Disruptive digital workplace:  3 approaches
 

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The digital workplace disrupts enterprises. It challenges traditional ways of doing things. This presentation offers 3 approaches to defining your strategy towards the "digital workplace mode".

The digital workplace disrupts enterprises. It challenges traditional ways of doing things. This presentation offers 3 approaches to defining your strategy towards the "digital workplace mode".

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  • Jane - nice set of slides. Two thoughts: one thing I've found is extraordinarily important is leadership commitment and behaviour. Leaders need to both (1) adapt their organization's processes /. practices; and (2) demonstrate their involvement by their personal participation.

    Secondly - moving off of email is the elephant in the room. Social networking (digital workplace technologies) eliminate the need for internal email and, by leaving it operating, organizations undercut their adoption - and hence the business benefits.
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Disruptive digital workplace: 3 approaches Presentation Transcript

  • 1. The disruptivedigital workplace Jane McConnell IntraTeamEvent 2013
  • 2. Jane McConnell Strategic advisor on digital workplace strategies Author of Digital Workplace Trends 2013 digital-workplace-trends.com netjmc.com @netjmcReferences: Air Liquide, Paris  -  Amadeus, Madrid  –  ArcelorMittal, Luxembourg  –  Areva, Paris   –   Arup, UK   –   Alcatel-Lucent, Paris   -   Alstom, Paris  -  AGF, Paris   –   Bayer, France   –   Boehringer Ingelheim, Germany   –   EDF, Paris   –   EDP, Lisbon    -   Ericsson, Stockholm -   GDF Suez, Paris   -   Gemalto,France    -   GlaxoSmithKline, Belgium   -  IKEA, Sweden   -   Lagardère, Paris   -   Nokia, Helsinki   -   Novartis, Switzerland   -   Océ, the Netherlands   -   OMVPetrom, Vienna   -   Pernod Ricard, Paris     PPR, Paris  -  RATP, Paris  - Groupe SEB, Lyon  -  SNCF, Paris  -  Telenor, Norway  -  Total, Paris   -   UPM, Helsinki
  • 3. 5")67")#. 8%)*+.)19#&$.+*1 84(&$# !"#$%&#"&&%(")%*$"+ !"#$%&()#*+,-./$.+)-0#)#.*+1.23#4(,$5%#6 2%+%3.0 789:;<="*+789:>99 !B1D-3($(0#+ /$5%#*+3#E#3#.,#6 "=F="*+7; !*)4#*4).0#"&&%(")%*$"+ !:3#$(0#*+,--34(.$#4*+?-$%&-3(#.#46 @;"A*+:"=BC= ,-./"($&.0$/.+1$"+ B0$(%$5%#+E3-)+,-)21#3*+$5%#*+/)$32D-.#GThe DW vision: managed + collaborative + social + mobile.
  • 4. => ?@> =A> ??> BB> !"#$%&" +,-&.-&/%0%12.-&/%13"*% 7"8-&/%-&%,#%4-/-12% 9#/-&&-&/ ;:62#:#&1-"&("&(#)&%*$ ,#%4-/-12%5").621(# 5").621(#%4-)#(-"& -:62#:#&1-"& 5#22%*&4#)51< We are just beginning.
  • 5. Why is the digitalworkplace disruptive?
  • 6. The digitalworkplace busts silos &structures.
  • 7. It challengestraditional roles such as HRCommunication & IT.
  • 8. Itempowers people.
  • 9. Going mobileGoing social
  • 10. Mobile services to the workforce today.
  • 11. 34% nearly nothing
  • 12. 36% the basics: calendar, directory, news
  • 13. 20% work tools: collaboration, tasks, product and project information
  • 14. Going mobileGoing social
  • 15. User-generated Activity streams Commenting Video conferencing Multimedia sharing Real-time Co-creation of messaging content Deployment Adoption Finding people, Early adopters Innovation expertise Majority NetworkingAdoption lags deployment, especially for the more disruptive capabilities.
  • 16. Concerns?
  • 17. Social is a waste of time with nobusiness value.
  • 18. Mobile and social open the enterprise to lots of serious risks.
  • 19. People wasting time 53% Not considered a priority 51% Lack of business value 50% Irresponsible behavior by people 30% Regulatory and compliance issues 29% Lack of information quality 21% Does not fit with 21% Other 8%Top concerns with “social”
  • 20. Better tolock up. Be safe.
  • 21. But, thenpeople find their own solutions!
  • 22. “As the digital workplacebecomes more open, moreavailable and more interactive,security risks limit developmentof certain aspects.”
  • 23. Early adopters are less likely to limit the social dimension.
  • 24. 40 % of both early adopters and the majority make mobile access “difficult”. However early adopters rarely block mobile completely.And they are morelikely to allow BYOD.
  • 25. Benefits? Is it worth it?
  • 26. Organizational intelligence 70%Efficiency and cost savings 69%Engagement and belonging 47% Agility and speed 46% Business performance 38%Two complementary goals
  • 27. 3 ways to lead change to the “digital workplace mode”Reality + +
  • 28. Make it real.Use personas.Make businesssense by linkingpersonastogether.Focus on asingle processor a commoncapability.
  • 29. 3 ways to lead change to the “digital workplace mode”Reality + The big picture +
  • 30. Classic Extended Digital intranet intranet workplace Organizational intelligence Efficiency, cost savings OrganizationalWHY benefits Employee engagement Customer value Operational excellence Inform, be informed Interact, feedback People Search, find capabilities Do tasks Contribute ideas Connect, collaborateHOW Leadership Influencers Change and Customer-related activities adoption Employee support processes Policies Social collaboration Inclusiveness Integration customization Platform Real timeWHAT experience Mobile Analysis Security and access
  • 31. 3 ways to lead change to the “digital workplace mode”Reality + The big picture + People
  • 32. Benchmarking Champions Peers
  • 33. Discussions with internal 78%stakeholders & managers Benchmarking with Early adopters 41% other organizations Majority Identifying and Early adopters 36% recruiting a champion Majority Reports and data 36% from external sources Specialist evaluations 13% Ways to advance
  • 34. } top of the listbottom of the list } Real life trumps formal
  • 35. Disruptive Concerns Reactions Reality The big picture Champions, peers
  • 36. “Digital WorkplaceTrends 2013”Purchase the report.www.digital-workplace-trends.com.
  • 37. Thank you.jane@netjmc.comtwitter @netjmcJoin LinkedIn group: Digital Workplace(co-managed with Sam Marshall)Get in touch if you’re interested in amanagement briefing, workshopfacilitation, coaching or just want tochat.References: Air Liquide, Paris  -  Amadeus, Madrid  –  ArcelorMittal, Luxembourg  –  Areva, Paris   –   Arup, UK   –   Alcatel-Lucent, Paris   -   Alstom,Paris  -   AGF, Paris   –   Bayer, France   –   Boehringer Ingelheim, Germany   –   EDF, Paris   –   EDP, Lisbon - ERDF, Paris   -   Ericsson, Stockholm -  GDF Suez, Paris   -   Gemalto, France    -   GlaxoSmithKline, Belgium   -   IKEA, Sweden   -   Lagardère, Paris   -   Nokia, Helsinki   -   Novartis,Switzerland   -   Océ, the Netherlands   -   OMV Petrom, Vienna   -   Pernod Ricard, Paris   -   PPR, Paris  -  RATP, Paris  -  Groupe SEB, Lyon   -   SNCF,Paris   -   Suez Environnement, Paris   -   Telenor, Norway   -   Total, Paris   -   UPM, Helsinki