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Making sense of your Digital Workplace


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One of the challenges of a modern intranet is that the boundaries are becoming blurred by the growth of social and collaboration tools, mobile access and cloud applications. In this evolving landscape, intranets remain highly important, but the roadmap needs to plan for the digital workplace as a whole. Based on hands-on experience of developing strategy, Sam Marshall shows how approaching this from an employee perspective can bring clarity and purpose, but also how the emphasis needs to be as much on management as on technology.

Published in: Business
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Making sense of your Digital Workplace

  1. 1. Making sense of your digital workplace Sam Marshall @sammarshall @ClearBoxTeam  
  2. 2. “Our mission is to enrich people's lives with programmes and services that inform, educate and entertain.”
  3. 3. Digital workplace Traditional Intranet News RSS feedsEmployee self- service Extended Intranet Collaboration tools for internal teams HR Systems Policies Corporate information Phone book Internal social networks Desktop & Online Office applications Web Conferencing E-mail Telepresence Twitter feeds Instant messaging Yammer External social networks Document Management CRM ExtranetSupply chain management © DWG/IBF 2013
  4. 4. “It’s a Unix system – I know this!”
  5. 5. It’s not just the movies According  to   UK  ONS  by  end   of  2012  that   figure  was..   21m   In  2000,   Forrester   esAmated  that   by  2003   41m   people  in  the   UK  would  use   mobile  devices   to  access  the   internet.    
  6. 6. So what does that tell us? We’re  preIy  bad  at   predicAng  how   technology  will  be   used  in  pracAce   Technology   increases  opAons   for  how  we  work,   but  doesn’t  give  us   a  plan   We  should  define   the  principles  of   what  maIers  to   people,  and  keep   that  as  the  constant   as  our  digital   workplaces  evolve  
  7. 7. 1. Work is no longer a place. Let me be productive where I choose, but respect my home life too. Working  from  home  can  lead  to  a   13-­‐20%  increase  in  producAvity  
  8. 8. “  We  need  to  stop  thinking  of   work  as  a  desAnaAon  and  ask   ourselves:  what’s  the  best  place   for  me  to  work  today?”     —Dave  Coplin,  MicrosoV  
  9. 9. 2. Manage the outcome, not the process. Trust that I’m working productively when you can’t see me, but hold me accountable for the results. Best  Buy  saw  a  35%  increase  in   producAvity  in  departments   adopAng  a  results-­‐oriented   approach  
  10. 10. The challenge of remote knowledge work •  Trust  between  employees   not  by  managers  may  be   the  issue   •  Management  by  results   gets  harder  the  more   creaAve  it  is   •  The  onus  moves  to   employees  to  ‘work  out   loud’   •  Introverts  may  need  a   different  approach     73%  of  office   workers  felt   remote  workers   wouldn’t  work  as   hard  
  11. 11. 3. The digital workplace should be a pleasure to use. If it’s not as good as my digital home life, let me bring in my own solutions.
  12. 12. Does your head office look like this…
  13. 13. But your digital workplace look like this?
  14. 14. 4. Collaboration only works if we do it the same way. The best tool is the one we all use, otherwise we create digital divides to match physical ones.
  15. 15. 5. Let me be myself online. My profile is who I am in the digital workplace, and many of my working relationships may be with people I don’t get to meet.
  16. 16. 6. Learning is good for me and the company. Give me the opportunity to acquire knowledge from outside and in, and the chance to use it well.
  17. 17. MooC •   •  Code  Adademy  
  18. 18. 7. Not everyone is an early-adopter. Give support and guidance to those that need it, but also freedom to learn by playing for the self-starters. 40%  of  social  network   users  say  they  are  easier   to  use  than  workplace   soVware.     44%  of  employees  say   insufficient  training  is  a   barrier  to  adopAng  new   workplace  technologies.  
  19. 19. Skills you might need… •  Understand  cloud  storage   •  Apply  metadata   •  Use  group  calendaring   •  Manage  access  control  lists   •  Plan  audience  targeAng   •  Understand  presence   •  Manage  3rd  party  add-­‐ons   •  Understand  two-­‐factor  authenAcaAon  
  20. 20. “Nobody went on a training course for Facebook…” hIp://  
