Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Digital Workplace Trends 2012


Published on

Digital Workplace Trends 2012. Data collected end 2011 from over 450 organizations around the world. 6th annual survey by Jane McConnell.

Published in: Business, Technology
  • Login to see the comments

Digital Workplace Trends 2012

  1. 1. twitter: @netjmc1Getting ready for the DigitalWorkplace of tomorrowJane McConnell1
  2. 2. twitter: @netjmcNokia (Helsinki)Novartis (Basel)Océ (Holland)OMV-Petrom (Vienna)Pernod-Ricard (Paris)RATP (Paris)SNCF (Paris)Suez Environnement (Paris)Telenor (Oslo)Total (Paris)UPM (Helsinki)United Nations – Secretariat (NY)UNAIDS (Geneva)Department of Peacekeeping (NY)UN High Commissioner for Refugees (Geneva)Intl. Federation Red Cross (Geneva)- - - - - - - - -Jane McConnellIntranets & Digital Workplaces - Strategy & Governance14 years of intranet consultingDirect, hands-on clients:EDP (Portuguese Electricity Co.)Ericsson (Stockholm)Essilor (Paris)Gemalto (France)GDF Suez (Paris)Georgia-Pacific Europe (UK, France)GlaxoSmithKline (Belgium)IKEA (Sweden)Lagardère (Paris)Neopost Industries (Paris)Amadeus (Madrid)ArcelorMittal (Luxembourg)AGF (Paris)Areva T&D (Paris)Arup (London)Alcatel-Lucent (Paris)Alstom Group (Paris, Switzerland)Bayer (France)Boehringer Ingelheim (Germany)E.D.F. (Paris, French Electricity Co.)2
  3. 3. twitter: @netjmcJane McConnellIntranets & Digital Workplaces - Strategy & Governance6 years of researchAnnual report since 200614 years consulting“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""The definitive source ofdata on how Intranets areevolving in enterprises.”Tony Byrne,Analyst,TheReal Story Group456 organizationsworldwide3
  4. 4. twitter: @netjmcJanuary 2012456  par(cipa(ng  organiza(ons  worldwide  Online  survey,  over  100  ques(ons  and  over  800  data  points.  Includes  open  ques(ons  where  firsthand  experiences  are  shared.Data  collected  in  Q3  2011.  Under 1,00072 (16%)From 1 to 5,00048 (11%)From 5 to 15,000128 (28%)From 15 to 30,00075 (17%)From 30 to 50,00051 (11%)Over 50,00080 (18%)Size of workforcen = 454 Q13.1Europe229 (51%)North America133 (30%)Asia Pacific80 (18%)Africa2 (0%)Central/South America2 (0%)Organization: headquarters locationn = 456 Q4.544
  5. 5. An  eco-­‐system  of  digital  and  web-­‐based  tools  and  places  that  people  use  to  do  their  jobsPublicPartners, clientsWorkforce+ the mobile dimension(anytime, anywhere, any device)Managed(authoritative,stable,reference)REFER, DOSocial collaboration(real-time, constant movement, unpredictable)DISCOVER, DISCUSSStructured collaboration(creative, coordinated, goal-oriented)WORK, CREATE5
  6. 6. twitter: @netjmcOctober 20116
  7. 7. twitter: @netjmcOctober 20111st shiftProductivity & efficiencyProject collaborationDefined organizationstructured collaboration6
  8. 8. twitter: @netjmcOctober 20111st shiftProductivity & efficiencyProject collaborationDefined organizationstructured collaboration2nd shiftTransparencyNetworked collaborationSelf-organizationsocial collaboration6
  9. 9. twitter: @netjmcOctober 2011the mobile dimension(anytime, anywhere, any device)3rd shift1st shiftProductivity & efficiencyProject collaborationDefined organizationstructured collaboration2nd shiftTransparencyNetworked collaborationSelf-organizationsocial collaboration6
  10. 10. twitter: @netjmcJanuary 20127Managed content& applicationsSocial collaborationScope of the surveyStructured collaboration+ the mobile dimension7
  11. 11. twitter: @netjmc8The Leadership ClassOne or more of the following criteria:A Digital Board: strategic decision-making body forall digital channels: internal and external1Internal social collaboration: well-established inall or parts of the organization2Intranet or digital workplace: the way of working forthe organization317 % )(5 % and(10 %)(17 %)8
