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Intranet & Digital strategy survey - Synthesis 2016

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Where are you at in your digital transformation ?

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Intranet & Digital strategy survey - Synthesis 2016

  1. 1. 2016 results www.arctus.com Where are you at in your digital transformation?
  2. 2. Introduction With a background of 16 years for the Intranet and digital strategy Observatory and 5 years for the HR and e-transformation Observatory, 2016 marks a turning-point. These two operations have now been combined into the e-transformation & intranet Observatory. e-transformation is affecting organizations in their entirety. It is impacting the business disciplines as much as structures or processes, and it represents a challenge for everyone. Our ambition is to offer ever-more-refined decoding of the latest developments in the way digital transformation is being organization within work organizations. Through a personalized questionnaire sent out between March 14 – June 20 2016, participants were able to contribute to this predictive survey of the way organizations are evolving, and in this way assess the state of their own internal digital transformation, and discover the avenues for development open to them. Companies answering324 e-transformation & intranet Observatory 2016 2 representing around 6.5 million staff A glossary is available at the end of this document to help you decode the language of in-house digital transformation.
  3. 3. Key results and figures to note Learning points e-transformation & intranet Observatory 2016 3
  4. 4. Digital: an opportunity for everyone! We’ve been saying it for several years, and this time the survey confirms it: the deployment of digital is first and foremost a source of opportunities for businesses. Initiatives are making good progress. Information and communication are no longer the exclusive preserve of the intranet — they are also being deployed across numerous other spaces. Blogs, wikis, forums, collaborative workspaces have become venues for specialized exchanges, in addition allowing the use of e-mail to be progressively reduced. Collaborative workspaces are available in the majority of companies and their creation is underpinned by governance in a very large majority of cases, serving to confirm the value ascribed to these spaces. Company social networks are being deployed inexorably. They are now available in more than half of companies. But like all the social functions, they will have to gain maturity in terms of the level of use. Learning points e-transformation & intranet Observatory 2016 4
  5. 5. Performance and innovation markers for digital projects All our answerers perceive digital as an opportunity for the company. An average of 3 digital facilities deployed in connection with digital by the company confirms that the digital transformation is under way. In 30% of cases, these concern the company social network, knowledge management, and participative innovation. 38% of the companies are even declaring working on deploying a unified facility in terms of internal web. Learning points Collaborative publishing and participative innovation are the two proposals that have the highest percentage of projects. In the former situation, adapting conventional tools to collaborative operation is meeting the performance requirements of the organizations. The second case involves exploiting employees’ creativity more systematically via the digital tools. Digital is getting in everywhere! e-transformation & intranet Observatory 2016 5
  6. 6. Emergence of mobility and rapid progression of social uses Mobile applications are a topic of great interest, since 15% of the companies declare plans to deploy them, and nearly 20% already have them. The social functions (like the opportunity to ‘like’, comment, or recommend content, and also to running your own network of contacts) are being deployed twice as fast as the collaborative tools. Present in around half of companies, they have rolled out in 5 years to a level comparable with that which collaborative has taken 10 years to achieve. Learning points Concentrating on the deployment and use of the collaborative and social tools, over 50% of the companies now consider the information and communication services (info-com from now on) within the intranet as ancillaries. Communities, groups, and personal contacts are offering new ways of sourcing information. e-transformation & intranet Observatory 2016 6
  7. 7. Figures to note: Over 80% of the companies deploying collaborative workspaces give their employees support in getting to grips with them 46% of the companies state they have social tools On average, the companies have put in place 4 social functions 87% of the collaborative workspaces are “partially active”, against 13% that are “very active” The deployment of governed collaborative workspaces is becoming the rule. In companies that have deployed collaborative tools, it can be noted: Learning points e-transformation & intranet Observatory 2016 7
  8. 8. Figures to note: 54% give intranet access via business smartphones Nearly 30% of the companies state that the social functions are being used by a majority of employees 56% declare that they have an enhanced directory file; 29% plan on implementing one within 2 years ⅓ of those companies with collaborative tools declare at least one full- time Community Manager Learning points e-transformation & intranet Observatory 2016 8 and 32% via private smartphones
