1
www.digital-workplace-trends.com
The Digital Workplace
in the
Connected Organization
Highlights
in
20 Minutes
Enterprise...
2
Data and analysis from 314
organizations around the
world.
Digital Workplace
Scorecards: industries and
industry leaders...
3
Strategic Advisor 16 years > 100 projects for > 60
large, global organizations, management briefer and
workshop leader
R...
4
5
6
•  Bjoern Negelmann, European Enterprise 2.0
(Germany)
•  Brian Holness International Power – GDF SUEZ
(UK)
•  Céline Sc...
The digital workplace lives at the intersection of people,
organization and tools.
ENABLERSCAPABILITIES
9
MINDSET
10
11
0 20 40 60
0
18
36
54
72
90
0 20 40 60
0
18
36
54
72
90
Individual
Business
Enterprise
Process
Structure Reach
Leadersh...
Professional Services
Tech, Media, Telecom
Financial Services
Manufacturing
Humanitarian, Charity
Energy, Resources
Educat...
13
14
The two strategic drivers for the digital
workplace:
•  Increasing organizational intelligence
•  Gaining efficiency an...
15
46 % of Early Adopters report that
operational managers have “active
use” of the digital workplace for
their jobs. (Maj...
16
How easy is it for customer-facing people to
find the information they need, provide rapid
service, collaborate with th...
17
0 20 40 60
0
18
36
54
72
90
0 20 40 60
0
18
36
54
72
90
Individual
Business
Enterprise Process
Structure
Reach
Leadersh...
0 20 40 60
0
18
36
54
72
90
0 20 40 60
0
18
36
54
72
90
Individual
Business
Enterprise
Process
Structure
Reach
Leadership
...
19
HUMANIZING THE
ENTERPRISE
Empowering people through enabling
individual expression.
Mobile services for the workforce
20
21
Mobile is slow
%
22
Mobile Services Will Reach 30 - 40% by Late 2014
23
NEW
ORGANIZATIONAL
DESIGN
24
25
MINDSET IMPACT
Key to transformation: top
management and
operational management
are twice as involved in
strategic deci...
26
27
Question inspired by ‘Culture Assessment’ tool presented by Sandy Carter, VP Social Business
Sales & Evangelism, IBM, a...
28
THE FUTURE
WORKPLACE
29
Toughest Challenges “Manageable” for Early
Adopters, “Holds us back” for the Majority
30
Main Concerns Are Considered “Manageable” by Everyone
31
Change Drivers: Behavior of Others
+ 14 % from
previous year
+ 17 % from
previous year
Success Factors: Be Real
•  Get an overall view of your digital workplace: now and in the future
–  Get key players in the...
33
jane@netjmc.com
Twitter: @netjmc
www.netjmc.com
www.digital-workplace-trends.com
www.linkedin.com/in/netjmc
Charter mem...
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Digital Workplace in the Connected Organization - Enterprise 2.0

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Scorecards and maturity by industry of digital workplaces from 314 organizations worldwide. Early Adopters versus the Majority. Leading trends: customer focus, working out loud, humanizing the enterprise, new organizational design, the future workplace.

