2. Jane McConnell
Intranets & Digital Workplaces - Strategy & Governance
14 years of intranet consulting
Direct, hands-on clients:
United Nations â 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) OcĂŠ (Holland)
Areva T&D (Paris) Gemalto (France) OMV-Petrom (Vienna)
Arup (London) GDF Suez (Paris) Pernod-Ricard (Paris)
Alcatel-Lucent (Paris) Georgia-PaciďŹc 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)
3. Jane McConnell
Intranets & Digital Workplaces - Strategy & Governance
6 years of research "The deďŹnitive source of
data on how Intranets
Annual report since 2006
are evolving in
enterprises.â
Tony Byrne, Analyst,The
Real Story Group
âUnique in the industry; true insight and perspective.â
Paul Miller, CEO of the global Intranet Benchmarking Forum
"Jane McConnell is the undisputed thought-leader on global intranets today.â
James Robertson, Designing Intranets: creating sites that work"
4. 4
456
 par(cipa(ng
Â
organiza(ons
Â
Size of workforce
Over 50,000
80 (18%)
Under 1,000
72 (16%)
worldwide
Â
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 Pacific
n = 454 Q13.1 80 (18%)
Online
 survey,
 over
 100
 ques(ons
 and
Â
Europe
over
 800
 data
 points.
 229 (51%)
North America
133 (30%)
Includes
 open
 ques(ons
 where
 ďŹrsthand
Â
experiences
 are
 shared.
n = 456 Q4.5
Data
 collected
 in
 Q3
 2011.
Â
January 2012 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
6. What are we
talking about?
Intranet
Social intranet
Enterprise 2.0
Digital Workplace
Intranet 2.0
7. 6
Scope of the survey
Structured collaboration
1 2
3
Managed
Social collaboration
content &
applications
+ the mobile dimension
January 2012 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
8. structured collaboration
social collaboration
1st shift
Productivity & efficiency 2nd shift
Project collaboration Transparency
Defined organization Networked collaboration
Self-organization
October 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
9. structured collaboration
social collaboration
1st shift
Productivity & efficiency 2nd shift
Project collaboration Transparency
Defined organization Networked collaboration
Self-organization
Intranet... Intranet 2.0... Digital Workplace... Social intranet... Enterprise 2.0...
October 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
10. 8
The Leadership Class
One or more of the following criteria:
1 A Digital Board: strategic decision-making body
for all digital channels: internal and external
2 Internal social collaboration: well-established in
all or parts of the organization
3 Intranet or digital workplace: the way of working
for the organization
January 2012 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
11. 9
Elite leadership class Only 6 organizations said
âYESâ to all three criteria
â˘Postal services public entity, Europe, (> 50 k employees)
â˘A state-owned bank, Europe (> 30k employees)
â˘USA division of global professional services company (global
company > 100k employees)
â˘Global engineering and project management consultancy, HQ in
Europe (> 25k employees)
â˘An airline, one of the big global transport players, HQ in Europe
â˘Technology company, Russia (> 3k employees)
January 2012 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
13. 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
14. 12
 âEnterprise
 wideâ,
Â
âlimited
 deploymentâ
 Social &
and
 âpilotsâ
 combined
collaborative
Wikis
 65
 % Blogs 65
 %
Commenting 50 %
Social networking 40 %
Micro-blogging 35 %
 âEnterprise
 wideâ
 only
Blogs 20
 %
Survey
 average
456
 organiza5ons Wikis
 15
 % Commenting 15 %
Social networking
10 %
& micro-blogging
October 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
15. 13
Social &
Blogs 80
 %
 âEnterprise
 wideâ,
Â
âlimited
 deploymentâ
 collaborative
Wikis
 75
 %
and
 âpilotsâ
 combined
leadership
Commenting 65 %
class
Social networking 50 %
Micro-blogging 40 %
 âEnterprise
 wideâ
 only
Blogs 35
 %
Wikis
 30
 %
Commenting 25%
Social networking 20 %
Leadership
 class
171
 out
 of
 456
 organiza5ons Micro-blogging 15 %
October 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
16. 14
Social &
collaborative
 âEnterprise
 wideâ,
Â
âlimited
 deploymentâ
Â
and
 âpilotsâ
 combined
Increased in last 12 months
Stagnation?
 âEnterprise
 wideâ
 only
Same as 1 year ago
October 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
18. 15
No, change facilitation.
