(D.C. version) Get in touch if you'd like a download link. These are first results from the 2014 Digital Workplace survey. It is an enhanced presentation from the one delivered early November 2013 in Washington DC at KMWorld.
Disruptive digital workplace: 3 approachesJane McConnell
The digital workplace disrupts enterprises. It challenges traditional ways of doing things. This presentation offers 3 approaches to defining your strategy towards the "digital workplace mode".
Intro presentation from the Enterprise 2.0 Summit 2013 in Paris that served as the basis for a discussion panel around approaches for the technology framework of a Digital Workplace and its challenges
Digital Workplace Trends 2014 - Paris presentationJane McConnell
(Paris version) Observations from Digital Workplace Trends 2014 study. Top 50 organizations in "people capabilities" compared to the others. Culture differences in the Top 50.
Presented in Paris in November 2013. Get in touch if you'd like a download link.
From Intranets to the Digital Workplace - how far have we really come so far?Stephan Schillerwein
Short presentation at the Worldwide Intranet Challenge Event in Zurich (30.09.2013) talking about some of the reasons why the progress in regard to the Digital Workplace is still very small in most organisation
How is Grundfos moving from a classical Intranet to a new more collaborative digital workplace? This presentation covers how the intranet historically has developed and how we have created a framework for future development based on the thoughts around the Digital Workplace. Presented at IOM Summit in Cologne, September 2013
The average workday has become disjointed. While workers enjoy the “freedom” that comes from being able to do their jobs without being chained to their desks, it is not without its obstacles. There is certainly no shortage of mobile apps for employees, yet each app only does one thing well, and it is becoming clear that work information is spread out between too many apps. As employees rely more on mobile access, the elusive single-screen, unified mobile experience could be the answer to enterprise information discovery woes. The presentation discusses ways to overcome the information overload challenge using contextual capabilities now provided by mobile devices, a consolidated user experience, and activity streams.
Disruptive digital workplace: 3 approachesJane McConnell
The digital workplace disrupts enterprises. It challenges traditional ways of doing things. This presentation offers 3 approaches to defining your strategy towards the "digital workplace mode".
Intro presentation from the Enterprise 2.0 Summit 2013 in Paris that served as the basis for a discussion panel around approaches for the technology framework of a Digital Workplace and its challenges
Digital Workplace Trends 2014 - Paris presentationJane McConnell
(Paris version) Observations from Digital Workplace Trends 2014 study. Top 50 organizations in "people capabilities" compared to the others. Culture differences in the Top 50.
Presented in Paris in November 2013. Get in touch if you'd like a download link.
From Intranets to the Digital Workplace - how far have we really come so far?Stephan Schillerwein
Short presentation at the Worldwide Intranet Challenge Event in Zurich (30.09.2013) talking about some of the reasons why the progress in regard to the Digital Workplace is still very small in most organisation
How is Grundfos moving from a classical Intranet to a new more collaborative digital workplace? This presentation covers how the intranet historically has developed and how we have created a framework for future development based on the thoughts around the Digital Workplace. Presented at IOM Summit in Cologne, September 2013
The average workday has become disjointed. While workers enjoy the “freedom” that comes from being able to do their jobs without being chained to their desks, it is not without its obstacles. There is certainly no shortage of mobile apps for employees, yet each app only does one thing well, and it is becoming clear that work information is spread out between too many apps. As employees rely more on mobile access, the elusive single-screen, unified mobile experience could be the answer to enterprise information discovery woes. The presentation discusses ways to overcome the information overload challenge using contextual capabilities now provided by mobile devices, a consolidated user experience, and activity streams.
What are the future trends in the Digital Workplace? Are we facing even bigger disruption from social, gamification, and the trends that have been prevalent over the last years or are we coming to a point where things are beginning to mature?
Are we making the most of the emergent trends or are we still using the same thinking and logic we did when the Sharepoint 2007 intranet was launched? It's time to challenge ourselves and our peers!
In this presentation I will take you through:
• The characteristics of the Modern Workplace
• What employees are looking for when using digital tools
• Four trends that is shaping the future of collaboration
• (Hopefully) A few new perspectives on new ways of working
Digital Workplace in the Connected Organization - Enterprise 2.0Jane McConnell
Scorecards and maturity by industry of digital workplaces from 314 organizations worldwide. Early Adopters versus the Majority. Leading trends: customer focus, working out loud, humanizing the enterprise, new organizational design, the future workplace.
