Digital Workplace Trends 2012

2012 Digital Workplace Trends:

Learning from the Leaders

Jane McConnell
NetStrategy/JMC

Jane McConnell
Intranets & Digital Workplaces - Strategy & Governance

14 years of intranet consulting

Direct, hands-on clients:

United Nations – Secretariat (NY)
UNAIDS (Geneva)
Department of Peacekeeping (NY)
UN High Commissioner for Refugees (Geneva)
Intl. Federation Red Cross (Geneva)
- - - - - - - - -

Amadeus (Madrid) EDP (Portuguese Electricity Co.) Nokia (Helsinki)
ArcelorMittal (Luxembourg) Ericsson (Stockholm) Novartis (Basel)
AGF (Paris) Essilor (Paris) Océ (Holland)
Areva T&D (Paris) Gemalto (France) OMV-Petrom (Vienna)
Arup (London) GDF Suez (Paris) Pernod-Ricard (Paris)
Alcatel-Lucent (Paris) Georgia-Paciﬁc Europe (UK, France) RATP (Paris)
Alstom Group (Paris, Switzerland) GlaxoSmithKline (Belgium) SNCF (Paris)
Bayer (France) IKEA (Sweden) Suez Environnement (Paris)
Boehringer Ingelheim (Germany) Lagardère (Paris) Telenor (Oslo)
E.D.F. (Paris, French Electricity Co.) Neopost Industries (Paris) Total (Paris)
UPM (Helsinki)

Jane McConnell

6 years of research "The deﬁnitive source of
data on how Intranets
Annual report since 2006
are evolving in
enterprises.”

Tony Byrne, Analyst,The
Real Story Group

“Unique in the industry; true insight and perspective.”
Paul Miller, CEO of the global Intranet Benchmarking Forum

"Jane McConnell is the undisputed thought-leader on global intranets today.”
James Robertson, Designing Intranets: creating sites that work"

4

456
par(cipa(ng

organiza(ons

Size of workforce

Over 50,000
80 (18%)
Under 1,000
72 (16%)
worldwide

From 1 to 5,000
From 30 to 50,000 48 (11%)
51 (11%)

Organization: headquarters location
From 15 to 30,000
75 (17%) From 5 to 15,000
128 (28%) Central/South America
2 (0%)
Africa
2 (0%)
Asia Pacific
n = 454 Q13.1 80 (18%)

Online
survey,
over
100
ques(ons
and

Europe
over
800
data
points.
229 (51%)

North America
133 (30%)
Includes
open
ques(ons
where
ﬁrsthand

experiences
are
shared.
n = 456 Q4.5

Data
collected
in
Q3
2011.

January 2012 digital-workplace-trends.com netjmc.com/blog twitter: @netjmc

What are we
talking about?
Intranet
Social intranet

Enterprise 2.0

Digital Workplace
Intranet 2.0

6

Scope of the survey

Structured collaboration
1 2
3

Managed
Social collaboration
content &
applications
+ the mobile dimension


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

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...


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


9

Elite leadership class Only 6 organizations said
“YES” to all three criteria

•Postal services public entity, Europe, (> 50 k employees)

•A state-owned bank, Europe (> 30k employees)

•USA division of global professional services company (global
company > 100k employees)

•Global engineering and project management consultancy, HQ in
Europe (> 25k employees)

•An airline, one of the big global transport players, HQ in Europe
•Technology company, Russia (> 3k employees)


10

10 key findings


11

1. Social collaboration experimentation
is continuing, but enterprise-wide
deployment has not increased over the
last 12 months.


