I stumbled across an old HBR article the other day called Introducing the Collaboration Curve. Despite the World of Warcraft analogies, it raised a few very interesting points that not only relate to video conferencing but to the value of collaboration itself.

The first point the authors discuss is the “network effect” which states the value of a node in a network rises exponentially as more nodes are added to it. Essentially, “the more participants –and interactions between those participants – you add to a carefully designed and nurtured environment, the more the rate of performance improvement goes up.”

This makes sense for video conferencing solutions. What value does video really have if you can’t connect to anyone of relevance? Twenty years ago only executives of large corporations had video conferencing solutions and the technology was generally only used for high-level strategy meetings. Even if a business partner had video, differences in platforms, firewalls and network exchanges most likely prevented a successful connection.

However, new trends in interoperability and cloud video services are allowing participants to connect via video anytime, anywhere, on any device. As a result, more and more organizations are adopting video solutions and the value of video communications has been increasing exponentially. Almost every call I have with a colleague or partner is over video nowadays, granted I work at a video company, but it’s just as easy, if not easier than picking up the telephone. All I have to do is type in a name and click a button; there’s no hassle of looking up and then dialing a phone number.

But how does the network effect relate to collaboration?

This is the true insight of the article. The collaboration curve, or the network effect on collaboration, holds “the potential to mobilize larger and more diverse groups of participants to innovate and create new value.”

But what exactly does that mean?

If an organization gives one person the opportunity and tools to collaborate, the likelihood of a breakthrough idea is minimal because this person doesn’t have anyone else to connect to. However, give two people the opportunity and tools to collaborate; they can connect with each other, brainstorm, and the likelihood of a breakthrough idea increases. As more and more people within an organization are given the opportunity and tools to collaborate, a larger and more diverse group of participants is created and the likelihood of a breakthrough idea has increased exponentially.

This is social collaboration at its core – casual interactions among colleagues, business partners and even customers that enable creativity and drive innovation. Unified communications and video conferencing solutions connect geographically disperse employees; expanding the reach of collaboration beyond a single location.

The perpetual wondering of what your colleague looks like no longer crosses your mind because you are able to see them over video. A relationship develops from the casual face-to-face chat at the beginning of a meeting because it’s kind of hard to hide behind the mute button and finish up an email while waiting for everyone to join the call.

The value of the collaboration curve lies here; when colleagues and business partners with different backgrounds or areas of expertise are connected effortlessly. Ideas are bounced back and forth for a second opinion from an impartial third-party and value is created through new products or processes that can revolutionize a company or even develop a new market.