  9. 9. New in 2016: 3 axes for analysis  Level of the populations’ engagement in the digital transformation,  Feature richness of the facilities deployed,  Extent to which the digital facilities are being used. For each of these axes, we have identified levels of maturity and classified the responses according to these scales. In the remainder of this document, we analyse the distribution of the organizations by level on each of these axes, and you will be able to see where your organization is positioning in this model. After several years of observing organizations, our conviction has been reinforced: people lie at the heart of the change, and it is very much the combination of several factors that makes it possible to ensure the digital tools are adopted. In order to enable us to compare the digital maturity of the organizations and allow them to set benchmarks for themselves, we have identified 3 axes that describe this transformation: Learning points e-transformation & intranet Observatory 2016 9
  10. 10. New in 2016: a tree metaphor About our use of metaphors from the living world in the e-transformation & intranet Observatory Our regular use of metaphors to explain the functioning of the digital tools has inspired us to employ a tree reference to present the digital maturity of organizations. Just like the development of trees in a forest, the reality of digital transformation within companies is diverse. Over and above the profusion of technical solutions being offered on the software market, each organization has its own way of implementing and disseminating these changes. Trees are living organisms, they deploy themselves optimally while at the same time respecting an ecosystem. So they are eminently suited to representing the ecology specific to each living being or social body. The digital tools are an integral part of the company, they play a part in optimizing its functioning, and are a necessary condition for its long-term survival, in a world that is experiencing profound changes. Learning points e-transformation & intranet Observatory 2016 10
  11. 11. Digital transformation: commitment from managers and employees Having a tool is one thing – making proper use of it is quite another. Digital transformation cannot take place if the commitment of the people, in particular the top managers and line managers, is not mobilized. Their involvement is what gives people the means to take on board the use of the digital tools. The answerers are classified according to 4 levels of commitment, each corresponding to the extent to which the digital transformation — under way or to come — is anchored within the organization. We have decided to represent these by the root system of our tree. Thus the denser this is, the greater the commitment; and how well these roots are embedded in the soil makes it possible to better withstand the vagaries of the weather – or economic vagaries, for companies. Learning points e-transformation & intranet Observatory 2016 11 The level of commitment of the populations in the digital transformation can be measured in particular through a number of questions relating to sponsoring by top managers, but also by the commitment of the employees and line managers, and by the perceived opportunities and risks surrounding the digital transformation.
  12. 12. 4 levels of digital commitment 0 1 2 3 Organizations where the digital commitment of the line managers and employees alike is weak. Even if the facilities deployed are innovative and feature-rich and usage could start being more widespread, the digital transformation will not be able to take root without a minimum of commitment to, and thus confidence in, the opportunities offered by digital. Organizations where management alone is committed. In these organizations, digital transformation has a chance to take, but is going to take time to propagate throughout the whole structure. The example set by management is essential for this transformation — but this alone is not enough for the methods for collaboration and information to change profoundly. Organizations where only the employees are committed. The digital transformation is starting to take by capillary action via the lowest levels of the company. But for the facility to be properly anchored and sufficiently robust, the upper layers, management and top management, need to be committed to the digital transformation in an operational manner, not just in their words. Organizations where all the populations are committed. The transformation clearly has every chance of succeeding: in point of fact, significant anchoring at all levels of the organization — strategic and operational — and moving into action in line with expressed objectives and the culture are key factors for success in digital transformation. Learning points e-transformation & intranet Observatory 2016 12
  13. 13. Distribution by level of digital commitment 19% Organizations where the commitment of the populations is weak 29% Organizations where management alone is committed. 14% Organizations where only the employees are committed. 38% Organizations where managers and employees are committed On the axis of commitment to digital, the 324 survey respondents are distributed as follows: Learning points e-transformation & intranet Observatory 2016 13 More than half of the companies declare that their employees or their managers are committed to digital transformation. Companies where both 2 populations are committed are the most numerous. This was not at all the case 3 years ago! A milestone has been passed.
