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Digital Workplace Trends 2012

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Digital Workplace Trends 2012

  1. 1. digital-workplace-trends.com netjmc.com/blog twitter: @netjmc 1 Getting ready for the Digital Workplace of tomorrow Jane McConnell 1
  2. 2. digital-workplace-trends.com netjmc.com/blog twitter: @netjmc Nokia (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 McConnell Intranets & Digital Workplaces - Strategy & Governance 14 years of intranet consulting Direct, 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. digital-workplace-trends.com netjmc.com/blog twitter: @netjmc Jane McConnell Intranets & Digital Workplaces - Strategy & Governance 6 years of research Annual report since 2006 14 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 of data on how Intranets are evolving in enterprises.” Tony Byrne,Analyst,The Real Story Group 456 organizations worldwide 3
  4. 4. digital-workplace-trends.com netjmc.com/blog twitter: @netjmcJanuary 2012 456  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 1,000 72 (16%) From 1 to 5,000 48 (11%) From 5 to 15,000 128 (28%) From 15 to 30,000 75 (17%) From 30 to 50,000 51 (11%) Over 50,000 80 (18%) Size of workforce n = 454 Q13.1 Europe 229 (51%) North America 133 (30%) Asia Pacific 80 (18%) Africa 2 (0%) Central/South America 2 (0%) Organization: headquarters location n = 456 Q4.5 4 4
  5. 5. An  eco-­‐system  of  digital  and  web-­‐based  tools   and  places  that  people  use  to  do  their  jobs PublicPartners, clientsWorkforce + the mobile dimension (anytime, anywhere, any device) Managed (authoritative, stable, reference) REFER, DO Social collaboration (real-time, constant movement, unpredictable) DISCOVER, DISCUSS Structured collaboration (creative, coordinated, goal-oriented) WORK, CREATE 5
  6. 6. digital-workplace-trends.com netjmc.com/blog twitter: @netjmcOctober 2011 6
  7. 7. digital-workplace-trends.com netjmc.com/blog twitter: @netjmcOctober 2011 1st shift Productivity & efficiency Project collaboration Defined organization structured collaboration 6
  8. 8. digital-workplace-trends.com netjmc.com/blog twitter: @netjmcOctober 2011 1st shift Productivity & efficiency Project collaboration Defined organization structured collaboration 2nd shift Transparency Networked collaboration Self-organization social collaboration 6
  9. 9. digital-workplace-trends.com netjmc.com/blog twitter: @netjmcOctober 2011 the mobile dimension (anytime, anywhere, any device) 3rd shift 1st shift Productivity & efficiency Project collaboration Defined organization structured collaboration 2nd shift Transparency Networked collaboration Self-organization social collaboration 6
  10. 10. digital-workplace-trends.com netjmc.com/blog twitter: @netjmcJanuary 2012 7 Managed content & applications Social collaboration Scope of the survey Structured collaboration + the mobile dimension 7
  11. 11. digital-workplace-trends.com netjmc.com/blog twitter: @netjmc 8 The Leadership Class One or more of the following criteria: A Digital Board: strategic decision-making body for all digital channels: internal and external 1 Internal social collaboration: well-established in all or parts of the organization 2 Intranet or digital workplace: the way of working for the organization 3 17 % )(5 % and (10 %) (17 %) 8
  12. 12. digital-workplace-trends.com netjmc.com/blog twitter: @netjmc 9 Elite leadership class •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 transportation players, HQ in Europe •Technology company, Russia (> 3k employees) Only 6 organizations said “YES” to all three criteria 9
  13. 13. digital-workplace-trends.com netjmc.com/blog twitter: @netjmc 10 3 key learnings 1 - Digital Boards (with responsibility for coordinated strategic decision-making across all digital channels) are appearing. (17%) 2 - The managed dimension and social collaboration are still two separate ‘worlds’ for most organizations. 3 - The “People-Centric” future scenario is “well on the way” in leadership class organizations. (30%) 10
  14. 14. digital-workplace-trends.com netjmc.com/blog twitter: @netjmcOctober 2011 10 key findings 11 11
  15. 15. digital-workplace-trends.com netjmc.com/blog twitter: @netjmcJanuary 2012 12 1. Social collaboration experimentation is continuing, but enterprise-wide deployment has not increased over the last 12 months. 12