Published in: Business

Digital Workplace in the Connected Organization - Enterprise 2.0

  1. 1. 1 www.digital-workplace-trends.com The Digital Workplace in the Connected Organization Highlights in 20 Minutes Enterprise 2.0 Summit in Paris February 2014
  2. 2. 2 Data and analysis from 314 organizations around the world. Digital Workplace Scorecards: industries and industry leaders Early Adopters and the Majority: how and what 8th annual report by Jane McConnell www.digital-workplace-trends.com The Digital Workplace in the Connected Organization
  3. 3. 3 Strategic Advisor 16 years > 100 projects for > 60 large, global organizations, management briefer and workshop leader Researcher conducting global surveys and writing annual reports since 2006 American-French living in the deep Provence for 25 years Author: Jane McConnell
  4. 4. 4
  5. 5. 5
  6. 6. 6 •  Bjoern Negelmann, European Enterprise 2.0 (Germany) •  Brian Holness International Power – GDF SUEZ (UK) •  Céline Schillinger, SANOFI PASTEUR (France) •  Cornelis van der Brugge, NOKIA (Finland) •  Ernst Décsey, UNICEF (Switzerland) •  Franklin Bradley, Architect of the Capitol (US) •  Gloria Burke, UNISYS (US) •  Jon Husband, Wirearchy (Canada) •  Linda Tinnert, IKEA (Sweden) •  Martin Risgaard, Grundfos (Denmark) •  Rawn Shah, Forbes.com (US) •  Sam Marshall, ClearBox Consulting Ltd. (UK) •  Stéphane Aknin, AXA, (France) •  Susan Scrupski, Change Agents Worldwide LLC. (US) •  Thomas Maeder, Swisscom AG (Switzerland) Digital Workplace Advisory Board for 2014
  7. 7. The digital workplace lives at the intersection of people, organization and tools.
  8. 8. ENABLERSCAPABILITIES
  9. 9. 9 MINDSET
  10. 10. 10
  11. 11. 11 0 20 40 60 0 18 36 54 72 90 0 20 40 60 0 18 36 54 72 90 Individual Business Enterprise Process Structure Reach Leadership Culture Asset Level 5 Embedded Level 4 Operational Level 3 Organized Level 2 Beginning Level 1 Ad hoc Capabilities Enablers Mindset Majority. n=247 Early Adopters (blue markers, n=67) compared to the Majority (black markers, n=247)
  12. 12. Professional Services Tech, Media, Telecom Financial Services Manufacturing Humanitarian, Charity Energy, Resources Education Govt, Public Services 18% 21% 30% 38% 26% 41% 44% 56% 50% 48% 57% 52% 58% 52% 50% 41% 21% 24% 9% 7% 16% 7% 6% 3% 11% 6% 4% 3% Level 5 Level 4 Level 3 Level 2 Level 1 Maturity by Industry Level 4 Level 3 Level 2 Level 1 Embedded, proactive Operational, sustainable Organized, visible Beginning, conception Ad hoc, unmanaged
  13. 13. 13
  14. 14. 14 The two strategic drivers for the digital workplace: •  Increasing organizational intelligence •  Gaining efficiency and cost-savings The first is number one for Early Adopters; the second is number one for the Majority.
  15. 15. 15 46 % of Early Adopters report that operational managers have “active use” of the digital workplace for their jobs. (Majority =10%) “Customer or service delivery tools” are part of the digital workplace for 57 % of Early Adopters. (Majority = 19 %) CUSTOMER FOCUS
  16. 16. 16 How easy is it for customer-facing people to find the information they need, provide rapid service, collaborate with their customers and colleagues and in general have a smooth and efficient work experience? 9 out of 314 “very easy” and 97 “relatively easy”
  17. 17. 17 0 20 40 60 0 18 36 54 72 90 0 20 40 60 0 18 36 54 72 90 Individual Business Enterprise Process Structure Reach Leadership Culture Asset Level 5 Embedded Level 4 Operational Level 3 Organized Level 2 Beginning Level 1 Ad hoc Capabilities Enablers Mindset Customer-facing n=97 'relatively easy' Scorecard for the 97 that responded “relatively easy” (gray ticks = Early adopters)
  18. 18. 0 20 40 60 0 18 36 54 72 90 0 20 40 60 0 18 36 54 72 90 Individual Business Enterprise Process Structure Reach Leadership Culture Asset Level 5 Embedded Level 4 Operational Level 3 Organized Level 2 Beginning Level 1 Ad hoc Capabilities Enablers Mindset Customer-facing n=9 'very easy' 18 Scorecard for the 9 that responded “very easy” (gray ticks = Early adopters)
  19. 19. 19 HUMANIZING THE ENTERPRISE Empowering people through enabling individual expression. Mobile services for the workforce
  20. 20. 20
  21. 21. 21 Mobile is slow %
  22. 22. 22 Mobile Services Will Reach 30 - 40% by Late 2014
  23. 23. 23 NEW ORGANIZATIONAL DESIGN
  24. 24. 24
  25. 25. 25 MINDSET IMPACT Key to transformation: top management and operational management are twice as involved in strategic decision-making in Early Adopters.
  26. 26. 26
  27. 27. 27 Question inspired by ‘Culture Assessment’ tool presented by Sandy Carter, VP Social Business Sales & Evangelism, IBM, at Enterprise 2.0 Summit in Paris March 2013. Early Adopters in blue, Majority in gray
  28. 28. 28 THE FUTURE WORKPLACE
  29. 29. 29 Toughest Challenges “Manageable” for Early Adopters, “Holds us back” for the Majority
  30. 30. 30 Main Concerns Are Considered “Manageable” by Everyone
  31. 31. 31 Change Drivers: Behavior of Others + 14 % from previous year + 17 % from previous year
  32. 32. Success Factors: Be Real •  Get an overall view of your digital workplace: now and in the future –  Get key players in the room together. –  Define vision and strategic principles. –  Agree on implications of the principles. •  Build "persona" based on "how do you work" and not "what do you need from the digital workplace”. –  Be alert to process dysfunctions. Use them as opportunities to rethink how people work. •  Do not fall into the ROI game. –  Focus on examples, external or internal, that illustrate business value. •  Work out loud! Especially YOU the project team! 32
  33. 33. 33 jane@netjmc.com Twitter: @netjmc www.netjmc.com www.digital-workplace-trends.com www.linkedin.com/in/netjmc Charter member of Change Agents Worldwide (www.changeagentsworldwide.com) Facilitator for IntraNetwork – work group of digital practitioners, Paris-based (www.intranetwork.fr) Jane McConnell
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