- Self-service materials
- Awareness, behavior, cultural training
- Mechanisms for sharing practices
- Individual coaching
- Events, roadshows, cafĂŠs
- Formal classroom training
October 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
19. 15
No, 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, cafĂŠs
- Formal classroom training
October 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
20. 16
2. Benefits observed from social and
collaborative initiatives remain
anecdotal and qualitative.
- The most commonly observed are
âknowledge-sharingâ, and âengaged, better
informed employeesâ.
- The least common are âfaster time to marketâ,
âcost reductionâ and âreduced time for
trainingâ.
January 2012 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
21. 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
22. 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
23. 19
5. âFindabilityâ 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
24. Leadership class 60 Search
%
The others 47
âsa
t is
% f ie
âs dâ
at
is
Leaders integrate the social dimension... fi
ed
â
⢠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 deďŹne needs 45 %
33 %
âDigital Workplace
Trends 2012â
by NetJMC
25. Leadership class 60 Search
%
The others 47
âsa
t is
% f ie
âs dâ
at
is
Leaders integrate the social dimension... fi
ed
â
⢠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 deďŹne needs 45 %
33 %
However, they do not...
⢠Analyze search logs more often.
⢠Allocate signiďŹcantly more resources to search. âDigital Workplace
Trends 2012â
by NetJMC
26. 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
27. 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 âsignificant
investmentâ and another 36 percent have made
âsome investmentâ.
January 2012 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
28. 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 Š2011 NetStrategy/JMC
October 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
29. 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%
% = âImplementedâ or âpilotingâ
Leaders Others
Q31 Š2011 NetStrategy/JMC
October 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
30. 25
âMobile will be a game-changer in how
we communicate with employees and
how they perform their job duties.
Iâm not sure that an intranet even
exists in a fully mobile workplace.â
Participant in the âDigital Workplace Trends 2012â survey
October 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
31. 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
32. 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
33. 28
Roles,
Â
responsibili(es,
Â
repor(ng
Policies
 &
 guidelines
Â
for
 âmanagedâ
Â
content
Work in progress
October 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
34. 29
Policies
 &
 guidelines
Â
for
 âuser-Ââgeneratedâ
Â
content
Content
 ďŹow
 between
Â
collabora(ve
 and
Â
managed
 spaces
Work in progress
October 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
35. 30
10. The major evolution in governance
is the emergence of the âdigital boardâ,
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
37. 32
Scenario Super Search
Relevance & Control
Scenario People Centric
Actionable & Real-Time
Scenario My Apps
Getting Work Done
Scenario Smart Systems
Relevant User Experience
October 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
38. Anything,
anywhere
October 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
39. Four future scenarios
34
Super Search 70 %
âPotentially of high valueâ : all organizations surveyed
October 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
40. Scenario Super Search - Relevance &
Control
People can easily search across structured and
unstructured information from different sources
and applications.
Semantic search, faceted search, search-driven
menus and decision engines (using input from the
user) give people greater relevance and control
over vast amounts of information from inside
and outside the enterprise.
October 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
41. Example of âSuper Searchâ
A Canadian law firm designed a âsuper searchâ for
legal 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
42. Me
October 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
43. Four future scenarios
38
Super Search 70 %
People-Centric
65 %
âPotentially of high valueâ : all organizations surveyed
October 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
44. Scenario People Centric - Actionable &
Real-Time
Content-centric intranets have become people-
centric. Social networking, social tagging, location
awareness and other technologies come together
in a people-centric intranet.
Presence indicators are integrated into business
processes. Teams can be formed and experts
consulted, easily and quickly. People can connect
to each other in actionable ways based on
expertise, location and availability.
October 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
45. Example of âPeople-Centricâ
Lundbeck, global pharmaceutical company (brain
disorders), HQ Denmark (6k employees) used a
LinkedIn connector to SharePoint.
Employees keep their LinkedIn profile and
intranet presence synchronized.
This has exposed existing rich data and facilitates
finding subject matter experts at very little cost.
October 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
46. Now
October 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
47. Four future scenarios
42
Super Search 70 %
People-Centric
65 %
My Apps 45 %
âPotentially of high valueâ : all organizations surveyed
October 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
48. Scenario My Apps - Getting Work Done
The intranet has evolved into a set of highly
customized apps. People select what they need to
do their jobs and build their own "intranet".
