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Building a more productive digital work environment 
– service by service 
The 
Digital 
Workplace 
Photo 
credit: 
Mabar,...
The Employee Productivity 
Challenge
Constant change is the new normal 
Yesterday 
Predictable & stable business 
environment 
Allowed for long term planning 
...
Time pressure 
Workload 
Cost cuts 
Dependencies 
Pace of change 
Complexity
I am actually not following a 
process… I’m following a 
cloud of activities.
Employees struggle with finding answers to 
the most basic questions 
What is happening? 
How to collaborate? 
How can I i...
Barriers prevent collaboration and sharing 
Large & complex 
organizations 
Physical 
distance 
Lack of 
technology 
suppo...
People work in silos, causing suboptimization 
and ineffectiveness 
Tried to 
collaborate
Truth is, most people still work like it’s 1995* 
Email 
Files 
Phone 
SMS 
Email 
Files 
Meetings 
*John 
Stepper, 
Deuts...
Houston, we have a problem…
Symptoms 
44% in US & Canada 
“unsatisfied” with their jobs.* 
“Around the world, employee 
engagement is eroding.”** 
* R...
Employee engagement is critical to 
productivity 
Increased 
engagement 
Lower 
absenteeism 
Increased 
productivity 
High...
A disconnected and 
disengaged workforce 
operating in a rapidly changing 
and complex work environment 
means lost produc...
6% individuals 
94% 
the system 
Around 94% of the possible improvements belong to 
the system - the responsibility of man...
15 
”The most important contribution management 
needs to make in the 21st century is /…/ to 
increase the productivity of...
What’s Wrong With The Current 
Digital Work Environment?
IT complexity is rising for the employee 
More tools 
Too many features 
Hard to access 
Inconsistent design 
Functional o...
The effective usage rates of enterprise software are 
down compared to two years ago, with users 
experiencing productivit...
This idea wasn’t really that bad 
Communicate 
Share 
information 
Find people 
Plan 
meetings 
Manage 
tasks
So what’s wrong with this digital workplace? 
Desktop only 
Document-centric 
Stovepipes 
Non-collaborative 
Communication...
We are in the middle of a paradigm shift 
We are leaving static desktop work for mobile working 
By our desktops at the of...
We introduce new tools but don’t change 
ways of working 
New tools 
Current 
tools 
Paving cow paths 
ExisEng 
ways 
of 
...
We throw complex technology at the users
We fail to see the big picture – and hence to 
R&D 
Marketing 
coordinate our efforts 
FinanceIT 
HR 
Communication
85% of executives see complexity, in one form or the 
other, as the main barrier to seizing business 
opportunities and be...
We misunderstand user needs because we 
don’t try enough to understand the users
User-focused organizations outperformed the tech-focused 
companies, achieving 23% higher revenue-per- 
employee against t...
Why are we more 
powerful as 
consumers than we 
are as employees?
Most of all, it’s an organizational problem 
Lack of a 
shared 
mission and 
vision 
Lack of 
collaboration 
and holistic ...
The Digital Workplace
A holistic and people-centric approach to 
support digital working.
What it all comes down to: empowering 
people to work smarter together 
Efficiency 
Engaged &Effectiveness 
Empowered 
Foc...
The fragmented and complex digital work 
environment makes it hard to get work done 
ICC 
Business 
function 
IT 
delivery...
The Digital Workplace has the answer… 
Business 
The Digital workplace 
IT service provider 
Customer 
Customer 
Customer ...
…and the answer is service-orientation 
Business 
Digital workplace 
CoordinationGovernance 
IT service provider 
ICC 
Cus...
1. Adopt a people-centric approach that puts 
the customer and value-creation in focus 
Individual 
Location 
Environment ...
2. Explore opportunities while minimizing risk 
with short cycles 
Success 
Start 
Failure 
Time
3. Move from change projects to a process of # 
continuous improvements 
Process of continuous improvements 
Project Proje...
4. Establish common governance and 
coordination 
Management 
Coordination 
Governance 
BU 
BU 
BU 
Competence Center 
Ser...
How To Get There
"That is what strategy is all 
about. It’s about a point of view 
about the future and then making 
decisions based on tha...
Understand where you are starting from 
Approach 
Technology-driven 
Process-driven 
Customer-driven 
Delivery 
Big bang 
...
The Mission 
The Vision
Understand the customers, their tasks and 
their working conditions 
Specialists 
Outreach 
Collaborative work 
Flexible h...
