This document summarizes the key findings from the 9th annual survey on the digital workplace conducted by Jane McConnell. The survey gathered responses from 373 people from 280 organizations in 26 countries. It found that while digital workplace capabilities continue increasing, challenges related to organizational mindset have not improved over the last year. The document then examines three groups of organizations that reported 1) a strong, shared sense of organizational purpose, 2) openness to external influences, and 3) an enabled customer-facing workforce. For each group, it identifies correlations with other organizational characteristics and lower reported challenges. It concludes by providing recommendations for addressing common challenges.
Developing Leaders Through a Structured Leadership Development ProgramWong Yew Yip
Many organizations realize the importance of effective leadership to enable an organization to achieve its vision, mission and strategic objectives and to make the organization successful. These organizations place high priority on the training and development of their leaders at various levels and embark on leadership development programs.
Unfortunately, many organizations go for the so-called "quick wins" by conducting a 2-5 days leadership development program, believing this will solve their leadership issues and booster business performance. These organizations have got to be realistic as it is just impossible to develop and turn people into instant effective leaders in 2-5 days.
To develop effective leaders, a Structured Leadership Development Program is needed with a proper process and blueprint for implementation, the duration of which could be at least 6 months.
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The future of an organisation depends on effective leadership and ethical decisions made
by the leaders of the organisation. Many organisations experience tremendous successes
and dramatic failures because of decisions made by their leaders. Our presentation
showcases various leadership theories and real life stories of leaders who had tremendous
success but had gone through serious scandals that threatened the very existence of their
organisations. Some leaders made ethical decisions and had a stronger comeback while
others went into bankruptcy. So sit back and relax while we take you through the
interesting world of global organisational behavior and its effects on business today.
Developing Leaders Through a Structured Leadership Development ProgramWong Yew Yip
Many organizations realize the importance of effective leadership to enable an organization to achieve its vision, mission and strategic objectives and to make the organization successful. These organizations place high priority on the training and development of their leaders at various levels and embark on leadership development programs.
Unfortunately, many organizations go for the so-called "quick wins" by conducting a 2-5 days leadership development program, believing this will solve their leadership issues and booster business performance. These organizations have got to be realistic as it is just impossible to develop and turn people into instant effective leaders in 2-5 days.
To develop effective leaders, a Structured Leadership Development Program is needed with a proper process and blueprint for implementation, the duration of which could be at least 6 months.
Transitioning to leadership & management rolesRebecca Jones
Presentation for LMD at SLA 2012 on practical success-oriented ways to move into a new role, especially a new role in leadership & management positions
This Presentation describes Characteristics of Transformational Leadership and attributes required for the same.Four Elements of Transformational Leadership is highlighted.
The future of an organisation depends on effective leadership and ethical decisions made
by the leaders of the organisation. Many organisations experience tremendous successes
and dramatic failures because of decisions made by their leaders. Our presentation
showcases various leadership theories and real life stories of leaders who had tremendous
success but had gone through serious scandals that threatened the very existence of their
organisations. Some leaders made ethical decisions and had a stronger comeback while
others went into bankruptcy. So sit back and relax while we take you through the
interesting world of global organisational behavior and its effects on business today.
"One key to successful leadership is continuous personal change. Personal change is a reflection of our inner growth and empowerment."
— Robert E. Quinn
Steps to High Performance
Easy Goals, Hard stretchable Goals, Impossible goals . From a Motivation perspective set hard goals
Listen, Listen, Listen
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This PPT is a tool to help focus a team / group / or stakeholders into a high performance team. It concentrates on results, commitment, processes, communication, and trust.
I created this tool as a means to transition a team through the four stages of team maturity: forming, storming, forming, and performing.
Too much talent management is too complex. Talent management does of course incorporate genuine challenges and tough choices. But we don’t need cumbersome processes and practices to make life harder for our executives, managers and professionals.
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Making Technology Work at Work - #1 in the Employment in the Digital Age Seriesinaroundos
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"One key to successful leadership is continuous personal change. Personal change is a reflection of our inner growth and empowerment."
— Robert E. Quinn
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Easy Goals, Hard stretchable Goals, Impossible goals . From a Motivation perspective set hard goals
Listen, Listen, Listen
It requires a new set of glasses for serving your team
Organizations have problem seekers and Problem Solvers. Empower your team to be problem solvers
This PPT is a tool to help focus a team / group / or stakeholders into a high performance team. It concentrates on results, commitment, processes, communication, and trust.
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Too much talent management is too complex. Talent management does of course incorporate genuine challenges and tough choices. But we don’t need cumbersome processes and practices to make life harder for our executives, managers and professionals.
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5 Ways to Build a Better Leadership Development Program - Webinar 10.09.14BizLibrary
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In this research & guide on "How to effectively apply digital project management to organisational innovation culture", I will be sharing the best findings how to manage a team of creative professionals within an innovation organization. Highlighting the skills needed for effective digital project management, the types of organization project management for digital innovation culture & the phases & processes when implementing Digital Project management for innovation culture.
Making Technology Work at Work - #1 in the Employment in the Digital Age Seriesinaroundos
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The Digital Workplace - Building a more productive digital work environment s...Oscar Berg
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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!
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
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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.
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The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
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Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Senior Project and Engineering Leader Jim Smith.pdf
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
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
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