They can even define their own mashups by
combining information from different sources
into personal apps that can be shared with others.
October 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
49. Example of âMy Appsâ
Not many examples of âapp storesâ, but quite a few
examples of âappsâ.
A large global company (>65k employees) built a
mobile app for management to support their
annual meetings.
Paper-less meeting. Rich profiles. No access for
assistants to âforceâ managers to use the app.
October 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
50. Smart
October 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
51. Four future scenarios
46
Super Search 70 %
People-Centric
65 %
My Apps 45 %
Smart Systems 40 %
âPotentially of high valueâ : all organizations surveyed
October 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
52. Scenario Smart Systems - Relevant User
Experience
Smart systems make the user experience highly
relevant. They take past behavior and context into
account and deliver information in meaningful
ways.
October 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
53. Example of âSmart Systemâ
CRS (Australia government agency for disability
insurance)
A âjust in timeâ content strategy based on meta
data and integrated applications.
The system produces links to supporting content
when users are completing tasks. It knows when
the person needs to read a new policy document
and offers the link at the relevant time.
October 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
54. Four future scenarios
49
âWell on our wayâ or âstarted
implementationâ by leadership class Super Search 70 %
20 %
People-Centric
65 %
30 %
My Apps 45 %
20 %
Smart Systems 40 %
10 %
âPotentially of high valueâ : all organizations surveyed
October 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
55. 50
âIn 3 to 5 years time, many places will be
well on their way to these scenarios, and
we may still be in the âthinking &
planningâ stages.
The best and brightest people will want
to work at those other places. Not here.
That is my biggest concern, personally.â
Participant in the âDigital Workplace Trends 2012â survey
October 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
56. 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 systems
October 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
57. 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
58. 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
59. 54
3. Governance embedded in
processes and systems
⢠Making it part of âbusiness as usualâ
October 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
60. 55
Underlying enablers:
1. Holistic view
2. People
3. Governance
October 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
61. 55
Underlying enablers:
-Ââ
 Agreed
 mission
 statement
1. Holistic view -Ââ
 Agreed
 overall
 âlandscapeâ
 of
 sites,
Â
services
-Ââ
 Home
 page
 strategy
-Ââ
 Common
 naviga(on
 bar
 or
 banner
2. People
3. Governance
October 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
62. 55
Underlying enablers:
-Ââ
 Agreed
 mission
 statement
1. Holistic view -Ââ
 Agreed
 overall
 âlandscapeâ
 of
 sites,
Â
services
-Ââ
 Home
 page
 strategy
-Ââ
 Common
 naviga(on
 bar
 or
 banner
2. People -Ââ
 StaďŹ
 directory
 with
 rich
 user
Â
proďŹles
-Ââ
 PorVolio
 of
 tools
 &
 features
 that
Â
enable
 people
 to
 create,
Â
collaborate,
 connect
3. Governance
October 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
63. 55
Underlying enablers:
-Ââ
 Agreed
 mission
 statement
1. Holistic view -Ââ
 Agreed
 overall
 âlandscapeâ
 of
 sites,
Â
services
-Ââ
 Home
 page
 strategy
-Ââ
 Common
 naviga(on
 bar
 or
 banner
2. People -Ââ
 StaďŹ
 directory
 with
 rich
 user
Â
proďŹles
-Ââ
 PorVolio
 of
 tools
 &
 features
 that
Â
enable
 people
 to
 create,
Â
collaborate,
 connect
3. Governance Agreements
 on:
-Ââ
 Decision-Ââmaking
 and
 scopes
-Ââ
 Fundamental
 rules
 and
 guidelines
-Ââ
 Change
 facilita(on
 strategy
October 2011 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc
64. Jane McConnell
Intranets & 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 team
http://www.digital-workplace-trends.com/about-the-author/executive-briefings
http://www.digital-workplace-trends.com/contact
65. Jane McConnell
Intranets & 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 workplace
http://www.digital-workplace-trends.com/about-the-author/executive-briefings
http://www.digital-workplace-trends.com/contact
66. Jane McConnell
Intranets & Digital Workplaces - Strategy & Governance
www.netjmc.com/blog
www.digital-workplace-trends.com
twitter @netjmc
jane@netjmc.com
cell +33 (0)6 12 03 66 34 (in France)
LinkedIn group âNetJMC&Coâ with 700 practitioners (no agencies
or solution providers)