SlideShare a Scribd company logo
The Workplace
in the Digital Age
Key findings 9th annual survey
Jane McConnell
Enterprise 2.0 Summit, Paris, 2015
373 people from 26 countries
representing 280 organizations.
Participants responded to an in-
depth online survey of 140
questions.
2
Strategic Advisor 16 years > 60 large, global
organizations, management briefer and
workshop leader netjmc.com
Researcher on digital workplaces for 9 yrs
digital-workplace-trends.com
Facilitator of IntraNetwork, workgroup of digital
practitioners in Paris intranetwork.fr
American-French living in deep Provence for 25
years
3
Clients who have taught me so much!
•! Air Liquide, Paris
•! Amadeus, Madrid
•! ArcelorMittal, Luxembourg
•! Arup, UK
•! Alcatel-Lucent, Paris
•! Alstom Group, Paris, Switzerland
•! BASF, Germany
•! Ericsson, Stockholm
•! IKEA, Sweden
•! Nokia, Helsinki
•! Novartis, Switzerland
•! UNHCR – United Nations High Commissioner for
Refugees, Geneva
•! United Nations Peacekeeping Operations, New York
•! United Nations Secretariat, New York
•! ….
2014
2013
199620042007-2012 2011 1998
2015
•! What is the digital workplace?
•! Status in 2015: good news, bad news
•! What can we learn from 3 groups of organizations
that report…
•! A strong, shared sense of organizational purpose
•! Openness to the influence of external
environment
•! An enabled customer-facing workforce
•! How – what you can do
Tools
Organization
People
The digital workplace lives at the intersection
of people, organization and technology.
Creating, sharing, interacting,
belonging, contributing,
learning and growing.
Serving clients, customers or
users of the organization’s
services and products.
Collaboration and cooperation in all
directions throughout the whole
organization.
Enterprise
Business
Individual
Tools
Organization
People
Creating, sharing, interacting,
belonging, contributing,
learning and growing.
Serving clients, customers or
users of the organization’s
services and products.
Collaboration and cooperation in all
directions throughout the whole
organization.
Enterprise
Business
Individual
Tools
Organization
People
New and improved processes
integrating social collaboration.
Virtual operational units, teams,
communities and networks.
Equal, relevant, interactive access for
the entire workforce. Connecting
everyone anywhere, anytime.
Structure
Process
Reach
Creating, sharing, interacting,
belonging, contributing,
learning and growing.
Serving clients, customers or
users of the organization’s
services and products.
Collaboration and cooperation in all
directions throughout the whole
organization.
Enterprise
Business
Individual
Tools
Organization
People
New and improved processes
integrating social collaboration.
Virtual operational units, teams,
communities and networks.
Equal, relevant, interactive access for
the entire workforce. Connecting
everyone anywhere, anytime.
Structure
Process
Reach
Managing the digital workplace as
strategic and essential for the
organization.
Influence from any level and
from any part of the
organization that results in
change.
Attitudes, behaviors, expectations
in an open, participatory work
environment.
Leadership
CultureAsset
0 20 40 60
0.0000000
33.3333333
66.6666667
100.0000000
Individual
Business
Enterprise
Process
Structure
Reach
Leadership
Culture
Asset
Maturing
Developing
Starting
Capabilities Enablers Mindset
Maturing
Developing
Starting
Capabilities Enablers Mindset
The digital workplace scorecard
0 20 40 60
0.0000000
33.3333333
66.6666667
100.0000000
Individual
Business
Enterprise
Process
Structure
Reach
Leadership
Culture
Asset
Maturing
Developing
Starting
Capabilities Enablers Mindset
Serving clients, customers
or users of the
organization’s services and
products.
Creating, sharing,
interacting, belonging,
contributing, learning and
growing.
Collaboration and
cooperation in all
directions throughout the
whole organization.
New and improved processes
integrating social
collaboration.
Virtual operational units,
teams, communities and
networks.
Equal, relevant, interactive
access for the entire
workforce. Connecting
everyone anywhere, anytime.
Attitudes, behaviours and
expectations in an open,
participatory work
environment.
Managing the digital
workplace as strategic and
essential for the
organization.
Influence from any level and
from any part of the
organization that results in
change.
Maturing
Developing
Starting
M i n d s e t
E n a b l e r sC a p a b i l i t i e s
Enterprise
Individual
Business
Capabilities Enablers Mindset
Process
Structure
Reach
Asset
Leadership
Culture
The digital workplace scorecard
•! What is the digital workplace?
•! Status in 2015: good news, bad news
•! What can we learn from 3 groups of organizations
that report…
•! A strong, shared sense of organizational purpose
•! Openness to the influence of external
environment
•! An enabled customer-facing workforce
•! How – what you can do
12
Evolution from end 2013 to end 2014
Digital Workplace Scorecard total scores on the 3-level maturity
chart, showing the full range from least to most mature.
Maturing
Developing
Starting
1
7
13
19
25
31
37
43
49
55
61
67
73
79
85
91
97
103
109
115
121
127
133
139
145
151
157
163
169
175
181
187
193
199
205
211
217
223
229
235
241
247
253
259
265
271
277
283
289
295
301
307
313
Early Adopters Top 20%
Maturing
Developing
Starting
Capabilities Enablers Mindset
Majority
Early adopters
Data end 2014
14
People capabilities in the digital
workplace increasing over last 6
years
% deployment “enterprise-wide” or “in some parts”
0 10 20 30 40 50 60 70 80
Sharing info & knowledge
Co-creating content
Reacting, commenting
2014
2013
2008
%
15
Enterprise social networking in over
60% of organizations today
% deployment “enterprise-wide” or “in some parts”.
Data collected
end of each year
0! 10! 20! 30! 40! 50! 60! 70!
2008!
2009!
2010!
2011!
2012!
2013!
2014!
2014
Too many competing priorities 51%
Slow decision-making, often consensus-based 42%
Too much focus on the tool, not enough on people
and change
36%
Politics, inside the organization 36%
Hesitation or resistance to rethink how we work 37%
No strong business case, ROI or proven value 26%
Percentages of responses saying “Serious challenge, holds us back”
Mindset is where the challenges
are.
Percentages do not include the responses “Manageable challenge, requires special effort”
Data collected at the end of the years listed.
2014 2013
Too many competing priorities 51% n/a
Slow decision-making, often consensus-based 42% 38%
Too much focus on the tool, not enough on people
and change
36% 37%
Politics, inside the organization 36% 36%
Hesitation or resistance to rethink how we work 37% 38%
No strong business case, ROI or proven value 26% 26%
Percentages of responses saying “Serious challenge, holds us back”
No progress in Mindset over the
last 12 months.
Percentages do not include the responses “Manageable challenge, requires special effort”
Data collected at the end of the years listed.
•! What is the digital workplace?
•! Status in 2015: good news, bad news
•! What can we learn from 3 groups of organizations
that report…
•! A strong, shared sense of organizational purpose
•! Openness to the influence of external
environment
•! An enabled customer-facing workforce
•! How – what you can do
Jon Husband www.wirearchy.com
Wirearchy, an organizing principle
“A dynamic two-way flow of power and authority, based on knowledge,
trust, credibility and a focus on results, enabled by interconnected
people and technology”.
At the heart of the
digital workplace
Let’s take a look at some very specific groups:
1.! Strong, shared sense of organizational purpose and identity
(n=58)
2.! High degree of openness to the external environment
(n=48)
3.! High degree of ease for customer-facing workforce
(n=10)
Value-driven culture and
inspirational purpose
“A strong shared culture is the
glue that keeps empowered
organizations from falling apart.
Frontline employees are trusted to
make the right decisions guided by
a number of shared values rather
than by a thick book of rules and
policies.”
Where there is a “strong, shared
sense of organizational purpose”, we
observe…
Distributed
decision-
making
High involvement of
management in the
digital workplace
Communities and
official community
management
Correlations
Shared sense of purpose and identity
Strong Weak
73% Topic-based learning communities 49%
46% Personal interest communities 19%
38% Problem solving communities 21%