  16. 16. digital-workplace-trends.com netjmc.com/blog twitter: @netjmcOctober 2011 Commenting 50 % 13 Commenting 15 % Social networking & micro-blogging 10 %  “Enterprise  wide”,   “limited  deployment”   and  “pilots”  combined  “Enterprise  wide”  only Social networking 40 % Micro-blogging 35 % Blogs 20  % Wikis  15  % Blogs 65  %Wikis  65  % Social & collaborative Survey  average 456  organiza5ons 13
  17. 17. digital-workplace-trends.com netjmc.com/blog twitter: @netjmcOctober 2011 14 Blogs 80  % Blogs 35  % Wikis  75  % Wikis  30  % 50 %Social networking Commenting 65 % Commenting 25%  “Enterprise  wide”  only  “Enterprise  wide”,   “limited  deployment”   and  “pilots”  combined Micro-blogging 40 % 20 %Social networking Micro-blogging 15 % Social & collaborative leadership class Leadership  class 171  out  of  456  organiza5ons 14
  18. 18. digital-workplace-trends.com netjmc.com/blog twitter: @netjmcJanuary 2012 15 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”. 15
  19. 19. digital-workplace-trends.com netjmc.com/blog twitter: @netjmcJanuary 2012 16 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. 16
  20. 20. digital-workplace-trends.com netjmc.com/blog twitter: @netjmcJanuary 2012 17 4. Half the 456 participating organizations intend to increase their investment in social collaborative initiatives in 2012. 17
  21. 21. digital-workplace-trends.com netjmc.com/blog twitter: @netjmcJanuary 2012 18 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. 18
  22. 22. digital-workplace-trends.com netjmc.com/blog twitter: @netjmcJanuary 2012 19 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. 19
  23. 23. digital-workplace-trends.com netjmc.com/blog twitter: @netjmcJanuary 2012 20 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”. 20
  24. 24. digital-workplace-trends.com netjmc.com/blog twitter: @netjmcOctober 2011 21 High priority and significant investment already made Considered important, some investment made Moderate level of interest, no investment yet Little or no interest at present 3% 30% 44% 22% 14% 36% 35% 15% Leaders Others Interest in mobile services for workforce Q28 ©2011 NetStrategy/JMC 33 % 50 % 21
  25. 25. digital-workplace-trends.com netjmc.com/blog twitter: @netjmcOctober 2011 22 Business intelligence Collaborative tools Corporate news CRM/Customer management HR services Logistical (booking, schedules, etc.) Product information Project information Social media tools Staff directories Training material 9% 19% 27% 14% 12% 12% 15% 12% 17% 21% 6% 15% 24% 35% 15% 12% 11% 15% 13% 24% 36% 10% Leaders Others Mobile Information & Services Q31 ©2011 NetStrategy/JMC 1 2 3 Connecting people % = “Implemented” or “piloting” 22
  26. 26. digital-workplace-trends.com netjmc.com/blog twitter: @netjmcOctober 2011 “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.” 23 Participant in the “Digital Workplace Trends 2012” survey 23
  27. 27. digital-workplace-trends.com netjmc.com/blog twitter: @netjmcJanuary 2012 24 8. Business has not yet taken the lead on defining mobile strategies, which are primarily defined by IT departments. 24
  28. 28. digital-workplace-trends.com netjmc.com/blog twitter: @netjmcJanuary 2012 25 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. 25
  29. 29. digital-workplace-trends.com netjmc.com/blog twitter: @netjmcJanuary 2012 26 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. 26
  30. 30. digital-workplace-trends.com netjmc.com/blog twitter: @netjmcOctober 2011 Intranet aspirations & innovations 27
  31. 31. digital-workplace-trends.com netjmc.com/blog twitter: @netjmcOctober 2011 28 Scenario My Apps Getting Work Done Scenario Smart Systems Relevant User Experience Scenario People Centric Actionable & Real-Time Scenario Super Search Relevance & Control 28
  32. 32. digital-workplace-trends.com netjmc.com/blog twitter: @netjmcOctober 2011 Anything, anywhere 29
  33. 33. digital-workplace-trends.com netjmc.com/blog twitter: @netjmcOctober 2011 30 Four future scenarios Super Search 70 % “Potentially of high value” : all organizations surveyed 30
  34. 34. digital-workplace-trends.com netjmc.com/blog twitter: @netjmcOctober 2011 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. 31
  35. 35. digital-workplace-trends.com netjmc.com/blog twitter: @netjmcOctober 2011 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. 32
