven

Design Plan is ongoing, the current plan will change based on the need or known issue at that

time. As discussed in the Data Analysis, Leadership managers will input noted and relevant

Customer Service Data Points that their team has gathered and make them universally known to

employees of Schoology through ASANA. New data, containing results from the previous

month, will be added after the Monthly company meeting.

At the end of the first week of the new month, the leadership team will meet to compare

the new data points to last months data, noting any differences. Once this analysis is complete,

team leaders will break out into their department teams to look at the data and share the analysis

from the leadership team. In these smaller department meetings, employees will examine data

points and determine ways that they could have had an influence on this data as a team or

personally. For instance, if the Perception data provided demonstrates a decrease in Customer

Satisfaction from the interactions clients had with the Support team, the department team may

determine that they could work on their response times or perhaps they may want to look into

additional development and training in an issue that came up in the previous month. The leader

of the team will take notes during the meeting adding the suggestions and hypotheses from the

smaller teams. Both the leadership and department team meetings will use an agenda based after

the Classroom-Focused Improvement Process (CFIP), which has been implemented within

schools to communicate goals to multiple teams vertically, with the grade level, and throughout

the school. This model focuses on continued improvement, which complements the overarching

goal of this plan. Tasks can be tracked and documented in ASANA during and after the meeting.


Implementing a Collaborative Data-Sharing Platform to Increase Customer Satisfaction 18

At that point, the Leadership team will gather again around the 15th of the month to

prioritize the input and reflections from the smaller department teams. Using this information,

leadership will make decisions based on the data and collaborative input of all of the employees.

By the beginning of the next month, at the company meeting, the newest action plan, with clearly

communicated goals will be shared. Actions such as increased training, incentives, etc. will be

announced and will be noted in an ASANA plan as part of the to-do list and will be assigned to

teams. In this communal synchronous session, employees will have the opportunity to take

ownership of the known data points and suggested future action plans. Instead of the action and

data analysis coming directly from leaders, all employees will feel like they were a part of the

next steps. Using a universal tracking platform and sharing software allows all employees to


Implementing a Collaborative Data-Sharing Platform to Increase Customer Satisfaction 19

assess their personal or team progress toward accomplishing the goals shared at the monthly

company meeting.

Annual Assessment

Before reaching the Annual Assessment stage of this plan, the organization as a whole

and the department teams would have taken part in ongoing data analysis and organizational

formative assessment. Each monthly meeting would serve as a formative assessment of desired

outcomes leading up to the new fiscal year, which would serve as the summative assessment. In

fact, the organization as a whole would have gone through each stage of the Collaborative

Problem-Solving Process, eleven times prior to the Assessment being an annual value. The

annual assessment will be conducted as a larger scale monthly, company meeting. However,

prior to the sharing of the year-long data, the Marketing team will be in charge of gathering data

points from ASANA from the previous year, condensing them, prioritizing, and determining

successes and areas of need for the company. Like the monthly meetings, goals will be set.

However at the annual meeting, for accountability, overall goals for each team will be posted on

an ASANA page and will also be written on the Welcome Wall at the entrance to the office. The

directors and founders will hold a meeting between team leaders to determine successes and

points of growth in regard to this plan and in regard to their departmentalized team. This way,

the leader of the department team can set goals with their employees prior to announcing them at

the Annual Assessment meeting.

Promoting Cultural Competence and Looking to the Future



Implementing a Collaborative Data-Sharing Platform to Increase Customer Satisfaction 20

While this plan does not explicitly address cultural competence or gaps, there are ways n

which there can be an impact addressing these fields. For instance, teams will be collaborating to

finds trends in our data to address needs of future clients. The mission of Schoology is to

advance what is possible in education (Schoology, 2017). Our learning management system is

actively used in schools around the world, each with their own unique demographic data. As an

organization, our platform is designed to meet the needs of many, opening the doors to

personalization and differentiation while making the availability of resources available in one

platform.

One future data point to examine in our mission to advance education for everyone,

would include examining demographic data vs. perception data in low-income schools. This

question would create a sub-category of clients addressing how well Schoology does at

advancing education for low-income students. Having a platform where the data-points can be

collaborated on and analyzed as a team, will allow for such future endeavors.

Implementing a Collaborative Data-Sharing Platform to Increase Customer Satisfaction 21

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