  12. 12. twitter: @netjmc9Elite leadership class•Postal services public entity, Europe, (> 50 k employees)•A state-owned bank, Europe (> 30k employees)•USA division of global professional services company (globalcompany > 100k employees)•Global engineering and project management consultancy, HQ inEurope (> 25k employees)•An airline, one of the big global transportation players, HQ inEurope•Technology company, Russia (> 3k employees)Only 6 organizations said“YES” to all three criteria9
  13. 13. twitter: @netjmc103 key learnings1 - Digital Boards (with responsibility for coordinatedstrategic decision-making across all digital channels)are appearing. (17%)2 - The managed dimension and social collaborationare still two separate ‘worlds’ for most organizations.3 - The “People-Centric” future scenario is “well on theway” in leadership class organizations. (30%)10
  14. 14. twitter: @netjmcOctober 201110 key findings1111
  15. 15. twitter: @netjmcJanuary 2012121. Social collaboration experimentation iscontinuing, but enterprise-widedeployment has not increased over thelast 12 months.12
  16. 16. twitter: @netjmcOctober 2011Commenting 50 %13Commenting 15 %Social networking &micro-blogging 10 %  “Enterprise  wide”,  “limited  deployment”  and  “pilots”  combined  “Enterprise  wide”  onlySocial networking 40 %Micro-blogging 35 %Blogs 20  %Wikis  15  %Blogs 65  %Wikis  65  %Social &collaborativeSurvey  average456  organiza5ons13
  17. 17. twitter: @netjmcOctober 201114Blogs 80  %Blogs 35  %Wikis  75  %Wikis  30  %50 %Social networkingCommenting 65 %Commenting 25%  “Enterprise  wide”  only  “Enterprise  wide”,  “limited  deployment”  and  “pilots”  combinedMicro-blogging 40 %20 %Social networkingMicro-blogging 15 %Social &collaborativeleadershipclassLeadership  class171  out  of  456  organiza5ons14
  18. 18. twitter: @netjmcJanuary 2012152. Benefits observed from social andcollaborative initiatives remain anecdotaland qualitative.- The most commonly observed are “knowledge-sharing”, and “engaged, better informedemployees”.- The least common are “faster time to market”,“cost reduction” and “reduced time for training”.15
  19. 19. twitter: @netjmcJanuary 2012163. Strong concerns remain aboutinformation quality and security, and thebusiness value of social collaboration.New concerns emerge as organizations gainexperience:- re-creation of organizational silos on newsocial platforms,- digital native versus digital migrant cultures, -language issues in multi-language globalcompanies.16
  20. 20. twitter: @netjmcJanuary 2012174. Half the 456 participatingorganizations intend to increase theirinvestment in social collaborativeinitiatives in 2012.17
  21. 21. twitter: @netjmcJanuary 2012185. “Findability” of information, one of thetoughest challenges today for intranetsand digital workplaces, is far fromsolved.- 40 percent of the leadership class and 50percent of  the other organizations aredissatisfied with their search configuration andresults.18
  22. 22. twitter: @netjmcJanuary 2012196. An increasing number of organizationsare using the intranet or digitalworkplace to support customer-facingstaff.- Examples include  access to real-timeinformation and experts in order to makecustomer service faster and more efficient.19
  23. 23. twitter: @netjmcJanuary 2012207. Mobile services for the workforce werenot a high priority in 2011. However,indications from leadership classorganizations suggest mobile may becomemore important in 2012.- 14 percent have already made “significantinvestment” and another 36 percent have made“some investment”.20
  24. 24. twitter: @netjmcOctober 201121High priority and significantinvestment already madeConsidered important, someinvestment madeModerate level of interest,no investment yetLittle or no interest at present3%30%44%22%14%36%35%15%Leaders OthersInterest in mobile services for workforceQ28 ©2011 NetStrategy/JMC33 %50 %21
