The document reports findings from the 2014 Digital Workplace Trends survey, which involved over 300 organizations and aimed to provide insights into current practices and the evolution of digital workplaces. It highlights key areas such as collaboration, mobile use cases, and the impact of social networks on business, noting that leadership and community engagement are vital for effective transformation. The study emphasizes that a digitally connected workforce can enhance efficiency and responsiveness to customer needs, positioning the digital workplace as a critical asset for modern organizations.

1. Digital Workplace – Trends & transformation
Jane McConnell
Rencontre internationale des responsables intranet et RSE
Novembre 2013
The 8th annual worldwide survey
Over 300 participating organizations
“The purpose of the Digital Workplace
Trends reports is to provide executives
and practitioners with data, analysis
and firsthand stories to help them see
where they are today and what early
adopters are doing.” Jane McConnell
www.digital-workplace-trends.com
1

2. Digital Workplace Trends 2014
Published Jan 31st 2014
2014
This presentation is
the second public
presentation of the
data from the DW
survey that closed at
the end of October.
2

3. Digital Workplace Advisory Board 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)
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4. 315 organizations
10% headquartered in France
Com: internal and external – 26%
Com: internal only – 17%
IT – 27%
Knowledge – 8%
Marketing – 5%
HR – 3%
• One entry per organization
• Team work in 20% of the
participating organizations
• Digital Workplace
Scorecard – Selfassessment, in the context
of similar organizations
4

5. Interrogations….
• Mobilité: que font les early adopters ?
• Social : quel apport pour le business ?
• Les top 50 en « people capabilities » : quel impact sur
l’organisation ?
• Changement : quels modes de leadership ?
• Quels leviers pour réussir ?
5

6. Top 50: Enabling people: scoring criteria
•
Reacting to news, information and content.
–
•
Sharing information and knowledge with others.
–
•
Examples: enabling people across the organization (from the “crowd”) to propose ideas in response to an issue, a challenge, a need, etc., an to
interact with other people’s ideas by using crowdsourcing, ideation, enterprise jams or other tools.
Communicating in real time.
–
•
Examples: enabling people and teams to co-created documents and to jointly build and maintain web content in wikis, team spaces, or in a
“corporate-pedia”.
Crowdsourcing and developing ideas.
–
•
Examples: enabling people to find other people based on a wide variety of attributes including name, experience, expertise, responsibilities and
interests through employee directories or other tools and spaces where people themselves can provide much of the information about
themselves.
Co-creating content.
–
•
Examples: enabling individual people to share their experiences, express opinions, etc. by using blogs, wikis or other tools.
Finding people and expertise.
–
•
Examples: enabling people throughout the organization to make comments or indicate “like” on official news, published information and content.
Examples: enabling people to see when colleagues are available, have short spontaneous conversations and meetings online by using tools like
web conferencing, presence indicators, instant messaging, etc.
User-generated videos.
–
Do you have an employee channel where people can make and share videos freely a la YouTube? If so, how easy is it for people to make and
upload videos to share with others?
6

7. MOBILE
7

8. Approximately 35% for top 50
“enabling people” organizations
Mobile is slow
Approximately the same degree of interest and investment as one year ago
*
High priority and significant investment
already made
Considered important, some investment
made
DWT 2014
DWT 2013
DWT 2012
Moderate level of interest but no
investment yet
Little or no interest at present
0
10
20
30
40
50
60
%
8

9. Mobile use cases investigated
•
Sales people
•
Service people
•
Emergency response people
•
Operational people
•
Employee self-service
•
Employee education
•
Managers on the road or off site
•
Management reporting
•
Percentages based on 276
organizations (out of 315)
5 to 10% are piloting or plan
to launch by end 2013.
10 to 20%
planned for 2014
Project managers
•
Max 30%
End 2014
Floor and field workers in general
•
No actual implementation
yet.
10% or fewer have
implemented.
Max 40%
End 2014
5 to 10% are piloting or
plan to launch by end 2013.
10 to 20%
planned for 2014.
Management strategic news
9

10. Mobile use cases investigated
Top 50
Emphasis on “floor-field” and “project management”
•
Sales people
•
Service people
•
Emergency response people
•
Operational people
•
Floor and field workers in general
•
Project managers
•
Employee self-service
•
Employee education
•
Managers on the road or off site
•
Management reporting
30% implemented or
pilot or launch at end
of in 2013
•
Management strategic news
15% planned 2014
Percentages based on Top 50 organizations in
“people capabilities” (out of 315)
40-45% implemented
or pilot or launch at
end of 2013
Max 55%
End 2014
10% planned 2014
Max 45%
End 2014
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11. BYOD: policy
Yes, and policy in place
29%
Defining our policy
21%
Unofficially accepted
27%
Not allowed
Have not thought about it
n = 284
Percentages based on 284
organizations (out of 315)
15%
3%
Q85
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12. SOCIAL
12