What are the future trends in the Digital Workplace? Are we facing even bigger disruption from social, gamification, and the trends that have been prevalent over the last years or are we coming to a point where things are beginning to mature?
In this presentation - from Nordic Intranet Summit, November 2014 - I have looked at some common themes that I see across both the Nordic region and in the Intranet/Digital Workplace community as a whole.
Will there be Hoverboards? Not very likely... While innovations like these are exciting and fun, the real trends are what we see when we look at innovative solutions and innovative vendors.
The question is: Are we making the most of the emergent trends or are we still using the same thinking and logic we did when the Sharepoint 2007 intranet was launched? It's time to challenge ourselves and our peers!
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
The digital workplace encompasses a broad range of applications and mode of communication. Here are 6 broad points on the trends surrounding the digital workplace.
The Digital Workplace in the Connected OganizationJane McConnell
Gave this presentation in a private briefing for a management team in a global company in Europe. It's about the digital workplace and how it's changing processes, practices and roles in organizations.
Presented at Interaction Intranet conference. London September 2015.
Sam Marshall ClearBox Consulting.
Digital Workplaces should be driven by an employee-centred view. Here I present a manifesto for what typical matters to them, arguing that the technology to serve these needs over time will evolve, but the needs themselves are more enduring.
Design thinking provides a powerful toolbox for delivering a digital workplace that is frictionless and productive for the whole workforce. (Presentation by James Robertson at Congres Intranet 2016, in Utrecht, the Netherlands)
CEO Paul Miller shares his predictions for the Digital Workplace for 2016, and also takes a look at how his predictions for 2015 have come true. The full article can be found here: https://shar.es/1GukYs
Intranet and digital workplace analytics and success metricsDorje McKinnon
This presentation was given at the Digital Workplace conference 2016 in Auckland New Zealand. It outlines my digital analytics maturity model. This model was developed from the intranet analytics report I authored in July 2016. It is the synthesis of my interviews with digital workplace and intranet professionals and work done by Avinash Kaushik on how to add value to analytics.
This presentation also looks at intranet analytics tools researched for the analytics report and where they sit within my analytics maturity framework.
The Digital Workplace - Building a more productive digital work environment s...Oscar Berg
It's time to take employee productivity and digital working seriously. The Digital Workplace is an approach that helps you build a more productive digital work environment - service by service.
The digital workplace is not a dream destination but a reality. Connecting up your people and technology - on a single, intuitive collaboration platform brings benefits which can be felt right across the entire organisation. But reaching that nirvana isn’t an on-off switch; it’s a journey.
And the next step on our hero’s journey towards that digital workplace is to get walking.
In Part 1, you saw our hero making plans. They stopped thinking of “digital” as an end in itself but as part of the overall vision. The vision of the digital workplace as a dynamic organisation where people, process and technology work together to help organisations join up to face clients, to react to market conditions quickly and to stay a step ahead of the competition. Organisations that have a clear vision (one that starts at the top!) will have a greater chance of success. Our hero had a call to action - a compelling event - to kick start their journey and draw out the map of today and the destination of tomorrow. Then, armed with goals and plans our hero set out to find their allies.
The second in a three-part series
In this episode - Part 2 - our hero starts travelling forward, with a spring in his step and a song in his heart. (Or at least a mandate and budget.)
Travelling at our hero’s side, are guides. Guides can help you navigate the pitfalls - they've been there before. Finally, we conclude with the all important launch - with our hero at mission control making sure that all is successful. All ready for Part 3, where you’ll see how real business value comes not just from technology, but its adoption and the integration into business processes.
Taking your organisation on a successful journey to a digital workplace requires change - are you ready!
Let’s join our hero as he looks around for helpful guides on his digital road.
The difference between failure and success begins with a positive attitude. That is the first ingredient to succeeed. This is a presentation that will help you recognize the key elements to achieve the success you are looking for.
What are the future trends in the Digital Workplace? Are we facing even bigger disruption from social, gamification, and the trends that have been prevalent over the last years or are we coming to a point where things are beginning to mature?
Are we making the most of the emergent trends or are we still using the same thinking and logic we did when the Sharepoint 2007 intranet was launched? It's time to challenge ourselves and our peers!
In this presentation I will take you through:
• The characteristics of the Modern Workplace
• What employees are looking for when using digital tools
• Four trends that is shaping the future of collaboration
• (Hopefully) A few new perspectives on new ways of working
Digital Workplace in the Connected Organization - Enterprise 2.0Jane McConnell
Scorecards and maturity by industry of digital workplaces from 314 organizations worldwide. Early Adopters versus the Majority. Leading trends: customer focus, working out loud, humanizing the enterprise, new organizational design, the future workplace.