12

“Enterprise
wide”,

“limited
deployment”
Social &
and
“pilots”
combined
collaborative

Wikis
65
% Blogs 65
%

Commenting 50 %

Social networking 40 %

Micro-blogging 35 %

“Enterprise
wide”
only
Blogs 20
%
Survey
average
456
organiza5ons Wikis
15
% Commenting 15 %
Social networking
10 %
& micro-blogging


13

Social &
Blogs 80
%

“Enterprise
wide”,

“limited
deployment”
collaborative
Wikis
75
%
and
“pilots”
combined
leadership
Commenting 65 %
class

Micro-blogging 40 %

“Enterprise
wide”
only
Blogs 35
%

Wikis
30
%

Commenting 25%

Leadership
class
171
out
of
456
organiza5ons Micro-blogging 15 %


14

Social &
collaborative

“Enterprise
wide”,

“limited
deployment”

and
“pilots”
combined
Increased in last 12 months
Stagnation?

“Enterprise
wide”
only
Same as 1 year ago


15

No, change facilitation.


15

- Self-service materials

- Awareness, behavior, cultural training
- Mechanisms for sharing practices
- Individual coaching
- Events, roadshows, cafés
- Formal classroom training


15

- Self-service materials

Leaders
15 % pts higher for
awareness and sharing

- Awareness, behavior, cultural training
- Mechanisms for sharing practices
- Individual coaching
- Events, roadshows, cafés
- Formal classroom training


16

2. Benefits observed from social and
collaborative initiatives remain
anecdotal and qualitative.

- The most commonly observed are
“knowledge-sharing”, and “engaged, better
informed employees”.

- The least common are “faster time to market”,
“cost reduction” and “reduced time for
training”.


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.


18

4. Half the 456 participating
organizations intend to increase their
investment in social collaborative
initiatives in 2012.


19

5. “Findability” of information, one of
the toughest challenges today for
intranets and digital workplaces, is far
from solved.

- 40 percent of the leadership class and 50
percent of the other organizations are
dissatisfied with their search configuration and
results.


Leadership class 60 Search
%
The others 47
“sa
t is
% f ie
“s d”
at
is
Leaders integrate the social dimension... fi
ed
”
• Let people add own tags 34 % 22 %
• Include user-generated content in search results 50 %
30 %

They reach out to the enterprise...
• Run search usability tests 43 % 31 %
• Involve business managers to deﬁne needs 45 %
33 %

“Digital Workplace
Trends 2012”
by NetJMC

Leadership class 60 Search
%
The others 47
“sa
t is
% f ie
“s d”
at
is
Leaders integrate the social dimension... fi
ed
”
• Let people add own tags 34 % 22 %
• Include user-generated content in search results 50 %
30 %

They reach out to the enterprise...
• Run search usability tests 43 % 31 %
• Involve business managers to deﬁne needs 45 %
33 %

However, they do not...
• Analyze search logs more often.
• Allocate signiﬁcantly more resources to search. “Digital Workplace
Trends 2012”
by NetJMC

21

6. An increasing number of
organizations are using the intranet or
digital workplace to support customer-
facing staff.

- Examples include access to real-time
information and experts in order to make
customer service faster and more efficient.


22

7. Mobile services for the workforce
were not a high priority in 2011.
However, indications from leadership
class organizations suggest mobile may
become more important in 2012.

- 14 percent have already made “significant
investment” and another 36 percent have made
“some investment”.


23

50 %
Interest in mobile services for workforce
14%
High priority and significant
investment already made
3% 33 %
36%
Considered important, some
30%
investment made

35%
Moderate level of interest,
44%
no investment yet

15%
Little or no interest at present 22%

Leaders Others

Q28 ©2011 NetStrategy/JMC


Mobile Information & Services
24
15%
Business intelligence 9%

Connecting 24%
Collaborative tools 19%

people
1
35%
Corporate news 27%

15%
CRM/Customer management 14%

12%
HR services 12%

11%
Logistical (booking, schedules, etc.) 12%

15%
Product information 15%

3 Project information
13%
12%

24%
Social media tools 17%

Staff directories 21%
36%
2
10%
Training material 6%

% = “Implemented” or “piloting”
Leaders Others

Q31 ©2011 NetStrategy/JMC


25

“Mobile will be a game-changer in how
we communicate with employees and
how they perform their job duties.

