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Intranet & Digital strategy survey - 2013 results
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Intranet & Digital strategy survey - 2013 results

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Download the survey results on our website : www.observatoire-intranet.com/en/

Download the survey results on our website : www.observatoire-intranet.com/en/

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Intranet & Digital strategy survey - 2013 results Intranet & Digital strategy survey - 2013 results Presentation Transcript

  • 2013 survey results - Page 1 2013 survey results
  • 2013 survey results - Page 2 Intranet 2013 2013 trends Survey methodology 2013 results Company socio-types Looking ahead
  • 2013 survey results - Page 3 Principal trends 2013: the age of reason?  Following a period of infatuation and intense communication around corporate social media, hard reality is indeed confirming that these tools are gradually being deployed in a concerted manner. This is the only way to ensure the deployment will be successful.  The main progress can be noted in the deployment of collaborative tools. Whether for collaborative workspaces, which are now being implemented in a highly organized way, or governance, which is being instituted with the functions of community management, a more rational approach can be noted around the digital tools. As if companies have come of age in these areas.  Real-time communication tools like instant messaging or web conferencing are confirming continuing growth in the use of digital in internal exchanges, thereby demonstrating a good appreciation of the operational added value. This too is a sign of true maturity.  In the vast majority of cases, remote access is possible for all types of interactions. Site ergonomics are being adapted for consultation on light terminals in almost a quarter of organizations.  The digital strategy is beginning to emerge, though in this area there is substantial room for maneuver. The strained economic context on the one hand and pressure from the newer generations for new uses and new tools on the other are propelling all organizations towards transformation, but at different rates. 2013 trends
  • 2013 survey results - Page 4 Intranet trends 2013  Collaborative tools: a year of regular progress with increasingly well equipped spaces  Roll-out of company social networks continues, but at a slow pace; certain social functions seem to be emerging  Heightened awareness of the need for governance is becoming apparent  80% of Intranets will be offering mobile accessibility within a year  Digital strategy: pooling between the internal and external webs is being achieved through more pooled teams 2013 trends Company social network Governance Digital strategy Mobility Collaborative tools
  • 2013 survey results - Page 5 Deployment of collaborative tools is continuing  61% of companies state they have collaborative workspace projects (+4%), while communities of practice are up 8% at 44% and interest communities 9%. 27% of organizations make regular to extensive use of these spaces  Instant messaging is present in half of cases and web conferencing tools in 46% of cases  A weak signal with the emergence of activity walls and ‘internal YouTube’  Collaborative workspace creation on the initiative of operational staff is increasing, always with governance very present 2013 trends Collaborative tools There is a dominant presence of the tool Strong progress in instant messaging Spaces created by operational staff Confirmation of extended collaborative practices
  • 2013 survey results - Page 6 Company social networks struggling to be deployed  The CSN is offered in nearly 27% of cases, compared to 23% in 2012. Almost 16% of companies (against 14% in 2012) make a regular practice of social tools  20% of companies cite CSN projects  Commenting on content should be possible in 46% of cases a year from now  Followers as well as connection tools have also grown, by 7% and 6% respectively 2013 trends Company social network Growing regular practice Numerous projects Content commenting growing Following and connection are being deployed
  • 2013 survey results - Page 7 Governance is increasing in some fields  The increase in governance is stabilizing. An increase in deletion procedures (+5%) and archiving procedures (+3.2%) can be noted  43% of companies now have community managers (as against 37% in 2012) 26% of companies should increase their number in 2014  CSN governance remains to be extended. It is stable with respect to 2012  Use of measurement tools has dropped 2013 trends Governance Changes in governance around document life-cycle Less use of measurement tools More community managers CSN governance stable
  • 2013 survey results - Page 8 Mobility is up and running  Remote access from a PC should be offered in over 80% of cases within the next year (currently 73%)  Widespread progress in tasks able to be performed outside the company  A doubling of consulting on tablets and smartphones is anticipated within a year  Equipping with tools allowing simultaneous actions is pushing mobile usage 2013 trends Mobility Remote access in the majority Easier mobile use Diversity of tasks that can be performed Increasing ergonomics dedicated to smartphones and tablets
  • 2013 survey results - Page 9 The digital strategy is becoming a priority  Pooling of teams for managing the web worlds (inter/intra) is a reality in 55% of cases  Collaborative platforms are the latest digital projects companies are working on in 46% of cases  Information System and Communications departments are the principal sponsors of digital projects (42% and 41%) as in 2012. Only 37% of companies declare divided responsibility  Company Social Network projects are being increasingly integrated with the Intranet 2013 trends Digital strategy Team pooling Company Social Network gradually being integrated into Intranet Collaborative platform projects Communications and Information System departments are the main sponsors
  • 2013 survey results - Page 10 Strong progress in instant messaging 2013 trends Company social network Digital strategy Mobility Collaborative tools Remote access in the majority Easier mobile use Diversity of tasks that can be performed Increasing ergonomics dedicated to smartphones and tablets Changes in governance around document life-cycle Less use of measurement tools More community managers CSN governance stable Content commenting growing Numerous projects Following and connection are being deployed Growing regular practice Team pooling Company Social Network gradually being integrated into Intranet Collaborative platform projects Communications and Information System departments are the main sponsors There is a dominant presence of the tool Spaces created by operational staff Confirmation of extended collaborative practices Governance
  • 2013 survey results - Page 11 Intranet 2013 2013 trends Survey methodology 2013 results Company socio-types Looking ahead
  • 2013 survey results - Page 12 We would like to thank the associations: AFCI, ADBS, and Communication & Entreprise (Ujjef) who have participated once again this year in this Observatoire de l’intranet et de la stratégie numérique. Along with Boostzone and Emergenceweb (an influential Canadian blog devoted to interactive communication). The Observatoire de l’intranet  Reference survey of developments in Intranet facilities  Since 1999: 14th edition  Analyses the progress in Intranets and information technologies in private and public sector organizations  This regular observation makes it possible to spot the principal trends and note significant developments over time  Aim: to observe Intranet facilities in order to understand trends, anticipate developments, and allow companies to set benchmarks for themselves Survey methodology