What are the future trends in the Digital Workplace? Are we facing even bigger disruption from social, gamification, and the trends that have been prevalent over the last years or are we coming to a point where things are beginning to mature?
In this presentation - from Nordic Intranet Summit, November 2014 - I have looked at some common themes that I see across both the Nordic region and in the Intranet/Digital Workplace community as a whole.
Will there be Hoverboards? Not very likely... While innovations like these are exciting and fun, the real trends are what we see when we look at innovative solutions and innovative vendors.
The question is: Are we making the most of the emergent trends or are we still using the same thinking and logic we did when the Sharepoint 2007 intranet was launched? It's time to challenge ourselves and our peers!
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
The digital workplace encompasses a broad range of applications and mode of communication. Here are 6 broad points on the trends surrounding the digital workplace.
The Digital Workplace in the Connected OganizationJane McConnell
Gave this presentation in a private briefing for a management team in a global company in Europe. It's about the digital workplace and how it's changing processes, practices and roles in organizations.
Presented at Interaction Intranet conference. London September 2015.
Sam Marshall ClearBox Consulting.
Digital Workplaces should be driven by an employee-centred view. Here I present a manifesto for what typical matters to them, arguing that the technology to serve these needs over time will evolve, but the needs themselves are more enduring.
Design thinking provides a powerful toolbox for delivering a digital workplace that is frictionless and productive for the whole workforce. (Presentation by James Robertson at Congres Intranet 2016, in Utrecht, the Netherlands)
CEO Paul Miller shares his predictions for the Digital Workplace for 2016, and also takes a look at how his predictions for 2015 have come true. The full article can be found here: https://shar.es/1GukYs
Intranet and digital workplace analytics and success metricsDorje McKinnon
This presentation was given at the Digital Workplace conference 2016 in Auckland New Zealand. It outlines my digital analytics maturity model. This model was developed from the intranet analytics report I authored in July 2016. It is the synthesis of my interviews with digital workplace and intranet professionals and work done by Avinash Kaushik on how to add value to analytics.
This presentation also looks at intranet analytics tools researched for the analytics report and where they sit within my analytics maturity framework.
The Digital Workplace - Building a more productive digital work environment s...Oscar Berg
It's time to take employee productivity and digital working seriously. The Digital Workplace is an approach that helps you build a more productive digital work environment - service by service.
The digital workplace is not a dream destination but a reality. Connecting up your people and technology - on a single, intuitive collaboration platform brings benefits which can be felt right across the entire organisation. But reaching that nirvana isn’t an on-off switch; it’s a journey.
And the next step on our hero’s journey towards that digital workplace is to get walking.
In Part 1, you saw our hero making plans. They stopped thinking of “digital” as an end in itself but as part of the overall vision. The vision of the digital workplace as a dynamic organisation where people, process and technology work together to help organisations join up to face clients, to react to market conditions quickly and to stay a step ahead of the competition. Organisations that have a clear vision (one that starts at the top!) will have a greater chance of success. Our hero had a call to action - a compelling event - to kick start their journey and draw out the map of today and the destination of tomorrow. Then, armed with goals and plans our hero set out to find their allies.
The second in a three-part series
In this episode - Part 2 - our hero starts travelling forward, with a spring in his step and a song in his heart. (Or at least a mandate and budget.)
Travelling at our hero’s side, are guides. Guides can help you navigate the pitfalls - they've been there before. Finally, we conclude with the all important launch - with our hero at mission control making sure that all is successful. All ready for Part 3, where you’ll see how real business value comes not just from technology, but its adoption and the integration into business processes.
Taking your organisation on a successful journey to a digital workplace requires change - are you ready!
Let’s join our hero as he looks around for helpful guides on his digital road.
The difference between failure and success begins with a positive attitude. That is the first ingredient to succeeed. This is a presentation that will help you recognize the key elements to achieve the success you are looking for.
The first in a series of 3 guidebooks outlining how to start your journey towards a digital workplace.
All stories have a beginning, a middle, and an end. And it’s no different for business stories, like your journey towards the digital workplace and its epic conclusion of connected collaboration for all.
The digital workplace means more than “going digital”. It’s a complete transformation of how your organisation interacts... both internally and with the outside world. It’s about faster, better, information flows which lead to quicker, more informed decision making.
Making sense of your digital workplaceIntranätverk
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 will show 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.