  14. 14. The level of feature richness of the facilities deployed has traditionally been monitored by the Observatory. Characteristic of the organizations’ degree of maturity, this may depend on the size of the structures, which do not all deploy the same functions, depending on what they need (leveraging knowledge, transversality, winning talent loyalty, etc.) In this way, we can identify 5 levels of feature richness, each corresponding to the major types of facilities encountered in the organizations. The above-ground part of the tree here represents the feature richness: trunk, branch, twigs, etc. corresponding to the maturity of the facilities deployed. Digital transformation: feature richness Learning points e-transformation & intranet Observatory 2016 14
  15. 15. 5 levels of feature richness 0 1 2 3 4 Organizations that have deployed a comprehensive facility (information/collaboration/social), particularly within a unified vision, are mature in terms of digital transformation on the functional level. Sturdiness of the info-com trunk, transvers-ality of the collaborative branches, agility of the social functions (subscribing, ‘like’, comments, etc.) — a facility that is functionally ready to fully bear fruit within the organisation. Organisations that have deployed only social or collaborative facilities. More flexible that the info-com intranet, which is based on significant editorial richness and requires more substantial governance of contributions, these organisations have chosen to deploy facilities that by their very nature are undoubtedly going to remain less extensive, or even confined to one part of the organisation (a service, a department). Organisations that have implemented only info-com intranets, in a simple facility. These have often run out of steam on the functional level, and are sometimes aging on a technological level. The organisations are well aware of the limit of their facility, which is not able to bear the fruit hoped for. Organisations that have put in place an advanced facility with collaborative functions to complement the info-com facility. With their intranet resting on a base of information, these organisations are developing collaborative branches (collaborative workspaces, sharing functions, etc.). A good support for developing the collaborative culture and for its uses to expand. Organisations that have not deployed a facility at all. Not many of these have responded to the Observatory, since the fact of replying is evidence that they are at least interested in this type of project. Learning points e-transformation & intranet Observatory 2016 15
  16. 16. Distribution by feature richness Organisations that have not deployed a facility. 6% On the axis of the feature richness of the facility, the 324 survey respondents are distributed as follows: 12% 30% 17% 35% Organisations that have deployed only social or collaborative facilities Organisations that have deployed only info-com intranets Organisations that have deployed collaborative functions on an info-com trunk Organisations that have deployed a comprehensive facility Learning points e-transformation & intranet Observatory 2016 16 Info-com intranets are still very much in the majority as the common trunk of in-house digital facilities. The organisations with the richest facilities are the most numerous. They can now direct their efforts towards expanding usage.
  17. 17. The usage level of the facilities deployed is a key criterion for measuring the success of digital facility projects and for qualifying organisations’ digital maturity and the extent of their digital transformation. After all, the ultimate aim of all these projects is for them to be used. The traffic in the facilities, the number of regular users in all or part of the organisation, the production of content, and contributions are all elements that go to make up this usage level. In this way, the answerers are classified according to 3 usage levels, each corresponding to the concrete benefits provided to the organization by these facilities — rather like the yield of a fruit-tree: no growth, buds, then blossom Digital transformation: usage level Learning points e-transformation & intranet Observatory 2016 17
  18. 18. 3 levels of usage 0 1 2 Organisations that are seeing the first uses beginning to spread. Even if it is still young or not very extensive, an initial functional base can, if the commitment is anchored in all or part of its organizational branches, begin to see the first benefits of collaborative working appear. However, because of its youthfulness or its lack of rooting in all the layers of the company, it may remain sensitive to its environment (loss of profitability, EPS, etc.) and see usage retract under unfavourable circumstances. Organisations that are seeing usage flourish and are gathering the fruit of digital transformation. With a facility that is mature in functional terms and a population firmly committed to digital transformation, there is every chance that the digital transformation will be fruitful and show all its benefits — all the more so if the weather is favourable (growth, profitability, performance, etc.) and the innovation- friendly culture particularly nourishing. Organisations that are not seeing any usage being deployed. What might be the reasons why usage is failing to take off? A trunk that is functionally too impoverished, insufficient rooting in the digital transformation, an unfavourable climate (on a social, economic, etc. level), an infertile corporate culture, etc. are all factors for the facility to be deserted and hence its use to become sterile. Learning points e-transformation & intranet Observatory 2016 18
  19. 19. Distribution by level of use Organisations that are not seeing any usage being deployed 41% On the axis of the level of use of the facility, the 324 survey respondents are distributed as follows: 47% 12% Organisations that are seeing the beginnings of the first usage Organisations that are seeing usage flourish and are enjoying the fruits of digital transformation Learning points e-transformation & intranet Observatory 2016 19 The companies deploying strong usage are still very much in the minority. Developing usage must be organizations’ primary objective.
