Building a more productive digital
work environment – service by service The Digital Workplace Photo credit: Mabar, h7p://www.flickr.com/photos/mabar/

The Employee Productivity
Challenge

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

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 influence? When should I contribute? Where do I find…? Who knows what? How to share?

Barriers prevent collaboration and sharing
Large & complex organizations Physical distance Lack of technology support Dispersed workforce No common ways of working Different cultures & languages

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, Deutsche bank Same timeDifferent time Same locationDifferent location

Houston, we have a problem…

Symptoms 44% in US &
Canada “unsatisfied” with their jobs.* “Around the world, employee engagement is eroding.”** * Right Management, 2012 ** Mercer, 2011

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

A disconnected and disengaged workforce
operating in a rapidly changing and complex work environment means lost productivity, innovation and responsiveness.

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 ”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)

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 overlap Bad usability Multiple logins Doesn’t fit my workstyleLack of integration No mobility

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

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 chaos Only productivity tools

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”

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

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 being successful in an ever changing world. From HBR IdeaCast interview with Chris Zook from Bain & Company, 2012 Simplification Complexity

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 their industry peers. IT Adoption Insight Report, 2012, Oracle UPK & Neochange TechnologyPeople

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 view Complex and fragmented digital workplace Lower employee productivity Hard to get work done

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 Focus: How our own and collective time and capacity is used Lean, smart and agile working together Improved quality and happier customers

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

The Digital Workplace has the
answer… Business The Digital workplace IT service provider Customer Customer Customer Customer

…and the answer is service-orientation
Business Digital workplace CoordinationGovernance IT service provider ICC Customer Customer Customer Customer Service Strategy Service Development Service Management

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

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 Project Project Time Quality

4. Establish common governance and
coordination Management Coordination Governance BU BU BU Competence Center Service Strategy Service Development Service Management

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 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

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

The Mission
The Vision

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

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

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

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

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

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

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?

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