- What is the opportunity for the digital workplace?
- Why you can’t plan an intranet in isolation
- What are the things that matter most to your employees?
- What changes in management and mindset are needed?
Presented at Intranätverk 2014: Malmö, 6 September by Sam Marshall.
Social intranet is leading digital workplace transformation. The key issue to get business impact is to deploy the project with a holistic approach: strategy, structure and technology
HR and IT managers that want to achieve a successful digital transformation must make fundamental changes. Whether businesses are looking to increase agility, improve customer service, streamline processes or drive innovation, change needs to start in the workplace. This is because the performance of individual employees is decisive in a world increasingly characterized by knowledge work. However, employee performance can only improve when the work environment is adapted and optimized to their respective roles and requirements. Equipping workers with new mobile devices or collaboration tools is not a solution in and of itself.
Based on PACs view of Digital Workplace as a holistic design and service concept, this presentation offers a 360° view on critical issues related to workplace modernization. It gives insight into current trends, investment plans and challenges relating to digital workplace initiatives.
Taking the fastest journey to the digital workplaceJames Robertson
The future of the digital workplace is uncertain, with many technologies in play. This presentation introduces the Digital Workplace Radar, and outlines how to take the fastest journey to the future vision. (Keynote by James Robertson at the Congres Intranet 2016 in Utrecht.)
The workplace in the digital age. How a digital workplace can support business goals and help bring a shared sense of purpose to an organization. Facts and figures from the 2015 digital workplace survey.
When you hear “digital” most people start to think about Google, Facebook or other technology companies. But now transforming into a digital company is the strategic objective for many companies across multiple sectors. We see digitisation as the driving strategy for many global business; GE’s strategy is to become the first digital industrial company and is moving its headquarters to Boston to be closer to MIT (Massachusetts Institute of Technology). Deutsche Bank wants to transform into a digital bank, and Sephora is digitising the world of beauty. The transformation is not just how these companies manage clients and deliver services through the web and smart phone apps, but back office processes, enhancing organisational agility, speeding up supply chains and recreating whole service offerings to make life easier or better for clients.
IBM Digital Workplace Hub with IBM Connections & TIMETOACT's XCC - Web Conten...TIMETOACT GROUP
This presentation is an overview of the problems of traditional intranets that use different platforms for communication, collaboration and applications and shows what an deeply integrated Intranet on the basis of IBM Connections & XCC - Web Content & Custom Apps Extension could look like.
Vital Trends in Digital Experience and Transformation in 2016 | Dreamforce 20...Dion Hinchcliffe
Here's the deck I presented at the Emerging Tech Trends track at the Hilton Union Square at Dreamforce 2016 last week. Updates on trends from last year and new trends both are included. A thorough list of what your organization should be considering from both a technology standpoint and as a business.
14 Best Practices for Airlines to Maximize their Digital Dollars in 2014.Prantik Mazumdar
This 42 slider deck shares 14 ideas for airlines to study, evaluate & adopt as part of their digital marketing plans for 2014. The deck includes case studies to support each idea.
The fundamental premise being how can airlines leverage on digital to engage & add value to their customers before, during and after their flight?
In these slides social business and social ways of working are presented; and the emerging trends of social enterprises and the mediated practices out of which they have grown.
Are you wondering how social media will change your business then check out this whitepaper by IBM about how your business will be effected by social media.
Canterbury Tech July 2022 - Digital Journey ideas.pdfDouglas Talbot
Talk on digital maturity and complexity with a framework to consider the interrelatedness of organisational functions. Given at Canterbury Tech meetup July 2022.
Includes some digital bad habits and dysfunctions and a reading list for inspiration.
A Special Invitation
How Your Content Marketing Can Create Meaningful Connections
Thursday, September 12, 2013
2:00pm – 4:30pm EDT (Followed by Cocktail Reception)
Ottawa, ON
Content marketing is not a new marketing phenomenon by any means, but it is one that is growing exponentially in prominence and importance.
It’s growing because marketers are responding to the reality that buyers are forming perceptions about brands without those brands having an opportunity to share their perspective.
Please join LinkedIn Marketing Solutions in Ottawa on Thursday, September 12th for "How Your Content Marketing Can Create Meaningful Connections."
Designed especially for marketing leaders, you'll learn how your Content Marketing can create meaningful connections and ultimately, impact your revenue.
