Digital Workplace Trends 2012
 

Digital Workplace Trends 2012

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    Digital Workplace Trends 2012 Digital Workplace Trends 2012 Presentation Transcript

    • 2012 Digital Workplace Trends: Learning from the Leaders Jane McConnell NetStrategy/JMC
    • Jane McConnellIntranets & Digital Workplaces - Strategy & Governance14 years of intranet consultingDirect, hands-on clients:United Nations – Secretariat (NY)UNAIDS (Geneva)Department of Peacekeeping (NY)UN High Commissioner for Refugees (Geneva)Intl. Federation Red Cross (Geneva) - - - - - - - - -Amadeus (Madrid) EDP (Portuguese Electricity Co.) Nokia (Helsinki)ArcelorMittal (Luxembourg) Ericsson (Stockholm) Novartis (Basel)AGF (Paris) Essilor (Paris) Océ (Holland)Areva T&D (Paris) Gemalto (France) OMV-Petrom (Vienna)Arup (London) GDF Suez (Paris) Pernod-Ricard (Paris)Alcatel-Lucent (Paris) Georgia-Pacific Europe (UK, France) RATP (Paris)Alstom Group (Paris, Switzerland) GlaxoSmithKline (Belgium) SNCF (Paris)Bayer (France) IKEA (Sweden) Suez Environnement (Paris)Boehringer Ingelheim (Germany) Lagardère (Paris) Telenor (Oslo)E.D.F. (Paris, French Electricity Co.) Neopost Industries (Paris) Total (Paris) UPM (Helsinki)
    • Jane McConnellIntranets & Digital Workplaces - Strategy & Governance6 years of research "The definitive source of data on how IntranetsAnnual report since 2006 are evolving in enterprises.” Tony Byrne, Analyst,The Real Story Group“Unique in the industry; true insight and perspective.” Paul Miller, CEO of the global Intranet Benchmarking Forum"Jane McConnell is the undisputed thought-leader on global intranets today.” James Robertson, Designing Intranets: creating sites that work"
    • 4 456  par(cipa(ng   organiza(ons  Size of workforce Over 50,000 80 (18%) Under 1,000 72 (16%) worldwide   From 1 to 5,000 From 30 to 50,000 48 (11%) 51 (11%) Organization: headquarters location From 15 to 30,000 75 (17%) From 5 to 15,000 128 (28%) Central/South America 2 (0%) Africa 2 (0%) Asia Pacificn = 454 Q13.1 80 (18%)Online  survey,  over  100  ques(ons  and   Europeover  800  data  points.   229 (51%) North America 133 (30%)Includes  open  ques(ons  where  firsthand  experiences  are  shared. n = 456 Q4.5Data  collected  in  Q3  2011.   January 2012 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
    • What are wetalking about?
    • What are we talking about?Intranet Social intranet Enterprise 2.0Digital Workplace Intranet 2.0
    • 6Scope of the survey Structured collaboration 1 2 3Managed Social collaborationcontent &applications + the mobile dimension January 2012 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
    • structured collaboration social collaboration1st shiftProductivity & efficiency 2nd shiftProject collaboration TransparencyDefined organization Networked collaboration Self-organizationOctober 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
    • structured collaboration social collaboration1st shiftProductivity & efficiency 2nd shiftProject collaboration TransparencyDefined organization Networked collaboration Self-organizationIntranet... Intranet 2.0... Digital Workplace... Social intranet... Enterprise 2.0... October 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
    • 8The Leadership ClassOne or more of the following criteria:1 A Digital Board: strategic decision-making body for all digital channels: internal and external2 Internal social collaboration: well-established in all or parts of the organization3 Intranet or digital workplace: the way of working for the organization January 2012 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
    • 9Elite leadership class Only 6 organizations said “YES” to all three criteria•Postal services public entity, Europe, (> 50 k employees)•A state-owned bank, Europe (> 30k employees)•USA division of global professional services company (globalcompany > 100k employees)•Global engineering and project management consultancy, HQ inEurope (> 25k employees)•An airline, one of the big global transport players, HQ in Europe•Technology company, Russia (> 3k employees) January 2012 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
    • 1010 key findingsOctober 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
    • 11 1. Social collaboration experimentation is continuing, but enterprise-wide deployment has not increased over the last 12 months.January 2012 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
    • 12  “Enterprise  wide”,   “limited  deployment”   Social & and  “pilots”  combined collaborative Wikis  65  % Blogs 65  % Commenting 50 % Social networking 40 % Micro-blogging 35 %  “Enterprise  wide”  only Blogs 20  %Survey  average456  organiza5ons Wikis  15  % Commenting 15 % Social networking 10 % & micro-blogging October 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