23% Community management: responsibility
formally included in some job roles
8%
54% Single enterprise social network 30%
N=58 N=48
Communities, community
management and social networking
% of the segment reporting “yes”
Strong Weak
Management: “Vocally supportive
and active: resources, visible
participation”
% of the segment reporting “yes”
32% Customer service/support 13%
42% Marketing 23%
21% Operations 11%
37% R&D, Engineering, Development 19%
28% Sales 9%
28% C Level 11%
N=58 N=48
Shared sense of purpose and identity
0
20
40
60
80
100
Very distributed Distributed Neither one nor
the other
Centralized Very centralized
%
50% of organizations with
distributed decision-making
report a "strong, shared sense
of purpose and identity"
10% of organizations
with very centralized
decision-making
report a "strong,
shared sense of
purpose and identify"
“Strong, shared
sense of
organizational
purpose and
identity”
Shared sense of purpose and identity
Where there is a “strong, shared
sense of organizational purpose”, we
observe…
Distributed
decision-
making
High involvement of
management in the
digital workplace
Communities and
official community
management
Correlations
We also see greater clarity on priorities, faster
decision-making, fewer political games.
All Purpose
Too many competing priorities 51% 35%
Slow decision-making, often consensus-based 42% 22%
Too much focus on the tool, not enough on people
and change
36% 28%
Politics, inside the organization 36% 11%
Hesitation or resistance to rethink how we work 37% 31%
No strong business case, ROI or proven value 26% 24%
Percentages of responses saying “Serious challenge, holds us back”
Greater clarity on priorities, faster decision-
making, fewer political games
-25 pts
-20 pts
-16pts
Shared sense of purpose and identity
•! What is the digital workplace?
•! Status in 2015: good news, bad news
•! What can we learn from 3 groups of organizations
that report…
•! A strong, shared sense of organizational purpose
•! Openness to the influence of external
environment
•! An enabled customer-facing workforce
•! How – what you can do
Arie de Geus,
1997
“Surviving and thriving in a volatile
world require, first of all,
management which is sensitive to
its company’s environment.”
“Only after seeing that something
is about to change (or has already
begun to change) outside the
company will management be
ready to deal with the effects of
that change.”
Where organizations are “open and reactive to
the influence of the external world” we observe…
Higher
importance of
external
sources of
information
High involvement
of all levels of
management in
digital workplace
decision-making
Communities
including external
members
Correlations
% of the “open reactive” segment vs. the “closed environment” reporting “yes”
Twice as many communities that include external people
•! Communities of practice and project-based communities (approx. 30%
vs. 15%)
Open & reactive to the influence of the external world
External sources of information more frequently rated “of high importance”
•! Clients: 35 vs. 16%
•! Partners and suppliers: 47 vs. 29%
•! External websites: 28 vs. 11%
Higher management involvement in decision-making for the digital workplace
•! C-Suite: 22 vs. 5%
•! Middle management: 40 vs. 18%
•! Operational management: 33 vs. 15%
N=48
Where organizations are “open and reactive to the
influence of the external world” we observe…
Higher
importance of
external
sources of
information
High involvement
of all levels of
management in
digital workplace
decision-making
Communities
including external
members
Correlations
We also see that they are ready to adopt new work
practices, and less need to “prove” business value
All Open
Too many competing priorities 51% 29%
Slow decision-making, often consensus-based 42% 24%
Too much focus on the tool, not enough on people
and change
36% 27%
Politics, inside the organization 36% 27%
Hesitation or resistance to rethink how we work 37% 22%
No strong business case, ROI or proven value 26% 13%
More ready to adopt new work practices, and
less need to “prove” business value
-15 pts
-13 pts
Percentages of responses saying “Serious challenge, holds us back”
N=48
Open & reactive to the influence of the external world
•! What is the digital workplace?
•! Status in 2015: good news, bad news
•! What can we learn from 3 groups of organizations
that report…
•! A strong, shared sense of organizational purpose
•! Openness to the influence of external
environment
•! An enabled customer-facing workforce
•! How – what you can do
“Very easy” for our customer-facing workforce to find
what they need to do their jobs when with customers.
The top 3 influential factors
•! Information management
•! Real time communication
•! Peoples’ individual digital capacities
Means of evaluation: “Time saved” followed by
“customer satisfaction metrics”
Top strategic driver: Business and operational performance.
80% vs. 50% of the full survey
N=10
All Customer
Facing
Too many competing priorities 51% 10%
Slow decision-making, often consensus-based 42% 20%
Too much focus on the tool, not enough on people
and change
36% 20%
Politics, inside the organization 36% 20%
Hesitation or resistance to rethink how we work 37% 30%
No strong business case, ROI or proven value 26% 10%
Percentages of responses saying “Serious challenge, holds us back”
“Very easy” for our customer-facing workforce to find what
they need to do their jobs when with customers.
Top strategic driver: Business and operational performance.
Digital workplace strategy focused on a business goal
•! What is the digital workplace?
•! Status in 2015: good news, bad news
•! What can we learn from 3 groups of organizations
that report…
•! A strong, shared sense of organizational purpose
•! Openness to the influence of external
environment
•! An enabled customer-facing workforce
•! How – what you can do
So, how do we deal with the challenges?
Competing priorities
Slow decision-making
Too much focus on the tool
Politics
Hesitation to rethink how we work
No strong proven value
Build / support communities of all
sorts, even non professional ones.
Formalize community
management.
Work on distributed decision-
making within your sphere of
influence.
<
<
<
Shared sense of purpose
Competing priorities
Slow decision-making
Too much focus on the tool
Politics
Hesitation to rethink how we work
No strong proven value
Build communities with external
people.
Bring the client’s voice inside
your organization.
Make access to external
information sources easy.
Expose your management to
their peers outside your
organization.
<
<
Open to the influence of the external world
Competing priorities
Slow decision-making
Too much focus on the tool
Politics
Hesitation to rethink how we work
No strong proven value
Define / clarify goals, in particular
regarding your customer-facing
workforce.
<
Business goals for the digital workplace
42
Thank you!
Jane McConnell
Get in touch
jane@netjmc.co
m
Twitter: @netjmc
Where are you on the digital workplace journey?
Consider organizing a collective diagnosis of your own
digital workplace!
•! Ana Bulgar, OMV Petrom S.A. (Romania)
•! Bjoern Negelmann, N:Sight Research (Germany)
•! Brian Holness, Knowledge Management Programme Manager, GDF SUEZ Energy International. (UK)
•! Claude Monnier, HR Director Sony Music (France)
•! Dan Pontefract, Chief Envisioner, TELUS. (Canada)
•! Daniel Pankatz, Deutsche Post DHL, (Germany)
•! Dany DeGrave, Sr. Director Strategic Alignment, Expertise & Innovation, Sanofi. (US)
•! Darren Whitelaw, Department of Premier and Cabinet (Australia)
•! Emanuele Quintarelli, Social Enterprise Leader, EMEIA Center of Excellence at EY. (Italy)
•! Ernst Décsey, Communication Specialist, Digital Workplace, UNICEF Private Fundraising and
Partnerships (Switzerland)
•! Jean-Paul Chapon, Head of Digital Communications & e-Reputation, Société Générale (France).
•! Luke Mepham Aviva, (UK)
•! Matt Varney, Intranet Manager, Kentucky Community and Technical College. (US)
•! Rawn Shah, Director & Social Business Architect at Rising Edge, Blogger at Forbes (US).
•! Rebecca Jackson, Melbourne Water. (Australia)
•! Richard Martin, Writer, Editor, Consultant IndaloGenesis Ltd. (UK)
•! Rick Cantor, Vice President, Commercial Strategic Marketing, Knowledge Management Practice
Leader, Chubb & Son. (US)
•! Stefan Kruijer, Employee Portal Manager, Corporate Communications, Airbus. (Germany)
Advisory Board Digital Workplace Research 2014 - 2015