Agenda:
2:00 - 2:30pm: Registration
2:30 - 3:30pm: How Your Content Marketing Can Create Meaningful Connections
3:30 - 4:30pm: Getting Started With Content Marketing on LinkedIn
4:30 - 5:30pm: Cocktail Reception and Networking
Venue:
Canadian Museum of Nature
240 McLeod St
Ottawa, ON K2P 2R1
Mtg Room: 4th Floor Gallery
Why today’s businesses need enterprise socialMicrosoft
People today are more connected than ever before. The growth
of mobile devices such as smartphones and tablets, combined
with the rise of social technologies such as Facebook, Twitter,
and LinkedIn, has turned the world into a global community
that gives users instant access to information, makes it easy
for them to communicate about everything from products to
politics, and facilitates collective action. Technology makes it
easier than ever to tap into the human network.
How do you build a social organization? We're not talking about tweeting and posting updates on Facebook. We're talking about an organization that collaborates internally using an enterprise social network (ESN). An ESN is an internal platform designed to foster collaboration, communication, and knowledge sharing among employees.
If your company doesn’t use an ESN, consider more than 90 percent of Fortune 500 companies partially or fully implemented an enterprise social network by the end of 2013, according to Deloitte analysis. This is a 70 percent increase over 2011.
We live in an age where marketing has been undergoing radical changes at such a rate that we’re still developing the best ways to accomplish work successfully. Each of the major aspects of digital marketing has developed in their own silos. Now we can gain enormous economies and efficiencies through more internal collaboration and by tearing down those silos.
In this webinar, our panelists will share:
-Company cultures that support information sharing and collaboration.
-How to identify which business areas can benefit from increased communication.
-Tips on choosing software for your company’s, department’s, and team’s needs.
-Social networks aimed at businesses.
-Ways to improve participation in enterprise social networks.
We are social creatures and we crave social interaction. This presentation from SPSNYC is about how we build social solutions to our business problems...today.
Digital Workplace Quick Poll: What's not, what's not!Jane McConnell
Priority topics as voted by 110 organizations worldwide in the July 2013 Quick Poll for the 2014 Digital Workplace Survey.
Lots of food for thought for digital practitioners and their eco-system of partners, consultants, agencies and vendors.
Current State of Social Engagement Inside The Large Enterprise | Engagement @...Dachis Group
Established in 2009, the Social Business Council (SBC) is a member-driven peer forum of business professionals from large organizations that are engaged in an enterprise-wide social business initiative. Members share best practices, advice, encouragement and experiential insights regarding every aspect of social business transformation. The SBC includes industry representation from a variety of G2000 sectors.
Developing people in a time of digital disruptionJuan Chamorro
La Dra. Jennifer Jordan, Profesora de Liderazgo y Comportamiento Organizacional en la escuela IMD, describe en este artículo las oportunidades y los desafíos que presenta la gestión de personas en la era digital.
El artículo completo, en el que participan Anouk Lavoie Orlick, Lindsay McTeague y Pascal Wicht (fundador de Whispers & Giants), puede leerse en el siguiente enlace:
https://lnkd.in/erbMTiJ
Rasgos y perfiles de los profesionales, enfoques ágiles basados en la tecnología y los comportamientos de algunas de las audiencias de una organización, forman parte del completo análisis reflejado en este artículo. Resulta de interés, por ejemplo, la actitud de los millennials hacia la tecnología, con una relación de afinidad natural con herramientas basadas en la nube, el móvil, o su consideración de la IT corporativa como poco intuitiva y compleja. A medida que se implantan nuevos sistemas , se debe recordar a los Millennials la necesidad de mantener la confidencialidad de los datos, ya que sus conceptos de privacidad difieren de los de las generaciones anteriores.
Successful digital transformation has more to do with people than technology. Presented at Scot-Tech / Digit's Digital Future's conference, 23 Feb 2017
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• Three (3) key tips to maintain a disciplined workplace.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
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"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
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1. Digital Workplace - Trends and Transformation
Presented by Jane McConnell
KMWorld, Washington D.C. November 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
To be published Jan 31st 2014
This presentation is
the first public
presentation of the
data from the DW
survey that closed at
the end of October.
2014
Digital Workplace Trends 2013
Published Jan 31st 2013
Still available for purchase
40% reduction
Use coupon code
13DWT40JMC
Pricing and purchase link on
http://www.digital-workplace-trends.com/purchase/
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)
3
4. 2104 data and observations
A 2-minute summary
Followed by detailed slides
4
5. The data shows… DW
•
•
progress, slow but sure (1/2)
The DW is still primarily focused on internal collaboration and not yet on how it
can support business.
