Vom Intranet zum Digital Workplace

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Präsentation vom "teamraum Release Day 2014" am 26.05.2014 in Bern.

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  • Excellent Quote: I am going to quote you with your quote :-) “Firms come into being in order to enable human beings to achieve collaboratively what they could not achieve alone. If one accepts this as the true purpose of any organization, then the main focus of executives’ attention should be on how to foster collaboration within their companies.”
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Vom Intranet zum Digital Workplace

  1. 1. 1 teamraum Release Day 2014 Vom Intranet zum Digital Workplace Bern 26.05.2014 Stephan Schillerwein stephan@schillerwein.net www.schillerwein.net www.intranet-matters.de @IntranetMatters Offices: - CH - Klingnau (AG) - CH - S. Antonio (TI) … und die entscheidende Rolle, die Collaboration dabei spielt
  2. 2. 2 About Stephan Schillerwein  Extensive experience (15+ years) in Digital Media and Information Management, specializing in Intranets, Social Collaboration and the Digital Workplace  Worked for organizations of all sectors & sizes  Formerly Online and Intranet Manager at several large enterprises and Director at the Intranet Benchmarking Forum  Business computer scientist – speaks language of “both sides”  Author, conference speaker, seminar trainer, blogger, …  Partner of the Worldwide Intranet Challenge Intranet & Digital Workplace Advisor 100+Projects 50+Companies 1large, international Partner Network 0contracts with Software Vendors Project Focus:  Knowledge Work Design  Vision & Strategy  Coaching & Enabling  System evaluation  Lean Intranet Projects  360 Intranet Assessment  Findability & Semantic  Change & Adoption
  3. 3. 3 WIESO WOLLEN WIR ÜBERHAUPT VOM INTRANET WEG?
  4. 4. 4 Nur «Informieren» reicht als Daseinsberechtigung nicht aus! Heute Morgen Grafiken: Thomas Maeder, Swisscom, i2 Summit 2013 Vom System- und Informations-zentrierten Ansatz hin zum Fokus auf Personen und deren Aufgaben
  5. 5. 5 Just one small example of what’s wrong today Source: Vin Jones, Business Practices That Refuse To Die #44: Email Trees, http://www.youtube.com/watch?v=QIqA_YKeboc
  6. 6. 6 Total productivity loss in Knowledge Work
  7. 7. 7 How «good» are we at Knowledge Work? 25 % Time-loss due to information overflow and interruptions 29 % Reduction in organisational performance 63 % Managers taking business critical decisions w/o the right information 14 k$ Cost per employee and year just for internal search 80 % of all knowledge is «bound to persons» 25 % Percentage that «outperformers» value information management more 85 % Employees who could be more productive if work was better organised 62 % Companies that don’t trust their own informations (and have no proper information management) 18 x more growth in employee engagement if social media is used internally 40 % of productivity is directly explained by the amount of communication amounf employees
  8. 8. 8 Sources for previous slide 1. Basex: “Information Overload: Now $900 Billion – What is Your Organization’s Exposure?”, 2008, http://www.basexblog.com/2008/12/1 9/information-overload-now-900- billion-what-is-your-organizations- exposure/ 2. Capgemini, 2008 (as cited in: Stephen E. Arnold, Martin White: Successful Enterprise Search Management) 3. Capgemini: “The Information Opportunity Report“, 2008, http://www.uk.capgemini.com/news/p r/pr1605/ 4. IDC: “Hidden Costs of Information Work: A Progress Report”, 05/2009, http://www.idc.com/getdoc.jsp?contai nerId=217936 5. Giga Information Group, Inc.: “Collaboration and Communities: an Update”, 2002 1. IBM Global Business Services: “Business analytics and optimization for the intelligent enterprise”, 2009, http://www- 935.ibm.com/services/us/gbs/bus/html /gbs-business-analytics- optimization.html 2. Workplace Productivity Report, http://www.stuff.co.nz/the- press/news/8928152/Digital-stress- overwhelming-workers-study 3. AIIM Industry Watch: „State of the ECM Industry 2011” 4. Chris McGrath & Ephraim Freed, ThoughtFarmer: «SOCIAL INTRANETS & EMPLOYEE ENGAGEMENT», 2012 (based on Research by Aberdeen Group) 5. Global Knowledge Training LLC (B. Bulleit): “Effectively managing team conflict”, 2006
  9. 9. 9 DIE URSACHE(N) HINTER DIESEN PROBLEMEN
  10. 10. 10 The Key Misconception about Work Different SameSame
  11. 11. 11 Intrinsic Motivation, Meaningfulness Knowledge Work – the misunderstood key success factor in a high-tech, global world Manual Labour Case Work Knowledge Work 3Work types 60% Planing, Steering, Processes, Repetition, Standardisation Self-organisation, Autonomy, Empowerment, Connectedness Creativity, Finding Solutions, Soft Skills         Process / «Robot Work» People    Control, Micro-Management, Time & Volume = Performance    Today: Efficiency / Revenue Future: Innovation