More Related Content

What's hot

Strategy Execution
Strategy ExecutionStrategy Execution
Strategy Execution
Teaching Excellence
 
Four Future Trends in Leadership Development
Four Future Trends in Leadership DevelopmentFour Future Trends in Leadership Development
Four Future Trends in Leadership Development
nickpetrie
 
Strategic Agility
Strategic AgilityStrategic Agility
Strategic Agility
Mark Ranford
 
Management vs Leadership
Management vs LeadershipManagement vs Leadership
Management vs Leadership
rajeshkbbv
 
A Transformation Journey
A Transformation JourneyA Transformation Journey
A Transformation Journey
VMware Tanzu
 
Leadership Development Presentation
Leadership Development PresentationLeadership Development Presentation
Leadership Development Presentation
Laurence Yap M.A. (UM) CHRM
 
A to Z of Leadership Qualities
A to Z of Leadership QualitiesA to Z of Leadership Qualities
A to Z of Leadership Qualities
Mark Conway
 
Authentic leadership
Authentic leadershipAuthentic leadership
Authentic leadership
KhairuddinAbdRahman
 
Leadership
LeadershipLeadership
Leadership
Ujjwal 'Shanu'
 
Effective leadership
Effective leadershipEffective leadership
Effective leadership
ankur bhalla
 
Digital leadership : What's Different?
Digital leadership : What's Different?Digital leadership : What's Different?
Digital leadership : What's Different?
Vikas Mahendra
 
Leadership Principles
Leadership PrinciplesLeadership Principles
Leadership Principles
Manie Bosman
 
Knowledge management
Knowledge managementKnowledge management
Knowledge management
Bhim Upadhyaya
 
Developing Service Culture For SCA from Organizational Design
Developing Service Culture For SCA from Organizational DesignDeveloping Service Culture For SCA from Organizational Design
Developing Service Culture For SCA from Organizational Design
Seta Wicaksana
 
Five leadership myths
Five leadership mythsFive leadership myths
Five leadership myths
Renato Mata
 
Strategic leadership
Strategic leadershipStrategic leadership
Strategic leadership
Bala Narendra Kiran
 
Leadership
LeadershipLeadership
Leadership
Iqra Ahsan
 
8 leadership
8 leadership8 leadership
8 leadership
Ashish Dhakad
 
Power and politics
Power and politicsPower and politics
Power and politics
Rajat Gupta
 
Leadership
LeadershipLeadership
Leadership
mandalina landy
 

What's hot (20)

Strategy Execution
Strategy ExecutionStrategy Execution
Strategy Execution
 
Four Future Trends in Leadership Development
Four Future Trends in Leadership DevelopmentFour Future Trends in Leadership Development
Four Future Trends in Leadership Development
 
Strategic Agility
Strategic AgilityStrategic Agility
Strategic Agility
 
Management vs Leadership
Management vs LeadershipManagement vs Leadership
Management vs Leadership
 
A Transformation Journey
A Transformation JourneyA Transformation Journey
A Transformation Journey
 
Leadership Development Presentation
Leadership Development PresentationLeadership Development Presentation
Leadership Development Presentation
 
A to Z of Leadership Qualities
A to Z of Leadership QualitiesA to Z of Leadership Qualities
A to Z of Leadership Qualities
 
Authentic leadership
Authentic leadershipAuthentic leadership
Authentic leadership
 
Leadership
LeadershipLeadership
Leadership
 
Effective leadership
Effective leadershipEffective leadership
Effective leadership
 
Digital leadership : What's Different?
Digital leadership : What's Different?Digital leadership : What's Different?
Digital leadership : What's Different?
 
Leadership Principles
Leadership PrinciplesLeadership Principles
Leadership Principles
 
Knowledge management
Knowledge managementKnowledge management
Knowledge management
 
Developing Service Culture For SCA from Organizational Design
Developing Service Culture For SCA from Organizational DesignDeveloping Service Culture For SCA from Organizational Design
Developing Service Culture For SCA from Organizational Design
 
Five leadership myths
Five leadership mythsFive leadership myths
Five leadership myths
 
Strategic leadership
Strategic leadershipStrategic leadership
Strategic leadership
 
Leadership
LeadershipLeadership
Leadership
 
8 leadership
8 leadership8 leadership
8 leadership
 
Power and politics
Power and politicsPower and politics
Power and politics
 
Leadership
LeadershipLeadership
Leadership
 

Viewers also liked

Managing Projects for Digital Innovation Culture
Managing Projects for Digital Innovation CultureManaging Projects for Digital Innovation Culture
Managing Projects for Digital Innovation Culture
Howard Jess Mijares II
 
Making Technology Work at Work - #1 in the Employment in the Digital Age Series
Making Technology Work at Work - #1 in the Employment in the Digital Age SeriesMaking Technology Work at Work - #1 in the Employment in the Digital Age Series
Making Technology Work at Work - #1 in the Employment in the Digital Age Series
inaroundos
 
The Digital Workplace - Building a more productive digital work environment s...
The Digital Workplace - Building a more productive digital work environment s...The Digital Workplace - Building a more productive digital work environment s...
The Digital Workplace - Building a more productive digital work environment s...
Oscar Berg
 
Future Trends in the Digital Workplace
Future Trends in the Digital WorkplaceFuture Trends in the Digital Workplace
Future Trends in the Digital Workplace
Martin Risgaard Rasmussen
 
The Digital Workplace - Redefining Productivity in the Information Age
The Digital Workplace - Redefining Productivity in the Information AgeThe Digital Workplace - Redefining Productivity in the Information Age
The Digital Workplace - Redefining Productivity in the Information Age
Elizabeth Lupfer
 
Digital Workplace Framework
Digital Workplace FrameworkDigital Workplace Framework
Digital Workplace Framework
Stephan Schillerwein
 
Liquid Workforce - Tech Vision 2016 Trend 2
Liquid Workforce - Tech Vision 2016 Trend 2Liquid Workforce - Tech Vision 2016 Trend 2
Liquid Workforce - Tech Vision 2016 Trend 2
Accenture Technology
 
Digital Workplace Roadmap
Digital Workplace RoadmapDigital Workplace Roadmap
Digital Workplace Roadmap
Sam Marshall
 

Viewers also liked (8)

Managing Projects for Digital Innovation Culture
Managing Projects for Digital Innovation CultureManaging Projects for Digital Innovation Culture
Managing Projects for Digital Innovation Culture
 
Making Technology Work at Work - #1 in the Employment in the Digital Age Series
Making Technology Work at Work - #1 in the Employment in the Digital Age SeriesMaking Technology Work at Work - #1 in the Employment in the Digital Age Series
Making Technology Work at Work - #1 in the Employment in the Digital Age Series
 
The Digital Workplace - Building a more productive digital work environment s...
The Digital Workplace - Building a more productive digital work environment s...The Digital Workplace - Building a more productive digital work environment s...
The Digital Workplace - Building a more productive digital work environment s...
 