  • 2013 survey results - Page 13 Survey methodology  The survey was held from 21 January to 12 April 2013 on the www.observatoire-intranet.com website  428 valid replies were processed  This sample for the 2013 survey corresponds to the equivalent of nearly 6.9 million employees represented  86% of those answering are French. 14% from countries in Europe, North America, and Africa  The self-administered questionnaire consisted of 47 questions around 4 main themes:  Information and communication  Collaboration  Company social network and social functions  Digital strategy  This year, we made a distinction between public and parapublic sector organizations, which we define as follows:  ‘public’ involves only public administration organizations: ministries and public authorities (regions, départements, cities/towns)  ‘parapublic’ involves administration and assistance, education, and regulated real-estate services Survey methodology
  • 2013 survey results - Page 14 2013 results Company and context Information and communication Collaborative Company social network Digital strategy
  • 2013 survey results - Page 15 Staff numbers and sectors for organizations answering Company and context  The sample is very comparable to those for the previous surveys, whether in terms of the size of the organizations answering or the sectors to which they belong  All sectors of the economy are represented  All sizes of organization are present, with an historic peak in companies employing 1,001–5,000 people 18% 50% 18% 15% Industry Services Public administration Parapublic 17% 15% 9% 29% 10% 20% 0% 5% 10% 15% 20% 25% 30% 35% Less than 100 people From 100 to 500 people From 501 to 1000 people From 1001 to 5000 people From 5,001 to 10,000 people More than 10,000 people
  • 2013 survey results - Page 16 Changes in responding organization staff numbers Company and context  Great stability in the weight of respondents by staff numbers between 2012 and 2013, with however:  Regular growth for those respondents with more than 10,000 staff (+ 3%)  A corresponding slight regression for respondents with fewer than 500 staff (− 4%)
  • 2013 survey results - Page 17 Respondent breakdown by country and international presence Company and context  Slight increase in the proportion of international respondents (11.4% in 2012 > 13.6% in 2013). Distribution between the various countries remains constant with respect to 2012  The majority of the companies answering are based in a single country; this is linked to the large number of French companies and public organizations answering
  • 2013 survey results - Page 18 Principal functions of respondents within their organization Company and context  In companies with fewer than 1,000 people:  Managing Director  Head of Internal Communications  IS Manager  1,000–5,000 people:  Communications Manager  Head of Internal Communications  Over 5,000 people:  Intranet manager  Head of Internal Communications  Project manager
  • 2013 survey results - Page 19 2013 results Company and context Information and communication Collaborative Company social network Digital strategy
  • 2013 survey results - Page 20 Structure of Intranet facilities 1.1.What is the structure of your digital communication and information facility? Information and communication  64% of respondents announce a unified Intranet and 15% of the Intranets are accessible via a portal  Only 22% of companies declare they still have several Intranets: the trend towards convergence is being confirmed, carried by profiling and personalization Intranet structure 2013 2012 Unified Intranet 64% 66% Several Intranets 22% 17% Several Intranets accessible via an institutional portal 15% 17%
  • 2013 survey results - Page 21 Intranet facilities in constant evolution 1.2. Since the first version, how many major revisions of your Intranet have there been? Information and communication  Since their first version, 56% of Intranets have undergone major revision  44% of Intranets are on at least their third version
  • 2013 survey results - Page 22 Intranet facilities in constant evolution 1.2. Since the first version, how many major revisions of your Intranet have there been? Information and communication  Structure very similar to that in 2012  Slight growth can be seen in Intranets that are on their third incarnation, to the detriment of those who are on their fourth or more. This indicates a respondent population a little ‘younger’ in terms of Intranet experience than in 2012 Number of revisions 2013 2012 None 26% 26% One 30% 31% Two 24% 24% Three 14% 10% Four or more 6% 9%
  • 2013 survey results - Page 23 Business disciplines and functions publishing on the Intranet 1.3. Which business disciplines (functions) publish content on your Intranets? 1. Communication 88% 2. Human Resources 79%  +5% 3. IT 67% 4. Senior Management 58% 5. Training 52% 6. Documentation 49% 7. Legal 45%  +7% 8. Finance 45%  +6% 9. Admin 44%  +5% 10. Marketing 44%  +5% 11. Quality 40% 12. Organization 39%  +7% 13. Works Committee & Staff Representation36% 14. Sustainable development 36% 15. Sales, Customer relations 34% 16. Purchasing 31% 17. Management Control 26%  +5% 18. Logistics 26%  +5% 19. R & D 23% 20. Goods/services production 15% Information and communication  Order unchanged with respect to 2012, with an overall increase in participation by all the business disciplines, and more especially the support functions
  • 2013 survey results - Page 24 Ranking of the information available on the Intranet 1.4. What information is on offer on your Intranets? 1. Information about current events in the company 89% 2. HR information* 85% 3. Information about administrative procedures 81% 4. Institutional information 70% 5. Information about technical documentation and procedures 70% 6. Information about projects 64% 7. Information about the business disciplines 52% 8. Information about products and services 51%  9. Practical information 49%  10. Legal and contractual information 47% 11. Financial information 40%  12. Watch information* 37% 13. Dashboards 36% 14. Information about customers and partners 32%  Information and communication  Stability in the order of the types of information on the Intranet  The up and down variations display a differential of 4% with respect to 2012  The drop in products and services could indicate a move over to the Internet  The two themes marked with an * were not previously measured
  • 2013 survey results - Page 25 1. Documents (pdf, word, xls, ppt) 97% 2. Textual content (pages, articles) 94% 3. Visual content (images, graphs) 86%  4. Video content (video streaming, etc.) 55% 5. Animated images (flash animation, etc.) 35% 6. Audio content (podcasting, etc.) 22%  7. 3D world 1% The various types of content offered on Intranets 1.5. What types of content do your Intranets offer? Information and communication  Increase in visuals and audio content (+4%)  Stability in the other formats, with, in particular, stagnation as far as video is concerned. After the explosion seen in 2012, companies are realizing the complexity of producing this type of content
  • 2013 survey results - Page 26 Information and communication  It can be said that this discrepancy is not significant, given the method for gathering the data Intranet an essential facility 1.6.What is the level of appropriation of the Intranets dedicated to publishing information within the company?