  21. 21. 8. Work doesn’t stop at the firewall. Our digital workplace should encompass customers, suppliers, partners and contacts.
  22. 22. 9. Everything should be geared to helping me do the work that matters. Remove the irritants like multiple logins. You know who I am – once I’m logged in I should get everywhere I need to go.
  23. 23. •  hIp://­‐ americas-­‐it-­‐agile-­‐workplace-­‐renovaAon/  
  24. 24. 10. Working relationships involve understanding each other. Let me express my views and I’ll listen to yours. 39%  of  “best  places  to  work”   have  social  intranet  spaces  vs   industry  average  of  17%.  
  25. 25. “Internal  communicaAon  is  the   process  by  which  the  bosses  tell   everyone  what  is  happening,   followed  by  a  feedback  stage   where  everyone  can  tell  the   bosses  what  is  really  happening.”     —Guy  Browning  
  26. 26. 11. If I don’t like it, I can always leave.
  27. 27. The Digital Workplace Manifesto 1.  Work  is  no  longer  a  place.   2.  Manage  the  outcome,  not  the  process.     3.  The  digital  workplace  should  be  a  pleasure  to   use.     4.  Let  me  be  myself  online.     5.  Learning  is  good  for  me  and  the  company.     6.  Not  everyone  is  an  early-­‐adopter.     7.  Work  doesn’t  stop  at  the  firewall.     8.  Everything  should  be  geared  to  helping  me  do   the  work  that  maKers.   9.  Working  relaMonships  involve  understanding   each  other.     10.  CollaboraMon  only  works  if  we  do  it  the  same   way.     11.  If  I  don’t  like  it,  I  can  always  leave   Download the poster: workplace-manifesto
  28. 28. Digital Workplace & Intranet Framework Strategy Governance & Operation Adoption User Experience Technology & Security Services Management Communicate & Engage Collaborate Find & Share Business Applications Agile Working
  29. 29. ClearBox CONSULT IN G I N T R A N E T S | C O L L A B O R A T I O N | S H A R E P O I N T Communicate & Engage Collaborate Find & Share Business Applications Agile Working Strategy Governance & Operations Adoption User Experience Technology & Security Formal Communication Orientation Two Way Communication Formal Collaboration Innovation Informal Collaboration Real-Time Collaboration Personal Productivity External Collaboration Find People Classify Search Business Systems Employee Services Store and Retrieve Mobile Agile Work Support Anywhere Access Physical Spaces Integration Flexibility Security Standards Robustness Accessibility Design Emotive Information Architecture Cohesion Availability Reward Acceptance Training/Coaching Steering Monitoring & Measurement Team & Resources Policy & Processes Business Goals Sponsorship Employee Needs Process Notify and Filter
  30. 30. Digital workplace framework - Services Communicate and Engage Formal Communication Two-Way Communication Orientation Collaborate Formal Collaboration Informal Collaboration Real-time Collaboration Innovation External Collaboration Personal Productivity Find & Share Find People Search Store & Retrieve Classify Notify & Filter Business Applications Business Systems Employee Services Agile Working Mobile Anywhere Access Physical Spaces Agile work support
  31. 31. Framework scoring 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Communicate & Engage Collaborate Find and Share Business Applications Agile Working Current Score Ideal
  32. 32. Drivers •  Global markets •  Dispersed teams vs. silos •  Recruitment flexibility •  Office costs •  Employee engagement •  Floor / Field workers •  Innovation •  “One” Company Strategy •  Knowledge work •  Work-life balance •  Work autonomy / productivity •  Information power balance •  Freelancing •  Consumer IT Employees •  Social tools •  Cloud •  Mobile •  Broadband •  Search •  Big data Technology
  33. 33.       References/Credits Original  cartoons  commissioned   by  ClearBox  from:   &    Duncan  ScoI   (1)  13%  -­‐  Stanford  University  study      hIp://,   20%  -­‐  BT  case  study­‐studies/   Office  layout  at  GSK:  July  16th   (2)  73%  Stat  from  Ipsos  MORI  poll  of  a   representaAve  GB  sample  of  1,000  office   workers.  hIp://   (3)  Cisco  Connected  World  report  2011"   Old  office  pjoto:  hIp://www.old-­‐ american-­‐legacy/001/Workers-­‐Office-­‐ Women.htm   (7)  Oracle  study  “Enterprise  2.0:  Driving   creaAvity,  producAvity  and  collaboraAon”   (8)  Kudos  to   (9)  Office  design  by   (10)  Digital  workplace  survey  by  NetJMC   hIp://    
  34. 34. @sammarshall