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Digital Workplace in the Connected Organization
This document summarizes findings from a global survey of 314 organizations on their digital workplace maturity. It finds that early adopters view increasing organizational intelligence as the top strategic driver, while the majority view gaining efficiency and cost savings as most important. Early adopters have higher levels of maturity across capabilities, enablers, and mindset. The document outlines recommendations for organizations to focus on empowering employees and enabling new ways of working through a digital workplace.
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Digital Workplace in the Connected Organization
- 1. The Digital Workplace inthe Connected Organization Highlights in 20 Minutes Enterprise 2.0 Summit in Paris February 2014 www.digital-workplace-trends.com 1
- 2. The Digital Workplace inthe Connected Organization Data and analysis from 314 organizations around the world. Digital Workplace Scorecards: industries and industry leaders Early Adopters and the Majority: how and what 8th annual report by Jane McConnell www.digital-workplace-trends.com 2
- 3. Author: Jane McConnell StrategicAdvisor 16 years > 100 projects for > 60 large, global organizations, management briefer and workshop leader Researcher conducting global surveys and writing annual reports since 2006 American-French living in the deep Provence for 25 years 3
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- 6. Digital Workplace AdvisoryBoard for 2014 • 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) 6
- 7. The digital workplacelives at the intersection of people, organization and tools.
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- 11. Early Adopters (bluemarkers, n=67) compared to the Majority (black markers, n=247) 90 Level 5 Embedded 72 Level 4 Operational 54 Level 3 Organized 36 Structure Reach Level 2 Beginning 18 Business Culture Asset Individual Level 1 Ad hoc Enterprise 0 0 Capabilities Leadership Process 20 Enablers 40 60 Mindset Majority. n=247 11
- 12. Maturity by Industry ProfessionalServices Tech, Media, Telecom Financial Services Manufacturing Humanitarian, Charity 11% 6% 21% 50% 24% 48% 4% 9% 6% Level 5 5. Embedded, proactive 38% 58% 7% Govt, Public Services 3% 30% 52% 16% Education 21% 57% 3%7% Energy, Resources 18% 26% 52% 41% 50% 44% 41% Level 4 56% Level 3 4. Operational, sustainable Level 2 Level 1
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- 14. The two strategicdrivers for the digital workplace: • Increasing organizational intelligence • Gaining efficiency and cost-savings The first is number one for Early Adopters; the second is number one for the Majority. 14
- 15. CUSTOMER FOCUS 46 %of Early Adopters report that operational managers have “active use” of the digital workplace for their jobs. (Majority =10%) “Customer or service delivery tools” are part of the digital workplace for 57 % of Early Adopters. (Majority = 19 %) 15
- 16. How easy isit 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? 9 out of 314 “very easy” and 97 “relatively easy” 16
- 17. 90 Scorecard for the97 that responded “relatively easy” Level 5 Embedded (gray ticks = Early adopters) 72 Level 4 Operational 54 Level 3 Organized Structure 36 Business Reach Culture Asset Individual Level 2 Beginning Enterprise Process Leadership 18 Level 1 Ad hoc 0 0 Capabilities 20 Enablers 40 60 Mindset Customer-facing n=97 'relatively easy' 17
- 18. 90 Scorecard for the9 that responded “very easy” (gray ticks = Early adopters) Level 5 Embedded 72 Level 4 Operational Business Enterprise 54 Reach Culture Individual Structure Level 3 Organized Asset Leadership Process 36 Level 2 Beginning 18 Level 1 Ad hoc 0 0 Capabilities 20 Enablers 40 60 Mindset Customer-facing n=9 'very easy' 18
- 19. HUMANIZING THE ENTERPRISE Empowering peoplethrough enabling individual expression. Mobile services for the workforce 19
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- 22. Mobile Services WillReach 30 - 40% by Late 2014 22
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- 25. MINDSET IMPACT Key totransformation: top management and operational management are twice as involved in strategic decision-making in Early Adopters. 25
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- 27. Early Adopters inblue, Majority in gray Question inspired by ‘Culture Assessment’ tool presented by Sandy Carter, VP Social Business Sales & Evangelism, IBM, at Enterprise 2.0 Summit in Paris March 2013. Question inspired by ‘Culture Assessment’ tool presented by Sandy Carter, VP Social Business Sales & Evangelism, IBM, at Enterprise 2.0 Summit in Paris March 2013. 27
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- 29. Toughest Challenges “Manageable”for Early Adopters, “Holds us back” for the Majority 29
- 30. Main Concerns AreConsidered “Manageable” by Everyone 30
- 31. Change Drivers: Behaviorof Others + 14 % from previous year + 17 % from previous year 31
- 32. Success Factors: BeReal • Get an overall view of your digital workplace: now and in the future – Get key players in the room together. – Define vision and strategic principles. – Agree on implications of the principles. • Build "persona" based on "how do you work" and not "what do you need from the digital workplace”. – Be alert to process dysfunctions. Use them as opportunities to rethink how people work. • Do not fall into the ROI game. – Focus on examples, external or internal, that illustrate business value. • Work out loud! Especially YOU the project team! 32
- 33. Jane McConnell jane@netjmc.com Twitter: @netjmc www.netjmc.com www.digital-workplace-trends.com www.linkedin.com/in/netjmc Chartermember of Change Agents Worldwide (www.changeagentsworldwide.com) Facilitator for IntraNetwork – work group of digital practitioners, Paris-based (www.intranetwork.fr) 33