  • 2013 survey results - Page 27 Growth in Intranet governance tools, especially for document life-cycle management 1.7. Have you formalized the following elements? Information and communication  The increase in governance is stabilizing. An increase in deletion procedures (+5%) and archiving procedures (+3%) is noted  The improvement in document life-cycle management indicates better control over the management of information flows, which is becoming essential with constantly-growing volumes  
  • 2013 survey results - Page 28 Intranet technical base 1.8.What software or software suites (Content Management System) are your Intranets based on? Information and communication  The Microsoft solutions continue to dominate the market  Specially-developed in-house solutions continue to lose ground (−4% between 2012 and 2013 / −10% since 2011) in favour of solutions like Typo3, Jalios, Wordpress, or various less well known open solutions   
  • 2013 survey results - Page 29  The comments mainly highlight:  Re-design projects underway  Work to unify the various existing Intranets within the same organization (access portal or creation of a single Intranet)  The development of synergies/convergences between the existing CSN, collaborative, and Intranet facilities – in the most advanced cases, all of these facilities are grouped together within a single portal  The importance of regular input activity to the Intranet facility is emphasized Free-form comments on information and communication Intranets Information and communication
  • 2013 survey results - Page 30 2013 results Company and context Information and communication Collaborative Company social network Digital strategy
  • 2013 survey results - Page 31 Top 15 features currently available 2.1. What tools are offered in your organization? 1. Internal directory 90%  +6% 2. Simple search engine 80% 3. Webmail 79% 4. Document resource database 72% 5. Shared diary 71%  +6% 6. Organization chart 66%  +3% 7. Managing generic processes 66% 8. Collaborative workspaces 61%  +4% 9. Instant messaging 50%  +6% 10. Multi-criteria search engine 47%  +6% 11. Web conferencing 46%  +6% 12. Forums 44%  +3% 13. Business discipline applications 38%  +15% 14. Wikis 33%  +5% 15. Blogs 33%  +3% Collaborative
  • 2013 survey results - Page 32 1. Taxonomies and Thesauruses 18% 2. Wikis 17% 3. Blogs 16% 4. Collaborative workspaces 16% 5. Multi-criteria searching 15% 6. Forums 14% 7. Instant messaging 13% 8. Knowledge map 13% 9. Business discipline applications 12% 10. BI / Decision support tools 12% Collaborative Top 10 features that will be available within the next year 2.1. What tools are offered in your organization?  Once again, projects are focusing on leveraging knowledge, becoming a priority subject again now with the mass retirement of the ‘boomers’, and also against a background of the crisis  Projects are also seen to be emerging around the portal aspect: seeking effectiveness, integration, and convergence of the IS
  • 2013 survey results - Page 33 Best progress (Delta today)  Business discipline applications +15%  Instant messaging +6%  Multi-criteria searching +6%  Web conferencing +6%  Shared diary +6%  Internal directory +6% Very strong increase in business discipline applications, well beyond the projects announced last year (9%) For the rest, an overall increase is noted, but not as high as had been forecast the previous year Promises kept Promises kept and exceeded  Business discipline applications +7%  Internal directory +1% Promises far from being kept  Taxonomies and Thesauruses −14%  Collaborative workspaces −14%  Multi-criteria searching −13%  Blogs −12%  BI / Decision support tools −12%  Wikis −12%  Generic process management −12% Collaborative Comparison of the tools deployed as against 2012 2.1. What tools are offered in your organization?
