The Digital Workplace in the Connected Oganization

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Gave this presentation in a private briefing for a management team in a global company in Europe. It's about the digital workplace and how it's changing processes, practices and roles in organizations.

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The Digital Workplace in the Connected Oganization

  1. 1. 1 www.digital-workplace-trends.com The Digital Workplace in the Connected Organization Jane McConnell, May 2014 @netjmc
  2. 2. 2 Strategic Advisor 16 years > 60 large, global organizations, management briefer and workshop leader netjmc.com Researcher through global surveys and annual reports since 2006 digital-workplace-trends.com Facilitator of IntraNetwork, workgroup of intranet and digital workplace practitioners in Paris intranetwork.fr American-French living in the deep Provence for 25 years
  3. 3. 3 A wide range of global organizations… •  Air Liquide, Paris •  Amadeus, Madrid •  ArcelorMittal, Luxembourg •  Areva, Paris •  Arup, UK •  Alcatel-Lucent, Paris •  Alstom Group, Paris, Switzerland •  Ericsson, Stockholm •  IKEA, Sweden •  Nokia, Helsinki •  Novartis, Switzerland •  UNHCR – United Nations High Commissioner for Refugees, Geneva •  United Nations Peacekeeping Operations, New York •  United Nations Secretariat, New York •  ….
  4. 4. 4 www.digital-workplace-trends.com 314 organizations around the world Data collected end of 2013 8th annual survey and report Published February 2014 Jane McConnell
  5. 5. 5 Ø  Challenging the way we work Ø  The digital workplace model Ø  Early Adopters: 3 fundamental differences Ø  Humanizing the workplace: 4 positive trends Ø  Pride in serving customers Ø  Challenges on the digital workplace journey The Digital Workplace in the Connected Organization: Today and Tomorrow
  6. 6. A look back… and a look forward…
  7. 7. ➡  Managed information and enterprise applications. ➡  Owned by Communication. ➡  At this stage, it is called the “intranet”. ➡  Structured according to the organizational structure with control and clear, distinct “territories” and responsibilities. 1 Authoritative, stable managed dimension
  8. 8. ➡  The arrival of digital platforms for structured project collaboration brings “real work” to the intranet. ➡  Goals become productivity & efficiency. ➡  Business and IT work together to meet operational needs by creating collaborative platforms. ➡  Competition starts between the “intranet” and the “collaborative platform”. 1 2 Authoritative, stable managed dimension Authoritative, stable managed dimension Structured collaboration dimension
  9. 9. ➡  The arrival of “social media” in the enterprise brings disruption. ➡  People are empowered, potentially. ➡  Traditional roles of management, HR, IT and Communication are challenged as people begin to self-declare and self-organize. ➡  However, social stays in its own corner, isolated from “real work”. Social collaboration dimension 3 Authoritative, stable managed dimension 1 Structured collaboration dimension Authoritative, stable managed dimension Authoritative, stable managed dimension Structured collaboration dimension 2
  10. 10. ➡  Social collaboration impregnates the enterprise facilitating visibility of work, openness, efficiency and accountability. ➡  The “digital workplace mode” requires leadership rather than management. It is built on : “freedom within a framework”. ➡  HR, IT and Communication find new roles as people begin to self-declare and self-organize. ➡  Self-organizing communities have strong influence over work and decisions. 3 41 Authoritative, stable managed dimension Authoritative, stable managed dimension Structured collaboration dimension + Mobile dimension 2 Social collaboration dimension Authoritative, stable managed dimension Structured collaboration dimension
  11. 11. 41 Authoritative, stable managed dimension Authoritative, stable managed dimension Structured collaboration dimension + Mobile dimension 3 Most organizations are here. 2 Social collaboration dimension Authoritative, stable managed dimension Structured collaboration dimension
  12. 12. 41 Authoritative, stable managed dimension Authoritative, stable managed dimension Structured collaboration dimension + Mobile dimension 3 A real game changer happening right now. 2 Social collaboration dimension Authoritative, stable managed dimension Structured collaboration dimension
  13. 13. 41 Authoritative, stable managed dimension Authoritative, stable managed dimension Structured collaboration dimension + Mobile dimension Social collaboration dimension 3 Authoritative, stable managed dimension Structured collaboration dimension 2 Communication" IT " HR" "  the message" "  the toolset" "  profiles" "  the target" "  the users" "  expertise" "  the timing" "  the rollout" "  personal branding" Losing control? Or evolving from management to leadership?