    • 13 Social & Blogs 80  %  “Enterprise  wide”,   “limited  deployment”   collaborative Wikis  75  % and  “pilots”  combined leadership Commenting 65 % class Social networking 50 % Micro-blogging 40 %  “Enterprise  wide”  only Blogs 35  % Wikis  30  % Commenting 25% Social networking 20 %Leadership  class171  out  of  456  organiza5ons Micro-blogging 15 % October 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
    • 14 Social & collaborative  “Enterprise  wide”,   “limited  deployment”   and  “pilots”  combined Increased in last 12 months Stagnation?  “Enterprise  wide”  only Same as 1 year agoOctober 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
    • 15No, change facilitation.October 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
    • 15No, change facilitation. - Self-service materials - Awareness, behavior, cultural training - Mechanisms for sharing practices - Individual coaching - Events, roadshows, cafés - Formal classroom trainingOctober 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
    • 15No, change facilitation. - Self-service materials Leaders 15 % pts higher for awareness and sharing - Awareness, behavior, cultural training - Mechanisms for sharing practices - Individual coaching - Events, roadshows, cafés - Formal classroom trainingOctober 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
    • 16 2. Benefits observed from social and collaborative initiatives remain anecdotal and qualitative. - The most commonly observed are “knowledge-sharing”, and “engaged, better informed employees”. - The least common are “faster time to market”, “cost reduction” and “reduced time for training”.January 2012 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
    • 17 3. Strong concerns remain about information quality and security, and the business value of social collaboration. New concerns emerge as organizations gain experience: - re-creation of organizational silos on new social platforms, - digital native versus digital migrant cultures, - language issues in multi-language global companies.January 2012 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
    • 18 4. Half the 456 participating organizations intend to increase their investment in social collaborative initiatives in 2012.January 2012 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
    • 19 5. “Findability” of information, one of the toughest challenges today for intranets and digital workplaces, is far from solved. - 40 percent of the leadership class and 50 percent of  the other organizations are dissatisfied with their search configuration and results.January 2012 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
    • Leadership class 60 Search % The others 47 “sa t is % f ie “s d” at isLeaders integrate the social dimension... fi ed ” • Let people add own tags 34 % 22 % • Include user-generated content in search results 50 % 30 %They reach out to the enterprise... • Run search usability tests 43 % 31 % • Involve business managers to define needs 45 % 33 % “Digital Workplace Trends 2012” by NetJMC
    • Leadership class 60 Search % The others 47 “sa t is % f ie “s d” at isLeaders integrate the social dimension... fi ed ” • Let people add own tags 34 % 22 % • Include user-generated content in search results 50 % 30 %They reach out to the enterprise... • Run search usability tests 43 % 31 % • Involve business managers to define needs 45 % 33 %However, they do not... • Analyze search logs more often. • Allocate significantly more resources to search. “Digital Workplace Trends 2012” by NetJMC
    • 21 6. An increasing number of organizations are using the intranet or digital workplace to support customer- facing staff. - Examples include  access to real-time information and experts in order to make customer service faster and more efficient.January 2012 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
    • 22 7. Mobile services for the workforce were not a high priority in 2011. However, indications from leadership class organizations suggest mobile may become more important in 2012. - 14 percent have already made “significant investment” and another 36 percent have made “some investment”.January 2012 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
    • 23 50 % Interest in mobile services for workforce 14% High priority and significant investment already made 3% 33 % 36% Considered important, some 30% investment made 35% Moderate level of interest, 44% no investment yet 15% Little or no interest at present 22% Leaders Others Q28 ©2011 NetStrategy/JMCOctober 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
    • Mobile Information & Services 24 15% Business intelligence 9%Connecting 24% Collaborative tools 19%people 1 35% Corporate news 27% 15% CRM/Customer management 14% 12% HR services 12% 11% Logistical (booking, schedules, etc.) 12% 15% Product information 15% 3 Project information 13% 12% 24% Social media tools 17% Staff directories 21% 36% 2 10% Training material 6%% = “Implemented” or “piloting” Leaders Others Q31 ©2011 NetStrategy/JMC October 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