“People capabilities” are deployed in the DW in 50% or more organizations.
– People can express their ideas and information openly and directly via the digital
workplace.
– However co-developing and crowdsourcing new ideas has plateaued at 30% (for the
last 3 years).
•
We are still far from a transformational tipping point when looking at the
impact of social capabilities.
– We are also far from a social way of working: social is not yet a normal part of daily
work.
•
Mobile is moving ahead slowly.
– The degree of interest and investment is approximately the same as one year ago.
– Some mobile use cases will be implemented in 20% of organizations by the end of
2013.
– BYOD and BYOPC are officially or unofficially accepted in over 50% of organizations.
5
6. The data shows…
•
DW progress, slow but sure (2/2)
The DW “definitely” plays a role for the 20 to 30% of organizations that selfassess as being “very” or “relatively successful” in 4 specific organizational use
cases:
– Retaining knowledge, people development, business flexibility and customer-facing
employee support.
•
The major challenges that are “manageable but require special effort” or “serious
and hold us back” are people issues, not technology.
– ROI requirements, focus on tools, hesitation to rethink how we work, power struggles
at high levels, consensus-based decision-making.
•
The DW is not treated as a strategic asset, essential to doing business.
– Reporting, measurement, decision-making processes, guidelines and policies are not
integrated into the way of working.
6
7. JMC says…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
7
9. DW: fundamental questions
• What is the DW?
• Does the DW enable the voices of the people to be
heard?
• Are our ways of working changing?
• Has mobile arrived in the enterprise?
• What impact does the DW have on people and the
organization?
• What are the challenges?
9
10. What is the DW?
In the words of the 2014 survey participants…
• A workplace that
– Enables employees to work effectively from anywhere, at any
time, and on any device
– Provides the same experience to each person no matter their
location
– Provides an internet-like participative mode and user experience
that people experience outside the office
10
11. What is the DW?
² “An eco-system of enterprise platforms and services that
enable people to work, collaborate, communicate, build
relationships, develop services and products, and better
serve customers.”
² “We understand the journey towards our Global Digital
Workplace is not only a technology and information
architecture change, but also a cultural change.”
11
12. 3 x customer
4 x culture
5 x social
11 x intranet
21 x collaborate
_____________________
The Digital Workplace
The number of times certain “key words” were used based on informal “text analysis” on the
definitions given by 37 people who answered the question « How do you define the DW in
your organization? »
12
13. Strategic drivers compared between 2013 and
2014 surveys
2014
60%, down 10 points
70%, stable
40% each
Data collected in Q3 of 2012 and 2013
13
14. Work in progress with the Advisory Board
Strategic asset
Challenges
People
Impact
Organization
Mindset
Capabilities
Social DNA
Voices of the
people
Ways of working
Mobile
Technology infrastructure
14
15. DW: fundamental questions
• What is the DW?
• Does the DW enable the voices of the people to be
heard?
• Are our ways of working changing?
• Has mobile arrived in the enterprise?
• What impact does the DW have on people and the
organization?
• What are the challenges?
15
16. VOICES OF THE PEOPLE
Blog post initially published on netjmc.com/blog
http://www.netjmc.com/organizational-change/manifesto-for-selfexpression-inside-organizations/
Republished on Change Agents Worldwide
http://blog.changeagentsworldwide.com/manifesto-for-self-expressioninside-organizations/
16
17. “I should be able to…
Describe myself, share information
about myself with others in the
organization,
Share my information and my ideas
openly,
React to ideas of other people
openly,
Participate openly in developing new
ideas and innovations.”
17
18. “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.
18
19. DW: fundamental questions
• What is the DW?
• Does the DW enable the voices of the people to be
heard?
• Are our ways of working changing?
• Has mobile arrived in the enterprise?
• What impact does the DW have on people and the
organization?
• What are the challenges?
19
20. Far from a transformational tipping point
“This capability exists in your organization. What impact has it had on the way
people work?”
1.
2.
3.
4.
Describe myself, share information about myself with others in the organization,
Share my information and my ideas openly,
React to ideas of other people openly,
Participate openly in developing new ideas and innovations.
Some impact
Low impact
Some impact
Low impact
Some impact
Significant impact
Low impact
Some impact
Significant impact
20 to 30%
30 to 45%
10 to 20%
Transformational
5 to 10%
% are average “impact” ratings for the 4 “people capabilities” listed above.
20
21. Definitions used
Transformational. Our ways of working have fundamentally changed.