Future Trends in the Digital Workplace
Future Trends in the Digital WorkplaceFuture Trends in the Digital Workplace
Future Trends in the Digital Workplace
 
The Digital Workplace - Redefining Productivity in the Information Age
The Digital Workplace - Redefining Productivity in the Information AgeThe Digital Workplace - Redefining Productivity in the Information Age
The Digital Workplace - Redefining Productivity in the Information Age
 
Digital Workplace Framework
Digital Workplace FrameworkDigital Workplace Framework
Digital Workplace Framework
 
Liquid Workforce - Tech Vision 2016 Trend 2
Liquid Workforce - Tech Vision 2016 Trend 2Liquid Workforce - Tech Vision 2016 Trend 2
Liquid Workforce - Tech Vision 2016 Trend 2
 
Digital Workplace Roadmap
Digital Workplace RoadmapDigital Workplace Roadmap
Digital Workplace Roadmap
 

Similar to The Workplace in the Digital Age

Employee engagement-digital-workplace
Employee engagement-digital-workplaceEmployee engagement-digital-workplace
Employee engagement-digital-workplace
Jane McConnell
 
Digital Workplace in the Connected Organization - Enterprise 2.0
Digital Workplace in the Connected Organization - Enterprise 2.0Digital Workplace in the Connected Organization - Enterprise 2.0
Digital Workplace in the Connected Organization - Enterprise 2.0
Jane McConnell
 
Leadership in the Digital Age
Leadership in the Digital AgeLeadership in the Digital Age
Leadership in the Digital Age
Jane McConnell
 
Digital Workplace Trends 2014 - Paris presentation
Digital Workplace Trends 2014 - Paris presentationDigital Workplace Trends 2014 - Paris presentation
Digital Workplace Trends 2014 - Paris presentation
Jane McConnell
 
The Digital Workplace in the Connected Oganization
The Digital Workplace in the Connected OganizationThe Digital Workplace in the Connected Oganization
The Digital Workplace in the Connected Oganization
Jane McConnell
 
SPSNYC Building Social Solutions
SPSNYC Building Social SolutionsSPSNYC Building Social Solutions
SPSNYC Building Social Solutions
David Broussard
 
ASAE - Senior Executives Role in Innovation
ASAE - Senior Executives Role in InnovationASAE - Senior Executives Role in Innovation
ASAE - Senior Executives Role in Innovation
Tom Hood, CPA,CITP,CGMA
 
Breaking Down Barriers (to enterprise social) in the Land of Dinosaurs
Breaking Down Barriers (to enterprise social) in the Land of DinosaursBreaking Down Barriers (to enterprise social) in the Land of Dinosaurs
Breaking Down Barriers (to enterprise social) in the Land of Dinosaurs
Susan Hanley
 
Presentation The Longest Day - CSR perspectives
Presentation The Longest Day - CSR perspectivesPresentation The Longest Day - CSR perspectives
Presentation The Longest Day - CSR perspectives
Schillewaert Niels
 
Communicating with a virtual workforce.
Communicating with a virtual workforce.Communicating with a virtual workforce.
Communicating with a virtual workforce.
Buck Consultants
 
Digital Workplace in the Connected Organization
Digital Workplace in the Connected OrganizationDigital Workplace in the Connected Organization
Digital Workplace in the Connected Organization
Change Agents Worldwide
 
Employee experience matching millennial expecations
Employee experience matching millennial expecationsEmployee experience matching millennial expecations
Employee experience matching millennial expecations
Sharon O'Dea
 
Breaking down barriers_in_the_land_of_dinosaurs_sp_biz_hanley_june_2015
Breaking down barriers_in_the_land_of_dinosaurs_sp_biz_hanley_june_2015Breaking down barriers_in_the_land_of_dinosaurs_sp_biz_hanley_june_2015
Breaking down barriers_in_the_land_of_dinosaurs_sp_biz_hanley_june_2015
Susan Hanley
 
Social business: from #buzz to #benefits
Social business: from #buzz to #benefitsSocial business: from #buzz to #benefits
Social business: from #buzz to #benefits
Velrada
 
Reality Check: People and Organizations in the Digital Age
Reality Check: People and Organizations in the Digital AgeReality Check: People and Organizations in the Digital Age
Reality Check: People and Organizations in the Digital Age
Jane McConnell
 
Digital Workplace Trends and Transformation
Digital Workplace Trends and TransformationDigital Workplace Trends and Transformation
Digital Workplace Trends and Transformation
Jane McConnell
 
I3solutions- Sharepoint Governance the Art
I3solutions- Sharepoint Governance the ArtI3solutions- Sharepoint Governance the Art
I3solutions- Sharepoint Governance the Art
lwilliamsbatman
 
Dealing With Demanding Millennials
Dealing With Demanding MillennialsDealing With Demanding Millennials
Dealing With Demanding Millennials
Human Capital Media
 
The Socially Enabled Enterprise Research Findings Brief
The Socially Enabled Enterprise Research Findings BriefThe Socially Enabled Enterprise Research Findings Brief
The Socially Enabled Enterprise Research Findings Brief
Leader Networks
 
Learning in the Digital Age
Learning in the Digital AgeLearning in the Digital Age
Learning in the Digital Age
Karl-Ludwig Knispel
 

Similar to The Workplace in the Digital Age (20)

Employee engagement-digital-workplace
Employee engagement-digital-workplaceEmployee engagement-digital-workplace
Employee engagement-digital-workplace
 
Digital Workplace in the Connected Organization - Enterprise 2.0
Digital Workplace in the Connected Organization - Enterprise 2.0Digital Workplace in the Connected Organization - Enterprise 2.0
Digital Workplace in the Connected Organization - Enterprise 2.0
 
Leadership in the Digital Age
Leadership in the Digital AgeLeadership in the Digital Age
Leadership in the Digital Age
 
Digital Workplace Trends 2014 - Paris presentation
Digital Workplace Trends 2014 - Paris presentationDigital Workplace Trends 2014 - Paris presentation
Digital Workplace Trends 2014 - Paris presentation
 
The Digital Workplace in the Connected Oganization
The Digital Workplace in the Connected OganizationThe Digital Workplace in the Connected Oganization
The Digital Workplace in the Connected Oganization
 
SPSNYC Building Social Solutions
SPSNYC Building Social SolutionsSPSNYC Building Social Solutions
SPSNYC Building Social Solutions
 
ASAE - Senior Executives Role in Innovation
ASAE - Senior Executives Role in InnovationASAE - Senior Executives Role in Innovation
ASAE - Senior Executives Role in Innovation
 
Breaking Down Barriers (to enterprise social) in the Land of Dinosaurs
Breaking Down Barriers (to enterprise social) in the Land of DinosaursBreaking Down Barriers (to enterprise social) in the Land of Dinosaurs
Breaking Down Barriers (to enterprise social) in the Land of Dinosaurs
 
Presentation The Longest Day - CSR perspectives
Presentation The Longest Day - CSR perspectivesPresentation The Longest Day - CSR perspectives
Presentation The Longest Day - CSR perspectives
 
Communicating with a virtual workforce.
Communicating with a virtual workforce.Communicating with a virtual workforce.
Communicating with a virtual workforce.
 
Digital Workplace in the Connected Organization
Digital Workplace in the Connected OrganizationDigital Workplace in the Connected Organization
Digital Workplace in the Connected Organization
 
Employee experience matching millennial expecations
Employee experience matching millennial expecationsEmployee experience matching millennial expecations
Employee experience matching millennial expecations
 
Breaking down barriers_in_the_land_of_dinosaurs_sp_biz_hanley_june_2015
Breaking down barriers_in_the_land_of_dinosaurs_sp_biz_hanley_june_2015Breaking down barriers_in_the_land_of_dinosaurs_sp_biz_hanley_june_2015
Breaking down barriers_in_the_land_of_dinosaurs_sp_biz_hanley_june_2015
 
Social business: from #buzz to #benefits
Social business: from #buzz to #benefitsSocial business: from #buzz to #benefits
Social business: from #buzz to #benefits
 
Reality Check: People and Organizations in the Digital Age
Reality Check: People and Organizations in the Digital AgeReality Check: People and Organizations in the Digital Age
Reality Check: People and Organizations in the Digital Age
 
Digital Workplace Trends and Transformation
Digital Workplace Trends and TransformationDigital Workplace Trends and Transformation
Digital Workplace Trends and Transformation
 