  20. 20. Stages of digital maturity By combining them, these 3 axes for analysing digital maturity (level of commitment to digital transformation, feature richness of the facility, usage level) reveal 48 stages in the development of in-house web facilities. The following pages illustrate the 7 degrees of maturity that are most representative of the 324 organisations responding to the Observatory in 2016. For each stage of maturity described, we invite you to discover its principal characteristics, along with a number of concrete avenues for progress, in connection with the commitment of the populations to the digital transformation, the feature richness of the facility, and the deployment of its use. We want the e-transformation & intranet Observatory to be not just a static snapshot of the facilities, but also a lever for action for those who are developing them. Learning points e-transformation & intranet Observatory 2016 20
  21. 21. Simple facilities with no engagement Levers for progress Consider a complete re-design of this facility, taking an in-depth look at the factors that are holding back or can be used to advance digital transformation within the organization. Objectives:  Identify among the populations a number of early adopters who can act to ‘fertilize’ the digital transformation;  Sketch the outlines of a facility that is better suited to needs, which will allow new usage to expand;  Associate a maximum of top management to the production of content in order to encourage capillary action and propagation;  Set up dedicated change accompaniment for each population (top managers, line managers, employees) in order to ‘fertilize’ the growth of the facility. Characteristics The companies in this category have a digital facility that is relatively impoverished in terms of functions, likely to be top-down and 1.0. A solid base for information and communication when launched, managed very centrally by the communications division and/or the human resources division, it offers perhaps a search engine and a few practical services. Aging now, it is being deserted by users, who are no longer coming due to the lack of up-to-date content and the ability to access more collaborative functions. Whether the cause or the origin of this now-dormant facility, the line managers and employees are not engaged with the digital transformation, the fruits and added value of which they are not promoting. Due to lack of anchoring, the stump ends up being uprooted and the facility becoming disconnected from the reality of the company. Learning points e-transformation & intranet Observatory 2016 21
  22. 22. Simple facility with committed top management Levers for progress Leverage the management’s conviction in order to undertake a re-design of the intranet or enrich the facility’s functions. For example:  Offer new collaborative functions and suggest line managers take these up (top managers’ blog, team communities, microblogging, etc.) in order to spark the first usage;  Accompany staff through consciousness-raising and training in order to strengthen the digital and collaborative culture. Characteristics The answerers in this category have a digital information and communication facility that is doubtless aging a little, based on content and undoubtedly not very decentralized within the company. Due to lack of richer features, the facility is running out of steam, as it is not possible for new, more collaborative uses to flourish on this stump. Yet a certain layer of the population, and in particular the managerial stratum, is committed to the digital transformation, whose benefits it perceives, at least on a theoretical level. Learning points e-transformation & intranet Observatory 2016 22
  23. 23. Advanced facility with low usage and committed top management Levers for progress Integrate the facility into the company’s everyday activities in order to make it inescapable at all levels. For example:  Invite managers to move into action, so as to use them as an example (top managers’ blog, team communities, etc.);  Make the most of success stories, collaborative workspaces that are working, the sharing of knowledge or hints and tips, etc. in order to give the facility an anchor in everyday practices and make the most of the added value it brings;  Put in place governance that gives a framework and establishes the facility on all levels of the organization (netiquette, who to refer issues to, rules for creating communities, etc.). Characteristics The organisations in this category have deployed a highly developed digital facility comprising rich, up-to-date content, social functions, collaborative workspaces, a search engine, practical tools, etc. — in short, a latest- generation intranet that, in spite of its progress on a functional level, is still seeing only tentative usage, or limited to a certain fringe of the population. Moreover, only management seem to believe in the benefits of digital transformation. Useful anchoring of the facility, but which is not enabling it to bear fruit. Learning points e-transformation & intranet Observatory 2016 23
  24. 24. Levers for progress Develop new, more social functions in order to complete the facility and serve the needs of a population that is ready for digital transformation. For example:  Put in place ‘likes’ and comments, or microblogging — functions that are easy to get to grips with which will constitute a lot of little branches on which uses will be able to continue to develop;  Add a function for managing ones network of contacts, allowing the company’s ‘tuber’ to be extended and to make the facility’s anchoring more solid;  Make a link between the functions and the company culture: the enhanced directory which makes the most of experts, for example, so that the culture works a bit like the fertilizer in the facility’s compost. Characteristics The organisations in this category can leverage the conviction held in all the company’s roots that digital transformation is beneficial. With a facility that is sill modest but already modern, which offers collaborative functions and content, it is starting to see the first usage appearing. Advanced facility with low usage and commitment from top management and employees Learning points e-transformation & intranet Observatory 2016 24