  14. 14. 14 Ø  Challenging the way we work Ø  The digital workplace model Ø  Early Adopters: 3 fundamental differences Ø  Humanizing the workplace: 4 positive trends Ø  Pride in serving customers Ø  Challenges on the digital workplace journey The Digital Workplace in the Connected Organization: Today and Tomorrow
  15. 15. 15 •  Bjoern Negelmann, European Enterprise 2.0 (Germany) •  Brian Holness International Power – GDF SUEZ (UK) •  Céline Schillinger, SANOFI PASTEUR (France) •  Cornelis van der Brugge, NOKIA (Finland) •  Ernst Décsey, UNICEF (Switzerland) •  Franklin Bradley, Architect of the Capitol (US) •  Gloria Burke, UNISYS (US) •  Jon Husband, Wirearchy (Canada) •  Linda Tinnert, IKEA (Sweden) •  Martin Risgaard, Grundfos (Denmark) •  Rawn Shah, Forbes.com (US) •  Sam Marshall, ClearBox Consulting Ltd. (UK) •  Stéphane Aknin, AXA, (France) •  Susan Scrupski, Change Agents Worldwide LLC. (US) •  Thomas Maeder, Swisscom AG (Switzerland) Digital Workplace Research Advisory Board 2014
  16. 16. 16 The digital workplace lives at the intersection of people, organization and tools.
  17. 17. 17 Leadership CultureAsset MINDSET ENABLERSCAPABILITIES Process Structure ReachEnterprise Business Individual
  18. 18. 18 Ø  Challenging the way we work Ø  The digital workplace model Ø  Early Adopters: 3 fundamental differences Ø  Humanizing the workplace: 4 positive trends Ø  Pride in serving customers Ø  Challenges on the digital workplace journey The Digital Workplace in the Connected Organization: Today and Tomorrow
  19. 19. •  Strategic drivers •  Strategic positioning •  Culture Early Adopters: 3 fundamental differences
  20. 20. 20 Top 2 strategic drivers for the digital workplace •  Increasing organizational intelligence •  Gaining efficiency and cost- savings Number 1 for Early Adopters Number 1 for the Majority
  21. 21. 21 Specific program Part of larger initiative Aligned to strategic values/goals Currently working on alignment Not currently working on alignment 9 12 21 44 27 28 32 42 23 6 Early adopters %Majority % Strategic Positioning: Enterprise Transformation
  22. 22. 22
  23. 23. 23 Early Adopters in blue, Majority in gray Organizational cultures in Early Adopters are more open, entrepreneurial and team-oriented.
  24. 24. 24 Ø  Challenging the way we work Ø  The digital workplace model Ø  Early Adopters: 3 fundamental differences Ø  Humanizing the workplace: 4 positive trends Ø  Pride in serving customers Ø  Challenges on the digital workplace journey The Digital Workplace in the Connected Organization: Today and Tomorrow
  25. 25. 25 •  Direct, individual expression •  Networking with others •  Communities •  Mobility Humanizing the workplace: 4 positive trends
  26. 26. 26 Sharing information and knowledge Co-creating content Reacting to news, information 37 35 20 64 56 49 2013 2008 People are more empowered to express themselves in the digital workplace today than 5 years ago. A comparison between 2008 and 2013. % deployment “enterprise-wide” or “in some parts”. Sharing info & knowledge Co-creating content Reacting, commenting 37 64% 35 56% 20 49% 2008 2013 2008 2008 2013 2013
  27. 27. 27 Enterprise social networking exists in over 40 percent of organizations today. A comparison between 2008 and 2013. % deployment “enterprise-wide” or “in some parts”.