I3solutions- Sharepoint Governance the Art
I3solutions- Sharepoint Governance the ArtI3solutions- Sharepoint Governance the Art
I3solutions- Sharepoint Governance the Art
 
Dealing With Demanding Millennials
Dealing With Demanding MillennialsDealing With Demanding Millennials
Dealing With Demanding Millennials
 
The Socially Enabled Enterprise Research Findings Brief
The Socially Enabled Enterprise Research Findings BriefThe Socially Enabled Enterprise Research Findings Brief
The Socially Enabled Enterprise Research Findings Brief
 
Learning in the Digital Age
Learning in the Digital AgeLearning in the Digital Age
Learning in the Digital Age
 

More from Jane McConnell

The Gig Mindset in 2021- You and Your Organization
The Gig Mindset in 2021- You and Your OrganizationThe Gig Mindset in 2021- You and Your Organization
The Gig Mindset in 2021- You and Your Organization
Jane McConnell
 
Gig mindset - The future is at stake - 2021
Gig mindset - The future is at stake - 2021Gig mindset - The future is at stake - 2021
Gig mindset - The future is at stake - 2021
Jane McConnell
 
The Gig Mindset at IntranetReloaded 2018
The Gig Mindset at IntranetReloaded 2018The Gig Mindset at IntranetReloaded 2018
The Gig Mindset at IntranetReloaded 2018
Jane McConnell
 
First Thoughts on Organizational Principles for the Gig Mindset Age -
First Thoughts on Organizational Principles for the Gig Mindset Age - First Thoughts on Organizational Principles for the Gig Mindset Age -
First Thoughts on Organizational Principles for the Gig Mindset Age -
Jane McConnell
 
How to handle internal politics that block digital initiatives
How to handle internal politics that block digital initiatives How to handle internal politics that block digital initiatives
How to handle internal politics that block digital initiatives
Jane McConnell
 
Organization in the Digital Age i2summit17
Organization in the Digital Age i2summit17Organization in the Digital Age i2summit17
Organization in the Digital Age i2summit17
Jane McConnell
 
The Organization in the Digital Age 2017 - Key Findings
The Organization in the Digital Age 2017 - Key FindingsThe Organization in the Digital Age 2017 - Key Findings
The Organization in the Digital Age 2017 - Key Findings
Jane McConnell
 
Organization Digital Age Research Sponsorship Opportunities
Organization Digital Age Research Sponsorship OpportunitiesOrganization Digital Age Research Sponsorship Opportunities
Organization Digital Age Research Sponsorship Opportunities
Jane McConnell
 
Digital Transformation Paris 2015
Digital Transformation Paris 2015Digital Transformation Paris 2015
Digital Transformation Paris 2015
Jane McConnell
 
Digital-workplace-stakeholders-netjmc
Digital-workplace-stakeholders-netjmcDigital-workplace-stakeholders-netjmc
Digital-workplace-stakeholders-netjmc
Jane McConnell
 
Obstacles on the digital workplace journey
Obstacles on the digital workplace journey Obstacles on the digital workplace journey
Obstacles on the digital workplace journey
Jane McConnell
 
E2 meetup paris 16 0 ct-2013
E2 meetup paris 16 0 ct-2013E2 meetup paris 16 0 ct-2013
E2 meetup paris 16 0 ct-2013
Jane McConnell
 
Digital Workplace Quick Poll: What's not, what's not!
Digital Workplace Quick Poll: What's not, what's not!Digital Workplace Quick Poll: What's not, what's not!
Digital Workplace Quick Poll: What's not, what's not!
Jane McConnell
 
Digital Workplace Trends 2012
Digital Workplace Trends 2012Digital Workplace Trends 2012
Digital Workplace Trends 2012
Jane McConnell
 
Social Intranet (R)evolution at Enterprise 2.0 Summit
Social Intranet (R)evolution at Enterprise 2.0 SummitSocial Intranet (R)evolution at Enterprise 2.0 Summit
Social Intranet (R)evolution at Enterprise 2.0 Summit
Jane McConnell
 
From intranet to digital workplace
From intranet to digital workplaceFrom intranet to digital workplace
From intranet to digital workplace
Jane McConnell
 
Disruptive digital workplace: 3 approaches
Disruptive digital workplace:  3 approachesDisruptive digital workplace:  3 approaches
Disruptive digital workplace: 3 approaches
Jane McConnell
 
Digital workplace, a transformational framework
Digital workplace, a transformational frameworkDigital workplace, a transformational framework
Digital workplace, a transformational framework
Jane McConnell
 
Digital Workplace Trends 2012
Digital Workplace Trends 2012Digital Workplace Trends 2012
Digital Workplace Trends 2012
Jane McConnell
 

More from Jane McConnell (19)

The Gig Mindset in 2021- You and Your Organization
The Gig Mindset in 2021- You and Your OrganizationThe Gig Mindset in 2021- You and Your Organization
The Gig Mindset in 2021- You and Your Organization
 
Gig mindset - The future is at stake - 2021
Gig mindset - The future is at stake - 2021Gig mindset - The future is at stake - 2021
Gig mindset - The future is at stake - 2021
 
The Gig Mindset at IntranetReloaded 2018
The Gig Mindset at IntranetReloaded 2018The Gig Mindset at IntranetReloaded 2018
The Gig Mindset at IntranetReloaded 2018
 
First Thoughts on Organizational Principles for the Gig Mindset Age -
First Thoughts on Organizational Principles for the Gig Mindset Age - First Thoughts on Organizational Principles for the Gig Mindset Age -
First Thoughts on Organizational Principles for the Gig Mindset Age -
 
How to handle internal politics that block digital initiatives
How to handle internal politics that block digital initiatives How to handle internal politics that block digital initiatives
How to handle internal politics that block digital initiatives
 
Organization in the Digital Age i2summit17
Organization in the Digital Age i2summit17Organization in the Digital Age i2summit17
Organization in the Digital Age i2summit17
 
The Organization in the Digital Age 2017 - Key Findings
The Organization in the Digital Age 2017 - Key FindingsThe Organization in the Digital Age 2017 - Key Findings
The Organization in the Digital Age 2017 - Key Findings
 
Organization Digital Age Research Sponsorship Opportunities
Organization Digital Age Research Sponsorship OpportunitiesOrganization Digital Age Research Sponsorship Opportunities
Organization Digital Age Research Sponsorship Opportunities
 
Digital Transformation Paris 2015
Digital Transformation Paris 2015Digital Transformation Paris 2015
Digital Transformation Paris 2015
 
Digital-workplace-stakeholders-netjmc
Digital-workplace-stakeholders-netjmcDigital-workplace-stakeholders-netjmc
Digital-workplace-stakeholders-netjmc
 
Obstacles on the digital workplace journey
Obstacles on the digital workplace journey Obstacles on the digital workplace journey
Obstacles on the digital workplace journey
 
E2 meetup paris 16 0 ct-2013
E2 meetup paris 16 0 ct-2013E2 meetup paris 16 0 ct-2013
E2 meetup paris 16 0 ct-2013
 
Digital Workplace Quick Poll: What's not, what's not!
Digital Workplace Quick Poll: What's not, what's not!Digital Workplace Quick Poll: What's not, what's not!
Digital Workplace Quick Poll: What's not, what's not!
 