  25. 25. Levers for progress Multiply the initial experiences in order to spread throughout the organization. For example:  Set up a network of ‘ambassadors’: just like the swallows that announce the arrival of Spring, they’ll spread the word about the benefits ahead!  Produce a usage guide in order to consolidate the tests carried out and encourage the first budding uses to multiply;  And give it time to work! Certain seasons (economic, social, etc. context) are less favourable to blossoming! Characteristics The companies in this category have already put in place a second-generation digital facility that offers not only top-down content but also the first spaces for collaboration. Doubtless still young or being tested, usage of this functional trunk is still not fully deployed. Moreover, the facility is not yet solidly established and branching out across the whole organisation: not all the employees are yet convinced of the necessity of transforming the way they are informed and work. Comprehensive facility with low usage and committed top management Learning points e-transformation & intranet Observatory 2016 25
  26. 26. Comprehensive facility with low usage and commitment from top management and employees Levers for progress Take stock of the use of the facility in order to understand what is holding back the deployment of usage. Objectives:  Make the facility meaningful once more by explaining again how it is part of the company’s strategy and daily activities;  Put the people running the collaborative workspace on a professional footing, so that as regular ‘pollen-gatherers’ they will encourage usage to blossom;  Encourage trust and make it less threatening by going for the fun approach so as to loosen up the cultural soil (collective challenge, competitions, etc.). Characteristics The companies in this category already have a digital tool that is very rich in terms of functions and editorial: collaborative and social functions, decentralized contribution across the organisation, etc. And what’s more, a population motivated by the digital transformation and deeply convinced of its benefits. With this facility, only one step remains in order to harvest the fruits of the digital transformation. Yet there may be an unfavourable social climate, difficult economic environment, or a culture that’s too directive. Whether it’s a question of the weather or the soil, there are several external or internal factors to explain why usage is not blossoming to a greater extent. Learning points e-transformation & intranet Observatory 2016 26
  27. 27. Levers for progress Manage the facility regularly so it remains in step with the internal populations’ information and collaboration needs and with their engagement in the digital transformation. For example:  Carry out regular audits of the facility: surveys and user mirror groups, functional benchmarks, etc.;  Frequently monitor the facility’s traffic and collaboration indicators so as to continue making the most of the fruits gained and to watch that a branch is not in danger (deserted community, etc.);  Keep an eye on technological developments and uses in order to anticipate the expansion of the facility and the actions to be carried out (‘watering’ by consciousness-raising actions, etc.). Characteristics The companies in this category are ‘champions’ of in-house digital transformation: we find here a collaborative, social intranet at the forefront on a functional level, a resolutely committed population that has transformed its ways of working and staying informed and that regularly enjoys the fruit of this successful facility that is well established across the whole organisation. Comprehensive facility with strong usage and commitment from top management and employees Learning points e-transformation & intranet Observatory 2016 27
  28. 28. The jargon of in-house digital transformation Glossary e-transformation & intranet Observatory 2016 28
  29. 29. A – C ATAWAD Refers to the ability users have today to be able to consult any type of information — text, images, video, sound — on any device — laptop, smartphone, tablet — at any time and in any place. Blog A blog is a website made up of posts that accumulate over time, often shown in reverse chronological order (most recent first). Like a ship’s log or personal diary, each post is an addition to the blog; the blogger posts content that is often text- based, enriched with hyperlinks and multimedia elements, on which each reader can usually leave comments. BYOD Acronym for “Bring your own device”. This is a practice that involves using your own devices (telephone, laptop, tablet) in a work context, in particular with a view to accessing the company’s resources: document database, intranet, etc. . e-transformation & intranet Observatory 2016 29 Cloud Cloud computing, shortened to just ‘cloud’, refers to a set of processes that consist in using the calculating and/or storage power of remote computer servers over a network, usually the Internet. It therefore allows on-demand self-service access to configurable shared computer resources, allowing delocalization of the computer infrastructure. COPE Acronym for “corporate-owned personally-enabled” — a model in which the organization provides its staff with the computing devices (laptop, smartphone, tablets, etc.) and allows them to use them in a private context, as if they were their own personal devices. CRM Customer relationship management (CRM) encompasses all the tools and techniques intended to gather, process, and analyse information relating to customers and prospects, with the aim of having refined knowledge making it possible to direct appropriate marketing and sales actions to them, to gain their loyalty, and to maximize the sales or margin per customer. Glossary