Fundamental changes may include processes, organizational structure,
management practices, communication, empowerment of people,
customer relations, how you address the marketplace, etc.
Significant impact. Our normal ways of working have been greatly
improved through this capability.
Some impact. This capability is beginning to trigger change and improving
the way we work.
Low impact. We have seen very few cases of change resulting from this
capability.
No impact to my knowledge.
21
22. 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 314) that have ESN
in production use “enterprise wide” or “in
some parts”.
Q59
22
23. DW: fundamental questions
• What is the DW?
• Does the DW enable the voices of the people to be
heard?
• Are our ways of working changing?
• Has mobile arrived in the enterprise?
• What impact does the DW have on people and the
organization?
• What are the challenges?
23
24. 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
24
25. Mobile use cases investigated
No actual
implementation
yet.
5 to 10% are
piloting or plan
to launch by
end 2013.
•
•
•
•
•
•
10% or fewer have
implemented.
6 to 10% are
piloting or plan to
launch by end 2013.
•
•
•
•
•
Percentages based on 276
organizations (out of 314)
Sales people: customer and product/service
information
Service people: customer data, deliveries, issues,
contacts
Emergency response people: alerts, contacts,
maps, messaging
Operational people: reports, operational info,
alerts, messaging
Floor and field workers in general: corporate news
and messages
Project managers: status updates, calendar, tasks,
workflow
Employee self-service: HR, admin, logistical
services
Employee education: training, on-the-fly e-learning
Managers on the road or off site: daily tasks,
workflow
Managers: dashboards, reporting, corporate
performance indicators
Managers: strategic news, business intelligence
10 to 20%
planned for
2014.
25
26. 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 314)
15%
3%
Q85
26
27. BYOPC
BYOD: policy
Yes, and policy in place
29%
Defining our policy
21%
Unofficially accepted
27%
Not allowed
Have not thought about it
n = 284
Bring
your own
PC
15%
3%
Q85
27
29. DW: fundamental questions
• What is the DW?
• Does the DW enable the voices of the people to be
heard?
• Are our ways of working changing?
• Has mobile arrived in the enterprise?
• What impact does the DW have on people and the
organization?
• What are the challenges?
29
30. Customer last?
50%
Retaining knowledge
How easy is it 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?
People development
Very
Relatively
Business flexibility
Customer-facing
N=314
5
10
15
20
25
30
35
40
%
0
30
31. Business flexibility
50%
Retaining knowledge
How flexible is your organization when you need to react
rapidly to major events: market changes, new competition,
economic downturns, environmental or disaster events.
Some examples: Can you assemble teams quickly, draw on your collective
People development
knowledge, find expertise inside and outside the organization quickly? Can you
communicate strategic messages to the workforce and collect information from
your people in the field in real time?
Very
Relatively
Business flexibility
Customer-facing
N=314
5
10
15
20
25
30
35
40
%
0
31
32. Learning naturally
50%
Retaining knowledge
People development
How easy is it for people to learn and develop their skills and
knowledge as a natural part of working?
Very
Relatively
Business flexibility
Examples: flexible access to e-learning, real-time access to experts and
expertise, communities of practice, access to shared/repurposed knowledge
such as best practices, lessons learned, methodologies, etc.
Customer-facing
N=314
5
10
15
20
25
30
35
40
%
0
32
33. When the elders leave?
50%
Retaining knowledge
How confident are you that your organization can retain the
knowledge and know-how of older experts and specialists
People development
when they retire?
Very
Relatively
Business flexibility
Customer-facing
N=314
5
10
15
20
25
30
35
40
%
0
33
34. Does the digital workplace play a role?
50%
N=142
Retaining knowledge
N=74
People development
Definitely
To a certain extent
N=83
N=109
Business flexibility
Customer-facing
0
10
20
30
40
50
60
70
80
90 100
Percentages based on responses of those that answered “easy” or “relatively easy”
34
35. DW: fundamental questions
• What is the DW?
• Does the DW enable the voices of the people to be
heard?
• Are our ways of working changing?
• Has mobile arrived in the enterprise?
• What impact does the DW have on people and the
organization?
• What are the challenges?
35
36. The mindset
• A set of assumptions, methods, or values held by groups of people
that is so established that it creates a powerful incentive within these
groups to continue to adopt or accept prior behaviors, choices,
or tools.
• A fixed mental attitude or disposition that predetermines a person's
responses to and interpretations of situations.
36
37. The greatest challenges in the mindset of
organizations?
1.
Management needs proof of quantifiable ROI.
2.
