Intranet & Digital strategy survey - Synthesis 2016
Where are you at in your
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
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.
e-transformation & intranet Observatory 2016 2
representing around 6.5 million
A glossary is available at the end of this document to help you
decode the language of in-house digital transformation.
Key results and figures to note
e-transformation & intranet Observatory 2016 3
Digital: an opportunity for
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
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.
e-transformation & intranet Observatory 2016 4
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.
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
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.
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
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:
e-transformation & intranet Observatory 2016 7
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
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
e-transformation & intranet Observatory 2016 8
and 32% via private smartphones
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:
e-transformation & intranet Observatory 2016 9
New in 2016: a tree metaphor
About our use of metaphors from the living world in the e-transformation &
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
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.
e-transformation & intranet Observatory 2016 10
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
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.
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.
4 levels of digital commitment
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
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.
e-transformation & intranet Observatory 2016 12
level of digital commitment
the populations is
alone is committed.
where only the
and employees are
On the axis of
commitment to digital,
the 324 survey
distributed as follows:
e-transformation & intranet Observatory 2016 13
More than half of the
that their employees or
their managers are
committed to digital
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
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
Digital transformation: feature
e-transformation & intranet Observatory 2016 14
5 levels of feature richness
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
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.
e-transformation & intranet Observatory 2016 15
Distribution by feature richness
that have not
On the axis of the feature richness of the facility, the 324 survey respondents are distributed as
12% 30% 17% 35%
functions on an
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.
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
Digital transformation: usage
e-transformation & intranet Observatory 2016 17
3 levels of usage
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.
e-transformation & intranet Observatory 2016 18
Distribution by level of use
Organisations that are
not seeing any usage
On the axis of the level of use of the facility, the 324 survey respondents are distributed as follows:
Organisations that are
seeing the beginnings of the
Organisations that are
seeing usage flourish
and are enjoying the
fruits of digital
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.
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.
e-transformation & intranet Observatory 2016 20
Simple facilities with no
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
Set up dedicated change accompaniment for each population (top managers, line managers, employees)
in order to ‘fertilize’ the growth of the facility.
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
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.
e-transformation & intranet Observatory 2016 21
Simple facility with committed
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
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.
e-transformation & intranet Observatory 2016 22
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.).
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.
e-transformation & intranet Observatory 2016 23
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.
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
e-transformation & intranet Observatory 2016 24
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!
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
e-transformation & intranet Observatory 2016 25
Comprehensive facility with low usage
and commitment from top management
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
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.).
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.
e-transformation & intranet Observatory 2016 26
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.).
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
e-transformation & intranet Observatory 2016 27
The jargon of in-house digital transformation
e-transformation & intranet Observatory 2016 28
A – C
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.
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
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 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
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.
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.
D – I
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.
Refers to the phenomenon of change associated
with the impact of digital and the Internet on
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.
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
A forum is an on-line discussion space that is public
(or at least open to several participants). The
discussions there are archived, allowing
Gamification corresponds to the adoption of games
mechanisms in other fields, in particular websites,
learning situations, work situations, or social
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 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.
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.
I – Z
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.
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.
A social function that allows each user to show they
are interested in the content of the site.
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
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.
A wiki is a system for managing website content that makes its
web pages freely modifiable by all visitors authorized to do so.
In the service of your digital
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
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
Our editorial team
e-transformation & intranet Observatory 2016 34
The e-transformation & intranet Observatory is a collaborative production achieved thanks to:
And the special participation of Benjamin Fracasso for the illustration work
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
+ 33 (0)1 84 02 00 70
Follow Arctus on the networks:
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:
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
To find out more: www.etransformation-intranet.com