  28. 28. 28 70 to 80 % of Early Adopters have virtual team and community spaces enterprise- wide (20 to 30 % in the Majority) Self-organizing groups of people
  29. 29. People will have more mobile services by the end 2014 •  News, information •  Project managers •  Employee self-service •  Employee education •  Managers on the road or off site •  Management reporting 29 Percentages based on 276 organizations (out of 314) that are working on mobile solutions. 15 to 20 % launched by end 2013. 10 to 20% planned for end 2014. 30 – 40% By end 2014 =
  30. 30. 90% of Early Adopters are investing in mobile services for the workforce. 30 High priority and significant investment made Considered important, some investment Moderate level of interest Little or no interest 10 44 33 11 42 49 7 Early adopters %Majority %
  31. 31. Lexmark operates in an industry that is constantly and rapidly changing, so business agility is key to survival and prosperity. True agility requires ongoing information sharing and collaboration across the entire enterprise, which means that we must provide our employees with the ability, opportunity and motivation to collaborate. We have found that three interlocking components are essential for this. ““ … In Practice Case page 34 in The Digital Workplace in the Connected Organization.
  32. 32. “ “A flexible BYOD device policy and cloud-based applications make it easy for users to access our systems whenever and wherever they need to. Flexible HR policies give employees the freedom to work on their own terms. For years we have had a liberal work policy that lets many employees decide when and how often they work from home versus coming in to the office. We deployed our social platform in 2012, and want our employees to “work out loud” – to work in a transparent, sharing environment. It can be a difficult transition shifting from emails with file attachments to wikis and discussion threads, so we try to find as many different ways as possible to bring people into the system…. When a social platform is full of engaged employees, the results can be powerful. Dennis Pearce Enterprise Knowledge Architect, Lexmark In Practice Case page 34 in The Digital Workplace in the Connected Organization.
  33. 33. 33 Ø  Challenging the way we work Ø  The digital workplace model Ø  Early Adopters: 3 fundamental differences Ø  Humanizing the workplace: 4 positive trends Ø  Pride in serving customers Ø  Challenges on the digital workplace journey The Digital Workplace in the Connected Organization: Today and Tomorrow
  34. 34. 34 FOUR BUSINESS SCENARIOS 1.  Ease and efficiency for customer- facing people. 2.  Organizational flexibility when facing sudden change. 3.  Developing skills and knowledge as a natural part of working. 4.  Retaining knowledge and know-how of older experts when they retire.
  35. 35. 35 1. How easy is it for customer-facing people to… •  find the information they need, •  provide rapid service, •  collaborate with their customers and colleagues, •  and in general have a smooth and efficient work experience? ü  Very easy ü  Relatively easy ü  Somewhat difficult ü  Very difficult ü  Impossible
  36. 36. 36 Very easy Relatively easy Somewhat difficult Very difficult Impossible 24 53 11 13 57 22 Early adopters %Majority % Customer-facing people 70 %24 %
  37. 37. “(Our clients) remain delighted to pay our fee because our people working together provide a service that is second to none. “ Adam Pope Senior Librarian, Arup In Practice Case page 34 in The Digital Workplace in the Connected Organization.
  38. 38. “In late 2012 Hurricane Sandy hit New York. Its subways were flooding and our client issued a call to Arup for help. Despite being home bound, the Director who received the call posted a message across the forums asking how other cities had coped in similar situations. Overnight, responses came in from Manila, London, Brisbane, Tokyo, San Francisco, Hamburg, Dublin and Singapore. Rich, detailed explanations with photos of solutions. A presentation was given to the client’s chair the following lunchtime and their trust in our services soared. They remain delighted to pay our fee because our people working together provide a service that is second to none. “ Adam Pope Senior Librarian, Arup In Practice Case page 34 in The Digital Workplace in the Connected Organization.