  12. 12. 12 The Edge is now the Core Industrial Paradigm New Paradigm Core Edge Based on a concept by Tom Graves, http://weblog.tetradian.com/ Low degree of knowledge work High degree of knowledge work
  13. 13. 13 EIN NEUER ANSATZ
  14. 14. 14 «Wenn ich eine Stunde Zeit hätte, die Welt zu retten, würde ich 55 Minuten damit verbringen, das Problem zu definieren und 5 Minuten, es zu lösen.» - Albert Einstein
  15. 15. 15 This new Paradigm requires a new Project Approach Operations: Go Live, Use & Sustain Phase 3: Build & Implement Stream a: Technology Stream b: Content & Structure Stream c: Adoption, Change & Organisation Phase 2: Prepare & Design Roadmap Solution Concept Organisational Concept System Evaluation Phase 1: Explore & Envision Analysis Vision & Strategy Business Requirements Phase 0: Project Initialisation Project Scope Project Setup Pre-Project: Business Case & Strategic Direction Plan xPhaseA:Project&ExpectationManagement xPhaseB:ChangeEnablement xPhaseC:Communication Stephan Schillerwein, version 2.0 – Licensed under a Creative Commons Attribution-ShareAlike 3.0 Unported License Define the Problem first!
  16. 16. 16 Die 4 Schritte zur Bestimmung der strategischen Projektausrichtung 1 Bewertung der heutigen Fähigkeiten und Produktivitätsverluste in der Wissensarbeit 2 Identifikation der Probleme und Potentiale (“Value Drivers”) 3 Ableitung von strategischen Anforderungen aus bestehenden Strategien, Leitbildern, Werten, … 4 Skizzierung der kritischen Erfolgsfaktoren und Hindernisse (Erfolgs-/Misserfolgsszenarien)
  17. 17. 17 Examples of Value Driver Workshop results Root-cause analysis 0 20 40 60 80 100 120 Übergreifende Zusammenarbeit Organisation & Kultur Technologie & Funktionalitäten Informationssilos Struktur Sonstiges Anzahl Probleme nach UrsachenNumber of Problems grouped by Root-Causes Collaboration Culture Technology Silos Structure Misc
  18. 18. 18 Praxisbeispiel: Ergebnisse Übersicht der «Value Drivers» 79% 78% 75% 74% 74% 69% 67% 60% 58% 56% 54% 53% 52% 52% 52% 50% 49% 47% 47% 46% 39% 38% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 02 - AUFFINDBARKEIT VON INFORMATIONEN 07 - WISSENSTAUSCH 12 - PROJEKTARBEIT 01 - VERFÜGBARKEIT INFORMATIONEN 05 - PERSÖNLICHE INFORMATIONSFLÜSSE 14 - PROZESSE 18 - STEUERBARKEIT INTRANET 13 - TRANSPARENZ ÜBER GESCHÄFT 09 - AUFFINDBARKEIT PERSONEN UND EXPERTISE 06 - ZUSAMMENARBEIT 22 - MITARBEITERPRODUKTIVITÄT 08 - KOMMUNIKATIONSMÖGLICHKEITEN 17 - VERBINDUNG INTRANET MIT ANDEREN SYSTEMEN 04 - VERFÜGBARKEIT VON BILDUNGSANGEBOTEN 15 - ENTSCHEIDUNGSFÄHIGKEIT UND -QUALITÄT 10 - INNOVATIONSKRAFT 19 - UNTERNEHMENSKULTUR 11 - MITARBEITERZUFRIEDENHEIT 03 - PAPIER-BASIERTE VORGÄNGE 20 - ARBEITGEBERATTRAKTIVITÄT 16 - INFORMATIONSSICHERHEIT 21 - MARKENBOTSCHAFTERTUM Content Management Social Collaboration Projekte Personal Dashboard Prozesse
  19. 19. 19 WOHIN DER WEG FÜHRT
  20. 20. 20 Intranet and Digital Workplace Evolution LevelofWorkOptimisation &BusinessValue Time&Maturity Stage 1: Basic Intranet Stage 2: Extended Intranet Stage 3: Digital Workplace Stages 4+: Evolving Work Design Information Work (generic processes) Enterprise Stephan Schillerwein, version 1.0 – Licensed under a Creative Commons Attribution-ShareAlike 3.0 Unported License Work (specific processes) News, Information, Phone Directory, Static Navigation, Intranet Search Personalisation, Dynamic System-wide IA, Context & Semantic, Enterprise Search Workspaces, Communities, Profiles, Admin Processes, Basic Applications & Integration Advanced Social Collaboration, Decission Support, Project Management, … … … … … Business Processes, Applications, Integration e.g.: Innovation, Customer Relationship, Product Leadership, Employee Relationship, Operational Excellence, Portfolio Management, …
  21. 21. 21 WARUM COLLABORATION EINE HAUPTSÄULE AUF DIESEM WEG IST
  22. 22. 22 What is the core function of every Organisation? “Firms come into being in order to enable human beings to achieve collaboratively what they could not achieve alone. If one accepts this as the true purpose of any organization, then the main focus of executives’ attention should be on how to foster collaboration within their companies.” (Hansen and Nohria, 2004)
  23. 23. 23 But we have to understand where Collaboration is needed most Artwork by Virpi: http://www.businessgoessocial.net/2014/04/02/microsoft_office_goes_social_infographic/
  24. 24. 24 Thank you ! Digital * Work * Design

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