13. “I should be able to…
Describe myself, share information
about myself with others in the
organization,
Share my information and my ideas
openly,
55% end 2013
20% in 2008
65% end 2013
35% in 2008
React to ideas of other people
openly,
49% end 2013
Participate openly in developing new
ideas and innovations.”
30% end 2013
40% in 2010
25 - 30% in 2010
% based on number of organizations that have
deployed these capabilities. They do not necessarily
reflect the level of adoption.
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14. Far from a social way of working
“To what extent is your ESN integrated into peoples’ daily work?”
Enterprise social network: integration into daily work
Achieved in most cases
2%
10%
Well under way
8%
Making progress
35%
Just started
33%
Planning to do this
13%
No plans at present
Don’t know
n = 132
5%
5%
Percentages based on the 132
organizations (out of 315) that have ESN
in production use “enterprise wide” or “in
some parts”.
Q59
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15. TOP 50 – GREATER IMPACT
Out of a total of 315 organizations
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16. Half of the Top 50 report high degree of
confidence in business critical areas.
How easy is it ….?
Retain knowledge when
the baby boomers leave
Very
Top 50
Relatively
Full group
Retaining knowledge
Develop skills and
knowledge naturally
on the job
Top 50
People development
Full group
Top 50
Business flexibility and
adaptability in periods
of major changes
Full group
Business flexibility
Top 50
Smooth, efficient
experience for customerfacing workforce
Customer-facing
Full group
0
10
20
30
40
50
60
70
80
%
16

17. CHANGEMENT & LEVIERS
17

18. Top 50 organizational mindset: collaborative, open, empowering
Team-oriented
80
%
Info sys mostly closed
Full group
Freedom to experiment
60
Top 50
40
Punish mistakes
20
Initiatives, entrepreneur
0
Follow instructions
Learn from mistakes
Rules mandatory
Info sys mostly open
Individually competitive
Top 50 organizations in terms of people capabilities offered
in the digital workplace: self-expression, sharing information
and knowledge with others, reacting to news and content,
co-creation, real-time communication, finding people and
expertise, Scale 1 to 5. From low to high. Data points =
percentage or organizations that responded 4 or 5.
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.
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19. Communities – new organizational
design that complements hierarchies
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20. Enterprise-wide is the significant difference
Communities
+ 43 % points
Top 50
Full network
Enterprise social group
Team spaces
Top 50
Enterprise-wide
In some parts
Full group
Team (structured) places
Enterprise
social network
+ 38 % points
Top 50
Communities
Full group
0
10
20
30
40
50
60
70
80
90
100
%
20

21. Top management – voice and behavior
send strong signals
21

22. Top management support much stronger
0
10
20
30
40
50
60
70
80
90
%
Top 50
Vocally supportive
Vocally supportive
Strongly agree
Full group
Agree
Act as role models
Act as role model
Top 50
Full group
Driving force
Driving force
Top 50
Full group
Neutral or
indifferent
Neutral or indifferent
Top 50
Full group
22

23. Change drivers are changing…
• Internal communication messages and campaigns
• Line and operational managers
23

24. Key change drivers
Internal communication messages and campaigns
65%
Behavior of colleagues and peers
62%
A compelling story, sense of “why
52%
Success stories from the organization
49%
Role-modeling: senior leaders
46%
Role-modeling: line and operational managers
Communities of practice
Up 17%
points since
last year
42%
41%
Integ. social collabor. features into business processes
36%
Formal classroom training: awareness, digital skills
Ad hoc, informal gatherings
Inclusion in job objectives, performance reviews
27%
20%
18%
Recognition e.g. rewards, badges
16%
Formal organizational events
15%
n = 286 - multiple answers possible
Up 14 %
points since
last year
Q118

25. MY CONCLUSION
What do you think?
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26. The DW, an essential disruption
The DW empowers people, giving them greater control over
how they work. This requires managers to overcome their
discomfort and become true leaders.
The DW brings efficiency and value internally and externally.
An internally connected workforce is more efficient and
reactive to customers.
The DW is essential to doing business today. Therefore
it must be managed as a strategic asset.
The DW breaks silos. It forces organizations to think
holistically. This requires leadership and cooperation at the
highest levels in the organization
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27. Merci !
Jane McConnell
jane@netjmc.com
DW Trends 2014
To be published Jan 31st 2014
www.digital-workplace-trends.com
www.netjmc.com/blog
twitter @netjmc
2014
Email me for a free copy
of DW Highlights 2014.
Available Feb. 2014.
Groupe de travail sur Paris pour responsables
intranet et digital workplace
www.IntraNetwork.fr
Me contacter si vous êtes intéressé(e).

28. Purchase “DW Trends 2013” at a discount
If you wish to purchase the 2013 report,
use this code for a 40% reduction:
13DWT40JMC
Pricing info and link below:
www.digital-workplace-trends.com.
(The new report – “DW Trends 2014”
will be published at the end of January
2014.)
jane@netjmc.com
twitter @netjmc
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