  • 2013 survey results - Page 34 Deployment of collaborative workspaces is continuing inexorably 2.4. What types of collaborative workspaces are available? Collaborative  Project workspaces are growing inexorably and are now available in almost two out of three cases  Department or service workspaces are present in over half of cases  Open community workspaces are present in a third of cases  Geographic workspaces are also progressing, at 20%  Significant progress for all types of collaborative workspaces, which are however still below last year’s forecasts
  • 2013 survey results - Page 35 The functions in these workspaces are regularly being enriched 2.5. If you have collaborative workspaces, what functions do they offer? Collaborative  Marked increase in RSS alerts  Mentions appearing of ‘activity walls’, ‘In-house YouTube’, and ‘widget pushing tagged information upwards’, increasingly well developed features that are gradually coming closer to those present on external social networks   
  • 2013 survey results - Page 36 Criteria for setting up collaborative workspaces: the preference for strong regulation is being confirmed 2.6.What are the criteria for setting up collaborative workspaces? Collaborative  Setting up collaborative workspaces is subject to a control process in the vast majority of cases  A drop in creation imposed by the management is noted in favour of freer creation, on the initiative of the operational staff – but always with strong governance present
  • 2013 survey results - Page 37 Slow but steady progress in the appropriation of collaborative tools 2.7.What is the level of appropriation of the collaborative tools in the company? Collaborative     Progress in collaborative tools, which are being used more regularly
  • 2013 survey results - Page 38 Collaborative  The use of collaborative solutions continues the 2012 trend  Reduction in specific solutions developed in-house       Microsoft solutions still clearly dominant in the collaboration market 2.8. What software or software suites are your collaborative tools based on?
  • 2013 survey results - Page 39  Collaborative workspaces are expanding with numerous creation or re-design projects underway  A trend is seen towards unification of Intranet and collaborative facilities; an Intranet re-design is a good opportunity to implement it  In the development phase, collaborative workspaces sometimes have limited functions or are dedicated to restricted populations – particularly the IS department. It is anticipated that this pilot phase allows the tools to be tested before being rolled out more widely within the company Free-form comment on collaborative workspaces and tools Collaborative
  • 2013 survey results - Page 40 Diffusion of social functions is advancing slowly – Top 10 services currently available 3.1. Does the Intranet provide a company social network (CSN) and social functions? 1. SSO 34%  +8% 2. Online surveys 32%  +6% 3. e-mail alerts 30%  -2% 4. Enhanced directory file 28% 5. RSS 28% 6. Managing and leading communities 27%  +6% 7. Presence indicator 22% 8. Managing relations and contacts 21% 9. Publication of resources in profiles 20% 10. e-Voting 19%  +7% CSN & social functions  The SSO at the top of the list is a strong indicator, since even though SSO is not a social function as such, it is a necessary condition for the development of these functions  e-mail alerts remain in the Top 10 of the services available, but are receding; this could indicate better usage of the CSNs, which operate less through e-mail notifications  Neither followers nor connection tools feature in the Top 10, but both have seen significant growth since 2012, with increases of 7% and 6% respectively  Despite these advances, it is noted that last year’s promises have not been kept
  • 2013 survey results - Page 41 2013 results Company and context Information and communication Collaborative Company social network Digital strategy
  • 2013 survey results - Page 42 Diffusion of social functions forecast for the year ahead 3.1. Does the Intranet provide a company social network (CSN) and social functions? 1. Enhanced directory file 21% 2. Managing relations and contacts 17% 3. e-Voting 15% 4. Connection tool 15% 5. Publication of resources in profiles 15% 6. Managing and leading communities 14% 7. Publishing and sharing mini-messages 14% 8. Following people (subscribing) 13% 9. e-opinion 13% 10. RSS 13% CSN & social functions  The enhanced directory file is the leading social function project planned for the year ahead  Contact management and connection tools are close behind, along with publication of resources in profiles  If these declarations come about, they will be indicative of the reasoned, comprehending deployment of the social network within the company for nearly 40% of the organizations (if the players already going down this road are included)
  • 2013 survey results - Page 43 Platforms allowing publication of rich content remain at a modest level 3.2.Do you have tools dedicated to collaborative sharing of rich content? CSN & social functions  54% of the players have not deployed rich content  Image banks are offered in one third of cases  Videos are available in 25% of the companies  Sound remains the poor relation with solutions deployed in 9% of the companies
  • 2013 survey results - Page 44 Company social network governance needs to be extended 3.3.Have you formalized the following elements? CSN & social functions  Structure constant with respect to 2012, governance remains to be deployed more widely
  • 2013 survey results - Page 45 Community manager: a growing role 3.4.How many internal community managers have been appointed in your company? CSN & social functions  An increase is noted in the number of community managers with respect to last year. 43% of companies have appointed community managers, against 37% in 2012
  • 2013 survey results - Page 46 Community manager: an emerging role 3.4.How many internal community managers have been appointed in your company? CSN & social functions  26% of companies plan to increase the number of community managers
  • 2013 survey results - Page 47 CSNs need to gain ground Signs of wider deployment 3.5. What is the level of appropriation of the social tools in the company? CSN & social functions  Almost 16% of companies (against 14% in 2012) make a regular practice of social tools  Conversely, 14% of companies are still resistant to the deployment of these tools
  • 2013 survey results - Page 48 A market that remains mobile, despite the weight of the leader 3.6. What software or software suites is your CSN based on? CSN & social functions  Microsoft also dominant on the company social network part  Two ‘pure players’ like BlueKiwi, Yammer have been bought out; the market is showing signs of concentration     
  • 2013 survey results - Page 49  Numerous CSN projects on the drawing board  Identification of burgeoning needs from staff / management  The role of community manager is still normally an add-on to an employee’s function Free-form comment on CSNs CSN & social functions