  36. 36. digital-workplace-trends.com netjmc.com/blog twitter: @netjmcOctober 2011 Me 33
  37. 37. digital-workplace-trends.com netjmc.com/blog twitter: @netjmcOctober 2011 34 Four future scenarios People-Centric Super Search 65 % 70 % “Potentially of high value” : all organizations surveyed 34
  38. 38. digital-workplace-trends.com netjmc.com/blog twitter: @netjmcOctober 2011 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. 35
  39. 39. digital-workplace-trends.com netjmc.com/blog twitter: @netjmcOctober 2011 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. 36
  40. 40. digital-workplace-trends.com netjmc.com/blog twitter: @netjmcOctober 2011 Now 37
  41. 41. digital-workplace-trends.com netjmc.com/blog twitter: @netjmcOctober 2011 38 Four future scenarios My Apps People-Centric Super Search 45 % 65 % 70 % “Potentially of high value” : all organizations surveyed 38
  42. 42. digital-workplace-trends.com netjmc.com/blog twitter: @netjmcOctober 2011 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. 39
  43. 43. digital-workplace-trends.com netjmc.com/blog twitter: @netjmcOctober 2011 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. 40
  44. 44. digital-workplace-trends.com netjmc.com/blog twitter: @netjmcOctober 2011 Smart 41
  45. 45. digital-workplace-trends.com netjmc.com/blog twitter: @netjmcOctober 2011 42 Four future scenarios My Apps Smart Systems People-Centric Super Search 45 % 65 % 70 % 40 % “Potentially of high value” : all organizations surveyed 42
  46. 46. digital-workplace-trends.com netjmc.com/blog twitter: @netjmcOctober 2011 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. 43
  47. 47. digital-workplace-trends.com netjmc.com/blog twitter: @netjmcOctober 2011 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. 44
  48. 48. digital-workplace-trends.com netjmc.com/blog twitter: @netjmcOctober 2011 45 Four future scenarios My Apps Smart Systems People-Centric Super Search “Potentially of high value” : all organizations surveyed “Well on our way” or “started implementation” by leadership class 20 % 30 % 20 % 10 % 45 % 65 % 70 % 40 % 45
  49. 49. digital-workplace-trends.com netjmc.com/blog twitter: @netjmcOctober 2011 46 “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 46
  50. 50. digital-workplace-trends.com netjmc.com/blog twitter: @netjmcOctober 2011 47 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 47
  51. 51. digital-workplace-trends.com netjmc.com/blog twitter: @netjmcOctober 2011 48 • Agreement on the big picture • A high-level steering body for coordinating strategic decisions. 1.A holistic view 48
  52. 52. digital-workplace-trends.com netjmc.com/blog twitter: @netjmcOctober 2011 49 • Enabling people to work, collaborate, create, share, discover, connect... • Taking the intranet to where people are. 2. Emphasis on people 49
  53. 53. digital-workplace-trends.com netjmc.com/blog twitter: @netjmcOctober 2011 50 3. Governance embedded in processes and systems • Making it part of “business as usual” 50
  54. 54. digital-workplace-trends.com netjmc.com/blog twitter: @netjmcOctober 2011 51 Underlying enablers: 1. Holistic view 2. People 3. Governance 51
  55. 55. digital-workplace-trends.com netjmc.com/blog twitter: @netjmcOctober 2011 51 Underlying enablers: 1. Holistic view 2. People 3. Governance -­‐  Agreed  mission  statement -­‐  Agreed  overall  “landscape”  of  sites,   services -­‐  Home  page  strategy -­‐  Common  naviga(on  bar  or  banner 51
  56. 56. digital-workplace-trends.com netjmc.com/blog twitter: @netjmcOctober 2011 51 Underlying enablers: 1. Holistic view 2. People 3. 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,   connect 51
  57. 57. digital-workplace-trends.com netjmc.com/blog twitter: @netjmcOctober 2011 51 Underlying enablers: 1. Holistic view 2. People 3. 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,   connect Agreements  on: -­‐  Decision-­‐making  and  scopes -­‐  Fundamental  rules  and  guidelines -­‐  Change  facilita(on  strategy 51
  58. 58. digital-workplace-trends.com netjmc.com/blog twitter: @netjmc Jane McConnell Intranets & Digital Workplaces - Strategy & Governance www.netjmc.com/blog www.digital-workplace-trends.com twitter @netjmc jane@netjmc.com cell +33 (0)6 12 03 66 34 (in France) 52

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