Digital Workplace Trends 2012
Digital Workplace Trends 2012Digital Workplace Trends 2012
Digital Workplace Trends 2012
 
Social Intranet (R)evolution at Enterprise 2.0 Summit
Social Intranet (R)evolution at Enterprise 2.0 SummitSocial Intranet (R)evolution at Enterprise 2.0 Summit
Social Intranet (R)evolution at Enterprise 2.0 Summit
 
From intranet to digital workplace
From intranet to digital workplaceFrom intranet to digital workplace
From intranet to digital workplace
 
Disruptive digital workplace: 3 approaches
Disruptive digital workplace:  3 approachesDisruptive digital workplace:  3 approaches
Disruptive digital workplace: 3 approaches
 
Digital workplace, a transformational framework
Digital workplace, a transformational frameworkDigital workplace, a transformational framework
Digital workplace, a transformational framework
 
Digital Workplace Trends 2012
Digital Workplace Trends 2012Digital Workplace Trends 2012
Digital Workplace Trends 2012
 

Recently uploaded

Stuart Wilson the teams I have led - 2024
Stuart Wilson the teams I have led - 2024Stuart Wilson the teams I have led - 2024
Stuart Wilson the teams I have led - 2024
stuwilson.co.uk
 
Comparing Stability and Sustainability in Agile Systems
Comparing Stability and Sustainability in Agile SystemsComparing Stability and Sustainability in Agile Systems
Comparing Stability and Sustainability in Agile Systems
Rob Healy
 
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...
dsnow9802
 
12 steps to transform your organization into the agile org you deserve
12 steps to transform your organization into the agile org you deserve12 steps to transform your organization into the agile org you deserve
12 steps to transform your organization into the agile org you deserve
Pierre E. NEIS
 
Team Building and TUCKMANS MODEL Explained
Team Building and TUCKMANS MODEL ExplainedTeam Building and TUCKMANS MODEL Explained
Team Building and TUCKMANS MODEL Explained
iampriyanshujaiswal
 
Conflict resololution,role of hr in resolution
Conflict resololution,role of hr in resolutionConflict resololution,role of hr in resolution
Conflict resololution,role of hr in resolution
Dr. Christine Ngari ,Ph.D (HRM)
 
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Impact of Effective Performance Appraisal Systems on Employee Motivation and ...
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...
Dr. Nazrul Islam
 
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...
Alexey Krivitsky
 
Enriching engagement with ethical review processes
Enriching engagement with ethical review processesEnriching engagement with ethical review processes
Enriching engagement with ethical review processes
strikingabalance
 
Ganpati Kumar Choudhary Indian Ethos PPT.pptx
Ganpati Kumar Choudhary Indian Ethos PPT.pptxGanpati Kumar Choudhary Indian Ethos PPT.pptx
Ganpati Kumar Choudhary Indian Ethos PPT.pptx
GanpatiKumarChoudhar
 
Chart--Time Management.pdf How to time is spent
Chart--Time Management.pdf How to time is spentChart--Time Management.pdf How to time is spent
Chart--Time Management.pdf How to time is spent
spandane
 
Strategic Org Design with Org Topologies™
Strategic Org Design with Org Topologies™Strategic Org Design with Org Topologies™
Strategic Org Design with Org Topologies™
Alexey Krivitsky
 
The Management Guide: From Projects to Portfolio
The Management Guide: From Projects to PortfolioThe Management Guide: From Projects to Portfolio
The Management Guide: From Projects to Portfolio
Ahmed AbdelMoneim
 
innovation in nursing practice, education and management.pptx
innovation in nursing practice, education and management.pptxinnovation in nursing practice, education and management.pptx
innovation in nursing practice, education and management.pptx
TulsiDhidhi1
 
20240608 QFM019 Engineering Leadership Reading List May 2024
20240608 QFM019 Engineering Leadership Reading List May 202420240608 QFM019 Engineering Leadership Reading List May 2024
20240608 QFM019 Engineering Leadership Reading List May 2024
Matthew Sinclair
 
Myrna Story of Leadership and Management
Myrna Story of Leadership and ManagementMyrna Story of Leadership and Management
Myrna Story of Leadership and Management
Waleed Kamal
 
一比一原版(QU毕业证)皇后大学毕业证如何办理
一比一原版(QU毕业证)皇后大学毕业证如何办理一比一原版(QU毕业证)皇后大学毕业证如何办理
一比一原版(QU毕业证)皇后大学毕业证如何办理
8p28uk6g
 
Addiction to Winning Across Diverse Populations.pdf
Addiction to Winning Across Diverse Populations.pdfAddiction to Winning Across Diverse Populations.pdf
Addiction to Winning Across Diverse Populations.pdf
Bill641377
 
All the Small Things - XP2024 Bolzano/Bozen
All the Small Things - XP2024 Bolzano/BozenAll the Small Things - XP2024 Bolzano/Bozen
All the Small Things - XP2024 Bolzano/Bozen
Alberto Brandolini
 
Sethurathnam Ravi: A Legacy in Finance and Leadership
Sethurathnam Ravi: A Legacy in Finance and LeadershipSethurathnam Ravi: A Legacy in Finance and Leadership
Sethurathnam Ravi: A Legacy in Finance and Leadership
Anjana Josie
 

Recently uploaded (20)

Stuart Wilson the teams I have led - 2024
Stuart Wilson the teams I have led - 2024Stuart Wilson the teams I have led - 2024
Stuart Wilson the teams I have led - 2024
 
Comparing Stability and Sustainability in Agile Systems
Comparing Stability and Sustainability in Agile SystemsComparing Stability and Sustainability in Agile Systems
Comparing Stability and Sustainability in Agile Systems
 
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...
 
12 steps to transform your organization into the agile org you deserve
12 steps to transform your organization into the agile org you deserve12 steps to transform your organization into the agile org you deserve
12 steps to transform your organization into the agile org you deserve
 
Team Building and TUCKMANS MODEL Explained
Team Building and TUCKMANS MODEL ExplainedTeam Building and TUCKMANS MODEL Explained
Team Building and TUCKMANS MODEL Explained
 
Conflict resololution,role of hr in resolution
Conflict resololution,role of hr in resolutionConflict resololution,role of hr in resolution
Conflict resololution,role of hr in resolution
 
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...Impact of Effective Performance Appraisal Systems on Employee Motivation and ...
Impact of Effective Performance Appraisal Systems on Employee Motivation and ...
 
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...
Designing and Sustaining Large-Scale Value-Centered Agile Ecosystems (powered...
 
Enriching engagement with ethical review processes
Enriching engagement with ethical review processesEnriching engagement with ethical review processes
Enriching engagement with ethical review processes
 
Ganpati Kumar Choudhary Indian Ethos PPT.pptx
Ganpati Kumar Choudhary Indian Ethos PPT.pptxGanpati Kumar Choudhary Indian Ethos PPT.pptx
Ganpati Kumar Choudhary Indian Ethos PPT.pptx
 
Chart--Time Management.pdf How to time is spent
Chart--Time Management.pdf How to time is spentChart--Time Management.pdf How to time is spent
Chart--Time Management.pdf How to time is spent
 
Strategic Org Design with Org Topologies™
Strategic Org Design with Org Topologies™Strategic Org Design with Org Topologies™
Strategic Org Design with Org Topologies™
 
The Management Guide: From Projects to Portfolio
The Management Guide: From Projects to PortfolioThe Management Guide: From Projects to Portfolio
The Management Guide: From Projects to Portfolio
 
innovation in nursing practice, education and management.pptx
innovation in nursing practice, education and management.pptxinnovation in nursing practice, education and management.pptx
innovation in nursing practice, education and management.pptx
 
20240608 QFM019 Engineering Leadership Reading List May 2024
20240608 QFM019 Engineering Leadership Reading List May 202420240608 QFM019 Engineering Leadership Reading List May 2024
20240608 QFM019 Engineering Leadership Reading List May 2024
 
Myrna Story of Leadership and Management
Myrna Story of Leadership and ManagementMyrna Story of Leadership and Management
Myrna Story of Leadership and Management
 
一比一原版(QU毕业证)皇后大学毕业证如何办理
一比一原版(QU毕业证)皇后大学毕业证如何办理一比一原版(QU毕业证)皇后大学毕业证如何办理
一比一原版(QU毕业证)皇后大学毕业证如何办理
 
Addiction to Winning Across Diverse Populations.pdf
Addiction to Winning Across Diverse Populations.pdfAddiction to Winning Across Diverse Populations.pdf
Addiction to Winning Across Diverse Populations.pdf
 