I’m not sure that an intranet even
exists in a fully mobile workplace.”
Participant in the “Digital Workplace Trends 2012” survey


26

8. Business has not yet taken the lead
on defining mobile strategies, which are
primarily defined by IT departments.


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.


28

Roles,

responsibili(es,

repor(ng

Policies
&
guidelines

for
“managed”

content

Work in progress


29

Policies
&
guidelines

for
“user-‐generated”

content

Content
ﬂow
between

collabora(ve
and

managed
spaces

Work in progress


30

10. The major evolution in governance
is the emergence of the “digital board“,
a body responsible for high-level,
strategic decision-making for both
internal and external channels.

- 17 percent of the 456 organizations have a fully
functioning digital board and business functions play a
large role as members of this board.


Intranet aspirations
& innovations


32

Scenario Super Search
Relevance & Control

Scenario People Centric
Actionable & Real-Time

Scenario My Apps
Getting Work Done

Scenario Smart Systems
Relevant User Experience


Anything,
anywhere


Four future scenarios
34

Super Search 70 %

“Potentially of high value” : all organizations surveyed


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.


Example of “Super Search”

A Canadian law firm designed a “super search” 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.


Me

38

Super Search 70 %

People-Centric
65 %



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.

Example of “People-Centric”

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.


Now

42

Super Search 70 %

People-Centric
65 %

My Apps 45 %



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.


Example of “My Apps”

Not many examples of “app stores”, but quite a few
examples of “apps”.

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 “force” managers to use the app.


Smart

46

Super Search 70 %

People-Centric
65 %

My Apps 45 %

Smart Systems 40 %



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.


Example of “Smart System”

CRS (Australia government agency for disability
insurance)

A “just in time” 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.


49

“Well on our way” or “started
implementation” by leadership class Super Search 70 %

20 %
People-Centric
65 %
30 %

My Apps 45 %
20 %

Smart Systems 40 %
10 %



50

“In 3 to 5 years time, many places will be
well on their way to these scenarios, and
we may still be in the “thinking &
planning” stages.
The best and brightest people will want
to work at those other places. Not here.
That is my biggest concern, personally.”
Participant in the “Digital Workplace Trends 2012” survey


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


52

1. A holistic view

• Agreement on the big picture

• A high-level steering body for coordinating
strategic decisions.


53

2. Emphasis on people

• Enabling people to work, collaborate,
create, share, discover, connect...

• Taking the intranet to where people are.


54

3. Governance embedded in
processes and systems

• Making it part of “business as usual”


55

1. Holistic view

2. People

3. Governance


55

-‐
Agreed
mission
statement
1. Holistic view -‐
Agreed
overall
“landscape”
of
sites,

services
-‐
Home
page
strategy
-‐
Common
naviga(on
bar
or
banner

2. People

3. Governance


55

-‐
Agreed
mission
statement
Agreed
overall
“landscape”
of
sites,

services
-‐
Home
page
strategy
-‐
Common
naviga(on
bar
or
banner

2. People -‐
Staﬀ
directory
with
rich
user

proﬁles
-‐
PorVolio
of
tools
&
features
that

enable
people
to
create,

collaborate,
connect
3. Governance


55

-‐
Agreed
mission
statement
Agreed
overall
“landscape”
of
sites,

services
-‐
Home
page
strategy
-‐
Common
naviga(on
bar
or
banner

2. People -‐
Staﬀ
directory
with
rich
user

proﬁles
-‐
PorVolio
of
tools
&
features
that

enable
people
to
create,

collaborate,
connect
3. Governance Agreements
on:
-‐
Decision-‐making
and
scopes
-‐
Fundamental
rules
and
guidelines
-‐
Change
facilita(on
strategy


Jane McConnell
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

Jane McConnell

..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

Jane McConnell

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 “NetJMC&Co” with 700 practitioners (no agencies
or solution providers)

Digital Workplace Trends 2012

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