Identify what services the customers need to 
get their jobs done and achieve their goals 
My Tasks My Expenses 
Find Peop...
Get the UX on par with commercial services 
My Tasks My Expenses 
Find People & 
Expertise 
My Profile 
My Blogs My Meetin...
Embrace Service Design principles 
• User-centric – The service must be experienced through the eyes of the user 
• Co-cre...
Focus on improving services used for basic 
tasks 
Share 
information 
Discuss with 
people 
Find 
information 
Find peopl...
Design for easy execution in different 
situations 
Find 
information and 
develop idea 
Read, review and 
comment 
Meet a...
Focus on change and adoption from day 1 
Will I manage the pace of change? 
WIIFM? 
How does management behave? 
Do they ”...
Want to know more? 
about.me/oscarberg 
twitter.com/oscarberg 
thecontenteconomy.com
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The Digital Workplace - Building a more productive digital work environment service by service

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It's time to take employee productivity and digital working seriously. The Digital Workplace is an approach that helps you build a more productive digital work environment - service by service.

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The Digital Workplace - Building a more productive digital work environment service by service

  1. Building a more productive digital work environment – service by service The Digital Workplace Photo credit: Mabar, h7p://www.flickr.com/photos/mabar/
  2. The Employee Productivity Challenge
  3. Constant change is the new normal Yesterday Predictable & stable business environment Allowed for long term planning Now & tomorrow Unpredictable & dynamic business environment Need to be prepared for change Pace of change
  4. Time pressure Workload Cost cuts Dependencies Pace of change Complexity
  5. I am actually not following a process… I’m following a cloud of activities.
  6. Employees struggle with finding answers to the most basic questions What is happening? How to collaborate? How can I influence? When should I contribute? Where do I find…? Who knows what? How to share?
  7. Barriers prevent collaboration and sharing Large & complex organizations Physical distance Lack of technology support Dispersed workforce No common ways of working Different cultures & languages
  8. People work in silos, causing suboptimization and ineffectiveness Tried to collaborate
  9. Truth is, most people still work like it’s 1995* Email Files Phone SMS Email Files Meetings *John Stepper, Deutsche bank Same timeDifferent time Same locationDifferent location
  10. Houston, we have a problem…
  11. Symptoms 44% in US & Canada “unsatisfied” with their jobs.* “Around the world, employee engagement is eroding.”** * Right Management, 2012 ** Mercer, 2011
  12. Employee engagement is critical to productivity Increased engagement Lower absenteeism Increased productivity Higher focus and motivation ”Starbucks, Limited Brands, and Best Buy can precisely identify the value of a 0.1% increase in engagement among employees at a particular store. At Best Buy, for example, that value is more than $100,000 in the store’s annual operating income.” ”Competing on Talent Analytics”, by Thomas H. Davenport, Jeanne Harris, and Jeremy Shapiro
  13. A disconnected and disengaged workforce operating in a rapidly changing and complex work environment means lost productivity, innovation and responsiveness.
  14. 6% individuals 94% the system Around 94% of the possible improvements belong to the system - the responsibility of management. Edward J. Deming, the 94/6 rule
  15. 15 ”The most important contribution management needs to make in the 21st century is /…/ to increase the productivity of knowledge work and the knowledge worker” Peter F. Drucker (1999)
  16. What’s Wrong With The Current Digital Work Environment?
  17. IT complexity is rising for the employee More tools Too many features Hard to access Inconsistent design Functional overlap Bad usability Multiple logins Doesn’t fit my workstyleLack of integration No mobility
  18. The effective usage rates of enterprise software are down compared to two years ago, with users experiencing productivity losses of around 17%. It’s like giving everyone Friday off. IT Adoption Insight Report, 2012, Oracle UPK & Neochange
  19. This idea wasn’t really that bad Communicate Share information Find people Plan meetings Manage tasks
  20. So what’s wrong with this digital workplace? Desktop only Document-centric Stovepipes Non-collaborative Communication chaos Only productivity tools
  21. We are in the middle of a paradigm shift We are leaving static desktop work for mobile working By our desktops at the office During office hours With people in our close proximity Using any device from anywhere At anytime With anyone, anywhere Image credit: “Leap Factor Executive Presentation”
  22. We introduce new tools but don’t change ways of working New tools Current tools Paving cow paths ExisEng ways of working Huge or potentially distruptive improvements New or changed ways of working Status quo Marginal improvements
  23. We throw complex technology at the users
  24. We fail to see the big picture – and hence to R&D Marketing coordinate our efforts FinanceIT HR Communication
  25. 85% of executives see complexity, in one form or the other, as the main barrier to seizing business opportunities and being successful in an ever changing world. From HBR IdeaCast interview with Chris Zook from Bain & Company, 2012 Simplification Complexity
  26. We misunderstand user needs because we don’t try enough to understand the users
  27. User-focused organizations outperformed the tech-focused companies, achieving 23% higher revenue-per- employee against their industry peers. IT Adoption Insight Report, 2012, Oracle UPK & Neochange TechnologyPeople
