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Making sense of your digital workplace
The document outlines key principles for creating an effective digital workplace, emphasizing the importance of flexibility, productivity outcomes, and user satisfaction. It advocates for a collaborative environment that accommodates diverse work styles and encourages continuous learning, while recognizing that digital tools should enhance, not hinder, employee experience. The manifesto consists of eleven core tenets aimed at fostering a more engaging and efficient workplace culture.
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Making sense of your digital workplace
- 1. Making sense ofyour digital workplace Sam Marshall www.clearbox.co.uk @sammarshall @ClearBoxTeam
- 3. “Our mission isto enrich people's lives with programmes and services that inform, educate and entertain.”
- 4. Digital workplace Traditional Intranet News RSS feedsEmployee self- service ExtendedIntranet Collaboration tools for internal teams HR Systems Policies Corporate information Phone book Internal social networks Desktop & Online Office applications Web Conferencing E-mail Telepresence Twitter feeds Instant messaging Yammer External social networks Document Management CRM ExtranetSupply chain management © IBF 2013
- 6. “It’s a Unixsystem – I know this!”
- 9. It’s not justthe movies According to UK ONS by end of 2012 that figure was.. 21m In 2000, Forrester esAmated that by 2003 41m people in the UK would use mobile devices to access the internet.
- 10. So what doesthat tell us? We’re preIy bad at predicAng how technology will be used in pracAce Technology increases opAons for how we work, but doesn’t give us a plan We should define the principles of what maIers to people, and keep that as the constant as our digital workplaces evolve
- 12. 1. Work isno longer a place. Let me be productive where I choose, but respect my home life too. Working from home can lead to a 13-‐20% increase in producAvity
- 13. “ We need to stop thinking of work as a desAnaAon and ask ourselves: what’s the best place for me to work today?” —Dave Coplin, MicrosoV
- 21. 2. Manage theoutcome, not the process. Trust that I’m working productively when you can’t see me, but hold me accountable for the results. Best Buy saw a 35% increase in producAvity in departments adopAng a results-‐oriented approach
- 22. The challenge ofremote knowledge work • Trust between employees not by managers may be the issue • Management by results gets harder the more creaAve it is • The onus moves to employees to ‘work out loud’ • Introverts may need a different approach 73% of office workers felt remote workers wouldn’t work as hard
- 23. 3. The digitalworkplace should be a pleasure to use. If it’s not as good as my digital home life, let me bring in my own solutions.
- 24. Does your headoffice look like this…
- 25. But your digitalworkplace look like this?
- 27. 4. Collaboration onlyworks if we do it the same way. The best tool is the one we all use, otherwise we create digital divides to match physical ones.
- 28. — Trello, WhatsAppetc. Example: trello.com
- 29. 5. Let mebe myself online. My profile is who I am in the digital workplace, and many of my working relationships may be with people I don’t get to meet.
- 31. 6. Learning isgood for me and the company. Give me the opportunity to acquire knowledge from outside and in, and the chance to use it well.
- 32. MooC • Coursera.com • Code Adademy
- 33.
- 34. 7. Not everyoneis an early-adopter. Give support and guidance to those that need it, but also freedom to learn by playing for the self-starters. 40% of social network users say they are easier to use than workplace soVware. 44% of employees say insufficient training is a barrier to adopAng new workplace technologies.
- 35. Rogers’ Diffusion ofInnovation Model Cost of adopAon for 2nd half can be much higher
- 36. Skills you mightneed… • Understand cloud storage • Apply metadata • Use group calendaring • Manage access control lists • Plan audience targeAng • Understand presence • Manage 3rd party add-‐ons • Understand two-‐factor authenAcaAon
- 37. 8. Work doesn’tstop at the firewall. Our digital workplace should encompass customers, suppliers, partners and contacts.
- 38. Remove the frictionof context-shifting
- 39. 9. Everything shouldbe geared to helping me do the work that matters. Remove the irritants like multiple logins. You know who I am – once I’m logged in I should get everywhere I need to go.
- 40. Things on an intranethome page Things people want from an intranet Message from CEO Quarterly results For sale & wanted My own documents Bonus calculation Rumours Lunch menu Expense forms Photos of office party Phone numbers Pictures of SVPs Stock price Mission statement Weather
- 41.