  • 2013 survey results - Page 50 2013 results Company and context Information and communication Collaborative Company social network Digital strategy
  • 2013 survey results - Page 51 Latest digital projects put in place: first collaborative functions, followed by document management 4.1. What are the latest digital projects put in place? Digital strategy  Collaborative platforms are the leading projects mentioned, in 46% of cases  Unified directory projects come fourth in 25% of cases  20% of companies cite CSN projects
  • 2013 survey results - Page 52 Sponsoring not sufficiently distributed 4.2. Who are the sponsors of these digital projects? Digital strategy  The IS Department is the sponsor in 42% of cases and the Communications Department in almost the same proportion. Followed by collective responsibility via General Management in 37% of cases. General Management specifically is mobilized in 23% of cases, followed by the HR Department, which is invariably solicited in only 20% of cases, as noted in the previous surveys  The absence of a sponsor is noted in 7% of cases  These results do not indicate great maturity towards e-transformation
  • 2013 survey results - Page 53 Organization upstream of projects: progress 4.3. Upstream of your projects (creation or development), did you…? Digital strategy  Needs assessments are carried out in two thirds of cases – clear progress compared with the earlier surveys  In spite of everything, it is noted that the tool is chosen upstream of the projects in 58% of cases; the question is to find out if this is done after the needs assessments  Performing initial scoping is used in 47% of cases, which is still too few
  • 2013 survey results - Page 54 2013 results Organization responsible for digital facilities 4.4.Which organization (department, service, division) owns the digital facilities? Digital strategy  Here again, the IS Department is mostly considered to be the owner, followed a long way behind by the Communications Department, in 36% of the declarations, then collective ownership via General Management in 22% of cases  The HR Department seems to be owner in only 11% of cases  More worrying: in 10% of the situations, no owner is identified at all
  • 2013 survey results - Page 55 Stagnation in the tools for measuring the Intranet facility 4.5. What measuring tools have you put in place concerning your digital facilities? 2013 resultsDigital strategy  No major changes. Greater representation for the public sector, which could partly explain the stagnation noted. Less financial resources and hence less investment in measuring facilities
  • 2013 survey results - Page 56 Digital strategy  Remote access from a PC should be offered in over 80% of cases within the next year  A doubling of consulting on tablets and smartphones is noted within a year Tablets and smartphones are going to continue to be strongly deployed 4.6 Are your digital facilities technically and ergonomically suitable for consultation?
  • 2013 survey results - Page 57 Digital strategy  Widespread progress in tasks able to be performed outside the company  Despite this development, the promises announced last year have not been met Task execution from outside the company is increasingly widespread 4.7. What tasks are you able to do from outside the company?
  • 2013 survey results - Page 58 Task execution from outside the company is increasingly widespread 4.7. What tasks are you able to do from outside the company? Digital strategy  A year from now, the set of tasks that can be performed from outside ought to have all increased by around 10%  Thus it ought to be possible to comment on Intranet content in 46% of cases
  • 2013 survey results - Page 59 Unified web approach: still a long way from Xnet 4.8. Have you pooled certain elements of the Intranet and Internet (web) facilities? Digital strategy  An absence of change is noted in these pooling actions  Pooled actions are most frequently encountered first of all at the level of the organization and human resources
  • 2013 survey results - Page 60  Key success factors 1. Commitment from management – Identified collegiate project sponsoring (collaboration between several Departments) 2. User needs assessment, scoping of the project, and definition of the objectives for the facility 3. Change management 4. Training and accompaniment for users 5. Good communication before, during, and after the project (transparency) 6. Choosing a simple, accessible tool that meets users’ needs 7. Commitment from line manager and teams to encourage adoption – It’s important to mobilize the end-users throughout the duration of the project, and especially during the upstream phase 8. Putting in place clear governance 9. A network of ambassadors for the project (key users)  Risks  Need to allocate a suitable budget and adequate resources to make the project a success – Tendency to prioritize ‘business’ investments  Resistance to change (resistant populations)  Disparities in usage, in-house practice levels, and equipment (digital fracture) Key digital project success factors and obstacles Digital strategy
  • 2013 survey results - Page 61 How digitally mature is your company? Company socio-types
  • 2013 survey results - Page 62  In order to classify the various stages of Intranet maturity, we decided to analyse the responses looking at the level of services offered on the sites, coupled with the level of governance implemented  Taking these profiles into account, we have described the corresponding Intranet, with additional details provided by the respondents. We have isolated 9 major categories of socio-types: - conservative, - conscientious, - atypical, - in movement, - constructor, - conceiver, - technophile, - avant-gardist, - champion About the socio-types Company socio-types
  • 2013 survey results - Page 63 Each organization is positioned on the matrix according to its degree of maturity in terms of features offered and the governance implemented on the Intranet. (change in percentage of each socio-type 2012  2013) Changes in company socio-types in 2013 Company socio-types Atypical (1.1%  0.5%) Conceiver (10.8%  7.5%) Champion (3.2%  3%) Conscientious (14.7%  16.8%) Constructor (33%  30.6%) Avant-gardist (2.9%  3.7%) Conservative (27.3%  29.9%) In movement (6.5%  7.9%) Technophile (0.5%  0%) Governance Functions 66 % 33 % 33 % 66 % 100 % 100 %
  • 2013 survey results - Page 64 Focus by size of company and activity sector. The companies in the industrial and services sectors, together with the groups of >5,000 people, are the most advanced. Company socio-types in 2013 Company socio-types Atypical 0.5% Conceiver 7.5% champion 3% Conscientious 16.8% Constructor 30.6% Avant-gardist 3.7% Conservative 29.9% In movement 7.9% Technophile 0% Governance Functions 66 % 33 % 33 % 66 % 100 % 100 % Functions Governance Less than 1000 people 34% 37% From 1001 to 5000 people 36% 41% More than 5,000 people 44% 45% Industry 41% 43% Service 40% 40% Public administration 33% 43% Parapublic 30% 35%