  30. 30. D – I Digital Workplace The principle is to unify access to the various tools and communication channels, not only by making them available via any device (PC, Smartphone, tablet, etc.) via a web browser and Internet connection, but via a single page too. e-transformation Refers to the phenomenon of change associated with the impact of digital and the Internet on organizations. Collaborative workspace On-line space allowing several users to work together. This may be for several purposes: sharing good practices, asking questions and receiving answers from an expert, preparing a deliverable by several people, pooling shared documents, organizing oneself more easily, etc. Follower Refers to social media and in-house web facilities that allow one user to follow another user in order to stay informed about what they are doing and in particular, about their activity on the platform. e-transformation & intranet Observatory 2016 30 Forum A forum is an on-line discussion space that is public (or at least open to several participants). The discussions there are archived, allowing asynchronous communication. Gamification Gamification corresponds to the adoption of games mechanisms in other fields, in particular websites, learning situations, work situations, or social networks. Managing your network of contacts A function available on company social networks that allows each user to get in touch with other users on the platform according to criteria that are specific to each person. Governance Governance is based on the need for shared rules in the context of using an in-house web facility. Besides a specific framework of rules, it includes rules for behaviour. Info-Com Within an in-house intranet facility, the info-com part corresponds to the top-down information published by the company for the purpose of communication. This mainly involves informative content. Glossary
  31. 31. I – Z Participative innovation A policy in structured management aimed at stimulating and encouraging the expression, implementation, and distribution of ideas by all of the staff, with a view to creating added value and making the organisation move forward. Intranet A federative network that relies on a web interface, includes content, databases, and application systems so as to allow line managers and staff in an organisation to access all the content and applications they need for their work. Like A social function that allows each user to show they are interested in the content of the site. Log In computing, the notion of a log is that of a journal of events (tracking the execution of a program, number of accesses, number of updates, etc.). e-transformation & intranet Observatory 2016 31 Bookmark / Favourite The bookmark or favourite is a social function that allows users to save any content they are interested in or would like to read later. Microblog Format for collaborative exchanges available on social media and company social networks. It allows a user to express themselves in a limited number of characters, from 140 (Twitter) to an average of 300 for in-house facilities. Company social network (CSN) Also called internal collaborative network (ICN) or internal social network (ISN), the CSN is an intranet 2.0 facility that allows the company’s players (staff, customers, share-holders, partners, etc.) to be connected for the purpose of work-related exchanges, in particular within dedicated communities. Wiki A wiki is a system for managing website content that makes its web pages freely modifiable by all visitors authorized to do so. Glossary
  32. 32. e-transformation scouts About Arctus e-transformation & intranet Observatory 2016 32
  33. 33. In the service of your digital transformation Arctus accompanies its clients in defining their strategic requirements in connection with in-house digital facilities. We are also involved in carrying out digital projects aimed at optimizing the functioning of the organisation. e-transformation & intranet Observatory 2016 33 About Arctus Our tailor-made approach is based on a three-pronged process: technological, organizational, and managerial. We base ourselves on a proven methodology to serve you. The members of the Arctus team provide their added value in the information, communication, collaborative, knowledge management, and participative innovation facilities. We can be involved along the whole implementation chain for your projects from the phase of defining the need right up to their deployment, in particular through change management and governance.
  34. 34. Our editorial team e-transformation & intranet Observatory 2016 34 About Arctus The e-transformation & intranet Observatory is a collaborative production achieved thanks to: Isabelle Reyre Associate Director Marc Lippa Associate Director Gaëlle Roudaut Consultant Jérôme Pauzies Consultant Ingrid Bernuit Consultant Célisiane Rosius Consultant Sixtine Dechancé Consultant And the special participation of Benjamin Fracasso for the illustration work
  35. 35. Our added value Arctus is a business on a human scale, which combines advanced expertise and strong adaptability. Our conviction? We believe that human beings are the keystone in transformation projects. Digital offers not only new tools, but also a profound transformation in the world of work and relationships for people between themselves and with the company. e-transformation & intranet Observatory 2016 35 www.arctus.com contact@arctus.com + 33 (0)1 84 02 00 70 Follow Arctus on the networks: About Arctus
  36. 36. Find out too about e-transformation & intranet Observatory 2016 36 It was around a table that the idea was born to study creativity in businesses: What confines it? How can it be liberated? Using what methods?   The principal barrier to creativity is the inability to think in terms of rupture, abandon, renunciation. Impossibility of going outside the box.   Measuring the ability to creativity and break-up, is to measure the way in which organizations accept, encourage, value the thoughts and initiatives in rupture. For this, we are seeking to: About Arctus  Highlight what exists within the company in terms of organization and action connected with making the most of ideas and creativity  Make the players themselves distinguish the places and situations where they see innovation in the company and how advantage is taken of it  Identify the perceived barriers, whether in terms of the systems, structures, or culture in place www.observatoire-creativite.com
  37. 37. 2016 results To find out more: www.etransformation-intranet.com

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