    • 25 “Mobile will be a game-changer in how we communicate with employees and how they perform their job duties. I’m not sure that an intranet even exists in a fully mobile workplace.” Participant in the “Digital Workplace Trends 2012” surveyOctober 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
    • 26 8. Business has not yet taken the lead on defining mobile strategies, which are primarily defined by IT departments.January 2012 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
    • 27 9. Governance is not yet embedded in the way people work. High priorities for 2012 include defining: - decision-making procedures, - roles and responsibilities, - policies and guidelines for managed and user-generated content.January 2012 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
    • 28 Roles,   responsibili(es,   repor(ng Policies  &  guidelines   for  “managed”   content Work in progressOctober 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
    • 29 Policies  &  guidelines   for  “user-­‐generated”   contentContent  flow  between   collabora(ve  and   managed  spaces Work in progressOctober 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
    • 30 10. The major evolution in governance is the emergence of the “digital board“, a body responsible for high-level, strategic decision-making for both internal and external channels. - 17 percent of the 456 organizations have a fully functioning digital board and business functions play a large role as members of this board.January 2012 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
    • Intranet aspirations& innovationsOctober 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
    • 32 Scenario Super Search Relevance & Control Scenario People Centric Actionable & Real-Time Scenario My Apps Getting Work Done Scenario Smart Systems Relevant User ExperienceOctober 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
    • Anything, anywhereOctober 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
    • Four future scenarios 34 Super Search 70 %“Potentially of high value” : all organizations surveyed October 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
    • Scenario Super Search - Relevance &ControlPeople can easily search across structured andunstructured information from different sourcesand applications.Semantic search, faceted search, search-drivenmenus and decision engines (using input from theuser) give people greater relevance and controlover vast amounts of information from insideand outside the enterprise.October 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
    • Example of “Super Search”A Canadian law firm designed a “super search” forlegal precedents: (the heart of their research)- faceted (like e-commerce),- autofill search,- thumbnails of key info,- commenting with instant display,- "locator chip" to find child documents.October 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
    • MeOctober 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
    • Four future scenarios 38 Super Search 70 % People-Centric 65 %“Potentially of high value” : all organizations surveyed October 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
    • Scenario People Centric - Actionable &Real-TimeContent-centric intranets have become people-centric. Social networking, social tagging, locationawareness and other technologies come togetherin a people-centric intranet.Presence indicators are integrated into businessprocesses. Teams can be formed and expertsconsulted, easily and quickly. People can connectto each other in actionable ways based onexpertise, location and availability. October 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
    • Example of “People-Centric”Lundbeck, global pharmaceutical company (braindisorders), HQ Denmark (6k employees) used aLinkedIn connector to SharePoint.Employees keep their LinkedIn profile andintranet presence synchronized.This has exposed existing rich data and facilitatesfinding subject matter experts at very little cost. October 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
    • NowOctober 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
    • Four future scenarios 42 Super Search 70 % People-Centric 65 % My Apps 45 %“Potentially of high value” : all organizations surveyed October 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
    • Scenario My Apps - Getting Work DoneThe intranet has evolved into a set of highlycustomized apps. People select what they need todo their jobs and build their own "intranet".They can even define their own mashups bycombining information from different sourcesinto personal apps that can be shared with others. October 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
    • Example of “My Apps”Not many examples of “app stores”, but quite a fewexamples of “apps”.A large global company (>65k employees) built amobile app for management to support theirannual meetings.Paper-less meeting. Rich profiles. No access forassistants to “force” managers to use the app. October 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