  28. Why are we more powerful as consumers than we are as employees?
  29. Most of all, it’s an organizational problem Lack of a shared mission and vision Lack of collaboration and holistic view Complex and fragmented digital workplace Lower employee productivity Hard to get work done
  30. The Digital Workplace
  31. A holistic and people-centric approach to support digital working.
  32. What it all comes down to: empowering people to work smarter together Efficiency Engaged &Effectiveness Empowered Focus: How our own and collective time and capacity is used Lean, smart and agile working together Improved quality and happier customers
  33. The fragmented and complex digital work environment makes it hard to get work done ICC Business function IT delivery Business function IT delivery Business function IT delivery
  34. The Digital Workplace has the answer… Business The Digital workplace IT service provider Customer Customer Customer Customer
  35. …and the answer is service-orientation Business Digital workplace CoordinationGovernance IT service provider ICC Customer Customer Customer Customer Service Strategy Service Development Service Management
  36. 1. Adopt a people-centric approach that puts the customer and value-creation in focus Individual Location Environment Device Intranet Find information Productivity Tools Create content
  37. 2. Explore opportunities while minimizing risk with short cycles Success Start Failure Time
  38. 3. Move from change projects to a process of # continuous improvements Process of continuous improvements Project Project Project Time Quality
  39. 4. Establish common governance and coordination Management Coordination Governance BU BU BU Competence Center Service Strategy Service Development Service Management
  40. How To Get There
  41. "That is what strategy is all about. It’s about a point of view about the future and then making decisions based on that. The worst thing you can do is not have a point of view, and not make decisions.” Alan R. Mulally, CEO Ford Motor Company
  42. Understand where you are starting from Approach Technology-driven Process-driven Customer-driven Delivery Big bang projects Small and frequent projects Technology IT systems Digital# tools Continuous delivery Digital# services Governance Siloed Centralized Coordinated Strategy No common strategy Common mission and vision Common strategy process
  43. The Mission The Vision
  44. Understand the customers, their tasks and their working conditions Specialists Outreach Collaborative work Flexible hours Internal and external Flexible locations Administration Field workers Individual tasks Mostly internal Office hours Office Customer interactions Internal and external Flexible hours Flexible locations Customer interactions Mostly external Office hours Flexible locations
  45. Identify what services the customers need to get their jobs done and achieve their goals My Tasks My Expenses Find People & Expertise My Profile My Blogs My Meetings My Bookmarks Discussions News Feed My Approvals My Collaborations Find Information Videos My Time My Documents Ideas
  46. Get the UX on par with commercial services My Tasks My Expenses Find People & Expertise My Profile My Blogs My Meetings My Bookmarks Discussions News Feed My Approvals My Collaborations Find Information Videos My Time My Documents Ideas
  47. Embrace Service Design principles • User-centric – The service must be experienced through the eyes of the user • Co-creation – All stakeholders of a service should participate in the process • Sequencing – Visualize the service as a sequence of interrelated activities • Concretization – Abstract services should be visualized as physical artifacts • Holistic – The entire environment in which the service exists and is consumed needs to be considered
  48. Focus on improving services used for basic tasks Share information Discuss with people Find information Find people and experts Provide feedback Find answers to questions Meet Find out what is happening
  49. Design for easy execution in different situations Find information and develop idea Read, review and comment Meet and discuss an idea Make use of implemented idea Task – Situation - Workstyle
  50. Focus on change and adoption from day 1 Will I manage the pace of change? WIIFM? How does management behave? Do they ”walk the talk”? Do I understand where we are going and why? Do I get the support I need to change? Do I have the right conditions? Are the tools useful and usable?
  51. Want to know more? about.me/oscarberg twitter.com/oscarberg thecontenteconomy.com

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