All the Small Things - XP2024 Bolzano/Bozen
All the Small Things - XP2024 Bolzano/BozenAll the Small Things - XP2024 Bolzano/Bozen
All the Small Things - XP2024 Bolzano/Bozen
 
Sethurathnam Ravi: A Legacy in Finance and Leadership
Sethurathnam Ravi: A Legacy in Finance and LeadershipSethurathnam Ravi: A Legacy in Finance and Leadership
Sethurathnam Ravi: A Legacy in Finance and Leadership
 

The Workplace in the Digital Age

  • 1. The Workplace in the Digital Age Key findings 9th annual survey Jane McConnell Enterprise 2.0 Summit, Paris, 2015 373 people from 26 countries representing 280 organizations. Participants responded to an in- depth online survey of 140 questions.
  • 2. 2 Strategic Advisor 16 years > 60 large, global organizations, management briefer and workshop leader netjmc.com Researcher on digital workplaces for 9 yrs digital-workplace-trends.com Facilitator of IntraNetwork, workgroup of digital practitioners in Paris intranetwork.fr American-French living in deep Provence for 25 years
  • 3. 3 Clients who have taught me so much! •! Air Liquide, Paris •! Amadeus, Madrid •! ArcelorMittal, Luxembourg •! Arup, UK •! Alcatel-Lucent, Paris •! Alstom Group, Paris, Switzerland •! BASF, Germany •! Ericsson, Stockholm •! IKEA, Sweden •! Nokia, Helsinki •! Novartis, Switzerland •! UNHCR – United Nations High Commissioner for Refugees, Geneva •! United Nations Peacekeeping Operations, New York •! United Nations Secretariat, New York •! …. 2014 2013 199620042007-2012 2011 1998 2015
  • 4. •! What is the digital workplace? •! Status in 2015: good news, bad news •! What can we learn from 3 groups of organizations that report… •! A strong, shared sense of organizational purpose •! Openness to the influence of external environment •! An enabled customer-facing workforce •! How – what you can do
  • 5. Tools Organization People The digital workplace lives at the intersection of people, organization and technology.
  • 6. Creating, sharing, interacting, belonging, contributing, learning and growing. Serving clients, customers or users of the organization’s services and products. Collaboration and cooperation in all directions throughout the whole organization. Enterprise Business Individual Tools Organization People
  • 7. Creating, sharing, interacting, belonging, contributing, learning and growing. Serving clients, customers or users of the organization’s services and products. Collaboration and cooperation in all directions throughout the whole organization. Enterprise Business Individual Tools Organization People New and improved processes integrating social collaboration. Virtual operational units, teams, communities and networks. Equal, relevant, interactive access for the entire workforce. Connecting everyone anywhere, anytime. Structure Process Reach
  • 8. Creating, sharing, interacting, belonging, contributing, learning and growing. Serving clients, customers or users of the organization’s services and products. Collaboration and cooperation in all directions throughout the whole organization. Enterprise Business Individual Tools Organization People New and improved processes integrating social collaboration. Virtual operational units, teams, communities and networks. Equal, relevant, interactive access for the entire workforce. Connecting everyone anywhere, anytime. Structure Process Reach Managing the digital workplace as strategic and essential for the organization. Influence from any level and from any part of the organization that results in change. Attitudes, behaviors, expectations in an open, participatory work environment. Leadership CultureAsset
  • 9. 0 20 40 60 0.0000000 33.3333333 66.6666667 100.0000000 Individual Business Enterprise Process Structure Reach Leadership Culture Asset Maturing Developing Starting Capabilities Enablers Mindset Maturing Developing Starting Capabilities Enablers Mindset The digital workplace scorecard
  • 10. 0 20 40 60 0.0000000 33.3333333 66.6666667 100.0000000 Individual Business Enterprise Process Structure Reach Leadership Culture Asset Maturing Developing Starting Capabilities Enablers Mindset Serving clients, customers or users of the organization’s services and products. Creating, sharing, interacting, belonging, contributing, learning and growing. Collaboration and cooperation in all directions throughout the whole organization. New and improved processes integrating social collaboration. Virtual operational units, teams, communities and networks. Equal, relevant, interactive access for the entire workforce. Connecting everyone anywhere, anytime. Attitudes, behaviours and expectations in an open, participatory work environment. Managing the digital workplace as strategic and essential for the organization. Influence from any level and from any part of the organization that results in change. Maturing Developing Starting M i n d s e t E n a b l e r sC a p a b i l i t i e s Enterprise Individual Business Capabilities Enablers Mindset Process Structure Reach Asset Leadership Culture The digital workplace scorecard
  • 11. •! What is the digital workplace? •! Status in 2015: good news, bad news •! What can we learn from 3 groups of organizations that report… •! A strong, shared sense of organizational purpose •! Openness to the influence of external environment •! An enabled customer-facing workforce •! How – what you can do
  • 12. 12 Evolution from end 2013 to end 2014 Digital Workplace Scorecard total scores on the 3-level maturity chart, showing the full range from least to most mature. Maturing Developing Starting 1 7 13 19 25 31 37 43 49 55 61 67 73 79 85 91 97 103 109 115 121 127 133 139 145 151 157 163 169 175 181 187 193 199 205 211 217 223 229 235 241 247 253 259 265 271 277 283 289 295 301 307 313 Early Adopters Top 20%
  • 14. 14 People capabilities in the digital workplace increasing over last 6 years % deployment “enterprise-wide” or “in some parts” 0 10 20 30 40 50 60 70 80 Sharing info & knowledge Co-creating content Reacting, commenting 2014 2013 2008 %
  • 15. 15 Enterprise social networking in over 60% of organizations today % deployment “enterprise-wide” or “in some parts”. Data collected end of each year 0! 10! 20! 30! 40! 50! 60! 70! 2008! 2009! 2010! 2011! 2012! 2013! 2014!
  • 16. 2014 Too many competing priorities 51% Slow decision-making, often consensus-based 42% Too much focus on the tool, not enough on people and change 36% Politics, inside the organization 36% Hesitation or resistance to rethink how we work 37% No strong business case, ROI or proven value 26% Percentages of responses saying “Serious challenge, holds us back” Mindset is where the challenges are. Percentages do not include the responses “Manageable challenge, requires special effort” Data collected at the end of the years listed.
  • 17. 2014 2013 Too many competing priorities 51% n/a Slow decision-making, often consensus-based 42% 38% Too much focus on the tool, not enough on people and change 36% 37% Politics, inside the organization 36% 36% Hesitation or resistance to rethink how we work 37% 38% No strong business case, ROI or proven value 26% 26% Percentages of responses saying “Serious challenge, holds us back” No progress in Mindset over the last 12 months. Percentages do not include the responses “Manageable challenge, requires special effort” Data collected at the end of the years listed.
  • 18. •! What is the digital workplace? •! Status in 2015: good news, bad news •! What can we learn from 3 groups of organizations that report… •! A strong, shared sense of organizational purpose •! Openness to the influence of external environment •! An enabled customer-facing workforce •! How – what you can do
  • 19. Jon Husband www.wirearchy.com Wirearchy, an organizing principle “A dynamic two-way flow of power and authority, based on knowledge, trust, credibility and a focus on results, enabled by interconnected people and technology”. At the heart of the digital workplace
  • 20. Let’s take a look at some very specific groups: 1.! Strong, shared sense of organizational purpose and identity (n=58) 2.! High degree of openness to the external environment (n=48) 3.! High degree of ease for customer-facing workforce (n=10)
  • 21. Value-driven culture and inspirational purpose “A strong shared culture is the glue that keeps empowered organizations from falling apart. Frontline employees are trusted to make the right decisions guided by a number of shared values rather than by a thick book of rules and policies.”
  • 22. Where there is a “strong, shared sense of organizational purpose”, we observe… Distributed decision- making High involvement of management in the digital workplace Communities and official community management Correlations