  • 2013 survey results - Page 65 The “Conservatives” represent 29.9% of those answering. As last year, this category is no longer in the majority, proof of the overall maturation of companies in terms of Intranet. This group comprises organizations in the bottom third for both the level of governance and the services offered on the Intranet. This group has increased by 2.5 points, reflecting the changes in the panel, which includes respondents who are slightly less advanced. This group is at the first stage of the Intranet and constitutes a breeding-ground of companies that need to evolve towards a more advanced status. These organizations most often belong to the public sector. The conservative profile Keywords: textual content, non- collaborative, expert access, centralized contribution Cautious in the way you approach technological developments, you haven’t yet entered the territory of the Intranet from the point of view of the services it can offer you – or at least not in any intensive way. The content on offer, most often textual, covers a specific perimeter of the company and is not, or only little, enhanced with metadata. The document management base, where there is one, is technical and reserved for the experts, the administration of the Intranet is still fairly centralized and the whole of its content is accessible to everyone. You could draw real benefit from widening the document coverage to all the areas of the company, enhancing the services offered (search engine, directory, etc.) and offering spaces for collaboration and decentralized contribution. 29.9% 2012: 27.3% Company socio-types
  • 2013 survey results - Page 66 Keywords: static content, well-developed governance, simple search engine and directory Your action has been guided by the desire to make well thought through, up-to-date communication and information available on your Intranet. You have no doubt taken the trouble to define upstream the basic profiles running the Intranet: contributors, validators, and administrators. Your Intranet still belongs to the 1.0 world, but the control over the validation circuit already in place naturally lays the foundations for applying it to the deployment of collaborative workspaces. The content posted is perhaps already indexed, which optimizes search quality. The content published on the Intranet is not always an exhaustive reflection of the company’s fields. By extending the scope to the whole of the organization, you will be able to more easily develop transversality, with each individual having the same level of information. The next step is going to consist in offering personalized access to the Intranet so that each person can appropriate the tool according to their needs and is able to interact with the content in the web 2.0 movement. Now represented by 16.8% of respondents, up on 2012. A greater number of conservatives have chosen to escalate investment, investing first of all in increased governance. This category corresponds to Intranets having a good level of governance but offering a level of service belonging to the first third of the sample group. By enhancing the level of service offered, they will soon become constructors. The conscientious profile 16.8% 2012: 14.7% Company socio-types
  • 2013 survey results - Page 67 Keywords: centralized contribution, deployment of indicators, procedures You are concerned above all with the control and organization of the system you have put in place. This is embodied in advanced, or even very sophisticated governance. The rules deployed may hinder the expansion of your Intranet. In order to capitalize on the work to formalize the roles of the various players, on putting in place management rules and identifying your site’s performance indicators, you ought to open up exchange with the various players in the Intranet facility so as to offer services that are in phase with user expectations. In particular, so as to allow gradually decentralized contribution justifying the activation of the governance principles designed. Above all, it’s a matter of putting people before the structures and rules you have defined – even if that means you have to modify those in order to adapt to the employees’ needs. Once the appropriation is working, you will be able to move ahead towards making more elaborate services available on the Intranet. Only 0.5% of the panel of respondents have an ‘Atypical’ Intranet. These Intranets offer a basic level of service and very significantly more developed governance. So in this they are ‘Atypical’. Over 0.5 points fewer now, they have migrated to ‘Constructors’ profiles, having extended the number and quality of the features offered on the Intranet. They remain marginal profiles. The atypical profile 0.5% 2012: 1.1% Company socio-types
  • 2013 survey results - Page 68 Keywords: digital maturity, collaborative services, indexed content You have picked up on the trend over the last three years, which is imposing the implementation of collaborative services via the Intranet within the company. The principal features like the directory, search engine, and a document database are available. It is also possible to access a number of tools for handling generic (expense claims, on- line leave) and specific (business discipline applications) processes. Content is often multimedia and readily located thanks to indexed content. To gain maturity, it is necessary to deploy governance, associated with the principles of publication, collaboration, and knowledge management. By putting these processes in place, you will be able, in a fluid, upgradeable manner, to continue to decentralize contribution and increase the deployment of transversality through your Intranet facility. Your General Management needs to be made more aware of these issues. The work organizations whose Intranet is ‘In movement’ represent 7.9% of the sample group. This advancing category comes from the ‘Conservatives’. These players offer a level of service in the second third, but with fledgling governance. Their natural evolution should lead them towards a ‘Constructor’s’ Intranet once their governance is more structured. The in movement profile 7.9% 2012: 6.5% Company socio-types