There is too much focus on the tool and not enough on people
and change.
3.
There is hesitation or reticence to rethink our processes and how
we work.
4.
Internal, high-level stakeholder politics sometimes bring power
struggles into decision-making.
5.
We make decisions based on consensus and this can take a
very long time.
Manageable challenge that requires special effort
Serious challenge that holds us back
37
38. All tough ones!
Only 5 to 7% of organizations have already dealt with the challenges listed below.
45%
30% 1.
40%
40%
40%
40% 3.
There is hesitation or reticence to rethink our processes and how
we work.
30%
40% 4.
Internal, high-level stakeholder politics sometimes bring power
struggles into decision-making.
35%
40% 5.
We make decisions based on consensus and this can take a
very long time.
2.
Management needs proof of quantifiable ROI.
There is too much focus on the tool and not enough on people
and change.
Manageable challenge that requires special effort
Serious challenge that holds us back
38
39. Empowerment is not real for many people
Team-oriented
Freedom to experiment
Take initiatives, be an
entrepreneur
Learn from mistakes
Everything open except
what needs to be closed
Individually competitive
Keep to the rules
Follow specific
instructions
Punish mistakes
Everything closed
except what needs to
be open
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.
39
40. DW managed as isstrategic asset
The DW a not treated
as a strategic asset
A strategic asset is something essential for doing business.
6%
14%
Reported at the Executive level.
25%
48%
Qualitative (soft) objectives defined.
Results are evaluated.
Quantitative (hard) objectives defined.
Results are measured.!
Decision-making processes & procedures
have been defined
5%
17%
33%
37%
3%
13%
38%
35%
6%
Policies and guidelines defined for managed,
collaborative and social dimensions.
Fully integrated into the
n = 310
In theory, formally defined
14%
42%
32%
11%
25%
42%
18%
Work in progress
No
Q114
40
42. The data shows… DW
•
•
progress, slow but sure (1/2)
The DW is still primarily focused on internal collaboration and not yet on how it
can support business.
“People capabilities” are deployed in the DW in 50% or more organizations.
– People can express their ideas and information openly and directly via the digital
workplace.
– However co-developing and crowdsourcing new ideas has plateaued at 30% (for the
last 3 years).
•
We are still far from a transformational tipping point when looking at the
impact of social capabilities.
– We are also far from a social way of working: social is not yet a normal part of daily
work.
•
Mobile is moving ahead slowly.
– The degree of interest and investment is approximately the same as one year ago.
– Some mobile use cases will be implemented in 20% of organizations by the end of
2013.
– BYOD and BYOPC are officially or unofficially accepted in over 50% of organizations.
42
43. The data shows…
•
DW progress, slow but sure (2/2)
The DW “definitely” plays a role for the 20 to 30% of organizations that selfassess as being “very” or “relatively successful” in 4 specific organizational use
cases:
– Retaining knowledge, people development, business flexibility and customer-facing
employee support.
•
The major challenges that are “manageable but require special effort” or “serious
and hold us back” are people issues, not technology.
– ROI requirements, focus on tools, hesitation to rethink how we work, power struggles
at high levles, consensus-based decision-making.
•
The DW is not treated as a strategic asset, essential to doing business.
– Reporting, measurement, decision-making processes, guidelines and policies are not
integrated into the way of working.
43
44. JMC says…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
44
45. 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
45
46. Thank you.
Digital Workplace Trends 2014
jane@netjmc.com
To be published Jan 31st 2014
www.digital-workplace-trends.com
www.netjmc.com
www.intranetwork.fr
twitter @netjmc
Member of ChangeAgentsWorldwide.com
2014
References: Air Liquide, Paris - Amadeus, Madrid – ArcelorMittal, Luxembourg – Areva, Paris – Arup, UK – Alcatel-Lucent,
Paris - Alstom, Paris - AGF, Paris – Bayer, France – Boehringer Ingelheim, Germany – EDF, Paris – EDP, Lisbon - ERDF,
Paris - Ericsson, Stockholm - GDF Suez, Paris - Gemalto, France - GlaxoSmithKline, Belgium - IKEA, Sweden Lagardère, Paris - Nokia, Helsinki - Novartis, Switzerland - Océ, the Netherlands - OMV Petrom, Vienna - Pernod Ricard,
Paris - Kering (ex-PPR), Paris - RATP, Paris - Groupe SEB, Lyon - SNCF, Paris - Suez Environnement, Paris - Telenor,
Norway - Total, Paris - UPM, Helsinki