  • 23. Shared sense of purpose and identity Strong Weak 73% Topic-based learning communities 49% 46% Personal interest communities 19% 38% Problem solving communities 21% 23% Community management: responsibility formally included in some job roles 8% 54% Single enterprise social network 30% N=58 N=48 Communities, community management and social networking % of the segment reporting “yes”
  • 24. Strong Weak Management: “Vocally supportive and active: resources, visible participation” % of the segment reporting “yes” 32% Customer service/support 13% 42% Marketing 23% 21% Operations 11% 37% R&D, Engineering, Development 19% 28% Sales 9% 28% C Level 11% N=58 N=48 Shared sense of purpose and identity
  • 25. 0 20 40 60 80 100 Very distributed Distributed Neither one nor the other Centralized Very centralized % 50% of organizations with distributed decision-making report a "strong, shared sense of purpose and identity" 10% of organizations with very centralized decision-making report a "strong, shared sense of purpose and identify" “Strong, shared sense of organizational purpose and identity” Shared sense of purpose and identity
  • 26. Where there is a “strong, shared sense of organizational purpose”, we observe… Distributed decision- making High involvement of management in the digital workplace Communities and official community management Correlations We also see greater clarity on priorities, faster decision-making, fewer political games.
  • 27. All Purpose Too many competing priorities 51% 35% Slow decision-making, often consensus-based 42% 22% Too much focus on the tool, not enough on people and change 36% 28% Politics, inside the organization 36% 11% Hesitation or resistance to rethink how we work 37% 31% No strong business case, ROI or proven value 26% 24% Percentages of responses saying “Serious challenge, holds us back” Greater clarity on priorities, faster decision- making, fewer political games -25 pts -20 pts -16pts Shared sense of purpose and identity
  • 28. •! What is the digital workplace? •! Status in 2015: good news, bad news •! What can we learn from 3 groups of organizations that report… •! A strong, shared sense of organizational purpose •! Openness to the influence of external environment •! An enabled customer-facing workforce •! How – what you can do
  • 29. Arie de Geus, 1997 “Surviving and thriving in a volatile world require, first of all, management which is sensitive to its company’s environment.” “Only after seeing that something is about to change (or has already begun to change) outside the company will management be ready to deal with the effects of that change.”
  • 30. Where organizations are “open and reactive to the influence of the external world” we observe… Higher importance of external sources of information High involvement of all levels of management in digital workplace decision-making Communities including external members Correlations
  • 31. % of the “open reactive” segment vs. the “closed environment” reporting “yes” Twice as many communities that include external people •! Communities of practice and project-based communities (approx. 30% vs. 15%) Open & reactive to the influence of the external world External sources of information more frequently rated “of high importance” •! Clients: 35 vs. 16% •! Partners and suppliers: 47 vs. 29% •! External websites: 28 vs. 11% Higher management involvement in decision-making for the digital workplace •! C-Suite: 22 vs. 5% •! Middle management: 40 vs. 18% •! Operational management: 33 vs. 15% N=48
  • 32. Where organizations are “open and reactive to the influence of the external world” we observe… Higher importance of external sources of information High involvement of all levels of management in digital workplace decision-making Communities including external members Correlations We also see that they are ready to adopt new work practices, and less need to “prove” business value
  • 33. All Open Too many competing priorities 51% 29% Slow decision-making, often consensus-based 42% 24% Too much focus on the tool, not enough on people and change 36% 27% Politics, inside the organization 36% 27% Hesitation or resistance to rethink how we work 37% 22% No strong business case, ROI or proven value 26% 13% More ready to adopt new work practices, and less need to “prove” business value -15 pts -13 pts Percentages of responses saying “Serious challenge, holds us back” N=48 Open & reactive to the influence of the external world
  • 34. •! What is the digital workplace? •! Status in 2015: good news, bad news •! What can we learn from 3 groups of organizations that report… •! A strong, shared sense of organizational purpose •! Openness to the influence of external environment •! An enabled customer-facing workforce •! How – what you can do
  • 35. “Very easy” for our customer-facing workforce to find what they need to do their jobs when with customers. The top 3 influential factors •! Information management •! Real time communication •! Peoples’ individual digital capacities Means of evaluation: “Time saved” followed by “customer satisfaction metrics” Top strategic driver: Business and operational performance. 80% vs. 50% of the full survey N=10
  • 36. All Customer Facing Too many competing priorities 51% 10% Slow decision-making, often consensus-based 42% 20% Too much focus on the tool, not enough on people and change 36% 20% Politics, inside the organization 36% 20% Hesitation or resistance to rethink how we work 37% 30% No strong business case, ROI or proven value 26% 10% Percentages of responses saying “Serious challenge, holds us back” “Very easy” for our customer-facing workforce to find what they need to do their jobs when with customers. Top strategic driver: Business and operational performance. Digital workplace strategy focused on a business goal
  • 37. •! What is the digital workplace? •! Status in 2015: good news, bad news •! What can we learn from 3 groups of organizations that report… •! A strong, shared sense of organizational purpose •! Openness to the influence of external environment •! An enabled customer-facing workforce •! How – what you can do
  • 38. So, how do we deal with the challenges?
  • 39. Competing priorities Slow decision-making Too much focus on the tool Politics Hesitation to rethink how we work No strong proven value Build / support communities of all sorts, even non professional ones. Formalize community management. Work on distributed decision- making within your sphere of influence. < < < Shared sense of purpose
  • 40. Competing priorities Slow decision-making Too much focus on the tool Politics Hesitation to rethink how we work No strong proven value Build communities with external people. Bring the client’s voice inside your organization. Make access to external information sources easy. Expose your management to their peers outside your organization. < < Open to the influence of the external world
  • 41. Competing priorities Slow decision-making Too much focus on the tool Politics Hesitation to rethink how we work No strong proven value Define / clarify goals, in particular regarding your customer-facing workforce. < Business goals for the digital workplace
  • 42. 42 Thank you! Jane McConnell Get in touch jane@netjmc.co m Twitter: @netjmc Where are you on the digital workplace journey? Consider organizing a collective diagnosis of your own digital workplace!
  • 43. •! Ana Bulgar, OMV Petrom S.A. (Romania) •! Bjoern Negelmann, N:Sight Research (Germany) •! Brian Holness, Knowledge Management Programme Manager, GDF SUEZ Energy International. (UK) •! Claude Monnier, HR Director Sony Music (France) •! Dan Pontefract, Chief Envisioner, TELUS. (Canada) •! Daniel Pankatz, Deutsche Post DHL, (Germany) •! Dany DeGrave, Sr. Director Strategic Alignment, Expertise & Innovation, Sanofi. (US) •! Darren Whitelaw, Department of Premier and Cabinet (Australia) •! Emanuele Quintarelli, Social Enterprise Leader, EMEIA Center of Excellence at EY. (Italy) •! Ernst Décsey, Communication Specialist, Digital Workplace, UNICEF Private Fundraising and Partnerships (Switzerland) •! Jean-Paul Chapon, Head of Digital Communications & e-Reputation, Société Générale (France). •! Luke Mepham Aviva, (UK) •! Matt Varney, Intranet Manager, Kentucky Community and Technical College. (US) •! Rawn Shah, Director & Social Business Architect at Rising Edge, Blogger at Forbes (US). •! Rebecca Jackson, Melbourne Water. (Australia) •! Richard Martin, Writer, Editor, Consultant IndaloGenesis Ltd. (UK) •! Rick Cantor, Vice President, Commercial Strategic Marketing, Knowledge Management Practice Leader, Chubb & Son. (US) •! Stefan Kruijer, Employee Portal Manager, Corporate Communications, Airbus. (Germany) Advisory Board Digital Workplace Research 2014 - 2015