  25. 25. twitter: @netjmcOctober 201122Business intelligenceCollaborative toolsCorporate newsCRM/Customer managementHR servicesLogistical (booking, schedules, etc.)Product informationProject informationSocial media toolsStaff directoriesTraining material9%19%27%14%12%12%15%12%17%21%6%15%24%35%15%12%11%15%13%24%36%10%Leaders OthersMobile Information & ServicesQ31 ©2011 NetStrategy/JMC123Connectingpeople% = “Implemented” or “piloting”22
  26. 26. twitter: @netjmcOctober 2011“Mobile will be a game-changer in howwe communicate with employees and howthey perform their job duties.I’m not sure that an intranet even existsin a fully mobile workplace.”23Participant in the “Digital Workplace Trends 2012” survey23
  27. 27. twitter: @netjmcJanuary 2012248. Business has not yet taken the lead ondefining mobile strategies, which areprimarily defined by IT departments.24
  28. 28. twitter: @netjmcJanuary 2012259. Governance is not yet embedded in theway people work.High priorities for 2012 include defining:- decision-making procedures,- roles and responsibilities,- policies and guidelines for managed and user-generated content.25
  29. 29. twitter: @netjmcJanuary 20122610. The major evolution in governance isthe emergence of the “digital board“, abody responsible for high-level, strategicdecision-making for both internal andexternal channels.- 17 percent of the 456 organizations have a fully functioningdigital board and business functions play a large role asmembers of this board.26
  30. 30. twitter: @netjmcOctober 2011Intranet aspirations& innovations27
  31. 31. twitter: @netjmcOctober 201128Scenario My AppsGetting Work DoneScenario Smart SystemsRelevant User ExperienceScenario People CentricActionable & Real-TimeScenario Super SearchRelevance & Control28
  32. 32. twitter: @netjmcOctober 2011Anything,anywhere29
  33. 33. twitter: @netjmcOctober 201130Four future scenariosSuper Search 70 %“Potentially of high value” : all organizations surveyed30
  34. 34. twitter: @netjmcOctober 2011Scenario Super Search - Relevance & ControlPeople can easily search across structured andunstructured information from different sources andapplications.Semantic search, faceted search, search-driven menusand decision engines (using input from the user)give people greater relevance and control over vastamounts of information from inside and outside theenterprise.31
  35. 35. twitter: @netjmcOctober 2011Example of “Super Search”A Canadian law firm designed a “super search” forlegal 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.32
  36. 36. twitter: @netjmcOctober 2011Me33
  37. 37. twitter: @netjmcOctober 201134Four future scenariosPeople-CentricSuper Search65 %70 %“Potentially of high value” : all organizations surveyed34
  38. 38. twitter: @netjmcOctober 2011Scenario People Centric - Actionable &Real-TimeContent-centric intranets have become people-centric. Social networking, social tagging, locationawareness and other technologies come together in apeople-centric intranet.Presence indicators are integrated into businessprocesses. Teams can be formed and expertsconsulted, easily and quickly. People can connect toeach other in actionable ways based on expertise,location and availability.35
  39. 39. twitter: @netjmcOctober 2011Example of “People-Centric”Lundbeck, global pharmaceutical company (braindisorders), HQ Denmark (6k employees) used aLinkedIn connector to SharePoint.Employees keep their LinkedIn profile and intranetpresence synchronized.This has exposed existing rich data and facilitatesfinding subject matter experts at very little cost.36
  40. 40. twitter: @netjmcOctober 2011Now37
  41. 41. twitter: @netjmcOctober 201138Four future scenariosMy AppsPeople-CentricSuper Search45 %65 %70 %“Potentially of high value” : all organizations surveyed38
  42. 42. twitter: @netjmcOctober 2011Scenario My Apps - Getting Work DoneThe intranet has evolved into a set of highlycustomized apps. People select what they need to dotheir jobs and build their own "intranet".They can even define their own mashups bycombining information from different sources intopersonal apps that can be shared with others.39