  39. 39. 39 Ø  Challenging the way we work Ø  The digital workplace model Ø  Early Adopters: 3 fundamental differences Ø  Humanizing the workplace: 4 positive trends Ø  Pride in serving customers Ø  Challenges on the digital workplace journey The Digital Workplace in the Connected Organization: Today and Tomorrow
  40. 40. ü  Too much focus on the tool, not enough on people and change Toughest Challenges
  41. 41. ü  Too much focus on the tool, not enough on people and change ü  Hesitation to rethink processes and ways of working Toughest Challenges
  42. 42. ü  Too much focus on the tool, not enough on people and change ü  Hesitation to rethink processes and ways of working ü  Management needs proof of quantifiable ROI Toughest Challenges
  43. 43. ü  Too much focus on the tool, not enough on people and change ü  Hesitation to rethink processes and ways of working ü  Management needs proof of quantifiable ROI ü  Decisions based on consensus, slow and long Toughest Challenges
  44. 44. ü  Too much focus on the tool, not enough on people and change ü  Hesitation to rethink processes and ways of working ü  Management needs proof of quantifiable ROI ü  Decisions based on consensus, slow and long ü  Stakeholder politics, power struggles impact decision-making Toughest Challenges
  45. 45. ü  Too much focus on the tool, not enough on people and change ü  Hesitation to rethink processes and ways of working ü  Management needs proof of quantifiable ROI ü  Decisions based on consensus, slow and long ü  Stakeholder politics, power struggles impact decision-making Toughest Challenges Serious challenge, holds us back Approximately 50 % of the Majority
  46. 46. ü  Too much focus on the tool, not enough on people and change ü  Hesitation to rethink processes and ways of working ü  Management needs proof of quantifiable ROI ü  Decisions based on consensus, slow and long ü  Stakeholder politics, power struggles impact decision-making Toughest Challenges Manageable, requires special effort Serious challenge, holds us back Approximately 50 % of the Majority Approximately 50 % of Early Adopters
  47. 47. 47 Today, our focus needs to be here. Wrap up
  48. 48. 48 Ø  Challenging the way we work The Digital Workplace in the Connected Organization: Today and Tomorrow (Wrap up 1/6)
  49. 49. 49 Ø  Challenging the way we work Ø  Digital Workplace = Capabilities + Enablers + Mindset The Digital Workplace in the Connected Organization: Today and Tomorrow (Wrap up 2/6)
  50. 50. 50 Ø  Challenging the way we work Ø  The digital workplace model Ø  Early Adopters: 3 fundamental differences •  Organizational intelligence is #1 strategic driver. •  The digital workplace facilitates enterprise transformation. •  Open, participatory cultures are more common in Early Adopters than in the Majority of organizations. The Digital Workplace in the Connected Organization: Today and Tomorrow (Wrap up 3/6)
  51. 51. 51 Ø  Challenging the way we work Ø  The digital workplace model Ø  Early Adopters: 3 fundamental differences Ø  Humanizing the workplace: 4 positive trends •  Individual expression •  Enterprise social networking •  Communities •  Mobile The Digital Workplace in the Connected Organization: Today and Tomorrow (Wrap up 4/6)
  52. 52. 52 Ø  Challenging the way we work Ø  The digital workplace model Ø  Early Adopters: 3 fundamental differences Ø  Humanizing the workplace: 4 positive trends Ø  Pride in serving customers Ease and efficiency for the customer-facing workforce The Digital Workplace in the Connected Organization: Today and Tomorrow (Wrap up 5/6)
  53. 53. 53 Ø  Challenging the way we work Ø  The digital workplace model Ø  Early Adopters: 3 fundamental differences Ø  Humanizing the workplace: 4 positive trends Ø  Pride in serving customers Ø  Challenges on the digital workplace journey The mindset, not the technology The Digital Workplace in the Connected Organization: Today and Tomorrow (Wrap up 6/6)
  54. 54. 54 jane@netjmc.com Twitter: @netjmc Cell: +33 (0)6 12 03 66 34 www.netjmc.com www.digital-workplace-trends.com www.linkedin.com/in/netjmc Get in touch! Jane McConnell Charter member of Change Agents Worldwide (www.changeagentsworldwide.com) IntraNetwork – work group of digital practitioners, Paris-based (www.intranetwork.fr)

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