- 43. 10. Working relationshipsinvolve understanding each other. Let me express my views and I’ll listen to yours. 39% of “best places to work” have social intranet spaces vs industry average of 17%.
- 44. “Internal communicaAon is the process by which the bosses tell everyone what is happening, followed by a feedback stage where everyone can tell the bosses what is really happening.” —Guy Browning
- 45. 11. If Idon’t like it, I can always leave.
- 47. The Digital WorkplaceManifesto 1. Work is no longer a place. 2. Manage the outcome, not the process. 3. The digital workplace should be a pleasure to use. 4. Let me be myself online. 5. Learning is good for me and the company. 6. Not everyone is an early-‐adopter. 7. Work doesn’t stop at the firewall. 8. Everything should be geared to helping me do the work that maKers. 9. Working relaMonships involve understanding each other. 10. CollaboraMon only works if we do it the same way. 11. If I don’t like it, I can always leave Download the poster: www.clearbox.co.uk/digital- workplace-manifesto
- 48. Digital Workplace &Intranet Framework Strategy Governance & Operation Adoption User Experience Technology & Security Services Management Communicate & Engage Collaborate Find & Share Business Applications Agile Working
- 49. ClearBox CONSULT IN G I N TR A N E T S | C O L L A B O R A T I O N | S H A R E P O I N T Communicate & Engage Collaborate Find & Share Business Applications Agile Working Strategy Governance & Operations Adoption User Experience Technology & Security Formal Communication Orientation Two Way Communication Formal Collaboration Innovation Informal Collaboration Real-Time Collaboration Personal Productivity External Collaboration Find People Classify Search Business Systems Employee Services Store and Retrieve Mobile Agile Work Support Anywhere Access Physical Spaces Integration Flexibility Security Standards Robustness Accessibility Design Emotive Information Architecture Cohesion Availability Reward Acceptance Training/Coaching Steering Monitoring & Measurement Team & Resources Policy & Processes Business Goals Sponsorship Employee Needs Process Notify and Filter
- 50. Strategy Governance & OperaAon AdopAon User Experience Technology & Security Communicate & Engage Collaborate Find & Share Business ApplicaAons Agile Working Services Current DesAnaAon
- 51. Digital workplace framework– Intranet footprint Communicate and Engage Formal Communication Two-Way Communication Orientation Collaborate Formal Collaboration Informal Collaboration Real-time Collaboration Innovation External Collaboration Personal Productivity Find & Share Find People Search Store & Retrieve Classify Notify & Filter Business Applications Business Systems Employee Services Agile Working Mobile Anywhere Access Physical Spaces Agile work support
- 52. Don’t think ofa platform in the middle of your Digital Workplace….
- 53. @ Design your digitalworkplace as a network of content and access points
- 54. Drivers • Globalmarkets • Dispersed teams vs. silos • Recruitment flexibility • Employee engagement • Floor / Field workers • Innovation • Connection to customer Strategy • Knowledge work • Work-life balance • Work autonomy / productivity • Freelancing • Consumer UX Employees • Social tools • Cloud • Mobile • Broadband • Search • Big data Technology
- 55. It’s a Unix system… I know this!
- 56. References/Credits Original cartoons commissioned by ClearBox from: www.businessillustrator.com & Duncan ScoI (1) 13% -‐ Stanford University study hIp://www.stanford.edu/~nbloom/WFH.pdf, 20% -‐ BT case study www.anywhereworking.org/case-‐studies/ Office layout at GSK: www.forbes.com July 16th (2) 73% Stat from Ipsos MORI poll of a representaAve GB sample of 1,000 office workers. hIp://anywhereworking.org (3) Cisco Connected World report 2011" www.cisco.com/en/US/netsol/ns1120/ Old office pjoto: hIp://www.old-‐picture.com/ american-‐legacy/001/Workers-‐Office-‐ Women.htm (7) Oracle study “Enterprise 2.0: Driving creaAvity, producAvity and collaboraAon” (8) Kudos to xkcd.com (10) Digital workplace survey by NetJMC hIp://t.co/M5IsOSfF
- 57.