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Digital Workplace Maturity Model

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The Digital Workplace Maturity Model – Going Beyond the Intranet

What does it take to move from a traditional intranet to something that supports all aspects of a digital workplace?
* How do the dimensions of community, collaboration, communication, services and structure interrelate?
How should your organization’s strategy dictate the profile of your digital workplace?
What can we learn from similar systems about how intranets can evolve?
Sam Marshall, Director, ClearBox Consulting Ltd.

From IntraTEam Event Copenhagen 2011 #iec11

Published in: Business, Technology

Digital Workplace Maturity Model

  1. 1. The Digital Workplace Maturity Model: Going beyond the intranet Sam Marshall sam@clearboxconsulting.co.uk +44 1244 458746 @sammarshall on twitter www.clearboxconsulting.co.uk
  2. 2. Sam Marshall  Director of ClearBox Consulting  Former global intranet manager at Unilever  Intranet Benchmarking Forum Associate ClearBox Consulting  Intranet & SharePoint  Strategy  Governance  Implementation  Collaboration www.clearboxconsulting.co.uk
  3. 3. Free report download: http://www.ibforum.com/experience -ibf/download-research/from- intranet-to-digital-workplace/ Updated August 2013
  4. 4. Where are intranets going?
  5. 5. Social intranet Credit: http://www.flickr.com/photos/matthamm/2945559128/
  6. 6. Mobile intranet Image: NASA/JPL-Caltech & Nielsen-Norman Group
  7. 7. Process intranet
  8. 8. NO INTRANET®
  9. 9. Votes? NO INTRANET® Social Mobile Process Goodbye
  10. 10. The digital workplace
  11. 11. Digital workplace Traditional Intranet News RSS feedsEmployee self- service Advanced Intranet Collaboration tools for internal teams HR Systems Policies Corporate information Phone book Internal social networks PC Desktop Web Conferencing E-mail Telepresence Twitter feeds Instant messaging Yammer External social networks Document Management CRM Collaboration Tools for external partners Supply chain management Source: Intranet Benchmarking Forum 2010 2010
  12. 12. The Digital Workplace Maturity Model
  13. 13. The model
  14. 14. Communication & Information Structure Services Community & Collaboration Base Low Mid High Excel
  15. 15. The metaphor “Patterns” for the digital workplace
  16. 16. www.clearboxconsulting.co.uk © ClearBox Consulting 2007 28 August 2013
  17. 17. www.clearboxconsulting.co.uk28 August 2013
  18. 18. Communication & Information Structure Services Community & Collaboration Social Services Retail Structure metaphor equivalents
  19. 19. Communication & Information Structure ServicesCommunity & Collaboration Base Low Mid High Excel Market pattern Social Services Retail Structure
  20. 20. Communication & Information Structure ServicesCommunity & Collaboration Base Low Mid High Excel Town Pattern Social Services Retail Structure
  21. 21. www.clearboxconsulting.co.uk28 August 2013
  22. 22. Communication & Information Structure Services Community & Collaboration Base Low Mid High Excel City pattern
  23. 23. Market Town City MallSupermarket
  24. 24. www.clearboxconsulting.co.uk © ClearBox Consulting 2007 28 August 2013
  25. 25. www.clearboxconsulting.co.uk28 August 2013
  26. 26. Communication & Information Structure Services Community & Collaboration Base Low Mid High Excel Supermarket pattern
  27. 27. www.clearboxconsulting.co.uk28 August 2013
  28. 28. Communication & Information Structure Services Community & Collaboration Base Low Mid High Excel Mall pattern
  29. 29. Market Town City MallSupermarket
  30. 30. Your turn 1. Think of a shopping area you really dislike 2. Write down 2-3 things that make it unpleasant 3. What would the digital workplace equivalent be? 4. Share with the person next to you
  31. 31. www.clearboxconsulting.co.uk28 August 2013
  32. 32. Assessing maturity Assessment depends on extent to which experience is true...  ...for all employees  Office  Factory  Sales  Contractors  ...for all aspects of the digital workplace  Telephony and video conferencing  Network drives  Mobile devices Focus on usage not functionality
  33. 33. Assessing maturity Community and collaboration Base No specific support No specific collaboration support – email is the main tool. Incomplete people finder and locally-maintained contact lists. Low Ad hoc use of collaboration tools People finder is mostly complete but unreliable, or multiple people systems. Most collaboration is via email and shared drives. Tools in use may overlap in functionality or be 'unofficial', e.g. Google documents set up without IT‟s knowledge. Mid Wide usage of disconnected tools Single address book, including some long-term contractors. Collaboration tools widely used for basic tasks such as document sharing and messaging, but are not joined up. Social media tools are in use by some groups but are not widespread or joined up, (e.g. requiring a separate login for each).
  34. 34. Assessing maturity Community and collaboration High Online collaboration as a way of working Comprehensive people directory, including: skills, interests and social networks. Contractors and partners are included. Private collaboration spaces are widely used, e.g. by project teams. Social media spaces widely used for knowledge sharing and collaborating. Integrated real-time collaboration tools routinely used Employees are supported in developing skills for adopting these tools. Excel Seamless collaboration outside and in There is permeability with the outside; employees routinely collaborate with 3rd parties though the extranet and other secure environments. Collaboration tools are fully integrated. Immersive collaboration environments are commonly used, such as telepresence or virtual worlds.
  35. 35. Sun – virtual world
  36. 36. Communication & Information  Excel - Communication and content owned by all  The majority of employees are both publishers and consumers  User-generated content covers all media types  All employees understand the different options for using the digital workplace as a communication tool  All employees are skilled in writing online content
  37. 37. Blog Central at BT
  38. 38. Services  High - Services and applications used online by all  There are joined-up processes and workflow  Online workflow is widely used, even for local activities  Excel -Employees adapt applications to needs  Mash-ups are used to help visualise and combine data from internal and external sources
  39. 39. Structure  High – Integrated digital workplace  There is a single profile and login for all services and social media.  Mobile use of the digital workplace is specifically designed for and supported.  Kiosk or home access is available to all employees without office PC access  Excel  The intranet is absorbed into other elements of the digital workplace
  40. 40. The goal is not to excel in every area
  41. 41. Matching to strategy Business Goals Dimensions Pattern Innovation City (high community, lower Structure) „One Company' Mall (high communications, high structure) Reduce operating costs Super-mall (high structure, high services) Grow fast City or series of supermarkets
  42. 42. Communication & Information Structure Services Community & Collaboration Base Low Mid High Excel
  43. 43. Communication & Information Structure Services Community & Collaboration Base Low Mid High Excel
  44. 44. Conclusion Digital Workplace® Social EverywhereProcess + + =
  45. 45. Thank You Questions?
  46. 46. Sam Marshall Director sam@clearboxconsulting.co.uk +44 (0)1244 458746 @sammarshall on twitter www.clearboxconsulting.co.uk ClearBox Consulting Talk to us about strategy, governance and implementation: • Intranets • SharePoint • Collaboration • Digital Workplace

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