  • 2013 survey results - Page 69 Keywords: upgradeable deployment, governance system, extended collaboration The robust approach you have chosen when faced with the new technologies is enabling you to ensure upgradeable deployment of your Intranet in phase with the culture and the organization put in place, in particular through the deployment of a system of governance that is already sophisticated, illustrated by a shared responsibility for the Intranet (several departments: IS, HR, Communications, etc.) with an identified mobilization of General Management in this project, which is regarded as strategic. The Intranet players are clearly identified and recognized, collaboration services are already widely on offer. You will now be able to move up a stage by offering a company social network in addition to the standard features. This should make it possible to extend the collaboration to all levels in the company. This exercise, complemented by putting in place statistics and usage tracking, should enable you to identify the next avenues for progress for your Intranet. Within the sample group, 30.6% have a ‘Constructor’s’ Intranet with corresponding (i.e. well-developed) levels of service and governance. Their representation is slightly down on 2012. This still constitutes the most strongly represented group. These companies are building their Intranet system on solid foundations and are giving themselves the means for an optimized evolution for their facility. They are tending towards the next step for deploying an ‘Avant-gardist’ system with a still-richer level of service or a ‘Conceiver’ profile. The constructor profile 30.6% 2012: 33% Company socio-types
  • 2013 survey results - Page 70 Keywords: collaborative content, extended governance, decentralized contribution You have deployed high-flying governance with a view to an upgradeable Intranet facility that is intended to last. All of the Intranet players are clearly identified: contributors, validators, administrators, and even knowledge management experts. The setting up of your collaborative workspaces is governed, and you know how to extract the quintessence of the information produced when project workspaces are closed. The content placed online is indexed and each Intranet user has personalized access to their content. You have already put in place indicator- based steering, which allows content to be adapted to use. The next step consists in making available an Intranet with ergonomics suitable for use on PDAs. The security system you will have put in place will allow remote contribution, enabling users to interact with the content from outside as well as within the trusted network. Once the level of service to your Intranet users has been improved, you will have reached the status of Champion. Now represented by 7.5% of respondents, this category is down by a little over 3 points. The ‘Conceivers’ opt to first strengthen their governance before deploying a comprehensive panel of services. Their next step ought to take them towards the ‘Champions’ category. The conceiver profile 7.5% 2012: 10.8% Company socio-types
  • 2013 survey results - Page 71 Keywords: profiling, company social network, roaming By nature keen on new technologies, you have grasped the importance of deploying digital tools within the company. Your Intranet offers an extended range of services available in a profiled manner, equally accessible in the field of collaboration and in terms of knowledge management. For this ‘technology showcase’ to really become rooted into the company, it is vital to now consider the associated organization to be put in place so as to optimize the service to the users. With structured governance, it will be possible for all the features, and especially the company social network, to really take off. Relayed by leveraging the accumulated knowledge in the collaborative workspace, this will enable each employee to become a contributor and a player in their own information and communication. This year, 0% of the respondents have been identified as presenting a ‘Technophile’ Intranet, against 0.5% in 2012. This profile corresponds to organizations who have deployed a very high level of service, but have hardly done any work on their governance. This result supports our idea that companies are staying in control and not allowing the technological explosion to be deployed without rules – in France, at least. The technophile profile 0% 2012: 0.5% Company socio-types
  • 2013 survey results - Page 72 Keywords: social network, geo-management, knowledge mapping Your natural attraction to new technologies leads you to incorporate the most advanced tools on the market into the Intranet: indexed search engine, social network, geo- management, knowledge mapping. Accessible from both outside and within the trusted network, collaborative workspaces are deployed by department as well as by project or by community. They are able to include all the interaction tools available: blog, wikis, dedicated directory, scheduler. The company social network is deployed in an extended manner, it too allowing sharing and pooling of knowledge. The governance put in place is perfectly integrated into the daily working of the company. Intranet usage tracking is also a reality, enabling you to devise adaptive evolution for your site. You will be able to draw all the benefit from the work already accomplished by implementing statistical indicator-based steering and setting up a mechanism for assessing line managers according to their direct and indirect contribution to the Intranet. The ‘Avant-gardist’ Intranets correspond to 3.7% of the sample panel. The companies in this group are active in the field of IT, telecoms, in industry and in the other merchant services. The vast majority are companies with more than 10,000 employees. Their positioning is explained by the resources they have available, in both financial and sectorial terms. They offer very advanced integration of web services into their Intranet and a level of governance that is already well established, but would benefit from being slightly more structured still in order to reach the ultimate stage of ‘Champion’. This group has grown compared to 2012. The avant-gardist profile 3.7% 2012: 2.9% Company socio-types
  • 2013 survey results - Page 73 Keywords: extended social network, leveraging knowledge, indicator-driven Structurally in advance, you are constantly seeking all the new uses and services that the new technologies can afford. Hence you have an Intranet that offers all the currently existing features to all employees, according to their profiles. You have supported this technical deployment by putting in place sophisticated procedures allowing fluid management of the Intranet. The structure in place makes it possible to leverage knowledge. Naturally, the knowledge management and collaboration tools are accessible to everyone according to well-formalized rules, both internally and externally. There is also a dedicated version for smartphone ergonomics. Each individual is a potential Intranet contributor, via their personal space accessible within the company’s social network or via the possibilities they have for interacting on content or in collaborative workspaces. You have deployed collective governance that allows constant corrective assessment. You are already a Web 3.0 player. The ‘Champion’ category is represented in the sample group this year at a level of 3%. This category corresponds to Intranets where both governance and level of service are sophisticated (the top third in both criteria). Again, these are exceptional players who should gradually be joined by a certain number of companies from the ‘Conceiver’, ‘Constructor’, or ‘Avant-gardist’ categories. This category is stable compared to 2012. The champion profile 3% 2012: 3.2% Company socio-types
