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Disruptive digital workplace: 3 approaches
The document discusses the disruptive nature of the digital workplace, emphasizing its potential to break down traditional silos and empower employees through mobile and social technologies. It highlights the benefits of improved organizational intelligence, efficiency, and engagement while also addressing concerns related to security and the perceived lack of business value in social initiatives. Finally, it outlines strategies for leading change in adopting a digital workplace model.
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Disruptive digital workplace: 3 approaches
- 1. The disruptive digital workplace Jane McConnell IntraTeamEvent 2013
- 2. Jane McConnell Strategic advisor on digital workplace strategies Author of Digital Workplace Trends 2013 digital-workplace-trends.com netjmc.com @netjmc 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 - 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 PPR, Paris - RATP, Paris - Groupe SEB, Lyon - SNCF, Paris - Telenor, Norway - Total, Paris - UPM, Helsinki
- 3. 5")67")#. 8%)*+.)19'#&$.+*1 84(&$# !"#$%&'#"&&%(")%*$"+ !"#$%&'()#*+,-./'$.'+)-0#)#.'*+1.23#4(,'$5%#6 2%+%3.0 789:;<="*+789:>99 !B1'D-3('$'(0#+ /'$5%#*+3#E#3#.,#6 "=F="*+7; !*)4#*4).0'#"&&%(")%*$"+ !:3#$'(0#*+,--34(.$'#4*+?-$%&-3(#.'#46 @;"A*+:"=BC= ,-.'/"($&.'0$/.+1$"+ B0$(%$5%#+E3-)+,-)21'#3*+'$5%#'*+/)$3'2D-.#G The DW vision: managed + collaborative + social + mobile.
- 4. => ?@> =A> ??> BB> !"#$%&"' +,-&.-&/%0%'12.-&/%13"*'% 7"8-&/%-&%',#%4-/-'12% 9#/-&&-&/ ;:62#:#&'1'-"& ("&(#)&%*$ ',#%4-/-'12%5").621(# 5").621(#%4-)#('-"& -:62#:#&'1'-"& 5#22%*&4#)51< We are just beginning.
- 5. Why is thedigital workplace disruptive?
- 6. The digital workplace busts silos & structures.
- 7. It challenges traditional roles such as HR Communication & IT.
- 8.
- 9.
- 10. Mobile services tothe workforce today.
- 11.
- 12. 36% the basics:calendar, directory, news
- 13. 20% work tools:collaboration, tasks, product and project information
- 14.
- 15. User-generated Activity streams Commenting Video conferencing Multimedia sharing Real-time Co-creation of messaging content Deployment Adoption Finding people, Early adopters Innovation expertise Majority Networking Adoption lags deployment, especially for the more disruptive capabilities.
- 16.
- 17. Social is a waste of time with no business value.
- 18. Mobile and social open the enterprise to lots of serious risks.
- 19. People wasting time 53% Not considered a priority 51% Lack of business value 50% Irresponsible behavior by people 30% Regulatory and compliance issues 29% Lack of information quality 21% Does not fit with 21% Other 8% Top concerns with “social”
- 20. Better to lock up. Be safe.
- 21. But, then people find their own solutions!
- 22. “As the digitalworkplace becomes more open, more available and more interactive, security risks limit development of certain aspects.”
- 23. Early adopters areless likely to limit the social dimension.
- 24. 40 % ofboth early adopters and the majority make mobile access “difficult”. However early adopters rarely block mobile completely. And they are more likely to allow BYOD.
- 25. Benefits? Is itworth it?
- 26. Organizational intelligence 70% Efficiency and cost savings 69% Engagement and belonging 47% Agility and speed 46% Business performance 38% Two complementary goals
- 27. 3 ways tolead change to the “digital workplace mode” Reality + +
- 28. Make it real. Usepersonas. Make business sense by linking personas together. Focus on a single process or a common capability.
- 29. 3 ways tolead change to the “digital workplace mode” Reality + The big picture +
- 30. Classic Extended Digital intranet intranet workplace Organizational intelligence Efficiency, cost savings Organizational WHY benefits Employee engagement Customer value Operational excellence Inform, be informed Interact, feedback People Search, find capabilities Do tasks Contribute ideas Connect, collaborate HOW Leadership Influencers Change and Customer-related activities adoption Employee support processes Policies Social collaboration Inclusiveness Integration customization Platform Real time WHAT experience Mobile Analysis Security and access
- 31. 3 ways tolead change to the “digital workplace mode” Reality + The big picture + People
- 32. Benchmarking Champions Peers
- 33. Discussions with internal 78% stakeholders & managers Benchmarking with Early adopters 41% other organizations Majority Identifying and Early adopters 36% recruiting a champion Majority Reports and data 36% from external sources Specialist evaluations 13% Ways to advance
- 34. } top of the list bottom of the list } Real life trumps formal
- 35. Disruptive Concerns Reactions Reality The big picture Champions, peers
- 36. “Digital Workplace Trends 2013” Purchasethe report. www.digital-workplace-trends.com.
- 37. Thank you. jane@netjmc.com twitter @netjmc JoinLinkedIn group: Digital Workplace (co-managed with Sam Marshall) Get in touch if you’re interested in a management briefing, workshop facilitation, coaching or just want to chat. 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 - PPR, Paris - RATP, Paris - Groupe SEB, Lyon - SNCF, Paris - Suez Environnement, Paris - Telenor, Norway - Total, Paris - UPM, Helsinki