  43. 43. twitter: @netjmcOctober 2011Example of “My Apps”Not many examples of “app stores”, but quite a fewexamples of “apps”.A large global company (>65k employees) built amobile app for management to support their annualmeetings.Paper-less meeting. Rich profiles. No access forassistants to “force” managers to use the app.40
  44. 44. twitter: @netjmcOctober 2011Smart41
  45. 45. twitter: @netjmcOctober 201142Four future scenariosMy AppsSmart SystemsPeople-CentricSuper Search45 %65 %70 %40 %“Potentially of high value” : all organizations surveyed42
  46. 46. twitter: @netjmcOctober 2011Scenario Smart Systems - Relevant UserExperienceSmart systems make the user experience highlyrelevant. They take past behavior and context intoaccount and deliver information in meaningfulways.43
  47. 47. twitter: @netjmcOctober 2011Example of “Smart System”CRS (Australia government agency for disabilityinsurance)A “just in time” content strategy based on meta dataand integrated applications.The system produces links to supporting contentwhen users are completing tasks. It knows when theperson needs to read a new policy document andoffers the link at the relevant time.44
  48. 48. twitter: @netjmcOctober 201145Four future scenariosMy AppsSmart SystemsPeople-CentricSuper Search“Potentially of high value” : all organizations surveyed“Well on our way” or “startedimplementation” by leadership class20 %30 %20 %10 %45 %65 %70 %40 %45
  49. 49. twitter: @netjmcOctober 201146“In 3 to 5 years time, many places will bewell on their way to these scenarios, andwe may still be in the “thinking &planning” stages.The best and brightest people will want towork at those other places. Not here. Thatis my biggest concern, personally.”Participant in the “Digital Workplace Trends 2012” survey46
  50. 50. twitter: @netjmcOctober 201147Underlying enablers:1. Holistic view: the big picture, a cross-organizational framework2. Emphasis on people and a fairlystrong degree of user control3. Governance embedded in processesand systems47
  51. 51. twitter: @netjmcOctober 201148• Agreement on the big picture• A high-level steering body for coordinatingstrategic decisions.1.A holistic view48
  52. 52. twitter: @netjmcOctober 201149• Enabling people to work, collaborate,create, share, discover, connect...• Taking the intranet to where people are.2. Emphasis on people49
  53. 53. twitter: @netjmcOctober 2011503. Governance embedded in processesand systems• Making it part of “business as usual”50
  54. 54. twitter: @netjmcOctober 201151Underlying enablers:1. Holistic view2. People3. Governance51
  55. 55. twitter: @netjmcOctober 201151Underlying enablers:1. Holistic view2. People3. Governance-­‐  Agreed  mission  statement-­‐  Agreed  overall  “landscape”  of  sites,  services-­‐  Home  page  strategy-­‐  Common  naviga(on  bar  or  banner51
  56. 56. twitter: @netjmcOctober 201151Underlying enablers:1. Holistic view2. People3. Governance-­‐  Agreed  mission  statement-­‐  Agreed  overall  “landscape”  of  sites,  services-­‐  Home  page  strategy-­‐  Common  naviga(on  bar  or  banner-­‐  Staff  directory  with  rich  user  profiles-­‐  PorTolio  of  tools  &  features  that  enable  people  to  create,  collaborate,  connect51
  57. 57. twitter: @netjmcOctober 201151Underlying enablers:1. Holistic view2. People3. Governance-­‐  Agreed  mission  statement-­‐  Agreed  overall  “landscape”  of  sites,  services-­‐  Home  page  strategy-­‐  Common  naviga(on  bar  or  banner-­‐  Staff  directory  with  rich  user  profiles-­‐  PorTolio  of  tools  &  features  that  enable  people  to  create,  collaborate,  connectAgreements  on:-­‐  Decision-­‐making  and  scopes-­‐  Fundamental  rules  and  guidelines-­‐  Change  facilita(on  strategy51
  58. 58. twitter: @netjmcJane McConnellIntranets & Digital Workplaces - Strategy & @netjmcjane@netjmc.comcell +33 (0)6 12 03 66 34 (in France)52