  • 2013 survey results - Page 74 Highlights 2013 Summary & looking ahead Looking ahead
  • 2013 survey results - Page 75  The results of the 2013 Observatoire confirm the maturity of the Intranet, yet with advances on various levels, depending on orientations and the extent to which the socio-technical facility it represents in five dimensions is taken on board systemically: – Technology The fragmentation of the solutions available on the market responds to the diversity in the forms of work organizations, as well as to the objectives they aim at. Nevertheless, a gradual rationalization of the market is noted, with companies seeking integrated solutions. One leader stands out clearly from the rest. – Processes/procedures Significant progress is identified in the deployment of governance actions and rules, particularly in terms of collaborative activity and the Intranet players. The whole of the spectrum of means available is far from being fully utilised. – Management Collaborative projects and to an even greater extent social network projects are still only rarely being led by General Management. There is still little mobilization of intermediate management in these development projects – it must be more systematically associated with Intranet projects in order to guarantee long-lasting, in-depth deployment of the new uses sought by the management teams and demanded by users. – Interaction Interaction takes place primarily around collaboration, whether in collaborative workspaces or through instant exchange tools (web conferencing, instant messaging). The cautious installation of company social networks confirms organizations’ reluctance to allow employees to speak out in settings over which they have less control. – Assessment Putting indicators in place (resource utilisation, uses, practices, etc.) leads on to evolution towards the notion of ‘indicator-based steering’. An essential element in properly comprehended and deployed governance, this still today seems the direction where least work has been done. This is undoubtedly due in large measure to the weakness of the services offered natively by the tools, whether for CMS, collaborative tools, or company social networks. Summary Looking ahead
  • 2013 survey results - Page 76  Over and above the trends in this edition, this year three main currents have been identified: – The social dimension of the tools is gradually being distributed  In-house content tagging, the monitoring of this, and the emergence of activity walls are taking shape.  CSN tools are being increasingly integrated into the Intranet, bringing to an end a kind of schizophrenia in certain organizations where several worlds used to coexist alongside each other.  The connection tools and the creation of collaborative workspaces on the initiative of operational staff confirms the gradual appropriation of an extended facility within work organizations. – Roaming access is confirmed, with or without the company’s tools  Thanks to digital convergence, which is making it possible to access a multitude of services from one point: video, audio, web conferencing, instant messaging, VoIP are expanding rapidly.  The instantaneous nature of the exchange is overtaking the production of more constructed content and is leading to platforms being made available with ergonomics suitable for the new devices: tablets, smartphones.  BYOD versus COPE: by one approach or another, companies must facilitate the implementation of mobile tools. – Digital strategy is taking shape  Collaborative Intranet and company social network deployment projects still do not stem often enough from shared responsibility, thereby attesting to a failure to perceive the transformation potential offered by digital.  Nevertheless, a trend is noted towards pooling of teams for managing the internal web, just as for the external web. Looking ahead Looking ahead
  • 2013 survey results - Page 77 The Intranet effect: summaryLooking ahead Evaluation Always on Co-construction Interaction e-management Peopleware Intranet 2013 Collaboration Company social network Communities Extended company Transversality Innovation Identity Culture Indicators Systemic approach Roaming Multi-channel Interculturality Any device Any time Anywhere 3D virtuality
  • 2013 survey results - Page 78 Intranet ‘systemic’ realityLooking ahead Technology Management Processes Procedures Governance Managing through indicators (publication – collaboration – team management and reporting) Change management Local management Contribution assessment Tagging (RSS) Real-time: chat, VoIP, video Rich media (web TV, web radio, podcasts) Geo-management and roaming Tools and workspaces Search engine Wikis, blogs CMS (Proprietary or Open Source) Editorial charter, Usage charter, netiquette… Decentralized organization Governance mechanism Interaction Profiling Personalization PC, Tablet, smartphone Social network
  • 2013 survey results - Page 79 Arctus Arctus
  • 2013 survey results - Page 80 e-transformation scout About the survey writers Isabelle Reyre, Associate Director - Arctus Co-founder of Arctus, Isabelle Reyre has 20 years experience in technical communication and human sciences, exercised first within some major companies (L’Oréal, CCF, BNP Paribas, KBC). Business School, MBA, graduate Financial Analyst, training in coaching and in the systemic approach. Marc Lippa, Associate Director - Arctus A Chartered Mining & Civil Engineer, Marc Lippa is an expert in running projects connected with TIC. He possesses in-depth knowledge of the industrial sector, in which for 15 years he was responsible for sales management, innovation process and innovative project management, and running IS and web projects.
  • 2013 survey results - Page 81 GLOBALAPPROACH Global approach Intranet Strategic orientations Action plan Aims Company vocation Missions Actions Values Management mode Human dynamic Internal organization Operating modes Technical choices Change management Project management Human & technical facilities CULTURE IDENTITY STRATEGY STRUCTURE
  • 2013 survey results - Page 82 GLOBALAPPROACH Global approach Information architecture Content layout principles Vertical and transversal navigation principles Interface principles (home pages, follow-on pages) Inventory of technical solutions Software infrastructure Functions (search engine, etc.) Set of technical specifications Project scoping Set of operational specifications Project management Co-ordination of the players Execution planning Validation principles Definition of roles, missions, and skills for players and contributors Administration principles (centralization/decentralization) Profiling (targets) Personalization Analysis of existing Taking account of Senior Management and user expectations Modelling Defining scenarios Project support Collaborative approach and editorial approach principles Formalization of the editorial circuit Communication plan Training plan Change management
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