    • SmartOctober 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
    • Four future scenarios 46 Super Search 70 % People-Centric 65 % My Apps 45 % Smart Systems 40 %“Potentially of high value” : all organizations surveyed October 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
    • Scenario Smart Systems - Relevant UserExperienceSmart systems make the user experience highlyrelevant. They take past behavior and context intoaccount and deliver information in meaningfulways. October 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
    • Example of “Smart System”CRS (Australia government agency for disabilityinsurance)A “just in time” content strategy based on metadata and integrated applications.The system produces links to supporting contentwhen users are completing tasks. It knows whenthe person needs to read a new policy documentand offers the link at the relevant time. October 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
    • Four future scenarios 49“Well on our way” or “startedimplementation” by leadership class Super Search 70 % 20 % People-Centric 65 % 30 % My Apps 45 % 20 % Smart Systems 40 % 10 %“Potentially of high value” : all organizations surveyed October 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
    • 50 “In 3 to 5 years time, many places will be well on their way to these scenarios, and we may still be in the “thinking & planning” stages. The best and brightest people will want to work at those other places. Not here. That is my biggest concern, personally.” Participant in the “Digital Workplace Trends 2012” surveyOctober 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
    • 51 Underlying enablers: 1. Holistic view: the big picture, a cross-organizational framework 2. Emphasis on people and a fairly strong degree of user control 3. Governance embedded in processes and systemsOctober 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
    • 52 1. A holistic view • Agreement on the big picture • A high-level steering body for coordinating strategic decisions.October 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
    • 53 2. Emphasis on people • Enabling people to work, collaborate, create, share, discover, connect... • Taking the intranet to where people are.October 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
    • 54 3. Governance embedded in processes and systems • Making it part of “business as usual”October 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
    • 55 Underlying enablers: 1. Holistic view 2. People 3. GovernanceOctober 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
    • 55 Underlying enablers: -­‐  Agreed  mission  statement 1. Holistic view -­‐  Agreed  overall  “landscape”  of  sites,   services -­‐  Home  page  strategy -­‐  Common  naviga(on  bar  or  banner 2. People 3. GovernanceOctober 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
    • 55 Underlying enablers: -­‐  Agreed  mission  statement 1. Holistic view -­‐  Agreed  overall  “landscape”  of  sites,   services -­‐  Home  page  strategy -­‐  Common  naviga(on  bar  or  banner 2. People -­‐  Staff  directory  with  rich  user   profiles -­‐  PorVolio  of  tools  &  features  that   enable  people  to  create,   collaborate,  connect 3. GovernanceOctober 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
    • 55 Underlying enablers: -­‐  Agreed  mission  statement 1. Holistic view -­‐  Agreed  overall  “landscape”  of  sites,   services -­‐  Home  page  strategy -­‐  Common  naviga(on  bar  or  banner 2. People -­‐  Staff  directory  with  rich  user   profiles -­‐  PorVolio  of  tools  &  features  that   enable  people  to  create,   collaborate,  connect 3. Governance Agreements  on: -­‐  Decision-­‐making  and  scopes -­‐  Fundamental  rules  and  guidelines -­‐  Change  facilita(on  strategyOctober 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
    • Jane McConnellIntranets & Digital Workplaces - Strategy & Governance Get in touch if you think a customized executive briefing would... • help bring your senior management onboard • inspire your global intranet teamhttp://www.digital-workplace-trends.com/about-the-author/executive-briefingshttp://www.digital-workplace-trends.com/contact
    • Jane McConnellIntranets & Digital Workplaces - Strategy & Governance ..or if you think a facilitated workshop would... • bring your different players on to the same page • help you advance your vision of the people-centric digital workplacehttp://www.digital-workplace-trends.com/about-the-author/executive-briefingshttp://www.digital-workplace-trends.com/contact
    • Jane McConnellIntranets & Digital Workplaces - Strategy & Governancewww.netjmc.com/blogwww.digital-workplace-trends.comtwitter @netjmcjane@netjmc.comcell +33 (0)6 12 03 66 34 (in France)LinkedIn group “NetJMC&Co” with 700 practitioners (no agencies or solution providers)